SAFe for Teams Digital Workbook (5.0.1).pdf

SAFe®
for Teams
Establishing Team Agility for Agile Release
Trains
5.0.1
SAFe® C ourse - Attending this course gives students access to the SAFe Pr acti tioner exam and r elated prepar ati on materials.
5.0.1
SAFe® Course - Attending this course gives
students access to the SAFe Practitioner exam and
related preparation materials.
Digital Student Workbook
~SAF
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©Sca led Agile, Inc.
For personal use only - Saurabh Gupta - Jun 21, 2021 (ID:0056T0000083PUZQA2)

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SAFe®
Courses
and
Certifications
Leading
SAFe"
I
Thriving
in
the
Digital
Age
with
Business
Agility
I
•
with
SAFe®
5
Agilist
Certification
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Program
Consultant
Certification
SAFe"
for
Government
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Public
Sector
with
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•
with
SAFe®
5
Government
Practitioner
Certification
Lean
Portfolio
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I
Aligning
Strategy
with
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•
with
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5
Lean
Portfolio
Manager
Certification
SAFe"
Product
Owner/Product
Manager
I
Delivering
Value
through
Effective
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Increment
Execution
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Product
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Manager
Certification
Agile
Product
Management
I
Using
Design
Thinking
to
Create
Valuable
Products
in
the
Lean
Enterprise
I
•
with
SAFe®
5
Agile
Product
Manager
Certification
SAFe"
Scrum
Master
I
Applying
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Master
Role
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Enterprise
I
•
with
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5
Scrum
Master
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SAFe"
Advanced
Scrum
Master
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•
with
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Advanced
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Release
Train
Engineer
I
Facilitating
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Release
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SAFe"
for
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DevOps
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Optimizing
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Practitioner
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Software
Engineering
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Enabling
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Lean
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I
•
with
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5
Agile
Software
Engineer
Certification

i | © Scaled Agile, Inc.
SAFe® C ourse Attending this course gives students access to the SAFe® Pr acti tioner exam and r elated prepar ati on materials.
Table of Contents
Privacy Notice.......................................................................... 1
Digital Workbook User Guide................................................... 2
Lesson 1: Introducing SAFe ....................................................... 5
1.1 Connect with the Scaled Agile Framework ........................ 6
1.2 Explore Lean, the Agile Manifesto, and SAFe
Principles ............................................................................... 16
1.3 Identify Scrum, Kanban, and Quality Practices................ 31
Lesson 2: Building an Agile Team............................................ 39
2.1 Build your team................................................................ 40
2.2 Explore the Scrum Master and Product Owner roles....... 50
2.3 Meet the teams and people on the train .......................... 53
Lesson 3: Planning the Iteration............................................... 59
3.1 Prepare the backlog......................................................... 60
3.2 Plan the Iteration.............................................................. 70
Lesson 4: Executing the Iteration ............................................. 85
4.1 Visualize the flow of work................................................. 86
4.2 Measure the flow of work................................................. 88
4.3 Build quality in.................................................................. 90
4.4 Continuously integrate, deploy, and release.................... 95
4.5 Improve flow with communication and
synchronization.................................................................... 103
4.6 Demonstrate value......................................................... 107
4.7 Retrospect and improve................................................. 110
Lesson 5: Executing the PI..................................................... 117
5.1 Plan Together ................................................................ 118

ii | © Scaled Agile, Inc.
5.2 Integrate and demonstrate together...............................139
5.3 Learn together................................................................142
Lesson 6: Becoming a Certified SAFe Practitioner.................149
6.1 Becoming a Certified SAFe Professional .......................150
Glossary ......................................................................................155

1 | © Scaled Agile, Inc.
Privacy Notice
Your name, company, and email address will be shared with Scaled Agile, Inc. for
course fulfillment, including testing and certification. Your information will be used in
accordance with the Scaled Agile privacy policy available at
https://www.scaledagile.com/privacy-policy/.

Digital Workbook User Guide
Frequently Asked Questions
Q: How can I take notes in my digital workbook?
A: After each lesson, there is a notes page that allows you to type notes directly into
the workbook. Remember to save your workbook to your personal computer to save
any content you may have added.
If you open the digital workbook with a product like Adobe Acrobat, there are
functions that allow you to add your own text boxes, add bookmarks, highlight text,
and add comments. Remember to save your workbook to your personal computer to
save any content you may have added.
For additional assistance in annotating your digital workbook, please refer to the
tutorials and support articles for the PDF reader of your choice.
Q: What other features are included in the digital workbook?
A: Action plan slides are followed by editable digital action plan worksheets. All
videos have a hyperlink directly below the slide that will take you to the correct URL.
If you click on assets in the front matter, you will be taken to resources on the Scaled
Agile Framework website, like the Implementation Roadmap and course certification
pages.
Q: How do I fill out the action plan in my digital workbook?
A: To add text to a blue text field, click within the blue box and type. Remember to
save your workbook to your personal computer to save any content you may have
added.
Q: Is my digital workbook saved on the community platform?
A: The original digital workbook file will always be available to you in your Learning
Plan on the SAFe Community Platform. However, any text or content added to your
digital workbook must be saved on your personal computer. Remember to save your
workbook to your personal computer to save any content you may have added.
Q: Can I share my digital workbook with my coworkers?
A: No. You cannot share your digital workbook. It is for personal use only, so you
may not reproduce or distribute it.
Q: Can I print the digital workbook?
A: Yes. You may print the digital workbook for your personal use. The file is letter
sized and full color, so make sure to adjust your printing preferences accordingly.

Notes:
Notes:
Logistics
► Class times
► Breaks
► Lunch
► Restrooms
► Accessing Wi-Fi
► Working agreements
SCALED AGILE • ClScaled Ag ile . Inc.
Course goals
At the end of this course you should be able to:
► Apply SAFe to scale Lean and Agile delivery in your Enterprise
► Know your team and its role on the Agile Release Train
► Know all other teams on the train, their roles, and the dependencies between
teams
► Plan Iterations
► Execute Iterations and demonstrate value
► Plan program increments
► Integrate with and work with other teams on the train
SCALED AGILE · ClScaled Agile . Inc.

Notes:
Notes:
Course map
► Lesson 1: Introducing SAFe
► Lesson 2: Building an Agile Team
► Lesson 3: Planning the Iteration
► Lesson 4: Executing the Iteration
► Lesson 5: Executing the Program Increment (Pl)
► Lesson 6: Becoming a Certified SAFe Practitioner
SCALED AGILE • ClScaled Agile.Inc.
Activity: Introducing the SAFe Practitioner Action Plan
► Step 1: In your workbook you
will find the SAFe Practitioner
Action Plan
► Step 2: At the end of each
lesson, you will have an
opportunity to add ideas,
insights, and improvement
items as a takeaway from
each of the lessons
SCALED AGILE · ClScaled Agile.Inc.

SAFe® Course Attending this course gives students access to the
SAFe® Practitioner exam and related preparation materials.
Lesson 1
Introducing SAFe
Learning Objectives:
1.1 Connect with the Scaled Agile Framework
1.2 Explore Lean, the Agile Manifesto, and SAFe Principles
1.3 Identify Scrum, Kanban, and Quality Practices

1.1 C onnect with the Scaled Agile Framewor k
Notes:
Notes:
SCALED AGILE ·
How do we keep pace?
Our development methods must keep pace with an increasingly complex world.
► We've had Moore's Law for hardware, and
now software is eating the world
► Our development practices haven't kept pace;
Agile shows the greatest promise but was
developed for small teams
► We need a new approach, one that harnesses
the power of Agile and Lean and applies to
the needs of the enterprises who build the
world's most important software and systems
SCALED AGI LE · ClScaled Agile.Inc. 6

Notes:
Notes:

Notes:
Notes:
But sometimes,
it feels like this.
Agile doesn't
fit our large
complex and
heavily
regulated
solutions
No way to
improve
systematically
Our leadership
style and
company
culture clashes
with Agility
DevOps and
Continuous
Delivery are
impossible in
our
environment
Quality is low
Under-
estimated
dependencies
Technical debt
is growing
Budget
processes
inhibit Agility
and
innovation
Late
delivery
Team-level
Agile
or ad hoc Agile
Problems
discovered
too late
value when
customers
need it
Poor
morale

Notes:
Notes:
Why SAFe?
SAFe business benefits are derived directly from case studies written by SAFe customers
10-50% happiermore
motivatedemployees
20 - 50%increase
in productivity
30 - 75%faster
time-t0-01arket
25-75%
defectreduction
Source : https://v5.scaledagileframework .com/case-studies
SCALED AGILE • ClSeale d Agile.In c.
11
12

Notes:
Notes:
SAFe: Roots, past, present, and future
2011 Field experience at enterprise scale Now...
Lean product development I Agile development I DevOps I Systems thinking
SCALED AGILE · Cl Scaled Agile . Inc.
Seven Core Competencies of Business Agility
-- Execution
~ Ent~rprise Solution
~ Delivery
•
~ Agi!e Product
~ Delivery
>---->--- Strategy
us om
Cen;c
~ Organizational ~
Agility 'Qf!;'
Continuous
Learning
Culture
13
14

Notes:
Notes:
Lean-Agile Leadership provides the foundation
► Inspire others by modeling desired behaviors
► Align mindset, words, and actions to Lean-Agile values and principles
► Actively lead the change and guide others to the new way of working
Leading by Example
••
iii
SCALED AGILE · ClScaled Agile.Inc .
Mindset & Principles
Team and Technical Agility is the engine
► High-performing, cross-functional Agile teams
Leading Change
·---,
( --
---❖
► Business and technical teams build business Solutions
► Quality business Solutions delight Customers
Agile Teams Teams of Agile Teams Built-In Quality
AGILE REJ.EA SE RA/
SCALED AGILE • ClScaled Agile.Inc .
15
16

Notes:
Notes:
Agile Product Delivery provides the focus on Customer and execution
► The Customer is the center of your product strategy
► Develop on cadence and Release on Demand
► Continuously explore, integrate, deploy, and innovate
Customer Centricity
and Design Thinking
@
00
Develop on cadence
and release on demand
llllll
DevOps and the
Continuous Delivery Pipeline
AGILE RELEASE TIIAIN
Organizational Agility provides the flexibility to change
► Create an enterprise-wide, Lean-Agile mindset
► Lean out business operations
► Respond quickly to opportunities and threats
Lean-thinking People
and Agile Teams
---
•••••
MNNN 1'
4
---
Lean Business
Operations
Strategy Agility
le:
···-(!)
e----
--·
·-•
17
18

Notes:
Notes:
Continuous Learning Culture transforms the culture
► Everyone in the organization learns and grows together
► Exploration and creativity are part of the organization's DNA
► Continuously improving solutions, services, and processes is
everyone's responsibility
Learning Organization Innovation Culture Relentless Improvement
•
SCALED AGILE · ClScaled Agile.Inc . 19
Enterprise Solution Delivery drives delivery of highly complex systems
► Apply Lean system engineering to build really big systems
► Coordinate and align the full supply chain
► Continually evolve live systems
Lean System and
Solution Engineering
-----------
Coordinate Trains
and Suppliers
Continually Evolve
Live Systems
20

Notes:
Notes:
Lean Portfolio Management aligns execution to strategy
► Align strategy, funding, and
execution
► Optimize operations across
the portfolio
► Lightweight governance
empowers decentralized
decision-making
SAFe configurations
Four configurations provide the right Solution for each Enterprise.
Full Configuration
Large Solution Configuration
Portfolio Configuration
Essential Configuration
21
22

Notes:
Positioning an Agile Team in a SAFe Enterprise
= T-- TT
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Agile Teams Agile Release Train
SCALED AGILE · Cl Scaled Agile.Inc .
Essential SAFe contains:
Roles and activities , and
events and processes which
Agile Teams use to build and
deliver value in the context
of the ART
23

1.2 Expl ore Lean, the Agile M anifesto, and SAFe Principles
Notes:
Notes:
1.2 ExploreLean, the Agile Manifesto,and SAFe
Principles
SCALED AGILE .
SAFe House of Lean
SCALED AGI LE · ClScaled Agile.Inc.
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Notes:
Notes:
Value
Achieve the shortest sustainable
lead time with:
► The best quality and value to
people and society
► High morale, safety, and
Customer delight
Respect for people and culture
► Generative culture
► People do all the work
► Your Customer is whoever
consumes your work
► Build long-term partnerships
based on trust
► To change the culture, you
have to change the
organization
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-Peter Drucker
26
27

Notes:
Notes:
Flow
► Optimize sustainable value
delivery
► Build in quality
► Understand, exploit, and
manage variability
► Move from projects to
products
Innovation
► Innovative people
► Provide time and space for
innovation
► Go see "Gemba"
'
► Experimentation and
feedback
► Innovation riptides
► Pivot without mercy or guilt
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near full utilization is an economic disaster.
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Innovation comes from the producer.
-W Edwards Deming
28
29

Notes:
Notes:
Relentless Improvement
► A constant sense of danger
► Optimize the whole
► Problem solving culture
► Base improvements on facts
► Reflect at key Milestones
Leadership
► Lead by example
► Adopt a growth mindset
► Exemplify the values and
principles of Lean-Agile and
SAFe
► Develop people
► Lead the change
► Foster psychological safety
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the problems are with the system .
Only management can change the system .
-W Edwards Deming
30
31

Notes:
Activity: Assessing a Lean mindset
► Step 1: Assess where your
team stands in embracing a
Lean mindset.
► Step 2: Discuss the results of
the self-assessment. Do you
have similar low or high
scores?
(low)
1 2
Value delivery Q -- 0
Respect:~~~~~~!:
Q 0
Flow Q - 0-
Innovation Q 0
imp~:~:"~=~~
0 0
leadership Q 0
3
-D
0
0
-0-
0
0
4
Duration
~
~
(high)
5
0- 0
0 0
0 0
0- 0
0 -- 0
0 -D
32

Step 1: Assess where your team stands in embracing a Lean mindset.
Step 2: Discuss the results of the self-assessment. Do you have similar
low or high scores?
Lean Mindset Self-Assessment
Notes
Value delivery
Respect for people
and culture
Flow
Innovation
Relentless
improvement
Leadership
(low)
1 2 3 4
(high)
5

Notes:
Notes:
The Agile Manifesto
We are uncovering better ways of developing software by doing it and
helping others do it.
Through this work we have come to value:
- Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
- -
That is, while there is value in the items on the right, we value the items on the left more.
@ agilemanifesto .org
SCALED AGILE · Cl Scaled Agile.Inc . 33
The Agile Manifesto Principles
1. Our highest priority is to satisfy the customer through early and continuous delivery of
valuable software.
2. Welcome changing requirements , even late in development. Agile processes harness
change for the customer's competitive advantage.
3. Deliver working software frequently , from a couple of weeks to a couple of months ,
with a preference for the shorter timescale .
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals . Give them the environment and support
they need, and trust them to get the job done.
6. The most efficient and effective method of conveying information to and within a
development team is face-to-face conversation .
SCALED AGILE • Cl Scaled Agile.Inc . 34

Notes:
Notes:
The Agile Manifesto Principles
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers,
and users should be able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances
agility.
10. Simplicity-the art of maximizing the amount of work not done-is essential.
11.The best architectures, requirements, and designs emerge from self-
organizing teams.
12.At regular intervals, the team reflects on how to become more effective, then
tunes and adjusts its behavior accordingly.
SCALED AGILE · ClScaled Agile . Inc. 35
Activity: Agile Manifesto principles ~~
~~
► Step 1: Review the principles
behind the Agile Manifesto
► Step 2: Select one or more
principles in your group
SCALED AGILE • ClScale d Agile.In c.
► Step 3: Discuss as a team how
these principles apply in your
context.
► Step 4: Provide an example of
how you would apply one of the
principles to your context and
share with class
36

Notes:
SAFe® Lean-Agile Principles
#1 Take an economic view
#2 Apply systems thinking
#3 Assume variability; preserve options
#4 Build incrementally with fast, integrated learning cycles
#5 Base milestones on objective evaluation of working systems
#6 Visualize and limit WIP, reduce batch sizes, and manage queue lengths
#7 Apply cadence, synchronize with cross-domain planning
#8 Unlock the intrinsic motivation of knowledge workers
#9 Decentralize decision-making
#10 Organize around value
SCALED AGILE · ClScaled Agile.Inc. 37

Notes:
Video link: https://vimeo.com/320364003/fcc9769bc6
Video: BuildingIncrementally:Economic
Advantage
Ir-vi
~
Duration
~
~
38

Notes:
Notes:
Agile economics: Deliver early and often
IM+iili::H:ii
--~-1
M/1:M:i&IH:I
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IIIH:4
i iii D
1
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Documents Documents Unverified System System
_Q_Q _Q_Q_Q _Q _Q _Q
SCALED AGILE · Cl Scaled Agile.Inc . 39
Use Iterations and Program Increments to learn quickly
~
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- - - - -
Iterations

Notes:
Notes:
Base milestones on objective evaluation of working systems
► Build the system in
increments, each of which is
an integration point that
demonstrates some evidence
of the feasibility of the
solution in process.
► Milestones based on
objective evaluation of
working systems.
Progress
Objectives
0
Product
•. ..t
Customer Product/Solution
Feedback Performance
System Demo
Process
i
Improvement
Backlog Items
41
Visualize and limit WIP, reduce batch size, and manage queue lengths
Little's Law
Long queues : All bad
Longer cycle times
Increased risk
More variability
Lower quality
Less motivation
SCALED AGILE • ClScaled Agile.Inc . 42

Notes:
Notes:
Visualize and limit work in progress
One team's big visible information radiator (BVIR)
Today
Wed . Thurs. Fri. Mon. Tues. Wed. Thurs. Fri. Mon. Tues.
Build Accepted
How is this team doing? How do you know that?
Activity: Experience a large batch size
► Step 1: Create groups of five people with 10 coins per group.
Designate one person as the timekeeper. The remaining four
people will be processing the coins.
► Step 2: Person by person, flip the 10 coins one at a time,
recording your own results (heads or tails).
► Step 3: Pass all 10 coins at the same time to the next person
who repeats Step 2, until all four members complete the task.
43
Duration
~
~
► Step 4: The timekeeper stops the timer and records the total time.

Notes:
Part 1: https://vimeo.com/256459905/5a104a61c5
Part 2: https://vimeo.com/256460187/3c08a15bd3
Part 3: https://vimeo.com/256460427/438210fe17
Activity: Experience a small batch size
► Step 1: Make sure the timekeeper is ready to start the timer
Duration
~
~
► Step 2: This time, each person flips one coin at a time, records the
result (heads or tails), and immediately passes the coin to the next
person
► Step 3: The timekeeper will stop the timer when the last person flips
the last coin and then records the result
I Pp
~

Notes:
Notes:
Reduce batch size for higher predictability
-
V,
0
u
SCALED AGILE · Cl Scaled Agile.Inc.
Optimalbatchsize
(lowesttotal cost)
Itemsperbatch
Transaction
cost
Principles
of Product
Development
Flow,
DonReinertsen
Apply cadence, synchronize with cross-domain planning
Cadence-based
planning limits
variability.
SCALED AGILE • Cl Scaled Agile.Inc.
Probably need help
from a system team
Ir
•
• u
....
.
hi
•
• • u
....
.
hi
•
• • u
....
.
hi
Program Program
Sys tem Demos Incremen t System Demos Increment
l l
Sys 1 Sys 2 Sys 3 Sys 4 Sys 5 Sys 6 Sys 7 Sys 8
CISceledAgile. Inc.
46
47

1.3 Identi fy Scrum, Kanban, and Quality Pr actices
Notes:
Notes:
1.3 IdentifyScrum, Kanban,and QualityPractices
SCALED AGILE .
From traditional development to Agile
Instead of a large group ... ...working on all of the
requirements ...
...and integrating and delivering value
toward the end of development,
----------------------------------------------------------------------------------
Have small teams working
together as a program ...
...working on small batches
of requirements ...
-
C J
-
00000
8
...and delivering value in short
timeboxes with frequent integration
and improvement cycles.
49

Notes:
Notes:
Agile for teams: Scrum
► Roles:
Agile Team
Scrum Master (SM)
Product Owner (PO)
► Events:
Iteration Planning
Daily stand-up (DSU)
Iteration review
Iteration retrospective
Agile for teams: Kanban
Iteration
Visualize work flow. Limit work in process. Improve flow.
Team
Backlog
2 6
Analyze
◄ -- -
4
Review
2
Build
8 6
Integrate
and test
In
p,og,e" Ready Ill
Average WIP and duration are measured from the point
work is pulled from the backlog until it is accepted.
••
-- - ►
50
Accepted
51

Notes:
Video link: https://vimeo.com/339425532/e05c067fbf
Video: Designing your team's Kanban
system
Ir-vi
~
Duration
~
~
52

Notes:
Notes:
Quality practices provides the basis for Technical Agility
Examples for quality practices inspired from extreme Programming (XP)
Test-Driven
Development
..
. .
Collective
Ownership
XP
-.
User Stories
II■
Pair Work
IUMf:il·hi,i·I
Adapted from xprogramm ing.com
Teams in SAFe are part of an Agile Release Train
Dolphins •
~
Learn Integrate and demo together
u
(Ride Control) Product , together
' t
I
t ~
Owner ..
..
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Bears &
I Scrum
_b_ @ @
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(Player Portal) Product ,
~
Owner ..
.. 1:
- .,
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E
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1
111
1Master
together
u
(Feature Team) Product ...
. .!:
Owner ..
.. E
E
en
e
~
C.
Iguanas &
(Feature Team) Product ,
Owner .... Synchronize
GJL REL E.AS.E TfiA.LN
SCALED AGILE • Cl Scaled Agile.Inc .
53
1:
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u
.!:
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Cl
e
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54

Notes:
Notes:
The ART and teams continuously deliver value
•
Pl
Releaseon Demand
.A:················ ~ .....
Continuous
Exploration
··
•············
)'······
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...•···········• ,;....
Continuous
Integration
·y. .. ........ ·<
·....
.A:················ ~ .... .
Continuous
Deployment
··
•············
)'······
Taking Action: Mindset, principles, and
practices
► Step 1: Think about the topics we
discussed about Lean-Agile
Mindset, the Agile Manifesto, the
SAFe Principles and the Scrum,
Kanban and quality practices
► Step 2: As a team, brainstorm 1-
3 actions you could take to
improve in any of those areas
► Step 3: Individually, write down
one idea in your Action Plan and
share with the class
Pl
55
~~
~~
56

© SCALED AGILE, INC.
Lesson 1:
Introducing SAFe
Step 1: Think about the topics we discussed about Lean-Agile Mindset,
the Agile Manifesto, the SAFe Principles and the Scrum, Kanban and
quality practices
Step 2: As a team, brainstorm 1-3 actions you could take to improve in
any of those areas
Step 3: Individually, write down one idea in your Action Plan and share
with the class
SAFe Practitioner Action Plan
# I Take an economic view
#2 Apply systems thinking
#3 Assume variability; preserve options
#4 Bulld Incrementally with fast , Integrated learning cycles
#5 Base milestones on objective evaluation of working systems
#6 Visualize and limit WIP. reduce batch sizes, and manage queue lengths
#7 Apply cadence, synchronize with cross-domain planning
#8 Unlock the intrinsic motivation of knowledge workers
#9 Decentralize decision.making
#10 Organize around value
OSaladf,qle,lnc..

Notes:
Lesson review
In this lesson you:
► Connected with SAFe
► Explored Lean, the Agile Manifesto, and SAFe Principles
► Identified Scrum, Kanban, and XP practices

Lesson 1 notes
Enter your notes below:
Reminder: If using a digital workbook, save your PDF often so you don't lose any of your notes.

Lesson 2
Building an Agile Team
2.1 Build your team
2.2 Explore the Scrum Master and Product Owner roles
2.3 Meet the teams and people on the train

2.1 Build your team
2.1 Build your team
Notes:
Notes:
2.1 Buildyourteam
SCALED AGILE .
The power of a high performing team
We, the work, and the knowledge are all one.
► A self-organizing team dynamically
interacts with itself and the
organization.
► Team members create new points
of view and resolve contradictions
through dialogue
► The team is energized with
intentions, vision, interest, and
mission
► Leaders provide autonomy, variety,
trust, and commitment

2.1 Build your team
Notes:
Notes:
Teams create and challenge norms
► There is creative chaos via
demanding performance
goals
► The team is challenged to
question every norm of
development
► Equal access to information
at all levels is critical

2.1 Build your team
Notes:
Notes:
Build cross-functional Agile Teams
► Agile teams are cross-functional, self-organizing entities that can
define, build test, and where applicable, deploy increments of value
► They are optimized for communication and delivery of value
► They deliver value every two weeks
Team 1
Team N
Discussion: Agile Teams in your workplace
► Step 1: Discuss these
questions
- What would a cross functional
team look like at your workplace?
- How would this change the results
your team delivers?
► Step 2: Be prepared to share
with the class
62
~~
~~
63

2.1 Build your team
Notes:
Notes:
Activity: Experience teams - Purpose
Purpose
► Experience how an Agile Team functions
► Get as many balls through the team as
possible within two minutes
► After two minutes, the team is allowed an
additional minute (one minute retrospective)
to discuss the process and how it could be
improved. The game is played a total of three
times. (Three two minute Iterations).
Activity: Experience teams - Rules
Rules
► Everyone is part of one big team
► Each ball must have air-time
► Each ball must be touched at least once by every team
member
► Balls cannot be passed to your direct neighbor (to your
immediate left or right)
► Each ball must return to the same person who introduced
it into the system
► There are a total of three Iterations
RULES
Duration
~
~
64
Duration
~
~
65

2.1 Build your team
Notes:
Notes:
Activity: Experience teams ~~
~~
► Step 1: Organize into teams
► Step 2: As a team, estimate how
many balls you think you can
process in two minutes
► Step 3: Run the 2-minute Iteration
following the rules (get as many
balls through the team as possible)
► Step 4: Take one minute (run the 1-
minute Retrospective) to discuss
how you can improve the process
Note: To get credit, you must
provide an estimate for the
number of balls you think you can
process before each iteration.
► Step 5: Summarize your
experience as a team:
- What were some of the
challenges?
- How were you able to improve the
process with each Iteration?
66
A co-located Agile Team is a key component of Agile development
Collocation is:
► Critical for the Agile Team to be
effective
► Recommended for programs to
have efficient product development
flow
► If you have distributed team
members, development must be
compensated with efficient remote
interaction (video-conferencing,
sharing and collaboration tools,
Agile lifecycle management tools,
etc.)
,_
F
C
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67

2.1 Build your team
HIGHERPARTITIONS
BETWEENPOOS
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2.1 Build your team
Notes:
Notes:
Organize people in Value Streams
ttttttttt+t+t
t+t t+ttt t,ttt t+t l ttt t+t
l l l -----.. l I
fi
Arrival
!i►
JM-•JW,a!fi►lid►Mf:lh·!:n/► s
Payment
----
---
Release
---
Release
---
Release
Enterprise Government
1. Operational Value Streams
Contains the steps and the
people who deliver end-user
value using the business
Solutions created by the
development Value Streams
_.... _.... _....
]
2. Development Value Streams
Test Test Test Contains the steps and the
"' Build
"' Build
"' Build
people who develop the
business solutions used by
"' Define
"' Define
"' Define operational Value Streams
Organizing teams around value
Maximize velocity by minimizing dependencies and handoffs, while sustaining
architectural robustness and system qualities .
A team can be organized around:
► Features
► Components
It is far less desirable to organize around:
Software Example Business Example
Architectural layer (Platform , middleware , LIi
, Service intake vs fulfilment vs
DB, business logic, etc .) customer interaction
Other (Programming language , Business function
spoke n language , technology , location)
Sub-process
SCALED AGILE • ClScaled Agile.In c.
68
69

2.1 Build your team
Notes:
Finding the right trade-off: Feature and component teams
Use feature teams for:
► The fastest velocity
► To minimize dependencies
► To develop T-shaped skills
Use component teams in case of:
► High reuse, high technical
specialization, and critical NFRs
► Creating each component as a
'potentially replaceable part of the
system with well-defined interfaces'
Feature
70

2.1 Build your team
Feature Feature
Team A Team B
'
•
M
•
'
M
'
•
M
• •
M II
Component
Teams
PO
UI
~ ....
....
- -
r --
SM
--1lili
( PO
UI
....
( --
SM
-1ldL

2.1 Build your team
Notes:
Activity:Buildingyourteam
► Step 1: As a team , discuss each team member 's
responsibilities and skill sets.
► Step 2: Create your team name. Note: Team names
should not be the names of components , subsystems , or
Feature areas. Instead, create a fun name, a team
mascot , and a team cheer.
► Step 3: Discuss your role as a feature or component team .
► Step 4: Discuss what your team is responsible for and
what other things you can do.
► Step 5: Prepare a short presentation about your team
(team name, role on the train, and special skills on the
team that other teams should know about).
~rj)
~~
71

2.2 Expl ore the Scr um Master and Pr oduct Owner rol es
Notes:
Notes:
2.2 Explore the Scrum Master and Product Owner
roles
SCALED AGILE .
Roles on the Agile Team
Agile Team
• Create and refine User
Stories and acceptance
criteria
• Define, build, test, and
deliver Stories
• Develop and commit to
team Pl Objectives and
Iteration plans
• Five to eleven members
'
1h11
Scrum Master
• Coaches the Agile Team
and facilitates team
meetings
• Removes impediments
and protects the team
from outside influence
• Attends scrum of scrum
meetings
•
u
• Defines and accepts
Stories
• Acts as the Customer
for developer questions
• Works with Product
Management to plan
Program Increments
(Pl)
73

Notes:
Notes:
The Scrum Master in the Enterprise
► Coordinates with other Scrum Masters, the System Team,
and shared resources in the ART Pl Planning meetings
► Works with the above teams throughout each Iteration and
Pl
► Coordinates with other Scrum Masters and the Release
Train Engineer in Scrum of Scrums
► Helps team understand and operate within its capacity
► Helps teams operate under architectural and portfolio
governance , system-level integration, and System Demos
► Fosters team adoption of Agile technical practices
The Product Owner in the Enterprise
► Establishes the sequence of backlog items based on program
priorities, events, and dependencies with other teams
► Operates as part of an extended Product Management Team
► Understands how the Enterprise backlog structure operates with
Epics, Capabilities , Features, and Stories
► Uses Pl Objectives and Iteration Goals to communicate with
management
► Coordinates with other Product Owners , the System Team, and
shared services in the Pl Planning meetings
► Works with other Product Owners and the Product Management
team throughout each Iteration and Pl
•
11
~11
~.
• • u
.. Product
•
1
h11
Scrum
Master
Owner
•
II
Product
Owner
•
1
1111
Scrum
Master
74
75

Notes:
Activity: Scrum roles and responsibilities
► Step 1: With your team, draw the following Venn
diagram on a flipchart sheet
► Step 2: Review the responsibility cards
► Step 3: Place them either in the role or at an
intersection of the Venn diagram
► Step 3: Present your Venn diagram to the class
~~
~~
76

2.3 Meet the teams and peopl e on the trai n
Notes:
Notes:
SCALED AGILE .
The Agile Release Train (ART)
► Each ART is a virtual organization of 5 - 12 teams (typically 50 - 125
people) that plans, commits, and develops and deploys together.
► Agile Release Trains:
- Align teams to a common business and technology mission
- Deliver a continuous flow of value
------~- A-GI-
LE-RE
- LE
- AS
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Notes:
Notes:
Roles on the Agile Release Train
Product Management owns, defines, and prioritizes the Program Backlog.
~, Release Train Engineer acts as the
~ chief Scrum Master for the train.
~ Business Owners are key stakeholders
~ ) on the Agile Release Train.
iD)
Product Management owns, defines ,
~ and prioritizes the Program Backlog.
79
Activity: Know the people on the train
@
Prepare
-
'
► Step 1: The RTE introduces
him/herself
► Step 2: The RTE presents the main
players on the train:
- Product Management
- System Architect/Engineering
- Lean UX
- Shared Services
► Step 3: Each team presents itself
(name, area of responsibility, special
skills)
AGJLE nEASE UJAIN
. .
........................................................
•
u
80

Notes:
Action Plan: The Agile Team
► Step 1: Think about the topics we discussed
in this lesson
► Step 2: As a team, brainstorm one to three
actions you could take to improve in any of
those areas
► Step 3: Individually write down one idea in
your Action Plan and then share it with the
class
~rj)
~~
81

Lesson 2:
Building an Agile Team
Step 1: Think about the topics we discussed in this lesson
Step 2: As a team, brainstorm one to three actions you could take to
improve in any of those areas
Step 3: Individually write down one idea in your Action Plan and then
share it with the class
Team 1
Team N

Notes:
Lesson review
In this lesson you:
► Built your team and learned about their roles
► Explored the roles of the Scrum Master and the Product Owner
► Met the people and teams on the train and learned about their
roles

Lesson 2 notes

Lesson 3
Planning the Iteration
3.1 Prepare the backlog
3.2 Plan the Iteration

3.1 Pr epar e the backl og
Notes:
Notes:
SCALED AGILE .
Define Features for the Program Backlog
Features are services that fulfill user needs.
► Feature is an industry-standard
term familiar to marketing and
Product Management
► Expressed as a phrase, value is
expressed in terms of benefits
► Features are identified,
prioritized, estimated , and
maintained in the Program
Backlog
SCALED AGI LE · ClScaled Agile . Inc.
Lean
Budgets
Portfo lio
Backlog
•
NFRs
Program
Backlog
NFRs
Team
Backlogs
r
I
I •
. -
11111 ,,
1, I I. t
. . .
---
-
---
mlmlml
84

Notes:
Notes:
Features have a benefit hypothesis and acceptance criteria
► Feature is an industry-standard term
that describes a specific system
behavior
► Benefit hypothesis justifies Feature
implementation cost and provides
business perspective when making
scope decisions
► Acceptance criteria is typically defined
during Program Backlog refinement
► Features reflect functional and
nonfunctional requirements
► Features fit into one Pl
Feature:
- In-service
softwareupdate
AcceptanceCriteria:
- Nonstop
routing
availabilify
- Automatic
andmanualupdate
support
- Rollback
capabilify
- Supportthroughexisting
admin
tools
- Allenabledservices
arerunning
afterthe update
Features have a benefit hypothesis and acceptance criteria
Software Example
Multi-factor Authentication
Benefit hypothesis
Enhanced user security will reduce
risk of a system data breach
Acceptance criteria
1. USB tokens as a first layer
2. Password authentication second layer
3. Multiple tokens on a single device
4. User activity log reflecting both
authentication factors
5. Data breach tests pass
Business Example
Create GDPR Incident Response Plan
Benefit hypothesis
Organizational readiness to quickly
respond to incidents
Acceptance criteria
1. Incident response plan is fully
documented
2. Incident response plan is reviewed and
approved by PO
3. Incident response is compliant with legal
requirements
85
86

Notes:
Notes:
The Team Backlog
► Contains all the work for the team
► Created by the Product Owner and the team
► Prioritized by the Product Owner
► Contains user and Enabler Stories
- User stories provide Customers with value
- Enabler Stories build the infrastructure and architecture that makes user stories
poss ible
► Stories in the backlog are prioritized
► Stories for the next Iteration are more detailed than Stories for later
Iterations
► Nonfunctional requirements (NFRs) are a constraint on the backlog
User stories
User stories are:
•
u
-
-
-
-
( NFRs
► Short descriptions of a small piece of desired functionality, written in the
user's language
► Recommended form of expression is the user-voice form, as follows:
As a (user role), I want to (activity), so that (business value)
As a driver, Iwant to limit
the amount of money
before I fuel so that I can
control my expenditure.
As a driver, I want to get
a receipt after fueling
so that I can expense
the purchase.
As the Finance Department,
we want to print receipts only
for drivers who request them
so that we save on paper.
87
88

Notes:
Notes:
Using personas to better understand users
Personas are detailed fictional characters acting as a representative user.
Jane - Mileage sensitive
- Law-abiding driver
- Obeys all traffic signs
- Wants to save on gas
As Jane, I want to travel at
the legal limit and operate in
an energy saving manner so
that I do not get a ticket and
I save money
INVEST in a good Story
► Write Stories that can be
developed separately
► Write Stories in which scope can
be negotiated
► Write Stories that are valuable to
the Customer
► Write Stories that can be estimated
► Write Stories that can fit in an
Iteration
► Write Stories that are testable
N
V
E
s
T
~ Bob - Time sensitive
- Impatient driver
- Ignores traffic signs if
they slow him down
As Bob, I want to travel at
the maximum speed the
roadway and my vehicle
safely allows so that I
arrive quickly
!ndependent
Negotiable
Valuable
Estimable
Small
Testable
89
90

Notes:
Notes:
Writing good Stories: The 3Cs
Card
Written on a card or in the
tool and may annotate
with notes
As a spouse , I want a
clean garage so that I
can park my car and
not trip on my way to
the door .
Enabler Stories
Conversation
The details are in a
conversation with the
Product Owner
What about
the bikes?
Oh yeah, hang
the bikes.
Confirmation
Acceptance criteria confirm
the Story correctness
► Tools have been put away
► Items on the floor have
been returned to the
proper shelf
► Bikes have been hung
Source: 3Cs coined by Ron Jeffries
Enabler Stories build the groundwork for future user stories. There are four types
of Enabler Stories:
► Infrastructure: Build development and testing frameworks that enable a
faster and more efficient development process
► Architecture: Build the Architectural Runway, which enables smoother and
faster development
► Exploration: Build understanding of what is needed by the Customer to
understand prospective Solutions and evaluate alternatives
► Compliance: Facilitate specific activities such as verification and validation,
documentation , signoffs, regulatory submissions , and approvals
91
92

Notes:
Notes:
Splitting Stories
► In support of small batches for flow, decrease
size to minimum:
- Split Stories into essential and non-essential parts
and eliminate the non-essential
- Ensure you have something releasable
► In support of feedback
- Deploy small Stories to get technical/user feedback
quickly (maximize feedback)
► In support of Iteration Planning:
- Split Stories so they fit into an Iteration
Apply some common splitting techniques
Splitting techniques:
► Business rule variations (e.g. single
variation, then remainder)
► Workflow steps (for multi-step stories)
► Simple/complex (e.g. search for single
word, then for phrases)
► Scenarios (e.g. use case exceptions)
As a driver , I want
my automobile to
maintain a speed
As a driver , I
want my
automobile
to maintain
speed on
hills .
••••
• •
•
•
93
94

Notes:
Activity: Break Features into Stories
Work with your team to break Features
from the Program Backlog into Stories.
► Step 1: Select a Feature from the
Program Backlog (your own or use
the example provided in your
workbook)
► Step 2: As a team, break the
Feature into Stories in a way that
they still retain a business value
► Step 3: Write them down on sticky
notes and share some examples
with the class
~~
~~
95

Feature:
Benefit:
Description:
Feature:
Benefit:
Description:
Feature:
Benefit:
Description:
Feature:
Benefit:
Description:
Feature:
Benefit:
Description:
Feature:
Benefit:
Description:
Feature:
Benefit:
Description:
Program
Backlog
Example
Features
- - ,
Flexible
search
Users
will have
aflexible,easy
-to-usesearch
capability
to locat
ebooks
.
Search
byauthor,
title,orgenrefromasinglesearch
field. Mispelling
subsitutions
(i.e.,"Didyoumean...
").Present
results
asper-match
algorithm.
Shopping
Cart
Users
canmanage
itemsinashopping
cartforimmediate
orfuturepurchase.
e
Users
caneasily
access
theircartfromanypage,
viewthesame
infromation
displayed
inthebooklist,
change
thequantity,
remove
it fromtheircart,orsave
it forlater.A
subtotal
forallitemsintheir
shopping
cartshouldbedisplayed
atthebottom
. Items
saved
forlatershouldappear
belowthat.
Purchase
bycredit
card e
Users
canpurchase
products
fromus(assoonasimplemented-only
betaupuntilthen)
Users
canselect
fromtheirpreferred
creditcard
andshipping
address
asdefinedintheirprofileor
addnewones.
Visa,
Mastercard,
Discover,
andDiners
Clubarerequired.
American
Express
isoptional.
MustbePCI
compliant.
Shipping
method
selection
Users
canselect
ashippingmethod
based
oncost,
delivery
speed,
andcarrier
.
Users
canselectashippingmethod
based
ontheprice,
delivery
speed,
andestimated
delivery
date
forallmajorcarriers
(USPS,
UPS,
andFedEx).
Profile
management
I
I
-I
Users
cancreate
andmaintain
theirprofilesrather
thanenterintheirinformation
each
timetheyorder.I
Users
canmanage
theirlogincredentials
(ID,password),
personal
information
(name,
emailaddress,
homeaddress),
nickname
forbookratingandcommenting,
creditcar
d information
(multiple),and
shipping
address
(multiple).Physical
addresses,
emailaddresses,
andcreditcardinfoshouldbe
verifiedasvalid
.Passwords
mustmeetcurrent
security
standards.
-I
Book
detail
8 1
Users
canseeinformative
andenticing
detailsaboutabook
. 1
Display
bookname,
bookcover
(which
canbeenlarged
whenclicked),
authorandbio, bookdescrip
tion,
genre,
publishing
info( publisher,
release
date,etc.),bookrating,andcomments.
Hyperlink
author's I
name
toalistofotherbooks
bythesame
author
. I
---------------------1
Book
listsorting e 1
Users
cansortalistof books
in anumber
ofways
to moreeasily
findwhattheyarelookingfor.
Sortbybooktitle,author,
price,
bookrating,andrelease
date.Allowforusers
to select
thenumber
of
search
results
toappear
oneach
page.
- - - - - - - - - - - - .J

Notes:
Notes:
Behavior-driven development: From ambiguity to precision
► Behavior is often first described in general terms, which can be
ambiguous
► Specific examples of behavior provide better understanding
► The examples can directly become tests, or they can lead to specific
behaviors which then are transformed into tests
Example
Discovery
of behavior
Formulation
of specific tests
Automation
of tests
Acceptance criteria
► Acceptance criteria provide the details of the Story from a testing point
of view
► Acceptance criteria are created by the Agile Team
As a driver, I want to limit the
amount of money before I fuel so
that I can control my expenditure.
Acceptance criteria
1. Given that the driver indicated
a maximum amount of money
When the fuel cost reaches the
amount
Then the fueling process stops
automatically
2. ...
I
As a driver, I want to get a receipt
after fueling so that I can expense
the purchase.
Acceptance criteria
1. Given that the fueling is over
When driver asked for the
receipt
Then it is printed and includes:
amount fueled, amount paid ,
tax, vehic le number, date, time
I
96
97

Notes:
Sequencing Stories
► Primary economic prioritization happens in the Program Backlog. Agile Teams
sequence work for efficient execution of business priorities.
► The Product Owner and the Team sequence work based on:
- Story priorities inherited from Program Backlog priorities
- Events, Milestones , releases, and other commitments made during Pl Planning
- Dependencies with other teams
- Local priorities
- Capacity allocations for defects , maintenance , and refactors
► Initial sequencing happens during Pl Planning
► Adjustments happen at Iteration boundaries

3.2 Pl an the Iteration
Notes:
Notes:
SCALED AGILE .
Plan and commit
Purpose
Result
Reciprocal
commitment
Define and commit to what will be built in
the Iteration
► The Product Owner defines what
► The team defines how and how much
► Four hours max
Iteration Goals and backlog of the team's
commitment
► Team commits to delivering specific value
► Business commits to leaving priorities
unchanged during the Iteration

Notes:
Notes:
Iteration Planning flow
0 Establishing capacity
f) Story analysis and estimating
e Detailing Stories
0 Developing Iteration goals
C, Committing to Iteration goals
SCALED AGILE · ClScaled Agile. Inc.
Capacity allocation for a healthy balance
► By having capacity allocation defined, the Product
Owner doesn't need to prioritize unlike things against
each other
► Once the capacity allocation is set, the PO and team
can prioritize like things against each other
-
=
-
-
-
-
-
-
-
Team
Backlog
Capacity Allocation
■ User stories
■ Refactors+
Maintenance
Next Pl
Iteration Planning
• Timebox: Four
hours or less
• This meeting is by
and for the team
• SMEs may attend
as required
Capacity allocation
• Helps alleviate
velocity degradation
due to technical debt
• Keeps existing
Customers happy
with bug fixes and
enhancements
• Can change at
Iteration or Pl
boundaries
101
102

Notes:
Notes:
Using size to estimate duration
Establish velocity by looking at the average output of the last Iterations.
Definition of Velocity
Velocity is the number
of points of Stories
accepted in the
Iteration. Make sure to
always use the average
velocity for the the most
recent Iterations.
Size
240
miles
180 Story
points
.....
.....
.....
iii◄
Units/time
Examples
Speed 60
Miles/hour
Velocity 30
SP/Iteration
.....
.....
.....
Duration
4
hours
6
Iterations
Establishing capacity before historical data exists
► For every full-time developer and
tester on the team , give the team 8
points (adjust for part-timers)
► Subtract 1 point for every team
member vacation day and holiday
► Find a small Story that would take
about a half day to develop and a half
day to test and validate , and call it a 1
► Estimate every other Story relative to
that one
► Never look back (don't worry about
recalibrating)
•
II
•
1h1
1
Example: Assuming a ?-person team
composed of 3 developers , 2 testers ,
1 Product Owner, and 1 Scrum
Master, with no vacations , etc.
Exclude Scrum Master and Product
Owner from the calculation .
Estimated Capacity = 5 X 8 pts =
40 pts/lteration
103
104

Notes:
Notes:
Story analysis and estimation
► The Product Owner presents Stories in order of priority
► Each Story
- Is discussed and analyzed by the team
- Has its acceptance criteria refined
- Is estimated
► The process continues until the estimation of the Stories has
reached the capacity of the team
Estimate Stories with relative Story points
Compared with other Stories, an 8-point Story should
take relatively four times longer than a 2-point story.
► A Story point is a singular number that represents:
- Volume: How much is there?
- Complexity: How hard is it?
- Knowledge: What do we know?
- Uncertainty: What's not known?
► Story points are relative. They are not connected
to any specific unit of measure.
SCALED AGILE • ClScale d Agile.Inc .
·*iM►·
•
•
• •
•
•
105
How
big
isit?
106

Notes:
Notes:
Apply Estimating Poker for fast, relative estimating
Steps
D Each estimator gets a deck of cards )
A job is read
Estimators privately select cards
The team discusses differences
The team re-estimates
Mike Cohn, Agile Estimati ng and Planning , 2005
Estimation is a whole-team exercise
► Estimating Poker combines
expert opinion, analogy, and
disaggregation for quick but
reliable estimates
► All team members participate
107
► Increases accuracy by including all
perspectives
► Builds understanding
► Creates shared commitment
Warning: Estimation performed by a manager,
Architect , or select group negates these
benefits.

Notes:
Notes:
How much time to spend estimating
A little effort helps a lot. A lot of effort only helps a little.
>,
0
f!
::::,
100%
8 50%
<
}
Don't ignore
uncertainty
Effort
Activity: Estimate Stories
► Step 1: As a team, use the Estimating Poker
cards to estimate the Stories you previously
created.
► Step 2: Share with the class:
- Where do you find challenges when engaged in
Story estimation?
- Are you as a team aligned around the combination
of qualities that represent a Story point (volume,
complexity, knowledge, uncertainty)?
109
~~
~~
110

Notes:
Notes:
Detailing Stories
Detailing Stories is mostly used
by beginner teams. Team
members discuss:
► Who would be the best
person to accomplish it?
► Approximately how long
would it take?
► What are dependencies it
may have to other Stories?
Iteration goals
Iteration goals provide clarity, commitment , and management information .
They serve three purposes:
Align team members to a common purpose
Align Program Teams to common Pl Objectives
and manage dependencies
Provide continuous management information
111
112

Notes:
Notes:
Iterationgoals:Examples
Software Example
Iteration Goals
1. Finalize and push last name search
and first name morphology
2. Index 80% of remaining data
3. Other Stories:
Establish search replication
validation protocol
Refactor artifact dictionary
schema
Committo the Iterationgoals
Business Example
Iteration Goals
1. Roll out the GDPR incident report
procedures
2. Prepare for external audit
3. Obtain approvals for financial
report
Team commitmentsare notjust to the work.They are committedto
otherteams, the program,and the stakeholders.
A team meets its commitment:
By doing everything they said they would do,
- or-
in the event that it is not feasible, they must immediately raise the concern .
Commitment
Too much holding to a
commitment can lead to
burnout, inflexibility, and
quality problems .
Adaptability
Too little commitment can
lead to unpredictability and
lack of focus on results.
113
114

Notes:
Iteration planning for Kanban teams
► Some teams have a more responsive nature
to their work, such as maintenance teams and
System Teams
► These teams find less value in trying to plan
the Iteration in detail
► Kanban teams still publish Iteration goals,
which consist of the known parts of their work
► They commit to the goals as well as service
level agreements (SLA) for incoming work
based on their known historical lead time
□--
□-
□-
□--
115

Notes:
Video link: https://vimeo.com/339425816/4312669c69
Video: Implementing Kanban
Ir-vi
~
Duration
~
~
116

Notes:
Taking action: Planning the Iteration
► Step 1: Think about the activities
you were engaged in as a team
► Step 2: Brainstorm one to three
actions you could take to improve in
any of those areas related to
Iteration Planning as a team
► Step 3: Individually write down at
least one improvement item
► Step 4: Share one item you
discussed as a team and one item
you individually wrote in your Action
Plan
~~
~~
117

Lesson 3:
Planning the Iteration
Step 1: Think about the activities you were engaged in as a team
Step 2: Brainstorm one to three actions you could take to improve in any
of those areas related to Iteration Planning as a team
Step 3: Individually write down at least one improvement item
Step 4: Share one item you discussed as a team and one item you
individually wrote in your Action Plan

Notes:
Lesson review
In this lesson you:
► Prepared your backlog of Stories by breaking down Features
► Planned your Iteration using Story estimation

Lesson 3 notes

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Lesson 4
Executing the Iteration
4.1 Visualize the flow of work
4.2 Measure the flow of work
4.3 Build quality in
4.4 Continuously integrate, deploy, and release
4.5 Improve flow with communication and synchronization
4.6 Demonstrate value
4.7 Retrospect and improve

Notes:
Notes:
SCALED AGILE .
Visualize the flow of work
► What is the flow of work for your team?
► What are the steps it takes to get a Story to done?
r
Example: Flow of Work
IEID+m+i·NUW
IEID+l=®H..W-• l·NUW
----
, ...._.,4,iiMY..W.■=®P►---MiM
SCALED AGI LE · Cl Scaled Agile.Inc.
~
120

Notes:
Notes:
Setting WIP limits
► WIP limits improve the flow of work
► Some steps have no WIP limits, while others serve as buffers and
have minimum as well as maximum WIP
4-7 5 3
Ready Stones
M·Mi+i::M:ih
HMM Accepted
/. /.
/,
/.
/.
/,
/. /.
Activity: Visualize the flow of work ~i>
~~
► Step 1: Consider the Stories you estimated in the previous lesson
► Step 2: Define the steps you need to turn the Stories into value
► Step 3: As a team, using a flip chart sheet or your Remote Group
Document, build your current flow of work and assign WIP limits
► Step 4: Be prepared to share your flow of work with the class

4.2 Measure the flow of wor k
Notes:
Notes:
SCALED AGILE .
Track status with burn-up charts and cumulative flow diagrams (CFDs)
Burn-up CFD
25 14
12
20
10
15 8
"'
"' 6
·.::
E 10
V, 4
5 2
0
0
2 3 8 9 10
~ N (") .... "' (0 .... CXl Cl)
~
4 5 6 7 >, >, >, >, >, >, >, >, >,
"' "' "' "' "' "' "' "' "' >,
Days D D D D D D D D D
"'
D
SCALED AGILE · Cl Scaled Agile.Inc. 124

Notes:
Notes:
Understand cumulative flow diagrams (CFO)
1/)
14
12
10
8
-~ 6
.9 4
Cl)
2
0
Day 1 Day 2 Day 3 Day4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 1O
■ Done ■ Test ■ Build
What can you learn from a CFO?
••
WIP
•••
•••
••
•
■ Design ■ To Do
Lead time
••••
••
••
••
Done curve
♦
♦
♦
♦
♦
♦
125
126

4.3 Build qualityi n
Notes:
Notes:
4.3 Buildqualityin
SCALED AGILE .
Activity: Expressing "Build quality in"
► Step 1: As a team, discuss what building
quality in means to you and your organization
► Step 2: Create a poster to reflect the different
aspects of building quality in
► Step 3: Present your poster to the class
Poster
128

Notes:
Notes:
Build quality in with Technical Agility
Building quality in:
► Ensures that every increment of the Solution
reflects quality standards
► Is required for high, sustainable development velocity
► Software quality practices (most inspired by XP)
include Continuous Integration, Test-First, refactoring,
pair work, collective ownership , and more
► Hardware quality is supported by exploratory, early
Iterations; frequent system-level integration; design
verification; MBSE; and Set-Based Design
Emergent design and intentional architecture
► Every team deserves to see the bigger
picture.
► Every team is empowered to design their part.
► Emergent design -Teams grow the system
design as user stories require
► Intentional architecture - Fosters team
alignment and defines the Architectural
Runway
► A balance between emergent design and
intentional architecture is required for speed
of development and maintainability.
SCALED AGILE • ClScale d Agile.Inc .
/ -
-- .. ~ -,, iiflii·
14·¥0
-- fil,j.l M
~ Mb-I·'I
Mi+' I
129
130

Notes:
Notes:
Architectural Runway
Architectural Runway includes existing code, hardware components,
business infrastructure, etc. that enable near-term business features.
l=MMM
Implemented
now...
... to support
future features
► Enablers build up the runway
► Features consume it
► Architectural Runway must be continuously maintained
► Use Capacity Allocation (a percentrage of train's overall
capacity in a Pl) for Enablers that extend the runway
Architectural Runway
Architectural Runway: Examples
Software Example
A new, fuzzy search algorithm will
enable a variety of future Features
that can accept potentially
erroneous user input
Business Example
HR Example: A job architecture and
hiring strategy for Agile talent to
enable the company's growth
131
132

Notes:
Notes:
Traditional testing (V-Model) delays feedback
Shift testing left for fast and continuous feedback
-➔bUlttiiiel·l&illll
... always testing ...
... always testing ...
w Test Code ... always testing ...
SCALED AGILE • ClScaled Agile.Inc. 134

Notes:
Notes:
Test first naturally creates a pyramid of tests
The Test Pyramid advocates a balanced portfolio of tests with many small , low-level, automated tests and
fewer large, manual tests .
The Test Pyramid $$$
is about the speed
of the test
0
~
~
Typical Large
End-to-end UI
Typical Medium
External Services
Single UI
, - '
....
__________
¢
Test Pyramid
An inverted Test Pyramid is a test strategy anti-pattern
Typical Small
Individual Classes
135
Slows development, delays feedback, encourages larger batches
TypicallyUI
,,
Large
(Slow)
Medium
Small
(Fast)
CD
On a system
not designed
for testing
136

4.4 C ontinuousl yi ntegrate, depl oy, and rel ease
Notes:
SCALED AGILE .

Notes:
Video link: https://vimeo.com/342037390/3a25026214
Video: What is DevOps?
1
~
~
Duration
~
~
138

Notes:
Notes:
A CALMR approach to DevOps
► Culture - Establish a culture of shared
responsibility for development ,
deployment , and operations .
► A utomation - Automate the Continuous
Delivery Pipeline.
► bean flow - Keep batch sizes small, limit
WIP,and provide extreme visibility.
► Measurement - Measure the flow through
the pipeline . Implement full-stack
telemetry.
► B_
ecovery -Architect and enable low-risk
releases. Establish fast recovery, fast
reversion, and fast fix-forward.
•
.
•
.
••••
•
•
Discussion: CALMR Approach
► Step 1: Discuss as a team:
- What opportunities do you have in
your current context to apply the
concepts in the CALMR
approach?
with the class
•
.
139
Duration
~
~
140

Notes:
Video link: https://vimeo.com/342037858/f10a115479
Video:ContinuousDeliveryPipeline
1
~
~
Duration
~
~
141

Notes:
Notes:
Discussion: Continuous delivery culture
► Step 1: As a team, discuss the
following:
- How is your culture or
environment ready for continuous
delivery?
- What does "continuous" mean to
you and your team?
some insights with the class
The Continuous Delivery Pipeline enables the flow of value
[
Continuous Delivery Pipeline
......· ► ·..... . .A..
• ••••••• *""('
•. • ••• • ► · .......
:.: :.: ·>.
_ _______ _G.LLE..R.EJ.EAS_E
I.BAIR
. ~~ ·.. ·..
T"
· • ~. • • • • • • • • • • ••
..........., .............
. .·<·....... .
~rj)
~~
142
]
Continuous Continuous Continuous Release
Exploration Integration Deployment on Demand
SCALED AGILE • CIScale dAgfle.lnc . 143

Notes:
Notes:
Continuous code integration
Develop Commit
(IJ lsuild .......
End-to-End
vc App Test
~ Tes~
i~~-~
Staging
61
Package Package
~
--..
(ill)
144
Trunk-based development
Teams continuously integrate assets (leaving as little as possible to the System Team).
► Avoid physical branching for
software
► Frequently integrate
hardware branches
SCALED AGILE • ClSealed Agile.Inc .
Check out most
functionality
Agile
Team 1
System
Team
••
Check newest
changes back in
Full system
integration at least
once per iteration
Trunk •••
Check in
each story
Agile Team 2
Always current
trunk increases
program velocity
System
demo
145

Notes:
Notes:
The four Activities of Continuous Deployment
►······················
····· ·····>
.
Deploy Verify Monitor Respond
....·► ··· ,A.•• ... .....
. :
. .. . _fiil_
•• •: • ~
c, ~ )CID
...
...... .( • .....)' • ..·. [u
~Oool
Continuous Continuous
Exploration Integration
... ...
........
.......................
Separate deploy from release
► Separate deploy to
production from release
► Hide all new functionality
under Feature toggles
► Test processes with a sub-set
of users before exposing new
functionality to all users
Continuous
Deployment
Deploy
Release
1111!11
1111!11
1111!11
Release
on Demand
C Scaled Agile, Inc
146
147

Notes:
Notes:
Develop on cadence. Release on Demand.
Major release Major release
Customer
l
Subsystem
t
preview release
l l
I I I II
Pl Pl Pl
New
feature
l
Pl
Release on Demand
I IIPl
Develop on Cadence
148
Discussion: Continuous integration and
deployment challenges
~@
~~
► Step 1: Think about the various aspects of
environment, culture, tools, and people and
discuss as a team:
- What are the challenges to continuously integrating?
- What are the challenges to continuously deploying?
► Step 2: As a team, prepare a list of three to five
items that make it hard to continuously integrate
and deploy. What may be some ways to solve
them?
► Step 3: Be prepared to share with the class.

4.5 Improve flow wi th communication and synchronization
Notes:
Notes:
4.5 Improveflowwith communicationand
synchronization
SCALED AGILE .
Communicationand synchronization
withdailystand-ups
Basic Scrum pattern
meeting agenda
Each person answers :
1. What did I do yesterday to
advance the Iteration Goals?
2. What will I do today to advance
the Iteration Goals?
3. Are there any impediments that
will prevent the team from
meeting the Iteration Goals?
The Meet-After agenda
1. Review topics the Scrum
Master wrote on the
meet-after board
2. Involved parties discuss ,
uninvolved people leave
151

Notes:
Activity: Reenact the daily stand-up (DSU)
meeting
~i)
~~
You will participate in and observe a reenactment of the daily stand-up
meeting. Let's have four or five volunteers play the roles of team
members .Your instructor will play the role of the Scrum Master.
► Step 1:As an observer, take notes and reflect on the following:
- How long do you think the meeting should be?
- Where should it take place?
- What is the main purpose of the daily stand-up?
► Step 2: Share some of your insights as an observer

Notes:
Video link: https://vimeo.com/337783229/fa3cde973f
Video: Backlog Refinement Workshop
Ir-vi
~
Duration
~
~
153

Notes:
The backlog refinement session
The backlog refinementsession is a previewand elaboration of upcoming Stories.
► Helps the team think about new Stories prior to
Iteration Planning
► Provides enough time to identify and resolve
dependencies and issues that could impact the
next Iteration
► The team can improve Stories, add acceptance
criteria, and point out missing information to the
Product Owner
► Most of the focus is on the next Iteration, but it
allows time to discuss future Iterations and even
Features for the next Pl

4.6 D emonstr ate value
Notes:
Notes:
SCALED AGILE .
The Iteration review
► The iteration review provides the true
measure of progress by showing
working software functionality ,
hardware components , etc.
► Preparation for the review starts with
planning
► Teams demonstrate every Story,
spike*, refactor, and NFR
► Attendees are the team and its
stakeholders
► *Spike is a research Story, considered
an exploration style Enabler
Demonstrating a working,
tested team increment
Working software,
other components
156

Notes:
Notes:
Iteration review guidelines
► Timebox: 1 to 2 hours.
► Preparation: Review
preparation should be limited
to 1 to 2 hours. Minimize
presentation. Work from the
repository of Stories.
► Attendees: If a major
stakeholder cannot attend,
the Product Owner should
follow up individually.
Sample Iteration
review agenda
1. Review business context
and Iteration goals
2. Demo and solicit feedback
of each Story , spike ,
refactor , and NFR
3. Discuss Stor ies not
comp leted and why
4. Identify risks , impediments
5. Revise Team Backlog and
team Pl Objectives as
needed
Two views from the Iteration review based on a working system
► How we did in the Iteration
- Did we meet the goal?
- Story-by-Story review
► How we are doing in the Pl
- Review of Pl Objectives
- Review of remaining Pl scope
and reprioritizing if necessary
Iteration Review
157
158

Notes:
Notes:
SAFe definitionof done
• Stories satisfy acceptance Stories completed by all • Capabilities completed by all All capabilities done and
criteria teams in the ART and trains and meet acceptance meet acceptance criteria
• Acceptance tests passed integrated criteria End-to-end integration and
(automated where practical) Completed features meet • Deployed/installed in the solution V&V done
• Unit and component tests acceptance cntena staging environment
Regression testing done
coded, passed, and included NFRs met • NFRs met
in the Build-Verify-Test (BVT) • System end-to-end
NFRs met
• Cumulative unit tests passed
No must-fix defects
integration, verification, and No must-fix defects
• Assets are under version Verification and validation of validation done Release documentation
control key scenarios • No must-fix defects complete
• Engineering standards Included in build definition • Included in build definition All standards met
followed and deployment process and deploymenVtransition Approved by Solution and
• NFRs met Increment demonstrated, process
Release Management
• No must-fix defects feedback achieved • Documentation updated
• Stories accepted by Product Accepted by Product • Solution demonstrated,
Owner Management feedback achieved
• Accepted by Solution
Management 159
Discussion:What is yourdefinitionof done? ~~
~~
► Step 1: As a team, crafta definitionof what it
means to you to finisha Story
► Step 2: Consideringthe criteriainthe Team
Increment,discusssome criteriathat
compriseyour definitionof done
► Step 3: Be preparedto share withthe class
SCALED AGILE • Cl Sealed Agile.Inc . 160

4.7 R etrospect and i mpr ove
Notes:
Notes:
SCALED AGILE .
Iteration retrospective
► Timebox: 30 to 60 minutes
► Purpose: Pick one or two items that can
be done better for next Iteration
► Outcome: Enter improvement items into
the Team Backlog
SCALED AGI LE · Cl Scaled Agile . Inc.
Sample agenda
Part 1: Quantitat ive
1. Review the improvement backlog
items targeted for this Iteration.
Were they all accomplished?
2. Did the team meet the goals
(yes/no)?
3. Collect and review the
agreed-to Iteration print Metrics.
Part 2: Qualitative
1. What went well?
2. What didn't?
3. What we can do better next time?
162

Notes:
Notes:
Iteration Metrics
Functionality Iteration 1 Iteration 2 Iteration 3
Velocity planned
Velocity actual
# Stories planned
# Stories accepted
% Stories accepted
Quality
Unit test coverage %
# Defects
# New test cases
# New test cases automated
Total tests
Total % tests automated
# Refactors
Activity: Reenact the Iteration retrospective ~i>
~~
In your team, reenact an Iteration retrospective of this course so far.
► Step 1: Pick someone in your team to play the role of the Scrum Master
and to facilitate the Iteration review
► Step 2: As a team, participate in the retrospective by discussing the
following:
- What went well?
- What didn't go so well?
- What can be done better?
► Step 3: Share some of your team's insights with the class
SCALED AGILE • ClScale d Agile.Inc . 164

Notes:
Action Plan: Executing the Iteration
► Step 1: Think about the activities
you were engaged in as a team
actions you could take to improve in
any of those areas related to
Iteration execution as a team
Plan
~~
~~
165

Lesson 4:
Executing the Iteration
Step 1: Think about the activities you were engaged in as a team
Step 2: Brainstorm one to three actions you could take to improve in any
of those areas related to Iteration execution as a team

Notes:
Lesson review
In this lesson you:
► Defined and visualized the initial flow of work with your team
► Explored how to measure the flow of work
► Recognized techniques to build quality into development process
► Discussed how to continuously integrate, deploy, and release
value
► Explored how to demonstrate value to team stakeholders
► Practiced running retrospectives

Lesson 4 notes

This page intentionally left blank.

Lesson 5
Executing the PI
5.1 Plan Together
5.2 Integrate and demonstrate together
5.3 Learn together

5.1 Plan Together
5.1 Pl an Together
Notes:
5.1 Plan together
SCALED AGILE .

5.1 Plan Together
Notes:
Video link: https://vimeo.com/361407444/407333b725
Video: Introduction
to Pl Planning
Ir-vi
~
Duration
~
~
168

5.1 Plan Together
Notes:
Notes:
Align to a mission with Pl Objectives
Objectives are business summaries of what
each team intends to deliver in the upcoming
Pl.
► They often map directly to the Features in
the backlog. For example:
- An aggregation of a set of Features
- A milestone like a trade show
- An Enabler Feature supporting the
implementation
- A major refactoring
Pl Planning
Team A
Pl Objectives BV
Proof of concept with 10
mock sounds
Help with radar POC 4
Decide to create or buy 3
engine noises
Uncommitted
Proof of co ncept with 7
real sounds
169
Cadence-based Pl Planning meetings are the heartbeat of the Agile Enterprise.
► Two days every 8 -12 weeks (10 weeks is typical)
► Everyone attends in person if possible
► Product Management owns Feature priorities
► Agile teams own Story planning and high-level
estimates
► Architect/Engineering and UX* work as intermediaries
for governance , interfaces, and dependencies
► *UX - Lean User Experience on how the user interacts
with the system.

5.1 Plan Together
Notes:
Notes:
Maintain predictability with uncommitted objectives
Uncommitted objectives help improve the predictability of
delivering business value. Uncommitted objectives do
count in velocity/capacity.
Team A
► They are planned and aren't extra things teams do just
in case you have time Pl Objectives BV
► They are not included in the commitment, thereby
making the commitment more reliable
► If a team has low confidence in meeting a Pl
Objective, encourage them to make it an uncommitted
objective
► If an item has many unknowns , consider making it an
uncommitted objective and planning for early spikes
SMART team Pl Objectives
Proof of concept with
mock sounds
Help with radar POC
Decide to create or buy
engine noises
Uncommitted
Proof of co ncept wit h
real sounds
Teams should write their Pl Objectives in the SMART format.
10
4
3
7
171
► ~ pecific - States the intended outcome as simply, concisely, and explicitly as possible
(Hint: Try starting with an action verb).
► Measurable - It should be clear what a team needs to do to achieve the objective.
The measures may be descriptive, yes/no, quantitative, or provide a range.
► ~ chievable -Achieving the objective should be within the team's control and influence
► ,Bealistic - Recognize factors that cannot be controlled.(Hint: Avoid making overly
optimistic assumptions)
► Ji me-bound - The time period for achievement must be within the Pl, and, therefore,
all objectives must be scoped appropriately.

5.1 Plan Together
Notes:
What is PI Planning?
Program Increment (PI) Planning is a cadence-based, face-to-face event that serves
as the heartbeat of the Agile Release Train (ART), aligning all the teams on the ART
to a shared mission and Vision.
The Agile Manifesto states, “The most efficient and effective method of conveying
information to and within a development team is a face-to-face conversation.”
SAFe takes this to the next level with PI planning, a routine, face-to-face event, with
a standard agenda that includes a presentation of business context and vision
followed by team planning breakouts—where the teams create their Iteration plans
and objectives for the upcoming PI.
In the next few hours you will be immersed in a PI Planning simulation. With your
teams, you will estimate your starting velocity and you will plan a short Program
Increment with two iterations. You will get to observe a Scrum of Scrums event and
you will present a summary of your team’s draft PI Objectives.
Later, your trainer will demonstrate how business value is assigned to the objectives,
how program risks are managed and you will recognize the value of the confidence
vote. Get excited!
Activity: Identify program roles
► Step 1: Get excited about the
upcoming Pl simulation!
► Step 2: Make sure all program
roles have been assigned.
Simulat ion role Assigned to
Executive Volunteer
Product Manager Volunteer
System Architect , UX and
Volunteer
Development Manager
Example: Your Instructor will
be the RTE, a volunteer will be
the Product Manager, etc.
Duration
~
~
173

5.1 Plan Together
There is no magic in SAFe . . . except maybe for PI Planning. - Authors

5.1 Plan Together
Notes:
Notes:
II RTE
Simulation: Why are we here?
Alignment to a common mission
~ '--. We are here to gain alignment and
commitment around a clear set of
prioritized objectives. I will now
review the agenda for the next two
days of the Pl Planning Event.
Pl Planning
Agenda
Simulation: Day 1 agenda
Pl Planning
Agenda
DAY1
Presented
II byRTE
SCALED AGILE • Cl Sealed Agile.Inc .
8:00 9:00
9:00 10:30
10:30 11:30
11:30 1:00
1:00 4:00
4:00 5:00
5:00 6:00
Business Context
Product/Solut1on
Vision
Architecture Vision and
development practices
Planning context
and lunch
Team breakouts
Draft plan review
Management review
and problem solving
aa
aa
g
El
► State of the business and upcoming objectives
► Vision and prioritized Features
► Architecture, common frameworks, etc.
► Agile tooling , engineering practices , etc.
► Facilitator explains planning process
► Teams develop draft plans and identify risks and
impediments
► Architects and Product Managers circulate
► Teams present draft plans, risks, and impediments
, Adjustments made based on challenges, risks,
and impediments
174
175

5.1 Plan Together
Notes:
Notes:
Simulation: Day 2 agenda
Pl Planning
Agenda
DAY2
L ~
Presented
- byRTE
8:00 9:00
9:00 11:00
11:00 1:00
1:00 2:00
2:00 2:15
2:15 ???
After
commitment
Planmng adjustments
Team breakouts
Final plan review
and lunch
Program risks
Pl confidence vote
Plan rework
1fnecessary
Planning retrospective
and moving forward
Simulation: Briefings
Executive
Product
Manager
r-
DD
DD
~
el
► Planning adjustments made based on previous
day 's management meeting
► Teamsdevelopfinal plansand refinerisksand
impediments
► BusinessOwnerscirculateand assignbusiness
valueto teamobjectives
► Teams present final plans , risks , and impediments
► Remainingprogram-levelrisksare discussed
and ROAMed
i & ► Team and program confidence vote
DD
DD
r-
► If necessary
, planningcontinuesuntilcommitment
is achieved
► Retrospective
► Moving forward
► Final instructions
System
Architect
176
177

5.1 Plan Together
Notes:
Notes:
Simulation: Planning guidance
Expect this first Pl Planning to feel a bit chaotic . Future Pl Planning
meetings will become more routine.
u
1h11
Product Owners: You have the content authority to make
decisions at the user Story level
Scrum Masters: Your responsibility is to manage the
timebox, the dependencies, and the ambiguities
t Agile Team: Your responsibility is to define users Stories,
.... plan them into the Iteration, and work out interdependencies
with other teams
Simulation: Planning requirements
IFeature 1)
IFeature 2]
lter atlon1 .1 ~ -
-- lleratlon1 .2 ~ =1
Pf Objectives ,uv Risks
I 1
lter atlon1 .3~ -
-- lleratlon1.◄ ~= lter atlo n1 .5c~ -
--
IP Iteration
..Focus on the highlighted
area for this simulation.
Risks and
dependencies
• Presented
Iii byRTE
178
179

5.1 Plan Together
Notes:
Notes:
Simulation: Using historical data to calculate velocity
1#11
240
~
--. 4
miles . . hours
180 Story
_.
.._. 6
points Iterations
Establish velocity by looking at the average output of the last Iterations.
Simulation: Calculate your capacity
Calculating Iteration capacity
► For every full-time Agile Team member
contributing to Solution development ,
give the team 8 points (adjust for part-
timers).
► Subtract 1 point for every team member
vacation day and holiday.
► Find a small Story that would take about
a half day to develop and a half day to
test and validate. Call it a 1.
► Estimate every other Story relative to
that one.
Example:
A ?-person team composed
of 3 developers, 2 testers,
1 Product Owner, and
1 Scrum Master
Exclude The Scrum Master,
Product Owner, and vacation
time from the calculation
Calculated capacity:
5 x 8 points= 40 points per
Iteration
180
181

5.1 Plan Together
Estimating velocity and calculating capacity: A brief introduction
Agile teams use story points to relatively estimate user stories in story points. With
relative estimating, the size (effort) for each backlog item is compared to other
stories. For example, an eight-point story is four times the effort as a two-point story.
The team’s velocity for an iteration is equal to the sum of all the stories completed in
the prior iteration. Knowing a team’s velocity assists with planning and helps limit
Work in Process (WIP)—teams don’t take on more stories than their prior velocity
would allow. Velocity is also used to estimate how long it takes to deliver Features or
Epics, which are also forecasted in story points.
Keep in mind, velocity is based on historical data of the team’s completed story
points. For the purpose of this PI Planning simulation you will be referring to
calculating Iterations capacity, since velocity is not established yet.

5.1 Plan Together
Notes:
Velocity and Capacity
What is Velocity?
The team’s velocity for an iteration is equal to the sum of the points for all the
completed stories that met their Definition of Done (DoD). As the team works
together over time, their historical trend of average completed story points per
iteration builds a reliable picture of the team’s velocity.
What is Capacity?
Capacity is the portion of the team’s velocity that is actually available for any given
iteration. Vacations, training, and other events can make team members unavailable
to contribute to an iteration’s goals for some portion of the iteration. This decreases
the maximum potential velocity for that team for that iteration.
Example:
Assuming a six-person team composed of three developers, two testers, and one
PO, with no vacations or holidays, the estimated initial velocity = 5 × 8 points = 40
points/iteration. (Note: Adjusting a bit lower may be necessary if one of the
developers and testers is also the Scrum Master.)Using this example, and knowing
the number of people on your team (at your table) estimate initial velocity.
Activity: Calculate your capacity
► Step 1: Review the example on the previous slide
► Step 2: Calculate your own capacity for the next two, 2-week
Iterations
- The first Iteration starts Monday
- Use your real availability
► Step 3: Make sure you have your team's capacity calculated
Duration
~
~
182

5.1 Plan Together
Iteration 1 Team Capacity
Iteration 2 Team Capacity

5.1 Plan Together
Notes:
Notes:
Activity: Team breakout #1
Use Estimating Poker to relatively estimate the mass of a set of
animals .
► Step 1: Setup the team area. Enter the capacity for each
Iteration.
► Step 2: Pick up a Feature from the Product Manager.
► Step 3: Estimate the Stories using Story Points .
► Step 4: Load the Stories into the Iterations.
► Step 5: Write the Pl Objectives using clear statements .
► Step 6: Identify the uncommitted objectives .
► Step 7: Identify any program risks and dependencies .
SCALED AGILE · Cl Scaled Agile. Inc.
Activity: Scrum of scrums (SoS) sync
► Step 1: Observe the Sos sync, conducted by the RTE
► Step 2: Each team 's Scrum Master provides the team 's current status
and addresses the questions from the RTE
► Step 3: The RTE holds a meet-after after the sync (limited to 1 - 2
topics for the simulation)
Have you identified the capacity for each Iteration in the Pl?
Have you identified most of the Stories for the first two Iteratio ns and begun estimating?
Have you begun resolving dependencies with other teams?
Are you discussing trade-offs and conflicting priorities with your Business Owners?
Have you identified any program risks?
Will you be ready to start writing Pl Objectives in the next 15 minutes?
Is there anything you need to discuss with other Scrum Masters? If so, stay for the meet-after
SCALED AGILE • Cl Scaled Agile. Inc.
Duration
~
~
183
Duration
~
~
184

5.1 Plan Together
SoS Sync Question Team
1
Team
2
Have you identified the capacity for each Iteration in the PI?
Have you identified most of the Stories for the first two Iterations
and begun estimating?
Have you begun resolving dependencies with other teams?
Are you discussing trade-offs and conflicting priorities with your
Business Owners?
Have you identified any program risks?
Will you be ready to start writing PI Objectives in the next 15
minutes?
Is there anything you need to discuss with other Scrum Masters?
If so, stay for the ‘Meet After’

5.1 Plan Together
Notes:
Notes:
Activity: Draft plan review
Duration
~
~
► Step 1: Present the summary of your team's first two Iterations and
one or more draft Pl Objectives
► Step 2: Make sure that you have included the following:
- Capacity and load for each Iteration
- Draft Pl Objectives
- Program risks and impediments
Management review and problem-solving
At the end of day 1, management meets to make adjustments to
scope and objectives based on the day's planning.
Common questions during the managers' review:
► What did we just learn?
► Where do we need to adjust? Vision? Scope?
Team assignments?
► Where are the bottlenecks?
► What features must be de-scoped?
► What decisions must we make between now and
tomorrow to address these issues?
SCALED AGILE • ClScale d Agile.In c.
185
186

5.1 Plan Together
Notes:
Notes:
Activities during day 2
8:00 9:00
9:00 10:30
10:30 11 30
11:30 1 00
1:00 4:00
4:00 5 00
Day 1
Product/Solution
Vision
Architecture Vision and
development practices
Planning context
and lunch
Team breakouts
8:00 9:00
9:00 11:00
~
11:00 1:00
.. 1:00 2:00
2:00 2:15
i 2:15 ???
5:00 6:00 Management review
and problem solving
':, After
commitment
Make planning adjustments
► Based on the previous day's management
review and problem-solving meeting,
adjustments are discussed.
► Possible changes:
- Business priorities
- Adjustment to Vision
- Changes to scope
- Realignment of work and teams
Day2
Planning adjustments
Team breakouts
Final plan review
and lunch
Program risks
Pl confidence vote
Plan rework
if necessary
Planning retrospective
and moving forward
r
DB
aa
i
A 1
i "
DB
aa
r
187
188

5.1 Plan Together
Notes:
Notes:
Team breakout #2
Based on new knowledge and a good night's
sleep, teams work to create their final plans.
► In the second team breakout, Business
Owners circulate and assign business value
to Pl Objectives from low (1) to high (10)
► Teams finalize the Program Increment plan
► Teams also consolidate program risks,
impediments , and dependencies
► Uncommitted objectives provide the capacity
and guard band needed to increase the
reliability of cadence-based delivery
Final plan review
Team A
Pl Objectives
mock sounds
Help with radar POC
Decide to create or buy
engine noises
Uncommitted
real sounds
Teams and Business Owners peer-review all final plans.
Teams and Business Owners peer-review all final plans.
Final plan
review agenda :
---- ~
1.Changes to capacity
and load
2.Final Pl Objectives
with business value
3.Program risks and
impediments
4 .Q&A session
Final plan review
Used with permission of SEI Global Wealth Services
BV
10
4
3
7
189
190

5.1 Plan Together
Notes:
Notes:
Building the final plan
► Final plans are collected at the
front of the room
► Final plans are reviewed by all
teams
► Business Owners are asked
whether they accept the plan
► If accepted, the team's plan and
program risk sheet are brought to
the front of the room
► If not accepted, the plans stay in
place, and the team continues
planning after the review
Confidence vote: Team and program
A team's final plan
Used with permission of Discount Tire Corporation
After dependencies are resolved and risks are addressed, a
confidence vote is taken by the team and program.
A commitment with two parts:
1. Teams agree to do everything in their power to meet the agreed-to
objectives
2. In the event that fact patterns dictate that it is simply not achievable, teams
agree to escalate immediately so that corrective action can be taken
,,..I
• ,,.u
• I •
No confidenc e Little confidenc e Good confidenc e High confidence Very high confidence
191
192

5.1 Plan Together
Notes:
Notes:
Run a planning meeting retrospective
The Pl Planning event will evolve over time. Ending with a
retrospective will help continuously improve it.
The Planning Meeting
retrospective
1. What went well
2.What didn't
3. What we can do
better next time
,...
A Team's Retrospective
Program board: Feature delivery, dependencies, and Milestones
Iteration 1.1 Iteration 1.2 Iteration 1.3
I Iteration 1.4 Iteration 1.5 (IP) Pl 2 »>
Milestones/
Events A program milestone or event is happening
Unicorns in iteration 1.3 (e.g., a trade show , market
Dolphins
release, etc.)
Bears
Eagles This feature cannot be delivered until
multiple teams complete their
Iguanas dependencies
Antelope
Tarantulas
A feature placed in a team's swim lane
Needs UX Help with no strings means that it can be
Needs Sys
completed independently of other teams
Arch Help
••
Blue =Features =Significant =Milestone/
~
Red String =A dependency requiring stories
Dependency Event or other dependencies to be completed before
the feature can be completed 194

5.1 Plan Together
Notes:
Video link: https://vimeo.com/355401474/4ed0fa500e
Video: Program Board
1
~
~
Duration
~
~
195

5.2 Integrate and demonstr ate together
Notes:
Notes:
SCALED AGILE .
Program execution
Program events create a closed-loop system to keep the train on the tracks.
•
..-------------------1
_____,=--
•=====
•
Scrum of Scrums I PO Sync
• • , u ..
,1111111
1 U . .. .
1
h1
1 I 1
h11 U U
1
h1
1
Iteration
Planning
Daily
Stand-up
Pl Ii
Planning g
~
~
Iteration
Retro Backlog
Refinement
Iteration
Review
' '
Inspect & Adapt =• =•
• ~ : I Planning
,.,.
~ Program events
Team events
System
Demo
197

Notes:
Notes:
ART sync is used to coordinate progress
•
1
~11
li 1 ---------------------------------
I_____________________________
_
1
111
11
1111
ART Sync
Scrum of scrums
► Visibility into progress and impediments
► Facilitated by RTE
► Visibility into progress , scope, and priority
adjustments
► Facilitated by RTE or PM
► Participants : Scrum Masters, other select
team members , SMEs if necessary
► Weekly or more frequently, 30-60 minutes
► Participants: PMs, POs, other stakeholders ,
and SMEs as necessary
► Timeboxed and followed by a 'Meet After' ► Weekly or more frequently, 30--60 minutes
► Timeboxed and followed by a 'Meet After '
Demo the full system increment every two weeks
► Features are functionally
complete or 'toggled' so as not
to disrupt demonstrable
functionality
► New Features work together
and with existing functionality
► Happens after the Iteration
review (may lag by as much as
one Iteration, maximum)
► Demo from a staging
environment which resembles
production as much as possible
•
UI
•
1
h11
Full system
System
team
Ir
198
199

Notes:
Discussion: System Demo challenges ~i)
~~
► Step 1: As a team, discuss the following:
- What are challenges to having a new system increment every two weeks?
► Step 2: On a flip chart or Remote Group Document aid list three to
five challenges and some ways to solve them
► Step 3: Be prepared to share with the class

5.3 Learn together
5.3 Learn tog ether
Notes:
Notes:
5.3 Learntogether
SCALED AGILE .
Innovation and Planning (IP) Iteration
Facilitate reliability, Program Increment readiness, planning, and
innovation during the IP iteration.
► Innovation: Opportunity for innovation,
hackathons, and infrastructure improvements
► Planning: Provides for cadence-based planning
► Estimating guard band: For cadence-based delivery

5.3 Learn together
Notes:
Notes:
IP Iteration calendar
Monday Tuesday Wednesday Thursday Friday
Buffer for leftover work
Final verif1cat1on and vat1dat1on,and documentation (if releasing)
Solution Tram
pre Pl planmng
Innovation
contmues
Pl planning
readiness
Contmumg
education
Inspect and
adapt
workshop
Innovation
Pl planning readiness
Archrtectu,.vmon
•nddr1elopment
pn1ctlcn
Plannmg
requ,rements
andlunch
Management
rev,ewand
problemsolv,ng
10
Pl Planning
Planning
ad1ustments
@#fifrjf
Fmalplan,...,1aw
and lunch
JM/Hl:i!ihl
Planraworr.11
necessary
Pb,nn,ng
retrospactrva1nd
mov,ngforw,rd
Improving results with the Inspect and Adapt event
Three parts of Inspect and Adapt:
1. The Pl System Demo
Problem-Solving Workshop
Timebox: 3 - 4 hours per Pl
Attendees: Teams and stakeholders
..!...!.
-.f.-
= t.1.
~..!..
:b.-
n:
11
: -
-- -
Optional time
for d1strtbuted
plannmg
Solution Train
post .Pl planning
;--==-
~=--=- =
12
203
204

5.3 Learn together
Notes:
Notes:
Pl System Demo
► At the end of the Pl, teams
demonstrate the current state of
the Solution to the appropriate
stakeholders
► Pl System Demo is often led by
Product Management, POs, and
the System Team
► Business Owners, program
stakeholders, Product
Management , RTE, Scrum
Masters, and teams attend.
Quantitative and qualitative measurement
The report compares actual business value achieved to planned business value.
120
100
"O
QI
>
QI
:i: 80
V
-,:
~
QI
>
'tl 60
QI
:;;
0
E 40
I!!
en
£ 20
0
Pl 1
SCALED AGILE • ClScale d Ag ile. Inc.
Program Predictab ility Measure
;
Pl 2 Pl 3
;
;
;
,
Pl 4
......
...
Pl 5
• Target: Effective process
cont ro l range
• Predictab ility sufficient
to run the business
• Handles commo n
variations
• Special causes may still
cause excess variatio n
- - - - - Team A: Out-of-control development
- - - - - Team B: Contro lled developme nt
Progra m (ART)
205
206

5.3 Learn together
Notes:
Notes:
The problem-solving workshop
Teams conduct a short retrospective to systematically address the
larger impediments that are limiting velocity.
Agre• on tho
problom to solve
..'
Restate the new problem for
the biggest root -cauH
..
SCALED AGILE · Cl Scaled Agile . Inc.
Apply root-<:m.1se analysis
(and 5 Whys)
Brainstorm solutions
LJ-.
000
~
Action Plan: Executing the Pl
► Step 1: Think about your experience
during the simulation of the Pl
Planning event
actions you could take back to your
organization
Plan
SCALED AGILE • Cl Scale d Agile.In c.
Identify the b199ost root-wuso
using Pareto analy11s
•~-
:~ -
·~";"'"';"''-:-"';"'"';"'
Identify Improvement
bt1cklo9 items
liil
NFRs
207
~~
~~
208

Lesson 5:
Executing the PI
Step 1: Think about your experience during the simulation of the PI
Planning event
Step 2: Brainstorm one to three actions you could take back to
your organization

5.3 Learn together
Notes:
Lesson review
In this lesson you:
► Planned a Program Increment as a train
► Discussed Program Increment execution
► Discussed the importance and challenges of the System Demo
► Explored how to improve as a team of teams in the Inspect and
Adapt event

Lesson 5 notes

Lesson 6
Becoming a Certified SAFe
Practitioner
6.1 Becoming a Certified SAFe Professional

6.1 Becoming a C ertifi ed SAFe Pr ofessional
Notes:
Make the mostof your learning
..-
im,
·.Accessthe SAFe Community Platform
Mange your member profile, access videos and training resources, join Communities of Practice, and more.
. rs;]' .
. W1:
Prepare Yourself
Access your learning plan featuring your digital workbook , study materials, and certification practice test
Become a Certified SAFe Professional
Get certified to validate your knowledge, expand your professional capabi lities, and open the door to new career opportunities.
::_
°&·.
. Access SAFe Content and Tools
Access professional development resources and your trainer enablement plan to teach SAFe instructor•led courses.
•Po·. Collaborate in real time with your team and others
·..oi'li·' Choose from ready-made templates to easily set up events like Pl Planning and retrospectives-al l with SAFeCollaborate.
:'(e) , Showcase SAFe Credentials
Display your digital badge to promote your SAFecapabilities and proficiencies throughout your career.
SCALED AGILE · Cl Scaled Agile.Inc. 210

Notes:
Video link: https://vimeo.com/307578726
About SAFe certification: https://www.scaledagile.com/certifications/about-safe-
certification/
Video: Become a Certified SAFe
Professional
Continue to build on the foundation
of SAFe learning you began in class
by studying and taking the
certification exam.
Earning this certification
demonstrates and establishes your
new knowledge.
Certification details at:
https://bit.ly/2zCu2pa
Ir-vi
~
Duration
~
~
211

Notes:
Video link: https://vimeo.com/286920560
Video: Welcome to the SAFe Community
Platform
Want to learn more about the next
steps on your SAFe Journey?
Access the SAFe Community
Platform and discover all the
SAFe resources available for your
use!
1
~
~
Duration
~
~
212

Certification Exam Sample Questions
These sample questions provide examples of the format and type of questions to
expect on the exam (these are not the actual exam questions). Performance on the
sample questions is NOT an indicator of the performance on the exam, and it should
NOT be considered an assessment tool. A web-enabled version of the sample
questions are now available in a flashcard style format (internet required). Use the
link below to access the sample question bank and begin preparing for certification.
To get started:
1. Click the link below
2. A browser window will open with the sample questions site
3. Click "Start"
4. Use the left-side menu to scroll and select your course
5. Click "Start" to access the sample questions
Sample questions: http://bit.ly/3aqpP4O

Lesson 6 notes

Appendix 1
Glossary
SAFe Glossary:
Visit the Scaled Agile Framework site (scaledagileframework.com/glossary) to
download glossaries translated into other languages
~
~

SAFe for Teams Digital Workbook (5.0.1).pdf

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