In this session, we will unravel the potent capabilities of tools to streamline technology product development and elevate creative and strategic focus.
• Generative AI Overview: Dive into generative AI and its positive impact on SAFe roles, offering a competitive edge in the tech development landscape.
Speakers
Cheryl Crupi
Methodologist and SAFe Fellow at Scaled Agile, Inc.
“Adopting SAFe has set in motion the skill development and mindset for successful organizational change even as we scale to new programs, release trains, and people.”
NHSBT sought to improve the business processes and the supporting IT environment in two major programs, and do so without adversely impacting its core business or service delivery to patients.
Industry:
Government, Healthcare
Solution:
SAFe®, Consulting and Coaching Service
Results:
In the first PI, NHSBT was able to deliver a committed, finite number of product features, as well as prioritize IT operations alongside the business part of the organization.
Best Practices:
Include all in the journey — The mutual understanding between IJI, managers and employee teams was critical. “It made the difference that we were bringing them on the journey—rather than telling them how we were going to impose something on them. It has been a key element in NHSBT’s success,” Dawson says.
Show and tell — “Show and tell” sessions (every two weeks) and then a mid-PI retrospective helped the business see the benefits of the change process and really feel part of it.
NHS Blood and Transplant (NHSBT) is a joint England and Wales Special Health Authority that provides a blood and transplant service to the National Health Service—supplying blood to hospitals in England, and tissues and solid organs to hospitals across the United Kingdom. Each year, donors give approximately two million donations of blood and 3,500 organs—saving and transforming countless lives.
Safeguarding the blood supply and increasing the number of donated organs involves collecting, testing, processing, storing, and delivering blood, plasma, and tissue to every NHS Trust in England. NHSBT also matches, allocates, audits, and analyzes organ donations across the whole of the UK.
With an increased need for its services, the organization recognized that effective technology is crucial to the delivery of safe products and services for patients. While looking ahead to its corporate 2020 vision, NHSBT identified several goals: replace an aging IT infrastructure, migrate to SaaS cloud-based services, and replace the critical operational applications underpinning its activities while ensuring they remain compliant with external regulatory monitoring.
NHSBT sought to revolutionize the way it interacts with blood donors by taking full advantage of the opportunities afforded by digital technologies. That means careful consideration of the realities of existing interdependencies between the national databases and NHSBT services, systems, data, processes, and people.
NHSBT identified the need to improve the business processes and the supporting IT environment in two major programs: ODT Hub and Core Systems Modernization.
“NHSBT was embarking on its most complex transformation program ever, initially focusing on the Organ Donation and Transplantation (ODT) area of its business,” notes Gary Dawson, Assistant Director, Solutions Delivery. “It needed to modernize a significant percentage of its core systems, platforms, and architecture along with re-aligning the infrastructure to more modern cloud-based technologies. The impact on the current business and practices couldn’t be underestimated across the organization—we were anticipating changes in how we work and how the system worked.”
It’s All About the People
NHSBT employees truly care about the organization and its work. Dawson, working with the wider NHSBT ICT organization, felt that it was important to correctly evaluate IT needs in line with organizational changes and be able to guide the system changes with the people using them.
“We recognized that both the overarching change and the adoption of a new technical platform and architecture—the effects on the culture of the organization—could, if not managed strategically, create a complex management problem and have an impact not only on the core business, but also the working relationships of the people within NHSBT,” Dawson says. “We needed a system and guidance to adapt and benefit from the changes and we were clear that the waterfall methodology that we had previously relied on wouldn’t support this change. We have dedicated and passionate people who work here, who really care about the cause and want to achieve the goals of the organization, but this change would only work if everyone was on the same page and we could go through the journey together.”
A New Approach to Adopt Change
The Chief Digital Officer had set the strategy for implementing Agile into NHSBT and brought on Dawson specifically with this in mind. From day one he worked extensively and closely with the Business, IT, and Program Delivery stakeholders to ensure cross-organizational support. After an initial meeting, they knew that an experienced consultancy like Ivar Jacobson International (IJI) would aim to understand NHSBT and work collaboratively to deliver solutions and training so that internal changes were manageable.
IJI suggested NHSBT use Scaled Agile Framework® (SAFe®) to help support the governance and manage both the organizational and technical changes. The ICT Leadership Team immediately took the view that this was the right methodology to achieve NHSBT’s goals and looked for an appropriate vehicle in which to introduce it. They decided the Organ Donation and Transplant (ODT) Hub Program as the most appropriate place to start implementation. ODT was initializing a hands-on software delivery and its timeline aligned well with the cadence of delivery that the framework provided. In addition, funding was in place and all the teams involved were based in one location. It would act as an ideal start and pilot for other elements of the organization to observe.
Because ODT was the first in a series of transformational changes, it would also be the model that other parts of the organization would take as an example, so it was crucial to get it right from the start. “IJI’s expertise with Agile transformation programs was a perfect fit with what we were aiming to do. Because we’d be working with new team groupings, we wanted to assist employees with transitioning to new working relationships and processes and also address the naturally risk-averse elements,” Dawson says. “We had to stay within regulatory standards. Rapid and vast change, if not done properly, has the potential to be disruptive, and actually hinder advancement. We chose Ivar Jacobsen International to provide company guidance, including coaching and training services, for the implementation of SAFe at NHSBT.”
A Proven Framework in SAFe®
SAFe offers a broad range of content and phased implementation for organizations looking to increase productivity, change system structures, increase employee training, add solutions-based management and develop greater efficiencies across company platforms and people.
Because proper preparation is critical to set the stage for smooth adoption, IJI delivered a two-day workshop, ‘Leading SAFe,’ that engaged managers interactively while explaining what SAFe was and how to implement it properly.
Meanwhile, Dawson and IJI also began to structure team units. They identified product managers and product owners working collaboratively to define their roles within SAFe and guided them on SAFe practices. Training roll-outs started with 10 or 12 courses, ranging from large-room sessions of 30-40 people for SAFe overviews and discussions of how it could work within NHSBT. These were followed over a two-month period by smaller and more interactively focused sessions for product managers and owners intended to further guide them and increase engagement. Sessions included six to 10 people with the appropriate attendees to maximize the interaction and cross-functional engagement—even at the point of training.
Meanwhile, program managers, with Dawson, started to work on organizational components, such as planning sessions across the organization (75 – 80 people). Planning included who would be involved, as well as logistical challenges. Dawson spent considerable time explaining the rollout and SAFe implementation to all levels of employees to facilitate understanding and new team groupings. IJI was on hand at all stages of implementation to guide, coach, teach, and assist teams to transition to SAFe, following a strategic Program Increment (PI) cycle that ensured SAFe was adopted by employees with secure checkpoints and feedback along the way.
Building Success
Over the first Program Increment (PI), NHSBT’s ODT program came through on most of its deliverables. “It was amazing how much we were able to do in such a short time,” Dawson notes. “Now that we’ve done that, we can see what we need to do for future PIs and are continually able to refine and understand the teams’ velocity; it’s all falling into place and people really are committed.”
In that first PI, they were able to develop and learn to work effectively as a team and were able to deliver a committed, finite number of product features, as well as prioritize IT operations alongside the business element of the organization.
During the short introduction phase of three to four months, they were able to not only onboard and train all the teams aligned to the Release Train, they were also able to get the business component of NHSBT aligned with IT. There were challenges—such as integrating business managers into the teams and defining product owners—but “show and tell” sessions (every two weeks) and then a mid-PI retrospective helped the business see the benefits of the change process and really feel part of it.
“We would never have had that level of interaction in a waterfall delivery,” Dawson says. “To achieve the levels of understanding of both the technology and deliverables—along with all the interdependencies—would have taken months of calls, meetings, and discussions. We planned the next three months in just two days and now we retain that level of engagement on a daily basis.”
SAFe has become part of everyday procedures at NHSBT, with a series of checkpoints and loops that ensure communication is clear and efficient between teams and individuals. IJI understood that it was important to Dawson and NHSBT that change occurs but not at the cost of quality or control, and that value to the business should be equal to the ability of the organization to cope with the rate of change. NHSBT was able to build Agile confidence across the ODT program—senior stakeholders could support the cultural change because SAFe provides the governance required to build in the needs of Quality Assurance and regulators.
Successfully Scaling to New Programs
Having delivered the first MVP (Minimum Viable Product) of the ODT Program, it is clear that the introduction and embedding of SAFe within NHSBT has begun to provide early delivery of significant business benefits.
NHSBT has now run two SAFe big-room planning events for its Core Systems Modernization (CSM) Program, which is potentially a much larger program to replace its core blood offering system relating to blood, blood-derived products and tissues.
“We’re definitely not standing still,” Dawson says. “We are building momentum and will continue to run with the same rhythm that SAFe has provided us with our ODT program. Adopting SAFe has set in motion the skill development and mindset for successful organizational change even as we scale to new programs, release trains, and people.”
“We’re delivering faster with greater quality and less manpower—resulting in substantial financial benefits from the teams that have adopted Agile to date. We expect to double our adoption of Agile this year.”
—Patty Sheehan, AZ Agile Cultural Change Lead and Coach
Challenge:
Scale Agile practices across a large global change portfolio
Industry:
Pharmaceutical
Results:
Substantial financial benefits delivered in the first year
Significantly faster time-to-value delivery
Reduced team sizes
Improved quality of outputs over previous solutions
Best Practices:
Address culture change – AZ focused on the culture shift required to support Agile by creating Culture Leaders.
Align governance and procurement – AZ aligned funding and governance approval with Agile ways of working, enabling teams to make progress quickly and benefit from Agile delivery.
Consider face-to-face ARTs – AZ required face-to-face planning at the launch of a new Agile Release Train (ART).
Stay organized – AZ used task tracking and collaboration tools extensively.
Introduction
AstraZeneca (AZ) is a global, science-led biopharmaceutical business employing 61,500 employees worldwide. Millions of patients around the globe use its innovative medicines. AZ activities span the entire life cycle of a medicine, from research and development to manufacturing and supply to the global sales and marketing of primary care and speciality care medicines that transform lives.
AZ teams are pushing the boundaries of science to make a difference through medicine for patients, their families, our stakeholders, and society in general. AZ believes that scientific research and applying leading technology are key to achieving cutting-edge innovation and at the heart of what we do.
In AZ, IT is helping to push the boundaries of science to deliver life-changing medicines by continuously improving the IT environment and working with business teams to innovate for competitive advantage.
Enterprise-wide Alignment with Agile
AZ has made use of Agile practices for a number of years at a small scale, but up to 2014 had continued to deliver the majority of its programs using traditional SAFe approaches. A decision was taken to adopt Agile methods more broadly across its IT change portfolio in order to bring about a step change in delivery performance. PA Consulting was selected by AZ to support this agile transformation effort, providing organizational change management expertise, Agile transformation strategy, training and coaching. AstraZeneca and PA Consulting selected the Scaled Agile Framework® (SAFe®) in late 2014 as the framework to be applied to support the adoption of Agile.
“We needed the ability to scale Agile quickly because we run large, complex programs at AstraZeneca,” says Patty Sheehan, AZ Agile Cultural Change Lead and Coach. “SAFe is a flexible yet robust framework that has already been proven successful. It has been the right fit for us.”
The SAFe Agile adoption approach focused on organization and culture change, supporting Agile teams directly and ensuring that processes such as procurement and regulatory approval were aligned with Agile. The Agile adoption has so far been extremely successful with teams reporting significantly faster time to value delivery (40-60%), reduced team sizes (cost reduction of 25-40%) and improved quality. Financially, we rigorously monetized a large proportion of benefits from just a small subset of teams.
The AZ team, supported by PA Consulting, rolled out SAFe in the first year to tackle the larger scale programs in its portfolio, focusing on three key areas:
Organization and culture change: The transition to Agile ways of working can be a substantial break with traditional corporate culture. AZ defined five key organizational values: customer focus, technical leadership, operational excellence, collaboration and simplicity. By becoming Agile, AZ people would not only know these values but practice them in a methodical way.AZ tied this message into an Agile vision statement and marketing, making the change feel more personal and organic. The culture change approach included creating an extensive network of Agile Culture Leaders across the organization, focused on executive-level buy-in. The company also dedicated additional time at the end of each SAFe training course to the discussion and diagnosis of immediate actions to change culture.
Figure 1 – The different layers of the AZ Agile change network, from practitioners at the center, supported by the Agile COE, Agile Culture Leaders and Leadership.
Alignment of governance, procurement and regulatory processes with SAFe: AZ replaced its traditional project governance framework with a new Adaptive Delivery Framework that was easy to use, lightweight, and crucially, supported both Scrum and Scaled Agile approaches out of the box. With this change, funding and governance approval were aligned with Agile ways of working, enabling teams to make progress quickly and benefit from Agile delivery. As a regulated pharmaceutical organization, AZ also has many regulatory obligations on its systems and processes. Defining an approach with the internal Quality Management group was a key success criteria, allowing the AZ Agile teams to deliver validated software solutions that supported regulatory requirements.
Figure 2 – AstraZeneca’s Adaptive Delivery Framework, showing the lightweight governance that is applied to Scrum and Scaled Agile teams.
Outsourced and offshore teams: AZ teams are typically made up of a number of different third-party suppliers working in collaboration with AZ from a variety of sites around the world. We overcame the challenges inherent in this arrangement, building on key elements of SAFe to support this way of working. The PI Planning event was crucial to the alignment and co-ordination of large, off-shore teams. These events were carried out using a mixture of on-site and video conferencing facilities, with a requirement for face-to-face planning at the launch of a new ART. Similarly, iteration alignment and system demos helped the teams to maintain visible synchronization throughout increments. The Legal and Procurement teams at AZ are revising the contractual arrangements and procurement processes to align with SAFe. Task tracking and collaboration tools were used extensively. Following the success of the Agile adoption in the first year, AstraZeneca is now creating a number of internal ARTs to deliver change, again utilizing a multi-site model.
Value Delivered in Year One
AstraZeneca is 18 months into a multi-year transition to Agile ways of working, but with the adoption of the Scaled Agile Framework and the support of PA Consulting, a substantial transformation has already occurred. Twenty large teams have adopted Agile, and over 1000 staff have been trained and supported through a robust coaching regime. More importantly, Agile maturity has increased rapidly over the year with strong adoption in each area of the business. The teams adopting SAFe have observed significantly increased time to value delivery with improved quality of the outputs over previous solutions. This has been achieved more efficiently with reduced team sizes
“We’re delivering faster with greater quality and less manpower—resulting in substantial financial benefits from the teams that have adopted Agile to date,” Sheehan says. “We expect to double our adoption of Agile this year.”
“Our time to market is impressive for an enterprise solution. It’s a competitive advantage in the market that we can make major product changes every two months.”
—Cédric Guyot, CEO, Virtual Reality at Kantar Retail
Challenge:
Implement a more formal Agile approach while preserving the company’s innovative culture.
Industry:
Technology, Retail
Solution:
SAFe®
Results:
Delivery of major releases down from 6 to 2 months
Time to market decreased from 9 to 3 months
Time to respond to client feedback down from 3 months to 1 month
27.5% decrease in cost per epic
41% to 28% decrease in the attrition rate
36%-43% increase in team productivity due to clear job responsibilities and processes
Easier talent acquisition and retention due to openness and transparency
Best Practices:
Gain buy-in through results—To sell leadership on SAFe, managers frequently demonstrated value. “Once we started to improve and measure our results, upper management came on board,” Vavriv says.
Be patient—Change takes time. Once implemented, you’ll begin seeing progress, accelerating the pace of change.
Involve HR—Clearly define roles and performance standards (KPIs) for each role. Kantar Retail’s HR representative attended SAFe training.
Gradual implementation of SAFe framework—“Start implementation with basic things on the Team level after starting with the Program level and constantly improve Portfolio-level decisions,” Yevgrashyn says
Introduction
Kantar Retail develops Virtual Reality (VR) solutions that enable their retailer and manufacturer clients to research and design retail experiences to meet the needs of shoppers and keep up with the constantly changing retail landscape. Retail design and research in virtual reality drive time to market and more effective collaboration and is faster, more economical and more confidential than prototyping in physical stores.
Part of WPP Group, the world leader in marketing communications services, Kantar Retail is a leading insight, technology and consultancy company that works with retailers such as Walmart, Target and Marks & Spencer. They also work with global consumer goods businesses including Kimberly-Clark, Unilever & GSK.
In 2013, Kantar Retail set out to develop a new VR solution for the retail and consumer goods industry. The company had explored using Agile practices with small teams, but the effort was “disorganized and disjointed,” says Dmytro Vavriv, PhD, Delivery Unit Manager at Kantar Retail. As a small company that prides itself on innovation, members across the organization were concerned that a more formal Agile approach could stifle ideas.
Prepping for PI #1
When Kantar Retail began developing the latest version of its solution, the company made a key decision to build its capacity and chose to deploy the Scaled Agile Framework® (SAFe®) to support that effort.
Development teams are located in Ukraine, the United Kingdom, and the U.S. For road-mapping the first Program Increment (PI), Kantar Retail engaged just one, a six-person team in Kiev. As the team prepared for its first SAFe planning session and PI, the Delivery Unit Manager and the Release Train Engineer (RTE) took the four-day Implementing SAFe 4.0 course and earned the SAFe 4.0 Program Consultant (SPC4) certification.
Leading up to kickoff, Kantar Retail faced some tough questions. First, they were uncertain how long the PI duration should be. While the business was pushing for a short timeframe, team members felt like they needed a longer window.
They also had concerns about the planning session itself. Past sessions typically covered just one sprint. This time they would need to cover seven sprints, decide on features and analyze dependencies with other teams. They also needed to develop a vision for the next two PIs. Would two days be enough?
“From a product perspective, the first PI was a challenge because the team had just started working on the product, and from a technical perspective the teams didn’t know the code well yet,” Dmytro Tsybulskyi, RTE says.
Ultimately, the group covered everything in a 2-day session. They settled on a 3½-month PI, but didn’t quite meet the planned scope on the first try—requiring 4½ months. Yet, they still delivered under the usual six-month timeframe and took away valuable lessons for the next round.
PI2 ran significantly more smoothly. Kantar Retail brought in more teams and trained all team leads beforehand. Prior to the PI boundary, teams discussed possible roadmaps and dependencies, as well as technical questions. That made it so that, in planning, they found it easier to put features on the program board and establish a vision for upcoming PIs. Plus, they had greater confidence in setting a shorter PI timeframe—this time 3 months.
Enhancing Innovation
As of now, half the company is trained in SAFe, and Kantar Retail has completed four major releases. “We started out with a small team of 6 engineers in Kiev and have grown to 30 now, including all aspects of software delivery, QA, Scrum Teams, and UI/UX,” says Paul Gregory, Chief Technical Officer, Virtual Reality at Kantar Retail.
With the help of experienced SPC and Agile coach Timofey Yevgrashyn, Kantar Retail has also implemented SAFe fully on the Team and Program levels. To their surprise, Kantar Retail found that teams were more proactive regarding innovation on the product—due to the sharing of responsibilities, and by separating activities on business deliverability and innovation.
“Participation of all team members in the Leading SAFe class helped to clarify roles and responsibilities and simulate key activities in the SAFe framework,” Yevgrashyn says.
The newly implemented SAFe methodology additionally resulted in a shared vision, more visibility and predictability, a higher-quality solution, and an increased ability to respond to market and customer demands.
“We’ve adopted an enterprise framework for agility, the SAFe framework,” says Eric Radermacher, Product Manager, Virtual Reality at Kantar Retail. “We’ve been more consistent. We’ve been able to articulate a roadmap to the business and to our clients and deliver in time and in full, which is a really positive milestone.”
Sharpening the Competitive Edge
With the help of SAFe, Kantar Retail brought the latest version of its product to market. Cloud-based Kantar Retail VR Infinity™ provides all the content for the creation of virtual store projects. It puts VR technology directly in the hands of the users, and connects teams and customers to understand issues and opportunities quickly, leading to faster and more effective retail decision-making.
The company measured very clear benefits from its Agile journey:
Delivery
Delivery of major releases down from 6 to 2 months
Time to market decreased from 9 to 3 months
Reduced time to respond to client feedback from 3 months to 1 month
Greater predictability, which enhances client satisfaction
“Our time to market is impressive for an enterprise solution,” Cédric Guyot, CEO, Virtual Reality at Kantar Retail says. “It’s a competitive advantage in the market that we can make major product changes every two months.”
Finance
27.5% decrease in cost per epic
Human Resources
41% to 28% decrease in the attrition rate
36%-43% increase in team productivity due to clear job responsibilities and processes
Easier talent acquisition and retention due to openness and transparency
Given those metrics, top management is now fully behind SAFe.
SAFe not only elevates internal team satisfaction and hiring; the sales team now brings the company’s time to market into conversations with prospects.
“The sales team uses this as a way to engage with clients,” Dmytro Vavriv says. “We can say, ‘Here are stats showing our predictability and here’s our vision.’”
Retail, Building Products, Information Technology, Software
Overview
Transforming a giant, legacy-burdened bureaucracy into a nimble 21st Century organization that can cope with the complex demands of today’s marketplace is not for the faint of heart. But that didn’t stop Travis Perkins—a 200-year old UK-based supplier of building materials—from taking on the challenge.
In 2014, Travis Perkins teamed up with Rally Software to embark on a three-year SAFe transformation plan with full Lean-Agile adoption across 160 engineers, 45 business delivery analysts and 50 service support and operations staff. Utilizing Kanban and SAFe, their primary objectives were to eliminate wasted work and accelerate ROI while increasing motivation and empowerment across its teams.
Before going Agile, the organization had no structured improvement methodology in place, and improvements were implemented using conventional project management principles and leveraged through their branch network. After a year into the SAFe transformation, the company successfully completed its first 12-week Agile Release Train (ART), inspired team confidence, and pointed to SAFe as making it “… easier for us to focus on what has the most business value. Instead of delivering perceived value, we’re now delivering actual value.”
For a deeper dive into the details, here is the Rally Software case study, and Information Age Article:
“Working for an organization that practices SAFe means employees can be confident that their code will get to production and that their SAFe training will secure them transportable skills that add value to their career paths.”
Console Connect needed to deliver positive and on-time outcomes for its customers and partners and amplify its ability to attract talented technologists to the business.
Impact
Attracted and trained new staff in a competitive market
Improved business goal setting and ability to measure business value
Reduced the number of lower business value objectives to allow time for innovation
Quality
“SAFe brought a much-needed approach to scaling Agile and systems thinking that was critical to an organization of our size and complexity.”
—Brent Weaver, Director of Systems Implementation, CMS
CMS was charged with improving systems thinking within a deeply ingrained Waterfall culture. They sought a solution that could scale within the complex organization of the Center of Clinical Standards and Quality (CCSQ) and deliver on citizen expectations.
Impact
Improved quality – 55% decrease in help desk tickets from hospitals, demonstrating a direct impact on customer satisfaction
Budget shift to modernization versus maintenance – Now 60% of the budget goes toward innovation for the system, helping the agency deliver on citizen expectations
Happier employees – Surveys conducted before and after SAFe show a 27% increase in employee satisfaction
Time-to-market
30%
improvement in average process time for developing features.
Handelsbanken, a Swedish bank known for its innovative practices, wanted to cut its time to market and improve its customer offerings. They needed a collaborative partner to contribute to those goals. The bank explored SAFe and gained trust knowing that several large companies and banks in its region had found success with it.
Impact
With SAFe, Handelsbanken achieved its goal of enabling automated decisions for mortgages sooner than expected. The structure of the framework helped them think big, focusing on flow and results.
Six years ago, Mercedes-Benz had one or two product roll-outs a year in just a couple of markets. In 2022, they were able to introduce roughly 40 products in 34 markets. Moving away from Waterfall methods and adopting SAFe, they were able to launch better technology, better operating systems, AI and face recognition, integrate different data sources, and utilize better risk models.
Impact
SAFe allowed Mercedes-Benz to achieve the shift from hardware to software, master the electrification of vehicles, meet requirements for zero emission, and adapt to environmental, geopolitical, and consumer demands.
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