Managing Risks of Communication to Customers, Vendors, and ...
Managing SAFe with Business Architecture Francis S. Fons (Frank), PMP, CBA (Certified Business Architect), ACP (Agile Certified Practitioner), SAFe Agilist (Scaled Agile Framework Program Leader), Six Sigma Green Belt, MBA, and BSEE [email protected] Agenda Why care about SAFe? Organizational Readiness for SAFe Terminology Challenges with SAFe Business Architecture Contributions at Portfolio Level Business Architecture Contributions at Program Level
Business Architecture Contributions at Team Level Discussion What is SAFe? SAFe is an online, freely revealed knowledge base of proven success patterns for implementing Lean-Agile software and systems development at enterprise scale.* * scaledagileframework.com/about There are other agile scaling approaches, e.g. Nexus Why Care about SAFe? 2016 PMI survey published in Pulse of the Profession results indicated 85% of organizations use agile methodologies Organizations often struggle when planning releases that
involve more than one Agile team.(8) Scaled Agile Framework (SAFe) developed by well respected agile practitioners 60% of US Fortune 100 companies have SAFe trained practitioners (9) SAFe case studies indicate increases in quality 50%, productivity 20-50%, and delivering more quickly 30-75% of the time (9) Traditional Agile versus SAFe SAFe Agile Breaks large, monolithic efforts into smaller pieces and enables teams to gather requirements, develop, test, and release in short increments Issues: Strategy Misalignment
Overhead Cost / Highly Inefficient Backlog Paralysis (11) Builds upon the principles of agile to provide greater alignment, transparency and execution. Resolves Through: Layered framework that enables a business to manage, prioritize and organize work more efficiently to meet strategic priorities Persistent Teams via Agile Release Trains and Value Streams
http://www.scaledagileframework.com/ Organizational Readiness Facilitate clear understanding of vision and strategies Business Architects facilitate discussions to answer: Does the organization have the right technology infrastructure, release, and change adoption processes to deploy in a scaled agile framework? Does the organization have the right skills and commitment from leadership and staff to create value stream themed epics and deliver value? Do stakeholders understand value streams and their tie to vision and strategy? Terminology Challenges Capability is not defined the same in SAFe as it is BIZBOK, but this is reconcilable Value Streams are broken into Operational and Development Value Streams in SAFe, but
BIZBOK Value Streams are close to Operational Value Streams and should be the starting point Business Architecture Portfolio Contributions Facilitate strategy discussions to understand enterprise strategy and strategic objectives Use tools like the business model canvas to illustrate value propositions, channels, customers, etc., and create SAFe strategic themes Depict value streams for each train program Use business architecture blueprints to map desired state versus current state Business Architecture Portfolio Contributions (10) Future State Business Model Canvas (Current is Black and future includes Red) Vendor partner with in-app Marketing ad expertise
Service through device Device distributors Technology labs AppStore management and hosting business Application Deployment Planning and Enhanced Training investment via technology and Customer survey Contracting with response analysis device providers Service through device Best in market user experience through
collaboration features for international sales forces technology Newest in mobile business apps Service through device Service through device Business Professional mass market Global and highly mobile work forces Enhanced distribution and support through AppStores and Service through vendors
device providers Updates to premium users by subscription Marketing through smart phone dealers Application Trainers Best applied technology programmers Rewards payments to member Sales professionals Experiment and testing as labor time drivers Research and tech integration as cost drivers Customer Sales Forces now primary target
High performance and newest business tools Best help desk Incentives tied to customer satisfaction Co-Creation reward partnerships with Sales professionals Service through device providers Dedicated help desk for device vendors to support subscribers Sales percentages from smartphone distributors Service through device Fees for technology support to business professionals
Service through device Use of Business Model Canvas Safe trains and value stream alignment (11) Become Educated Determi ne Need Apply Obtain Loan Maintain Loan Sales Manageme nt Customer Manageme
nt Account Manageme nt Customer Manageme nt Customer Manageme nt Customer Manageme nt Product/ Customer Matching Customer Manageme nt
Account Manageme nt Account Manageme nt Sales Manageme nt Risk Manageme nt Financial Manageme nt Financial Manageme nt
Process Fee Pay. Validate Req. Apply Change Notify Applican t Billing Account Manageme nt Account Manageme nt Underwritin g
Accept Req. Customer Manageme nt Product/ Customer Matching Risk Manageme nt Financial Manageme nt Customer Manageme nt Marketing Call Center Agency
Business Architecture Portfolio Contributions (continued) Facilitate discussions to understand and document capability maturity needed for strategies needed to achieve desired innovation Facilitate discussions to create epics Help prioritize portfolio backlog Start with the blueprint (11) Example: Home Loans by EZ$ Become Educated Determi ne Need Apply Obtain Loan Maintain Loan
Sales Manageme nt Customer Manageme nt Account Manageme nt Customer Manageme nt Customer Manageme nt Customer Manageme nt Product/
Customer Matching Customer Manageme nt Account Manageme nt Account Manageme nt Sales Manageme nt Risk Manageme nt Financial Manageme
nt Financial Manageme nt Apply heat (11) Become Educated Determi ne Need Apply Obtain Loan Maintain Loan Sales Manageme nt
Customer Manageme nt Account Manageme nt Customer Manageme nt Customer Manageme nt Customer Manageme nt Product/ Customer Matching Customer
Manageme nt Account Manageme nt Account Manageme nt Sales Manageme nt Risk Manageme nt Financial Manageme nt Financial Manageme
nt Where do you have gaps that align to strategy? What will preclude you from achieving strategic objectives? Where do you want to hold a position of differentiation in the marketplace? Identify root causes (gaps) (11) Account Management Account Structure Management Basic Eligibility Account Price Determination Notification Management Customer Capability Alignment to Information, Processes and Organization
Notifications Customer Preferences Stakeholder Notifications Payment Management Billing Management Collection Management Status Management Escrow Management Tax Adjustment Insurance Holdings PMI Management Where does the heat come from? Gaps in the way we manage the customer risk score between our underwriters and agents. Strateg ic Theme Create themes and epics (11) Featur
es Progra m Epics Portfoli o Epics Replace Loan Administration System Billing Management Customer Notifications Account Structure Management Escrow Management Create Pricing Dashboard
Electronic Statements Online Payment Text/SMS Notifications Review Journey map Statement Type Selection Bank Integration Provider Considerations Design UI Design UI
Payment Type Determination Messaging Infrastructure Annual Payments Design UI Links Business Architecture Portfolio Contributions (continued) Create role relationship diagrams for each epic Uncover epic dependencies on other areas Facilitate metric development with business architecture deliverables Participate in epic handoff discussions Sample Role Relationship Diagram (12) Business Architecture Program
Level Contributions Consistently use scenario discussions and expected value tied to value streams and desired capability maturity Assist with roadmap development tied to minimal viable product for each release Help identify and prioritize features with WSJF Contribute to definition of done Business Architecture Program Level Contributions Provide framework for traceability for showcases and program increment planning Collaborate with IT Architecture to drive out runway of available features for teams to pull Business Architecture Frame of Reference Enables Business Requirements Traceability across Multiple Business Perspectives Alex Randell, Eric Spellman, William Ulrich, Jeffrey Walk. Leveraging Business Architecture to Improve Business Requirements Analysis A Business Architecture Guild White Paper, Mar. 2014. Business Architecture Team Level Contributions Provide clear explanation of strategy, vision,
roadmap, and dependencies, tied to value streams and capability maturity for each feature Participate in feature handoff discussions Participate in sprint demos and program increment showcases Key Learnings (11) Overall Value Streams can provide the business blueprint that guides the alignment of an Agile Release Train (ART) to strategic work and assist in identifying interdependencies among ARTs Understanding business gaps, perceived value and priority is critical The transparency and sharing across the entire SAFe Train is critical in making empowered decisions from portfolio all the way down through scrum teams Discussion Thank You Frank Fons, Senior Business Architect at HCSC [email protected] or [email protected]
Francis Fons on LinkedIn Appendix: Definition and Use of Business Architecture Business Architecture: A blueprint of the enterprise that provides a common understanding of the organization and is used to align strategic objectives and tactical demands.(4) Deliverables provide Communication Tools for Stakeholders Basis for Epics, Features, Stories, Requirements Definition Basis for Metrics Appendix: Some Key Elements of Scaled Agile Framework (SAFe) http://www.scaledagileframework.com/ Establish Portfolio Management Team(s), Program Management Team(s), and Dedicated Development Teams, empowering decentralized decision-making Early collaboration of business and IT architecture to build runway Use the concept of a Release Train with no more than 150 people on each train. Fund Release Trains
versus individual projects or programs. Program Increments are typically composed of 5 2-week sprints capped off with showcase. Some Key Elements of Scaled Agile Framework (SAFe) http://www.scaledagileframework.com/ Use program scrum of scrums to manage different teams on each release train and portfolio scrum of scrums to manage different release trains in a business division, and division scrum of scrums to manage different portfolios across the enterprise. Limit queue size to maximize productivity Pull down work versus push down work from portfolio to program to teams Definition of done for each stage is critical Epics at portfolio, Features at program, Stories at team Appendix: Agile Methodology versus Lean versus Six Sigma Agile advocates iterative elaboration to be lean
Originally applied to software development Adapted throughout business Agile is a journey to becoming flexible and quick (2) with emphasis on delivering value in a rapidly evolving environment Six Sigma is statistical technique to achieve lean Agile Manifesto Values Over Individuals Processes and Tools Working Software Comprehensive Documentation Customer Collaboration Contract Negotiation Rapid Responses to Change
Adherence to Rigid Plans Appendix: Overcoming risks of Agile methodologies Risk with Agile Mitigation Missing two key components - budgeting The PMBOK Guide solves those and sophisticated scheduling problems and makes Agile better! (1) Independent teams set their own priorities Scaled Agile Framework (SAFe) addresses several challenges of selfdirected scrum teams Dependencies and coordinated value delivery problematic Engage program/portfolio managers to coordinate dependencies across scrums and use demos and showcases Lack of formal communication to and
from self-directed teams may result in waste and/or missed value Before every sprint or program increment, PMs/Scrum Masters/Release Train Engineers consult with product managers and business and IT architects to review any changes in strategy and impact on feature backlog Integrating Business Architecture into Agile methodologies Best practice suggests the following cycle: 1. Facilitate Brainstorming about Mission and Vision 2. Conduct customer and stakeholder research (p. 8 of Business Architecture and Agile Methodologies whitepaper by Eric Shane Elliot, Francis Fons, Alex Randell) Key questions to ask include: Who are the key stakeholders? What pain points are felt by customers? What pain points are felt by the executives? What are the immediate business priorities?
What are the pending initiatives and their prioritization? 3. Formulate goals and strategies Integrating Business Architecture into Agile methodologies (continued) 4. Review capability maturity (Assumes organization mapped capabilities already) and utilize performance dashboard and analysis tools like Porters Five Forces model(5), the Business Model Canvas(6), SWOT Analysis(7) and/or Impact Grid (3) 5. Prepare Business Architecture deliverables focused on goals and strategies and business model canvases Strategy maps Capability heat maps Value streams Process maps, context diagrams, role relationship diagrams, and information maps, desired versus current state
Appendix: Value Stream and Capability Heat Map Simple Examples Place Order Prepare Coffee Collect Payment Financial Management Human Resource Management Marketing Management Customer Management Production
Management Product Management Deliver Cup of Coffee Integrating Business Architecture into Agile methodologies (continued) 6. Business Architects collaborate with Agile portfolio and program management teams on Epic, Feature, and Backlog prioritization Use end to end scenarios, context diagrams, and value streams to frame desired outcomes for relevant stakeholders Use WSJF or like concept for backlog prioritization -> Cost of Delay/Job Size, ranking highest to lowest Facilitate discussions around base values for business value, time criticality, risk reduction/opportunity enablement, and job size Resources 1) John Stenbeck, PMP, PMI-ACP, CSM, CSP of GR8PM 2) ASPE PMI Agile Certified Practitioner Workshop Materials
in conjuction with Davisbase, now part of Solutions IQ 3) Impact Grid is part of methodology developed and employed by SentientPoint principal partners Jack Hilty and Janice Koerber 4) Business Architecture Guild, A Guide to the Business Architecture Body of Knowledge, v 5.1 (BIZBOK Guide), 2016. Part 1, Page 1. Resources 5 ) "Porter Five Forces Analysis." Wikipedia. Wikimedia Foundation, Mar. 2014. Web. Nov. 2014. 6) Business Model Generation, A. Osterwalder, Yves Pigneur et al., self-published, 2010. 7) Business Architecture Guild, A Guide to the Business Architecture Body of Knowledge, v 5.1 (BIZBOK Guide), 2014. Section 2.1, Pages 27-28. 8) 5 Reasons to Consider (SAFe) Josh Fruit Solutions IQ Blog Post from January 28, 2016 9) Dean Leffingwell, in a January 31, 2016 post to the www.scaledagileframework.com Resources 10) Renee Batts, Senior Business Architect at Principal 11) Sebastian Escobar, Senior Business Architect at
STA Group and Renee Batts, from their webinar presentation in 2016 to the Business Architecture Guild about SAFe and Business Architecture 12) Role Relationship Concept Developed by Sebastian Escobar with assistance from Solutions IQ and used by Frank Fons Resources 13) Why Agile Initiatives Fail and Why DevOps Initiatives Shou ld Worry July 17, 2013 By Mike Kavis (Mike Kavis on Google+) 14) Blending Traditional and Agile Project Documentation A project Portfolio Perspective, Fergal McGovern, Founder, VisibleThread 15) Business Architecture and Agile Methodologies, A Business Architecture Guild Whitepaper, February 2015, Eric Shayne Elliott, Francis Fons, Alex Randell
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