LKIN 17: Implementing SAFe w Kanban - Vikas

1. Implementing SAFe w Kanban
@LeanExplorer
Vikas.Kapila@genesisconsulting.com
Vikas Kapila

2. I Stand on the shoulders & learnings of & from many
To name a few in Alphabetical Order
❖ Al Shalloway
❖ David J Anderson
❖ Dean Leffingwell
❖ Drew Jemilo
❖ Kathy Harman
❖ Lyssa Adkins
❖ Michael Hamman
❖ Michael K Spayd
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3. Introduction
 Vikas is a transformation practitioner with a
passion for applying Lean-Agile principles,
behaviors and practices to enable delivery of
highest business value with built-in quality at the
earliest in a predictably and sustainable cycle.
He is a Lean-Agile Enterprise Agility Coach. He
excels at quickly delivering business value,
simplifying the seemingly complex, and
delighting customers. He is able to achieve
these results by consistently building radically
prolific, high performing teams by believing to
look listen & learn before initiating collaboration,
coaching, training and facilitation.
@LeanExplorer

4. Implementing SAFe with Kanban is a journey of Dream to Delight.
Dream to Delight is the concept to cash value stream practiced with
proven success across 5 industries: Utilities, Media, Banking, Insurance
and Mortgage. It is a set of 7 Highly Effective Ds: Dream, Discover,
Design, Develop, Deliver, Deploy & Delight.
 This is not a presentation on
benefits of Kanban Method or
the SAFe Framework
 This assumes we the
participants know the Kanban
Method & the SAFe
Framework
 This presents how the Kanban Method & the SAFe Framework
complement each other in leading enterprise to agility and
prosperity
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5. 3 reasons why these are
The 7 Highly Effective Ds of
Feed -> Act -> Inspect -> Learn
cycle
#1 7Ds Ensure the work isn’t initiated until there is agreement to
delight the end consumer
#2 7Ds Enable people responsible to deliver to maintain focus
when overwhelmed with conflicting priorities
#3 7Ds Enforce people responsible for solution support to have an
influence through the product life cycle not just build & delivery

6. Lets Set the
Context
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7. #CMP3
Encourage acts of
leadership at all
levels
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8. SAFe Implementation Roadmap|Kanban Method
Alignment
#CMP1, #CMP2 & #CMP3
#SDP1, #SDP2 & #SDP3
#GP1,
#GP2
#GP3
#GP4
#GP5
#GP6
#GP1, #GP2
#SDP1, #SDP2 & #SDP3
#CMP2, #CMP3, #GP1 & #GP2
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9. Essential SAFe provides the basis for success
TEAM KANBAN PROGRAM KANBAN
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10. TEAM KANBAN
 Team Kanban helps teams enable the flow of value by
visualizing work, establishing work-in-process limits,
applying explicit policies and class of service, measuring
throughput, and relentlessly improving the process to
deliver end customer value.
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11. Visualizing Flow and Limiting WIP
Read more at: http://www.scaledagileframework.com/team-kanban/
Copyright © 2010-2017 Scaled Agile, Inc.
Visualizing Flow and Limiting WIP
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12. Measuring Flow
Read more at: http://www.scaledagileframework.com/team-kanban/
Copyright © 2010-2017 Scaled Agile, Inc.
Measuring Flow
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13. Improving Flow with Classes of Service
Read more at: http://www.scaledagileframework.com/team-kanban/
Copyright © 2010-2017 Scaled Agile, Inc.
Improving Flow with Classes of Service
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14. Program Kanban
 The Program Kanban is used by the Agile Release Train to
enable flow of features through the Continuous Delivery
Pipeline to deliver business value and usability to the end
customer by applying the 6 general practices of Kanban
Method and is managed by Product Management and
System Architects.
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15. Visualizing Flow and Limiting WIP
Read more at: http://www.scaledagileframework.com/team-kanban/
Copyright © 2010-2017 Scaled Agile, Inc. @LeanExplorer

16. PROGRAMTEAM
Program Kanban and cadence
The Program Kanban system is tightly connected to the cadence
of the Agile Release Trains.
ProgramIncrement
ReleasePlanning
Journey Map Workshops
Background research spikes
supporting Feature analysis
Feature Feature FeatureFeature
ReleasePlanning
ReleasePlanning
Continuously refine
Features in WSJF order
Finalize the decisions and detail so that trains
will have enough work for the PI
ProgramIncrement
ProgramIncrement

17. Program Epic Kanban
 Some initiatives are too big to be completed in a single
Program Increment. These are Program Epics, identified and
managed in a separate Kanban system, Program Epic
Kanban.
 The goal is to analyze and approve program epics, splitting
them into features that will be further explored and
implemented in the Program Kanban. This Kanban system is
used depending on how frequently program epics occur in
the local context of the ART,
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18. Visualizing Flow and Limiting WIP
Read more at: http://www.scaledagileframework.com/team-kanban/
Copyright © 2010-2017 Scaled Agile, Inc.
@LeanExplore
r

19. Solution Kanban & Solution Epic Kanban
 For Large Solutions, the
Solution Kanban follows
the Program Kanban
pattern. It operates with
Capabilities instead of
Features, and is
managed by Solution
Management and
Solution Architects.
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20. Portfolio Kanban
The Portfolio Kanban
enables visualization,
analysis, management and
decision making for the
prioritization and flow of
portfolio epics from Dream
to Delight for Portfolio SAFe
and Full SAFe
configurations.
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21. Portfolio Kanban
It makes the largest business initiatives visible.
The system brings structure to analysis and decision-
making.
Work in Process (WIP) limits ensure that the teams analyze
epics responsibly.
It prevents unrealistic expectations.
Kanban System drives collaboration among the key
stakeholders.
 They provide a transparent and quantitative basis for
economic decision-making.
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22. @LeanExplorer

23. Challenges
Volatility in the
nature and speed of
change forces and
change catalysts
Uncertainty with
unknowns & neigh
sayers
Complexity from
human dynamics
Ambiguity in
conditions of success
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24. Recommendations
Interpret and
Address
Interpret and Address Relevant Opportunities
Prepare Prepare for Alternative Realities and Challenges
Appreciate Appreciate the Interdependence of Variables
Understand Understand the Consequences of Issues and Actions
Anticipate Anticipate the Issues that Shape Conditions
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25. Takeaways
Create cross functional coalition to champion the change;
One Person Army is not Good EnoughCreate
Focus on Alignment across the SystemFocus
Empower People to enable seamless Flow through PrinciplesEmpower
Encourage organized CHAOS, this is when collaboration (co-
creation) happensEncourage
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26. Learnings
 Agree all organizations need a H O M E
Holistic Operating Model for Enterprises
 Believe organization need to L E A P
Lead to Enterprise Agility & Prosperity
 Complement & Co-ordinate C H A O S
Collaborate Holistically to Achieve Objectives Set
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27. What are Conditions of Success for the
“New Tips”?
✓ Align organizational initiatives to strategic themes through
vision statements progressively elaborated to address
customer needs or pains
✓ Apply explicit objective prioritization across work (width &
depth) portfolio avoiding constant churn (stop | start
syndrome)
✓ Minimize interruptions in flow due to late discoveries of risk,
issues, impediments of people, process, tools, dependencies,
resource and more
✓ Implement small F A I L cycles to enable active
collaboration sessions and fast feedback loops
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28. Q & A
Vikas.Kapila@genesisconsulting.com
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29. Thank You
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Vikas.Kapila@genesisconsulting.com