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SAFe 4.0 Distilled: Applying the Scaled Agile Framework for Lean Software and Systems Engineering
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Richard Knaster Dean Leffingwell
SAFe 4.0 Distilled: Applying the Scaled Agile Framework for Lean Software and Systems Engineering by Richard Knaster at Abbey's Bookshop,

SAFe 4.0 Distilled: Applying the Scaled Agile Framework for Lean Software and Systems Engineering

Richard Knaster Dean Leffingwell


Addison-Wesley Educational Publishers Inc

Agile programming


384 pages

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Scaled Agile Framework (SAFe) Distilled, two SAFe pioneers show software practitioners how to use achieve higher productivity, improve the quality of their software processes, and bridge the divide between executives, managers and practitioners - aligning everyone towards common goals and objectives.

By:   Richard Knaster, Dean Leffingwell
Imprint:   Addison-Wesley Educational Publishers Inc
Country of Publication:   United States
Dimensions:   Height: 233mm,  Width: 180mm,  Spine: 19mm
Weight:   728g
ISBN:   9780134209425
ISBN 10:   0134209427
Pages:   384
Publication Date:   March 2017
Audience:   Professional and scholarly ,  Undergraduate
Format:   Paperback
Publisher's Status:   Active

Preface xiii Acknowledgments xvii About the Authors xix Part I: Overview 1 Chapter 1: Business Need for SAFe 3 Why Do Businesses Need SAFe? 3 The Challenge of System Development 4 Applying New Bodies of Knowledge 5 Improving System Development Outcomes 9 The Business Benefits of SAFe 10 Summary 13 Chapter 2: SAFe Overview 15 The Big Picture 15 The Levels 17 The Foundation 22 The Spanning Palette 24 Summary 25 Part II: The Foundation of SAFe 27 Chapter 3: Lean-Agile Mindset 29 Overview 29 Thinking Lean 30 Embracing Agility 33 Applying the Agile Manifesto at Scale 37 Summary 40 Chapter 4: Lean-Agile Leaders 41 Exhibit the Lean-Agile Mindset 42 Lead the Change 42 Know the Way and Emphasize Lifelong Learning 47 Develop People 48 Inspire and Align with Mission. Minimize Constraints 52 Decentralize Decision-Making 53 Unlock the Intrinsic Motivation of Knowledge Workers 54 Evolve the Development Manager Role 55 Summary 58 Chapter 5: SAFe Principles 61 Why Focus on Principles? 61 Principle #1: Take an Economic View 62 Principle #2: Apply Systems Thinking 70 Principle #3: Assume Variability; Preserve Options 74 Principle #4: Build Incrementally with Fast, Integrated Learning Cycles 76 Principle #5: Base Milestones on Objective Evaluation of Working Systems 79 Principle #6: Visualize and Limit WIP, Reduce Batch Sizes, and Manage Queue Lengths 80 Principle #7: Apply Cadence; Synchronize with Cross-Domain Planning 83 Principle #8: Unlock the Intrinsic Motivation of Knowledge Workers 87 Principle #9: Decentralize Decision-Making 89 Summary 91 Part III: Program and Team Level 93 Chapter 6: The Agile Release Train 95 Overview 95 ART Organization 97 Develop on Cadence. Release Any Time 100 Vision 102 Features 103 Program Backlog 104 Roadmap 104 Agile Teams Power the Train 105 User Stories and the Team Backlog 107 Summary 111 Chapter 7: Planning a Program Increment 113 Overview 113 Preparation for the PI Planning Event 115 Day 1-Create and Review Draft Plans 118 Day 2-Finalize Plans and Commit 125 Summary 133 Chapter 8: Executing a Program Increment 135 Overview 135 The Iteration Cycle 136 Building Quality In 140 Improving Team Flow with Kanban 143 Managing ART Flow 146 System Demo 154 Innovation and Planning 154 Inspect and Adapt 156 Summary 156 Chapter 9: Inspect and Adapt 159 Overview 159 PI System Demo 160 Quantitative Measurement 160 Retrospective and Problem-Solving Workshop 162 Inspect and Adapt at the Value Stream Level 166 Summary 167 Part IV: Value Stream Level 169 Chapter 10: Value Stream Overview 171 Overview 171 Economic Framework 173 Capabilities and the Value Stream Backlog 176 Value Stream Epics 177 Defining and Building the Solution 178 Value Stream Flow 179 Summary 180 Chapter 11: Defining Large and Complex Solutions 183 Overview 183 The Solution 184 Solution Intent 186 Fixed and Variable Solution Intent 187 Developing Solution Intent 188 Documenting Solution Intent 191 Solution Context 192 Summary 196 Chapter 12: Coordinating ARTs and Suppliers 197 Overview 197 Value Stream PI Planning 198 ART PI Planning 200 Value Stream Post-PI Planning 201 Frequent Solution Integration 204 Value Stream Sync 206 Solution Demo 206 Value Stream Inspect and Adapt 207 Summary 207 Part V: Portfolio 209 Chapter 13: Portfolio Level Overview 211 Overview 211 Connecting the Portfolio to the Business 213 Defining Strategic Themes for a Portfolio 213 Influence of Strategic Themes 214 Measuring Progress against Strategic Themes 215 Portfolio Roles 215 Lean-Agile Program Portfolio Management 218 Advancing Solution Behavior with Portfolio Epics 221 Establishing Enterprise Value Flow 223 Coordinating Value Streams 225 Summary 228 Chapter 14: Lean-Agile Budgeting, Forecasting, and Contracting 231 Introduction 231 Lean-Agile Budgeting 231 Lean-Agile Planning and Forecasting 235 Lean-Agile Contracting 237 Agile Capitalization Strategies 243 Summary 247 Part VI: Implementing SAFe 249 Chapter 15: The Guiding Coalition 251 Introduction 251 The Implementation Roadmap 252 Reaching the Tipping Point 253 The Need for a Powerful Coalition 255 Train Lean-Agile Change Agents 255 Train Executives, Managers, and Leaders 256 Charter a Lean-Agile Center of Excellence 257 Summary 258 Chapter 16: Design the Implementation 259 Introduction 259 Create the Implementation Plan 265 Summary 268 Chapter 17: Implementing Agile Release Trains 269 Introduction 269 Prepare for the ART Launch 270 Train Teams and Launch the ART 277 The Quick-Start Approach to ART Launch 280 Coach ART Execution 281 Launch More ARTs in the Value Stream 282 Launch More Value Streams in the Portfolio 284 Summary 285 Chapter 18: Sustain and Improve 287 Introduction 287 Advance Organizational Maturity 288 Implement Agile HR Practices292 Measure and Take Action 293 Improve Agile Architecture and Technical Practices 295 Focus on DevOps and Continuous Delivery 297 Reduce Time to Market with Value Stream Mapping 298 Summary 299 Chapter 19: Essential SAFe 301 Overview 301 Lean-Agile Principles 303 Agile Teams and Release Trains 306 Cadence and Synchronization 308 Essential Team and Program Roles 310 PI Planning 312 System Demo 313 Inspect and Adapt 314 IP Iteration 315 DevOps Pipeline 316 Lean-Agile Leadership 317 Summary 319 Abbreviations 321 Glossary 323 Index 335

Richard Knaster, SAFe Fellow and Principal Consultant at Scaled Agile, Inc., has more than 25 years' experience in software development in roles ranging from developer to executive and has been involved in Agile for more than a decade. Prior to joining Scaled Agile, Inc., Richard worked at IBM, where his career spanned from product line management (PPM domain) and professional services to chief methodologist, Agile and Lean. Richard is a certified IBM Thought Leader and an Open Group Distinguished IT Specialist. He is also a certified SPC, PSM, Agile Certified Practitioner, PMP, and a contributor to the Disciplined Agile Delivery framework and PMI Portfolio/Program Management standards. He was a contributor to SAFe(R) 4.0 Reference Guide (Addison-Wesley, 2017). Dean Leffingwell, creator of SAFe (R), is widely recognized as the one of the world's foremost authorities on Lean-Agile best practices. He is an author, serial entrepreneur, and software systems development methodologist. He is author of SAFe(R) 4.0 Reference Guide (Addison-Wesley, 2017). His two best-selling books, Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise (Addison-Wesley, 2011), and Scaling Software Agility: Best Practices for Large Enterprises (Addison-Wesley, 2007), form much of the basis of modern thinking on Lean-Agile practices and principles.

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