1. What are two primary reasons to change?
- A burning platform
- The company is failing to complete and the existing way of working is
inadequate to achieve a new solution in time.
2. Proactive leadership
- In the absence of a burning platform, leadership must create the
sense of urgency to proactively drive change by taking a stand for a
better, future state
3. Why should you establish the vision for change?
- Without a good vision, a clever strategy or logical plan can rarely
inspire the kind of action needed to produce major change.
4. www.scaledagileframework.com/invitation-based-safe-implementation/ -
5. Little's Law -
6. When you find a value stream, go all in and all at once for each ART. The one-
week launch is proven adoption model.
- Quickstart approach to ART Launch
i. SAFe for Teams
1. Monday, Tuesday
ii. PI Planning
1. Wednesday, Thursday
iii. Workshops
1. Friday
7. Three benefits of Big Room Training
Accelerated learning
A common scaled Agile paradigm
Cost efficiency
8. What is the importance of the first PI Planning?
First Impression of SAFe
Generating a short-term win
Builds the Art as a team
Teaches teams about assuming responsibility for planning and delivery
Creates visibility into the program
Creates confidence in the commitment of Lean-Agile Leaders to the
transformation
9. Things to remember when prepping for distributed team PI Planning
1. Have a dedicated facilitator and tech support person at each location
Test Audio, video, and presentation-sharing connectivity, and then test it
again
Have a common understanding of how plans will be shared (video, wiki,
email, etc)
Establish team- based audio/video communication for breakout
sessions.
,10. What type of PI Planning agenda is recommended for large time zone
differences ?
2.5 days, following respect people and cultures, we want to avoid
asking teams to stay up all night
11. What does train the leaders do?
Helps them create the mindset they need to empower employees for
further action
12. What does training the stakeholders do?
Gives the Stakeholders the skills and motivation the need to change the
organization.
13. Which is the most important ART to launch?
i. the first one.
14. What does the ART as a team of teams do?
removes Silos that inhibit flow
15. What can you find in the ART readiness workbook?
Readiness Checklist
Team Summary
Team Roster
Program Roster
Content
Facilities
Supplies
16. What is the next step once the Lean-Agile change Agents have been trained?
Train Executives, Managers, Leaders
17. What do you do after Executives, Managers, and leaders have been trained?
Identify the Value steams.
18. What is the next step after the value stream has been identified?
Create the implementation Plan
19. What happens after the implementation plan has been created?
Prepare for Art Launch. Train Scaled Agile(Leading SAFe), POPM,
SSM.
20. What is the step that follows Preparing for the ART launch?
Train Teams and launch the ART
21. Once the teams have been trained what is the next step?
Coach ART Execution
22. Once you have coached Art execution what do you do next?
Launch more ARTS and Value streams
, 23. What is the step after Launching more ARTS and value streams?
Extend to the Portfolio
24. What do you do once you have extended to the Portfolio?
Sustain and improve
25. What are the SAFe Core Values?
Alignment
Transparency
Built-in-Quality
Program execution
26. Alignment =
This Provides the relevant briefings and participate in Program
Increment (PI)) Planning.
Helps with backlog visibility, review, and preparation
Helps with Value Stream organization and coordination
Constantly check for understanding
Communicate the mission, visions and strategy at every opportunity
27. Transparency =
Visualize all relevant work
Take ownership and responsibility for errors and mistakes
Admit your own mistakes
Support other who acknowledge and learn from their mistakes-never
punish the messenger
28. Built-in quality
Demonstrate quality by refusing to accept or ship low quality work
Support investments in capacity planning for maintenance and
reduction of technical debt
Ensure UX, Architecture, operations, security, compliance, and other
are part of flow of work.
29. Program Execution
Participate as an active business owner in PI execution
Celebrate high quality and predictability delivered program Increments
Aggressively remove impediments and demotivates
30. What are the four pillars of the house of lean?
Flow
Respect for people and culture
Innovation
Relentless Improvement
31. What is the foundation of the house of lean?
Leadership
32. What is the roof of the house of lean?
Value
- A burning platform
- The company is failing to complete and the existing way of working is
inadequate to achieve a new solution in time.
2. Proactive leadership
- In the absence of a burning platform, leadership must create the
sense of urgency to proactively drive change by taking a stand for a
better, future state
3. Why should you establish the vision for change?
- Without a good vision, a clever strategy or logical plan can rarely
inspire the kind of action needed to produce major change.
4. www.scaledagileframework.com/invitation-based-safe-implementation/ -
5. Little's Law -
6. When you find a value stream, go all in and all at once for each ART. The one-
week launch is proven adoption model.
- Quickstart approach to ART Launch
i. SAFe for Teams
1. Monday, Tuesday
ii. PI Planning
1. Wednesday, Thursday
iii. Workshops
1. Friday
7. Three benefits of Big Room Training
Accelerated learning
A common scaled Agile paradigm
Cost efficiency
8. What is the importance of the first PI Planning?
First Impression of SAFe
Generating a short-term win
Builds the Art as a team
Teaches teams about assuming responsibility for planning and delivery
Creates visibility into the program
Creates confidence in the commitment of Lean-Agile Leaders to the
transformation
9. Things to remember when prepping for distributed team PI Planning
1. Have a dedicated facilitator and tech support person at each location
Test Audio, video, and presentation-sharing connectivity, and then test it
again
Have a common understanding of how plans will be shared (video, wiki,
email, etc)
Establish team- based audio/video communication for breakout
sessions.
,10. What type of PI Planning agenda is recommended for large time zone
differences ?
2.5 days, following respect people and cultures, we want to avoid
asking teams to stay up all night
11. What does train the leaders do?
Helps them create the mindset they need to empower employees for
further action
12. What does training the stakeholders do?
Gives the Stakeholders the skills and motivation the need to change the
organization.
13. Which is the most important ART to launch?
i. the first one.
14. What does the ART as a team of teams do?
removes Silos that inhibit flow
15. What can you find in the ART readiness workbook?
Readiness Checklist
Team Summary
Team Roster
Program Roster
Content
Facilities
Supplies
16. What is the next step once the Lean-Agile change Agents have been trained?
Train Executives, Managers, Leaders
17. What do you do after Executives, Managers, and leaders have been trained?
Identify the Value steams.
18. What is the next step after the value stream has been identified?
Create the implementation Plan
19. What happens after the implementation plan has been created?
Prepare for Art Launch. Train Scaled Agile(Leading SAFe), POPM,
SSM.
20. What is the step that follows Preparing for the ART launch?
Train Teams and launch the ART
21. Once the teams have been trained what is the next step?
Coach ART Execution
22. Once you have coached Art execution what do you do next?
Launch more ARTS and Value streams
, 23. What is the step after Launching more ARTS and value streams?
Extend to the Portfolio
24. What do you do once you have extended to the Portfolio?
Sustain and improve
25. What are the SAFe Core Values?
Alignment
Transparency
Built-in-Quality
Program execution
26. Alignment =
This Provides the relevant briefings and participate in Program
Increment (PI)) Planning.
Helps with backlog visibility, review, and preparation
Helps with Value Stream organization and coordination
Constantly check for understanding
Communicate the mission, visions and strategy at every opportunity
27. Transparency =
Visualize all relevant work
Take ownership and responsibility for errors and mistakes
Admit your own mistakes
Support other who acknowledge and learn from their mistakes-never
punish the messenger
28. Built-in quality
Demonstrate quality by refusing to accept or ship low quality work
Support investments in capacity planning for maintenance and
reduction of technical debt
Ensure UX, Architecture, operations, security, compliance, and other
are part of flow of work.
29. Program Execution
Participate as an active business owner in PI execution
Celebrate high quality and predictability delivered program Increments
Aggressively remove impediments and demotivates
30. What are the four pillars of the house of lean?
Flow
Respect for people and culture
Innovation
Relentless Improvement
31. What is the foundation of the house of lean?
Leadership
32. What is the roof of the house of lean?
Value
