Apr 17, 2019
Program execution is one of the four SAFe® Core Values. To achieve successful program execution, organizations need an efficient system that defines the backlogs of the value to be delivered, the roles that manage them, and the proper timelines for refinement at every level of SAFe. Understanding that we are already doing some form of preparedness today, with our own checklists and timelines being more ad hoc, this article illustrates how to connect the levels to enable ‘continuous Program Increment (PI) readiness.’ This requires contemplating these processes to provide an organized thread aligning them and the people using them to make them more cohesive. To pursue this, we adopt Principle #2, Apply Systems Thinking.
What differentiates Agile at scale is the use of a hierarchical backlog structure. This mechanism organizes the Enterprise around value delivery at all levels. Depending on the configuration selected, SAFe uses up to 4 backlogs (full SAFe configuration):
Note, items may also arise locally and are not required to originate from a higher-level backlog. The items that flow through from the higher backlogs tend to be more long-term and strategic, but many of the items emerge locally and may or may not link to a higher level backlog item type. Figure 1 below summarizes the backlog structure, primary roles responsible, and duration and scope of various backlog items.
Figure 1. Summary of backlog item types
In SAFe, Epics can exist at the Portfolio, Large Solution, and Program levels, limited to the scope of that level.
Note: Tasks are optional in SAFe and they are not backlog items type per se, but many teams use them to identify the elements of work needed to accomplish a Story.
Keep in mind that working in the context of an enterprise backlog structure means that as we go lower in the hierarchy, we need to think of backlog items as smaller pieces of value delivery making up a larger increment. To help Agile Release Trains (ARTs) prepare for their next PI Planning, it’s essential to incorporate backlog refinement in our planning and execution cycles. We can do this by viewing the PI cycle as a timeline with parallel tracks: one for current PI execution; one for next PI preparation, as shown in Figure 2.
At the Team Level, we want to continue to execute Plan-Do-Check-Adjust (PDCA) loops within our iterations, while also applying a regular cadence of backlog refinements to make sure stories are in a ready state for upcoming iterations. This requires allowing ample time to review upcoming features to determine what stories and enablers may be essential to accomplish them in the next PI. Although the Scrum Master remains the primary facilitator for ceremonies at this level, the onus is on the Product Owner (PO) to conduct the backlog refinement sessions with the team. The PO also participates in train-level feature refinement led by Product Management (PM). To enhance collective understanding and fine-tuning of the desired functionality, it’s also highly recommended that the program management trio—Release Train Engineer (RTE), PM, and System Architecture/Engineering (SA)—socialize features directly with the team for the upcoming PI.
Figure 2. Parallel execution and preparation activities at the Team level
While executing the current PI at the program level, we also need to pay sufficient attention to PI planning. This ensures that all the preparation activities don’t occur in the hours just before the event. Instead, there needs to be ongoing coordination and refinement of artifacts that support the next PI Planning event. Although the RTE remains the key facilitator for events at the program level, Product Management has the primary responsibility to conduct the feature backlog refinement sessions with the Agile teams. Product and Solution Management also participates in Portfolio Epic and Capability refinement sessions led by the Epic Owner. Keep in mind that epics could exist at various levels (Portfolio, Large Solution, and Program).
Figure 3 depicts PI execution and the ongoing PI preparation activities based on these parallel-track iterations. Also included below is a checklist format is a typical PI Planning preparation timeline. This offers checkpoints for RTEs, SMs/PMs, and others as they work with their Solution Trains/ARTs to prepare for the next PI. These guideposts prevent ART leaders from falling too far behind. Effective readiness requires coordination with others to ensure alignment and “no surprises” at the PI event.
Figure 3. Parallel execution and preparation at the Program level
Iteration 1
Iteration 2
Iteration 3
Iteration 4
IP Iteration 5
As with the Program Level, we need to ensure that all Large Solution-Level PI preparation activities also don’t occur at the eleventh hour. Here, too, we must coordinate and refine the artifacts that support the next PI Planning event. Although the Solution Train Engineer (STE) remains the key facilitator for ceremonies at the Large Solution level, the primary responsibility falls to Solution Management to conduct the Capability backlog refinement sessions with the affected ARTs and Suppliers. Solution Management also participates in Epic refinement, which is conducted by the Epic Owner. (Keep in mind that epics can exist at the Portfolio, Large Solution, and Program levels).
Figure 4 depicts a parallel, Large Solution-level track of PI execution and preparation activities based on weeks within the PI. Also included below is a typical PI Planning preparation timeline in a checklist format that serves as checkpoints for STEs, RTEs, Scrum Master, Product Managers, and others as they work with their Solution Trains/ARTs to prepare for the next PI. These serve as guideposts for Solution Train leaders so that they do not fall too far behind. Effective readiness requires coordination with others to ensure alignment and “no surprises” at the Pre-PI and Post-PI events of the Solution Train.
Figure 4. Parallel execution and preparation activities at the Large Solution level
Iteration 1
Iteration 2
Iteration 3
Iteration 4
Iteration 5
To enable the flow of strategic initiatives at the Portfolio Level, Lean Portfolio Management (LPM), Epic Owners, and Enterprise Architects need to keep the vision and roadmap current, refining associated Epics so that they’re ready for the trains. This includes Business Epics and Enabler Epics. Also, the Epics need to align with Strategic Themes from the Enterprise, and the strategic vision needs to be kept up to date. This provides executives with access to information that informs the Solution Trains/ARTs on key strategic initiatives that affect them as they proceed through Pre-PI, PI Planning, and the Post-PI Planning Events.
“It does not happen all at once. There is no instant pudding.”– Deming
SAFe provides a framework that helps enterprises deliver value in manageable chunks using a flow-based, systematic approach. To enable consistent flow at various levels, the enterprise backlog structure needs to be understood. Even in the face of changing strategic priorities, the responsible roles need to drive their backlogs continuously to keep them in a ready state. Staying ahead of PI preparation will enable a consistent flow, with the PI timebox as the heartbeat of program execution. Using a Just-In-Time (JIT) approach, parallel execution and PI preparation activities at the Portfolio, Large Solution, Program, and Team levels allow sufficient lead time for ART leaders and the rest of the enterprise to prepare. Attention needs to be paid to ensure we truly enable JIT decomposition as close as possible to deliver, without doing too much decomposition early in the PI (a big form of waste). This will facilitate the collaborative discovery, discussions, and alignment that PI Planning fosters.
Article originally published on 30 October 2017 by © Scaled Agile, Inc.
With over 29 years of professional experience, Charlene has been a leader in transforming organizations and teams into Agile and Scaled Agile best practices. Charlene has experience working with enterprise Agile initiatives with organizations large and small, Federal Government, and Fortune 500 companies for over 17 years. She is passionate about Agile and enjoys helping enterprises on their journey towards organizational agility.
Charlene holds several certifications/designations including but not limited to SAFe Fellow, SAFe Program Consultant Trainer (SPCT), Enterprise Business Agility Strategist (EBAS), SAFe Program Consultant (SPC5), and SAFe Contributor. Charlene has been part of several proven large-scale Global Agile Transformations providing enterprise, portfolio, program, team, and Exec/Sr leadership coaching and training, across the Americas, Europe, and Asia.