AGILE SAFE 5.1 KEY CONCEPTS AND
REVISION NOTES
◉ Apply Systems Thinking
Answer: Lean-Agile Prin. ATTRIBUTES: * Optimizing a component
does not optimize the system; * a higher-level of understanding &
Arch is required; *System value passed through its
interconnections; * System can evolve no faster than its slowest
integration point.
◉ Optimize Full Value Stream
Answer: Lean-Agile Prin., Systems Thinking. * Reducing Delays in
Value Stream is fastest way to reduce time to market.
◉ Assume Variability; preserve options
Answer: Lean-Agile Prin. *Requirements must be flexible to make
economic designs choices. *Design must be flexible to support
changing requirements. *Preservation of options improves
economic options.. Apply a set-based approach.
◉ Build incrementally with fast, integrated learning cycles
Answer: Lean-Agile Prin. * Apply fast learning cycles - shorter the
cycle, faster the learning. PDCA (Plan, Do, Check, Adjust).
Facilitated by small batch cycles. * Apply fast learning cycles.
Integration points control product development. Dev proceeds no
,faster than the slowest learning loop. *Integration points reduce
risk.
◉ Base milestones on objective evaluation of working systems
Answer: Lean-Agile Prin. 1. Apply Objective Milestones: PI system
demos are orchestrated to deliver objective progress, product, and
process Metrics. 2. Iterate to optimum solution (Objective
Milestones). *Problems with Phase-gate milestones: early design
decisions, assume solution can be built correctly first time, create
huge batches and long queues. *Requirements & decisions too
early, adjustments too late & costly as new facts emerge.
◉ Visualize and limit WIP, reduce batch sizes, manage Q lengths
Answer: Lean-Agile Prin. *Reduce batch sizes for higher
predictability, accelerated feedback, - less rework, lower cost.
Most important is Handoff Batch. *Find optimal batch size. Higher
Transaction costs make optimal batch size bigger; Higher holding
costs make it smaller (crossed lines in a chart).
◉ BVIR
Answer: Big Visible Info Radiator (Kanban board). Features,
Stories, Dependencies, Milestones.
◉ Little's Law
Answer: Faster processing time decreases wait; shorter q lengths
decrease wait. Average Wait time = Average q length / average
,processing wait. Wq = Lq/Lambda. e.g. 30 items/10 items/Q =
3Quarters
◉ Apply cadence, sync with x-domain planning
Answer: Lean-Agile Prin. *Cadence: predictable occurrences,
predictable waiting time, regular planning & x-fcnl cordn, limits
batch size, controls injection of new work, scheduled integration
pts. Need scope/capacity margin. Cadence-based planning limits
variability to single interval. * Synchronization (demos): multiple
concurrent events, x-functional tradeoffs, routine dependency
mgt, full system & integration assessment, multiple feedback
perspectives. Design cycles must be synchronized. Sync w x-
domain planning.
◉ Unlock the intrinsic motivation of knowledge workers
Answer: Lean-Agile Prin. Knowledge workers most qualified to
make decisions about their work. Need autonomy. Autonomy,
Mastery, Purpose.
◉ Decentralize decision-making
Answer: Lean-Agile Prin. Define the economic logic behind a
decision; empower others to make the changes. Centralize:
Infrequent, Long-lasting, Significant economies of scale.
Decentralize Frequent, Time critical, Require local information.
◉ Organize around value
, Answer: Lean-Agile Prin. *Value doesn't follow silos. * Organize
around flow of value (Value Stream). *Value at scale is distributed
- often flows across org boundaries. *Find the kidney - value
stream within which to build 1+ ARTs.
◉ Value Stream
Answer: Sequence of steps used to deliver a continuous value to
Customer. Includes whole sequence to value delivery, Contains
people, systems, flow of info & materials.
◉ ART
Answer: Agile Release Train. Long-lived team of Agile Teams.
Virtual org of 5-12 Teams (50-125+ indivds). Syncd on common
cadence, PI. Aligned to common mission vis single PROGRAM
backlog. CE, CI, CD, ROD. Create x-fcnl ARTs.
◉ BV
Answer: Business Value
◉ BO
Answer: Business Owner. Key stakeholders on the ART.
◉ CapEx
Answer: Capital Expenditures, how much the firm spends on fixed
assets.
REVISION NOTES
◉ Apply Systems Thinking
Answer: Lean-Agile Prin. ATTRIBUTES: * Optimizing a component
does not optimize the system; * a higher-level of understanding &
Arch is required; *System value passed through its
interconnections; * System can evolve no faster than its slowest
integration point.
◉ Optimize Full Value Stream
Answer: Lean-Agile Prin., Systems Thinking. * Reducing Delays in
Value Stream is fastest way to reduce time to market.
◉ Assume Variability; preserve options
Answer: Lean-Agile Prin. *Requirements must be flexible to make
economic designs choices. *Design must be flexible to support
changing requirements. *Preservation of options improves
economic options.. Apply a set-based approach.
◉ Build incrementally with fast, integrated learning cycles
Answer: Lean-Agile Prin. * Apply fast learning cycles - shorter the
cycle, faster the learning. PDCA (Plan, Do, Check, Adjust).
Facilitated by small batch cycles. * Apply fast learning cycles.
Integration points control product development. Dev proceeds no
,faster than the slowest learning loop. *Integration points reduce
risk.
◉ Base milestones on objective evaluation of working systems
Answer: Lean-Agile Prin. 1. Apply Objective Milestones: PI system
demos are orchestrated to deliver objective progress, product, and
process Metrics. 2. Iterate to optimum solution (Objective
Milestones). *Problems with Phase-gate milestones: early design
decisions, assume solution can be built correctly first time, create
huge batches and long queues. *Requirements & decisions too
early, adjustments too late & costly as new facts emerge.
◉ Visualize and limit WIP, reduce batch sizes, manage Q lengths
Answer: Lean-Agile Prin. *Reduce batch sizes for higher
predictability, accelerated feedback, - less rework, lower cost.
Most important is Handoff Batch. *Find optimal batch size. Higher
Transaction costs make optimal batch size bigger; Higher holding
costs make it smaller (crossed lines in a chart).
◉ BVIR
Answer: Big Visible Info Radiator (Kanban board). Features,
Stories, Dependencies, Milestones.
◉ Little's Law
Answer: Faster processing time decreases wait; shorter q lengths
decrease wait. Average Wait time = Average q length / average
,processing wait. Wq = Lq/Lambda. e.g. 30 items/10 items/Q =
3Quarters
◉ Apply cadence, sync with x-domain planning
Answer: Lean-Agile Prin. *Cadence: predictable occurrences,
predictable waiting time, regular planning & x-fcnl cordn, limits
batch size, controls injection of new work, scheduled integration
pts. Need scope/capacity margin. Cadence-based planning limits
variability to single interval. * Synchronization (demos): multiple
concurrent events, x-functional tradeoffs, routine dependency
mgt, full system & integration assessment, multiple feedback
perspectives. Design cycles must be synchronized. Sync w x-
domain planning.
◉ Unlock the intrinsic motivation of knowledge workers
Answer: Lean-Agile Prin. Knowledge workers most qualified to
make decisions about their work. Need autonomy. Autonomy,
Mastery, Purpose.
◉ Decentralize decision-making
Answer: Lean-Agile Prin. Define the economic logic behind a
decision; empower others to make the changes. Centralize:
Infrequent, Long-lasting, Significant economies of scale.
Decentralize Frequent, Time critical, Require local information.
◉ Organize around value
, Answer: Lean-Agile Prin. *Value doesn't follow silos. * Organize
around flow of value (Value Stream). *Value at scale is distributed
- often flows across org boundaries. *Find the kidney - value
stream within which to build 1+ ARTs.
◉ Value Stream
Answer: Sequence of steps used to deliver a continuous value to
Customer. Includes whole sequence to value delivery, Contains
people, systems, flow of info & materials.
◉ ART
Answer: Agile Release Train. Long-lived team of Agile Teams.
Virtual org of 5-12 Teams (50-125+ indivds). Syncd on common
cadence, PI. Aligned to common mission vis single PROGRAM
backlog. CE, CI, CD, ROD. Create x-fcnl ARTs.
◉ BV
Answer: Business Value
◉ BO
Answer: Business Owner. Key stakeholders on the ART.
◉ CapEx
Answer: Capital Expenditures, how much the firm spends on fixed
assets.
