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SAFe (4) AGILE PRODUCT DELIVERY (33%) https://www.scaledagileframework…

- - - - Think and feel like the customer
      - Build whole product solutions
      - Know customer lifetime value
      - Understand the customer’s
      - Focus on the customer
    - - Market Research (strategy)
        
        Focuses on the who and the what
        
        Evaluates what larger samples say
        
        Asks people about concepts, opinions, values
        
        Asks a market what they will buy
        
        Focuses on selling and marketing the product
      - User research (design)
        
        Focus on the how and the why
        
        Evaluates what smaller samples do
        
        Observes what people do
        
        Determines how a market will use
        
        Focuses on the requirements of the product
    - - Aesthetic and emotional needs
      - Ergonomic needs, such as the placement of physical features
      - Product attributes that may not be explicitly requested by users, such as performance, security and compliance, but which are essential for viability
      - An understanding of how the solution may impact the solution context
      - The impact of the solution on related or affected groups
      - That the architecture of the solution ensures that operations, maintenance, and support account for the needs of the customer
    - - The generic product is often considered the “minimal offering” of a product.
      - The expected product represents the customer’s minimal purchase conditions as informed by alternative or competing products.
      - The augmented product goes beyond what is expected and enables competitors to differentiate their offerings.
      - The potential product represents everything that might be done to attract and keep customers.
    - - General solution
      - Custom-built
      - Deep and Narrow
      - Multi-Segment Solutions
    - - A market rhythm is a set of events that occur repeatedly on a predictable cadence.
      - A market event is a one-time future event, which has a high probability of materially affecting one or more solutions. They can be external, such as the launch of government regulations, or they can be internally created, such as a company’s annual user conference.
    - - Revenue enhancement
        
        Accelerates their time-to-market
        
        Creates access to new markets
        
        Creates new product offerings
        
        Creates opportunities for service revenue
      - Cost reduction
        
        Is less expensive to purchase
        
        Lowers operational costs
        
        Streamlines workflows
        
        Reduces labor costs
        
        Reduces compliance costs
  - - - Measure
      - Stabilize
      - Learn
      - Release
  - - - Collaborate & Research
      - Architect
      - Hypothesize
      - Synthesize
    - - Phases
        
        Develop
        
        Break features into stories
        
        Behavior-Driven Development (BDD)
        
        Test-Driven Development (TDD)
        
        Version control
        
        Built-in quality
        
        Application telemetry
        
        Threat modeling
        
        Build
        
        Continuous code integration (commit-> trigger compilation and test)
        
        Build and test automation
        
        Trunk-based development
        
        Gated commit
        
        Application security
        
        Test end-to-end:
        full system integration at
        least once per iteration
        
        Test and production environment congruity
        
        Test automation
        
        Test data management
        
        Service virtualization (simulate prod.environment)
        
        Testing nonfunctional requirements (NFRs)
        
        Continuous integration with suppliers
        
        Stage
        
        Maintain a staging (preprod) environment
        
        Blue/green deployment
        
        System demo
      - Definition: integrating and testing components together frequently is the only practical way to fully validate a solution.
      - Culture and practices
        
        Integrate often
        
        Make integration results visible (Bola roja en Jenkins)
        
        Fixing failed integrations is a top priority
        
        Establish common cadence
        
        Develop and maintain proper infraestructure
        
        Apply supportive SW engineering practices
    - - Verify
      - Monitor
      - Deploy
      - Respond
  - - - Who is ultimately responsible for business outcomes?
      - Who can steer this ART to develop the right Solution?
      - Who can speak to the technical competence of the solution now and into the near future?
      - Who should participate in planning, help eliminate impediments, and speak on behalf of development, the business, and the customer?
      - Who can approve and defend a set of Program Increment (PI) plans, knowing full well that they will never satisfy everyone?
      - Who can help coordinate the efforts with other departments and organizations within the Enterprise?
      - small group of stakeholders who have the primary business and technical responsibility for governance, compliance, and return on investment (ROI) for a Solution developed by an Agile Release Train (ART).
    - - Prior to PI Planning
        
        Provide input to backlog refinement activities
        
        Participate in Pre-PI Planning as needed
        
        Understand and help ensure that business objectives are understood and agreed to by key stakeholders
        
        Prepare to communicate the business context
      - During PI Planning
        
        Provide relevant elements of the business context in the defined PI planning agenda timebox
        
        Draft plan review
        
        Watch for significant external commitments and dependencies
        
        Communicate business priorities to the teams, and maintaining agreement and alignment among the stakeholders
        
        Participate in the management review and problem-solving meeting to review and adjust scope, resolve problems and compromise as necessary
        
        Are ready and available to participate in key activities (vision, draft plan review, assigning business value, approving final plans)
      - Inspect and Adapt
        
        help assess actual value achieved versus plan
        
        Participate in the problem-solving workshop that follows.
      - During PI Execution
        
        Maintain business and dev. alignment
        
        Help validate the definition of Minimum Viable Products
        
        Attend the system demo
        
        Attend Iteration planning and retro as required
        
        Participate in Release Management
  - - - Desirable – Do customers and users want the solution?
      - Feasible – Can we deliver the right solution through a combination of build, buy, partner, or acquire endeavors/activities?
      - Viable – Is the way we build and offer the solution creating more value than cost?
      - Sustainable – Are we proactively managing our solution to account for its expected product-market lifecycle?
    - - Discover
      - Define
        
        Personas: fictional consumers and/or users derived from customer research
        
        Empathy map: thinking, feeling, hearing, seeing
      - Develop
        
        Journey mapping: experience of the user customer through the operational VS
        
        Story mapping: user stories, enabler stories (sytem, arch, infrast)
        
        Prototyping
        
        Benefits
        
        Risk reduction
        
        Intellectual property/patent filing
        
        Models for requirements
        
        Fast feedback
        
        Kinds
        
        Paper
        
        Mid-fi (visual)
        
        Hi-Fi (interactive)
        
        Hw
        
        Features-Benefit Hypothesis
      - Deliver
  - - - Benefits
        
        Increased frequency, quality, and security of product innovation
        
        Decreased deployment risk with accelerated learning cycles
        
        Accelerated solution time-to-market
        
        Improved solution quality and shortened lead time for fixes
        
        Reduced severity and frequency of failures and defects
        
        Improved Mean Time to Recover (MTTR) from production incidents
      - CALMS
        
        Lean Flow accelerates delivery (Principle #6-> 2.2.6)
        
        Measurement of flow, quality & value
        (#1 -> 2.2.1 & #5-> 2.2.5)
        
        Measure pipeline flow
        
        Throughput
        
        Lead time
        
        Measure solution quality
        
        Non functional
        
        Security
        
        Compliance
        
        Functional
        
        Measure solution value
        
        Automation of continuous
        delivery pipeline
        
        Value Stream Management (VSM)
        
        Version Control
        
        Infrastructure as code (IaC)
        
        Test Automation
        
        Vulnerability Detection
        
        CI/CD
        
        Monitoring and Analytics
        
        Additional tools
        
        Recovery reduces risks & preserves value
        
        Plan for a rehearse (ensayar) failures
        
        Fast fix forward and roll back
        
        Stop-the-line mentality
        
        Culture of share responsibility
        
        Customer - centricity
        
        Collaboration
        
        Risk tolerance
        
        Knowledge sharing
    - - Development + Operations = close cooperation: plan, develop, test, deploy, release and maintain
      - DevSecOps (add security)
        
        Different goals
        
        Development teams must deliver changes quickly to keep pace with business needs
        
        Operations teams must regulate the flow of changes to maintain the stability of solutions that run the business.
        
        Security teams must institute policies to prevent changes from introducing vulnerabilities that can cause data breaches.
    - - Continuous Security
      - Version Control
      - Continuos Quality: automation is used to enhance the speed and accuracy of testing throughout the VS
      - Configuration Management: set of design-time practices: configuration of the datase, infrastructure, security...
      - Value Stream Managemen: increase the flow of business value from customer request to customer delivery
      - Infrastructure Management: set of runtime practices
      - Agile Planning and Design
      - Deployment pipeline
      - Continuous Monitoring: capture, log, surface and analyze production events
      - Agile Product Management: what is to be learned is well defined and what was learned is captured and quantifiable
      - Value metrics: define and measure value from the customer's point of view
  - - - Contains
        
        Spikes
        
        User stories
  - - - Product Management owns Feature priorities
      - Development teams own Story planning and high-level estimates
      - Everyone plans together
      - Architect / engineering and UX work as intermediaries for governance, interfaces, and dependencies
      - 2 days ever 8.12 weebks
    - - Contains
        
        Milestones
        
        Features
        
        Dependencies
- - - - Lean Portfolio Management (LPM) -> $
      - Epic Owners -> Value
      - Enterprise Architects -> Architecture
    - - Participatory budgeting
      - Strategic portfolio review
      - Portfolio sync
    - - Strategic themes
        
        Connect PF & strategy of the Enterprise (annually)
        
        Influence the rest of the artifacts
        
        Tool for communicating the strategy to the entire portfolio
        
        Simple, memorable message that influcences everyone involved in solution delivery
        
        Defined as OKR
        
        Objective (short, inspirational and challenging)
        
        Key results (metrics to measure the progress) 2 to 5 per objective
        
        Frequently set, tracked and re-evaluated (quarterly)
        
        Create alignment and to set the cadence
        
        Goal: everyone in the same direction with clear priorities in a constant rhytm
      - Portfolio vision
      - Solution investments by Horizon (time)
      - Guardrails
        
        Guide investments by horizon
        
        Horizon 2: Emerging
        
        Horizon 1: Investing-extracting
        
        Horizon 3: Evaluating
        
        Horizon 0: Retiring
        
        Apply capacity allocation to optimize value and solution integrity.Different % in
        
        Features
        
        Enablers (rendimiento y etc)
        
        Tech debt and maintenance
        
        Approve significant initiatives
        
        Below threshold
        
        Above threshold
        
        Continuous BO engagement ver (4.1)
        
        Preparing for the upcoming PI
        
        PI Planning
        
        Inspect & Adapt Workshop
      - Business Epics
      - Enbaber Epics
      - Portfolio Kanban
        
        For capture the current state of the portfolio?-> NO ES AQUÍ, PERO NO SÉ DÓNDE ES. Opciones: Portfolio vision, portfolio backlog, portfolio canvas??
        
        Where the flow of Portfolio epics is managed
      - Portfolio Backlog
      - Portfolio Canvas
  - - - Hand-offs and delays
      - Difficulties to implement Customer-Centricity
      - Optimized to work in silos, not the value delivered
    - - Develpment: develop solutions used by operational VS
        
        VS Canvas
        
        Solution context
        
        People and locations
        
        Solutions
        
        Customer segments
        
        Value proposition: elevator pitch
        
        Channels
        
        Customer Relationships
        
        Budget
        
        KPI's / Revenue
        
        Economic framework
        
        Operations VS Supported
        
        ARTs and suppliers
        
        Solution Train roles
        
        Value Stream Coordination
        
        Value Stream KPI
        
        Value stream mapping
        
        Lean Budgets
      - Operational: Deliver end-user value using sols created by the development VS
- - - - Customer centricity:
        using Design Thinking.Solutions
        
        Desirable (ej. quiero que todas las capitales de provincia estén conectadas por tren)
        
        Feasible - (no es factible porque no podemos conectar las islas con un tren)
        
        Viable (no es viable porque económicamente no es rentable)
        
        Sustainable (se puede mantener en el tiempo?)
      - Develop on cadence, release on demand
      - Dev-Ops and the continuous delivery pipeline
    - - Agile Teams (PO, SM, T): Apply agile principles & practices
      - Built-in quality
        
        Establish flow
        
        Pairing & peer review
        
        Collective ownership & standards
        
        Automation
        
        Definition of done
      - Teams of agile Teams
        (ART)
        
        Business
        
        Program manager
        
        Hw
        
        SW
        
        Quality
        
        compliance
        
        test
        
        operations
        
        security
    - - Leading by example
        
        Authencity
        
        Emotional intelligence
        
        Lifelong learning
        
        growing others
        
        Decentralized decision-making
      - Mindset & Principles
      - Leading change
        
        Change vision
        
        Change leadership
        
        Condition for change
        
        Phsycological safety
        
        Training
    - - Lean thinking people & agile Teams = punto 2
        
        House of Lean
        
        SAFe principles
        
        Agile manifesto
      - Lean business operations (
        teams understand & improve)
      - Strategy agility
    - - Learning organization
        
        Shared vision
        
        Personal mastery
        
        Team learning
        
        Mental models
        
        System thinkings
      - Relentless improvement
        
        Constant sense of danger
        
        Optimize the whole
        
        Problem solving culture
        
        Relfect at key milestones
        
        Fact based improvement
      - Innovation culture
        
        Innovative people
        
        Time & space
        
        Go&see
        
        Experimentation & feedback
        
        Pivot without mercy or guilt
        
        Innovation riptides
    - - Strategy & investment funding
      - Lean governance
        
        Business owners
        
        APMO
        
        Enterprise architect
      - Agile portfolio operations
        
        APMO
        
        RTE, SM CoPs
        
        LACE
    - - Coordinating trains & suppliers
      - Continually evolve live systems
      - Lean system & solutions engineering
  - - - 4) Lean Agile Center of Excellence
      - 2) Train Lean-Agile Change agents
      - 3) Train executives, managers, leaders :
    - - 5) Identify Value Streams & ARTs
      - 7) Prepare for ART Launch
      - 9) Train Teams & Launch ART
      - 8) Coach ART Execution
      - 6) Create the implementation plan
    - - 10) Launch More ARTs and Value Streams
      - 11) Extend the portfolio
    - - 12) Accelerate
  - - - 3 phases
        
        2) Tipping point (master new tech or decline)
        
        3) Deployment period
        
        1) Installation period: new tech+$ = Cambrian explosion
      - SAFe as Operating system
        (Dual system)
        
        1) New enterprises start as a customer focused network
        
        2) Growing hierarchical structure running in parallel with an entrepreneurial network
        
        3) Entrepreneurial network collides with a growing hierarchy
        
        Network
        
        Speed & adaptability
        
        Product research, dev, delivery & maintenance
        
        Benefits
        
        Reduce handoff and delays
        
        Bring together all the research
        
        Customer focus
        
        Measure KPI
        
        Reorganize as neccesary to support emerging opportunities and competitive threats
        
        Hierachy
        
        Efficiency & stability
        
        Revenue&cost, finance &accounting, sales&marketing, legal &governance, people&careers, production of goods and services
        
        Shared: strategy, customer engagement, support, learning culture
    - - 2) Realize VS with product focused ART
        
        People and resources need to be organized to minimize handoffs, make the individual steps more efficient, and reduce the delays between them. That is the purpose of the ART
      - 3) Form Agile teams that can directly deliver value
        
        Agile teams are customer-focused, cross-functional, and have all the skills needed to deliver beginning-to-end value to the customer
      - 1) Build tech portfolios of development VS
        
        Lean thinking
        
        Identify the VS for each product
        
        Make value fow without interruptions
        
        Let the customer pull value form the producer
        
        Pursue perfection
        
        Precisely specify value by specific product
        
        Benefits
        
        Helps assume customer and product focus across the entire portfolio
        
        Align strategy to execution
        
        Basis for lean budget
        
        Measures KPIs
        
        Improves work flow with smaller batch size
- - - - Pathological Culture (Power oriented)
        
        Low cooperation
        
        Messengers blamed
        
        Responsibilities shirked
        
        Collaboration discouraged
        
        Failure leads to scapegoating
        
        Innovation crushed
      - Bureaucratic Culture
        (Rule oriented)
        
        Modest cooperation
        
        Messengers neglected
        
        Narrow responsabilities
        
        Collaboration tolerated
        
        Failure leads to justice
        
        Innovation leads to problems
      - Generative Culture (Performance-oriented)
        
        High cooperation
        
        Messengers trained
        
        Responsibilities shared
        
        Collaborayion encouraged
        
        Failure leads to improvement
        
        Innovation implemented
  - - - 1,Stablish a sense of urgency
      - 2.Create a powerful guiding coalision
      - 3.Develop the vision and strategy
      - 4.Comunicate the vision
      - 5.Empower emploeees for broad-based action
      - 6.Generate short term wins
      - 7.Consolidate gains and produce more wins
      - 8.Anchor new approaches in the culture
- - - - Ship Frecuently
      - Be Collaborative
      - Use objetive measures for progress
      - Interact with customers
      - Expect and support change
      - Cross-Functional (define, build, test, depoly) of 5-11 individual
    - - Stream-aligned team
      - Complicated subsystem team
      - Platform team
      - Enabling team
    - - reduces multiplexing
      - reduces overhead
      - provides singleminded purpose
    - - PO
        
        Defines stories (with other TM)
        
        Prioritizes the team backlog
      - SM
        
        Servant leadder and coach
        
        Instilling the agreed-to Agile process
        
        Removing impediments
        
        Fostering an environment of high performance, continuos flow, relentless improvement
    - - Work in short iterations, typical two-week
      - Break work into small user stories managed in team backlogs
      - Plan the work together for the upcoming iteration
      - Have Daily Stand-Up (DSU) events to communicate and assess progress towards iteration goals
      - Demonstrate working solutions continuously, or at the end of each iteration
      - Discuss how to improve the process before starting the iteration cycle
  - - - This connection of strategy to execution permits decentralized decision-making and allows the ART to achieve its intended purpose with near autonomy.
      - requires constant engagement with the portfolio stakeholders responsible for the direction of the train
    - - BO: key SH on the ART
      - PM: Product Management owns, defines and prioritizes the Program Backlog (owns feature priorities)
      - System Arch /engineering: provides architectural guidance and tech enablement to the teams on the train
      - Syste team: provides processes and tools to integrate and evaluate assets early and often
      - RTE: acts as the chief SM for the train
  - - - What?
        
        Peer review provides feedback on another team member’s WIP before release
        
        When pairing, two or more team members work on the same item together.
      - Benefits
        
        Contain knowledge, perspectives, and best practices from multiple members
        
        Raise and broaden the skillset for the entire
    - - CPD (Continuous Delivery Pipeline) to sheperd new pieces of functionality
      - Agile teams quickly release small, Minimal Marketable Features (MMF) to learn and adapt
    - - What?
        
        anyone can change an artifact to improve its quality
      - Benefits
        
        This reduces dependencies between and within teams
        
        ensures that a member’s absence doesn’t block progress.
      - Standards are required
    - - Processea that build solution
      - Quality checks
    - - is a standard way to ensure that artifacts and larger increments of value can only be considered finished when they demonstrate the agreed level of quality and completeness.
      - These agreements align teams around what quality means and how it is built into the solution.
    - - Agile Architecture
      - Agile Testing
      - Behavior-DrivenDevelopment
      - Test-Driven Development
      - Refactoring
      - Spikes
- - - - What?
        
        Operate within the context of an approved budget, and be compliant to the guardrails which support decentralized decision-making
        
        Higlight trade-offs between risk, Cost of Delay (CoD), manufacturing, operational, and development costs
      - How?
        
        Deliver Early and Often
        
        direct economic benefit (deliver value much earlier than waterfall)
        
        Get faster feedback
        
        products and services delivered to market early are typically more valuable (over time features become commoditized)
        
        Apply an economic framework
        
        Operating within lean budgets and guardrails
        
        Guide investments by horizon
        
        Optimize value and solution integrity with capacity allocation
        
        Approve significant initiatives
        
        Continuous business owner engagement
        
        Understanding solution economic trade-offs
        
        Development expense
        
        Lead time
        
        Product cost
        
        Value
        
        Risk (ROAM)
        
        Owned
        
        Accepted
        
        Mitigated
        
        Resolved
        
        Leveraging suppliers
        
        Why?
        
        Insufficient workforce capacity
        
        Availability of specialty components personnel or skills sets
        
        Types of relationships
        
        Transactional: purchasing off-the-shelf. Competitive pricing can create favorable economics
        
        True partnerships: persistent and long-lived. Driven by longer-term considerations
        
        Sequencing jobs for the maximum benefit
        
        Prioritize the backlog to ensure the highest value is delivered in the shortest lead time:
        WSJF = Cost of Delay / Job duration (job size)
    - - What?
        
        Systems are complex, and they consist of many interrelated components.
        
        Optimizing a component does not optimize the system
        
        everyone must understand the larger aim of the system
      - Aspects
        
        The Solution Is a System
        
        Team members must understand the system
        
        Optimizing a component does not optimize the system
        
        Know the intended behavior and have high-level understanding of its architecture
        
        The value of a system passes through its interconnections
        
        A system can evolve no faster than its slowest integration point
        
        The Enterprise Building the System Is a System, Too
        
        Building complex systems is a social endeavor.
        
        Suppliers and customers are integral to the development value stream.
        
        Optimizing a component does not optimize the system in this case, either. Optimizing 1 team, does not optimize the whole enterprise
        
        Accelerating flow delivery requires eliminating silos and creating cross-functional organizations, such as ARTs and Solution Trains.
        
        Understand and Optimize the Full Development Value Stream
        
        Value stream mapping: systematic way to view all the steps required to produce value --> % time efficiency
      - Systems thinking requires a new approach to management. managers are*
        
        problem solvers
        
        take the long view
        
        proactively eliminate impediments
        
        lead the changes necessary to improve systems and performance.
        
        Lean agile leaders
        
        Exhibit and teach systems thinking and Lean-Agile
        
        Engage in solving problems and eliminating roadblocks and ineffective internal systems
        
        Apply and teach root-cause analysis and corrective action techniques
        
        Collaborate with the teams to reflect at key Milestones and identify and address shortcomings
        
        Take a long-term view, investing in enabling capabilities
        
        Foster a Continuous Learning Culture that includes relentless improvement
    - - What?
        
        Subsequent increments build on the previous one
        
        Short iterations for faster customer feedback and mitigate risks
      - How?
        Integration points
        
        Convert uncertainty into knowledge
        
        Technical feasibility of current design
        
        Potential sustainability
        
        I.P occur by intend. Each point pulls various sols elements into a integrated whole
        
        Pull the SH together (assure sols addresses the needs)
        
        Faster learning through faster cycles P-D-C-A
    - - What?
        
        Sol: Set based-design (SBD) o set based concurrent engineering (SBCE)
        
        Prob:Operating early in the cone of uncertainty and attemping to force certainty by freezing requirements and desing
      - How?
        
        2) Converge when neccessary and produces more optimal echnical & economic outcomes
        
        1) Leaves the desing options open for as long as possible
    - - Visualize and limit WIP
        
        PROB:
        
        Scatter focus on inmediate tasks
        
        Increases overhead
        
        Reduce productivity & throught
        
        Causes frequent context switching
        
        Increase wait times for new functionality
        
        Confuses priorities
        
        Overloads people
        
        SOL: Balance the amount of WIP againts the available dev.capacity
      - Reduce batch size
        
        Why?
        
        less variability
        
        foster faster learning
        
        Small batchs go through the system more quickly
        
        Economical optimizal batch size
        
        Holding cost: CoD feedback, inventory decay, delayed value delivery
        
        Transaction cost: cost of preparing & implementen the batch
        
        Reduce the trans.cost with continuous integration, automating the build environment, automate regression testing and more
      - Manage queue lengths
        
        Little's law average wait time = queue length / processing rate
        
        Tips
        
        Keep team & program backlog short & largely uncommitteed
        
        Establish wip limit for each process step
        
        Be careful of large, long term commitments
    - - I.Points are objective milestones
        at which to evaluate the sols.
        Phase gate milestone errors are:
        
        Centralizing req. in siloed functions that do not build the system
        
        Forcing too early design decision (#2.2.3)
        
        Assuming a point solution exists
        
        Making up-front decision -> large batch & handoffs
      - Each incremente demonstrates some evidence of the feasibility of the sol in process
    - - Leverage the systems view
        (with SAFe workers can)
        
        Communicate across functional boundaries
        
        Make decisions based on an understanding of the economics
        
        Receive fast feedback about the efficacy of their solution
        
        Participate in continuous, incremental learning and mastery
        
        Participate in a more productive and fulfilling solution development process —one of the most powerful motivations of all
      - Understand the Role of Compensation
        
        If you don’t pay enough, people won’t be motivated.
        
        But after a point, money is no longer a motivator
        
        Such incentive-based compensation, often determined by individual management by objectives (MBO), causes internal competition and the potential destruction of the cooperation necessary to achieve the larger aim. In that competition, the enterprise is the loser.
      - Leaders can inspire and provide guidance
        
        The mission, a general goal and strategic direction, and a strong vision
        
        Little, minimal, or even no specific work or project plans
        
        Challenging requirements, along with the minimum possible constraints as to how teams meet these requirements
      - Create an Environment of Mutual Influence
        
        Disagree where appropriate
        
        Advocate for the positions they believe in
        
        Make their needs clear and push to achieve them
        
        Enter into joint problem-solving with management and peers
        
        Negotiate, compromise, agree, and commit
    - - Principles of flow: cadence
        
        F5: Use a regular cadence to limit the accumulation of variance
        
        F6: Provide sufficient capacity margin to enable cadence
        
        F7: Use cadence to make waiting times predictable
        
        F8: Use a regular cadence to enable small batch sizes
        
        F9: Schedule frequent events using a predictable cadence
      - Principles of Flow:
        Synchronization
        
        F10: Exploit economies of scale by synchronizing work from multiple projects
        
        F11: Capacity margin enables synchronization of deliverables
        
        F12: Use synchronized events to facilitate cross-functional trade-offs
        
        F13: To reduce queues, synchronize the batch size and timing of adjacent processes
        
        F14: Apply nested cadence harmonic multiples to synchronize work
      - Synchronize with Cross-Domain planning: cadence-based planning limits variability of plan to actual
    - - Prob of centralized decision-making
        
        Any decision that must be escalated to higher levels of authority introduces a delay.
        
        Escalated decisions can decrease quality due to the lack of local context
        
        Changes to the facts on which they were based that occur during the waiting period.
      - Benefits of decentralized
        
        reduces delays
        
        improves product development flow and throughput
        
        facilitates faster feedback and more innovative solutions
        
        Higher levels of empowerment
      - Centralize
        
        Infrequent (not urgent and deeper ex. strategy)
        
        Long-lasting
        
        Provide significant economies of scale
        
        Leadership is charged with making these types of decisions, supported by the input of those stakeholders who are affected by the results.
      - Decentralize everything else
        
        Frequent
        
        Time-critical
        
        Require local information
        
        Decentralized decisions should be made by the workers who have local context and detailed knowledge of the technical complexities of the current situation.
  - - - Transparency
        
        Visualize all relevant work
        
        Take ownership and responsibility for errors
        
        Admit your own mistakes
        
        Support others who acknowledge and learn from their mistakes—never punish the messenger
        
        Transparency is an enabler of trust.
        Practices:
        
        Executives, Lean Portfolio Management, and other stakeholders can see the Portfolio Kanban and program backlogs, and they have a clear understanding of the PI Objectives for each Agile Release Train or Solution Train.
        
        Teams and programs commit to short-term, visible commitments that they routinely meet.
        
        Inspect and Adapt occurs with all relevant stakeholders and creates backlog improvement items from lessons learned.
        
        Teams and ARTs can see portfolio business and enabler Epics. They have visibility into new initiatives.
        
        Progress is based on objective measures of working solutions. (Principle #5)
        
        Everyone can understand the velocity and WIP of the teams and programs; strategy and the ability to execute are visibly aligned.
        
        Programs execute reliably
        
        ARTs have visibility into the team’s backlogs, and other Program Backlogs
      - Built-in Quality
        
        Refuse to accept low-quality work
        
        Support investments in technical debt reduction
        
        Ensure UX, architecture, operations, security,compliance, and others are part of the flow of work
        
        5 primary dimensions of Built-in Q
        
        Flow
        
        Architecture and design Q
        
        Code Q
        
        System Q
        
        Release Q
      - Program Execution
        
        Participate as an active Business Owner
        
        Celebrate high quality and predictably delivered PIs
        
        Aggressively remove impediments and demotivators
      - Alignment
        
        Constantly check for understanding
        
        Organize around Value Streams
        
        Participate in backlog review and preparation
        
        Provide briefings and participate in PI Planning
        
        Communicate the mission, vision, and strategy
    - - The goal = Value
        
        Shortest sustainable lead time
        
        Best quality and value to people and society
        
        High morale, safety, customer delight
      - Foundation = Lean-Agile Leadership
        
        Leaders apply Lean thinking as the for decision-making
        
        Model the Lean-Agile mindset in daily activities
        
        Teach it to others
      - Pilares
        
        Pillar 2 = Flow
        
        Optimize sustainable value delivery
        
        Buil in quality
        
        Understand, exploit, and manage variability
        
        Move from projects to products
        
        Pillar 3 = Innovation
        
        Experimentation and Feedback
        
        Go see
        
        Time and space for innovation
        
        Innovative people
        
        Pivot without mercy or guilt
        
        Innovation riptides
        
        Pillar 1 = Respect for people and culture
        
        Generative culture
        
        People do all the work
        
        Your customer is whoever
        
        Build long term partnerships based on trust
        
        To change the culture you have to change the organization
        
        Pillar 4 = Relentless Improvement (mejora implacable)
        
        Constant sense of danger
        
        Optimize the whole
        
        Problem solving culture
        
        Reflect at key milestones (hitos claves)
        
        Base improvements on facts
    - - Values
        
        Individuals and interactions over processes and tools
        
        Working software over comprehensive documentation
        
        Customer collaboration over contrat negotiation
        
        Responding to change over following a plan
      - 12 Principles
        
        Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
        
        Deliver working software frequently, from a couple of weeks to a couple of months, with a preference for the shorter timescale.
        
        Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
        
        Business people and developers must work together daily throughout the project.
        
        Build projects around motivated individuals. Give them the invironment and support they need, and trust them to get the job done.
        
        The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
        
        Working software is the primary measure of progress.
        
        Continuous attention to technical excellence and good design enhances agility.
        
        Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
        
        At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
        
        Simplicity—the art of maximizing the amount of work not done—is essential.
        
        The best architectures, requirements, and designs emerge from selforganizing teams.
    - - Lean product development
      - Systems thinking
      - DevOps
      - Agile development
    - - Beliefs
      - Assumptions
      - Attitudes
      - Actions
      - Adopting a new mindset requires a belief that new abilities can be developed with effort