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• Business Agility Value Stream means the ability to compete and thrive in the digital age.
• This is achieved by responding to market changes and opportunities with innovative solutions.
• We need dual operating systems for agility for faster innovation from development value stream with efficiency, along with stability from traditional hierarchy.

Steps Between Business Opportunity Emerging and Being Leveraged

• Sense an opportunity requires SAFe Organizational Agility along with Strategy Agility
• Strategy Agility is the ability to sense market changes and quickly implement strategies.
• Strategy agility fosters market research, quantitative and qualitative data analysis, and customer observation.
• Fund MVP requires sensing the opportunity via Strategy Agility and using the 4 main factors: Market Research, direct/indirect customer feedback, analysis of quantitative and qualitative data, and observation of customers in the market.
• Lean Budgeting quickly allocates sufficient funds to build MVP.
• These funding decisions become visible through the SAFe Portfolio Kanban system.
• Organize around value through Agile teams or ARTs.
• Team/Technical Agility and Organizational Agility are the 2 core competencies for this.
• Connect to the customer through customer centricity and design thinking, enabled by Agile Product Delivery.
• Deliver MVP iteratively and incrementally via Agile Product Delivery and Enterprise Solution Delivery.
• Pivot or persevere is decided when an organization proceeds with or abandons solution development according to results
• MVP outcome reveals valuable insights that uncover new solutions.
• This decision is a crucial investment milestone within the portfolio Kanban system.
• Lean Portfolio Management is the core competency that enables pivoting or persevering.
• Deliver value continuously once MVP is approved the process depends on Agile Product Delivery.
• Optimizing a Continuous Delivery Pipeline is included in these practices.
• This allows organizations to ensure a steady flow of value that meets customer and business needs.
• Large organizations utilize Enterprise Solution Delivery.
• Learn and adapt with three measurement domains -- Competency, Flow, and Outcomes
• These provide critical perspectives and measures of organizational performance for improvement.
• The Continuous Learning Culture core competency is the primary force behind positive change.

Core Competencies of Business Agility

• Lean Agile Leadership
• Team and Technical Agility
• Agile Product Delivery
• Enterprise Solution Delivery
• Lean Portfolio Management
• Organizational Agility
• Continuous learning Culture

SAFe & Enterprises

• SAFe helps enterprises thrive via integrated lean, agile, and DevOps into a comprehensive operating system.

SAFe Lean-Agile Principles

• Take an economic view to understand solution economic trade-offs.
• Solution economic trade-offs include understanding trade-off parameters.
• "Sequence job for maximum benefit" helps weigh the costs of delay, user/business value, and other factors.
• Focus on the situation at hand and do not consider money already spent.
• Empower local decision-making by empowering those doing the work with decentralized decision making.
• Cost of delay should be quantified if quantifying only one thing, according to Don Reinertsen.
• Apply systems thinking since optimizing a component does not optimize the system.
• Systems require a higher-level understanding of behavior and architecture, for the system to behave well as a whole.
• A system's value passes through its interconnections.
• "Integrations points" control product development and accelerate learning.
• Improvement comes through synchronization of design loops and faster learning cycles.
• Assume variability but preserve options since requirements must be flexible to make economic design choices.
• The Set-Based approach requires multiple design options as the team uncovers the most suitable one.
• Preservation of options improves economic results.
• Build incrementally with fast, integrated learning cycles that uses small batch sizes for opportunities to fail fast and learn sooner to decrease costs of risk-taking.
• Fast feedback accelerates knowledge by truncating unsuccessful paths quickly and integration points decrease risk.
• Plan-Do-Check-Adjust is the iterative learning cycle.
• Base milestones on objective evaluation of working systems where customers provide feedback based on practical experience
• Phase-Gate Milestones are a problem because design decisions go against "assume variability and option preservation" for an increase in false positive feasibility.
• Large batches, long queues, and centralized requirements are created when work is done in phases.
• Make value flow without interruptions by applying the 8 flow accelerators including visualizing and limiting WIP.
• Cadence, synchronize with cross-domain planning by converting unpredictable events into predictable occurrences
• It is supported by regular planning and limits batch size to fit an interval with scheduled integration points.
• Synchronization causes multiple events to happen simultaneously to facilitate cross-functional trade-offs, dependency management, and feedback perspectives.
• Unlock the intrinsic motivation of knowledge workers with autonomy, mastery, and purpose.
• Workers should have the opportunity to decide about their work, treated with respect.
• Decentralize decision-making by allowing knowledge workers to make decisions on the work they do, leading to frequent, critical decisions requiring local information.
• Centralized decisions are infrequent, long lasting, and have economies of scale.

Competencies for Building Business Solutions

• Provides the technical practices needed to build and deploy business solutions include:
• Team and Technical Agility
• Agile Product Delivery
• Enterprise Solution Delivery

Aspects of Team and Technical Agility

• Aspects-Agile Teams (cross-functional)
• Built-in Quality (shift learning left and take action with minimal impact)
• Teams of Agile Teams: ARTs should be aligned to a common mission via single ART backlog, synchronized on a common cadence-a PI, and cross-functional makeup (business, product management, hardware, software, quality,operations and security)
• Agile teams should be high performing, cross-functional and anchored by applying effective Agile principles and practices.
• "Built in Quality" implies that an Agile team should share the goals/principles.
• These Agile practices should help create high-quality and well-designed solutions.
• Agile teams operate within a SAFe Agile Release Train (ART).
• An ART is a long-lived team of Agile teams that provides a shared vision, direction, ultimately responsible for delivering solutions.

Organization of Value with ART

• Within an ART (Team Topology) Value is organized through
• Stream aligned team (delivers value to customer)
• Complicated subsystem team (requires deep specialty skills and expertise)'
• Platform team (provide development/support) Enanbling team (assist other teams with specialized capabilities)
• Business Agility needs that the enterprise rapidly improves for innovative products and services.
• Create the right solutions by balancing its execution focus with a customer focus.

Aspects of Agile Product Delivery

• Customer Centricity and Design Thinking
• Develop on Cadence, Release on Demand
• DevOps and the Continuous Delivery Pipeline.
• Customer centricity puts the customer at the center of every decision.
• Design thinking is applied to ensure the solution is desirable, feasible, viable, and sustainable.
• Developing on cadence helps manage the variability inherent in product development
• Decoupling the release of value from that cadence ensures customers can get what they need they need it.
• DevOps and the Continuous Delivery Pipeline creates a foundation that allows enterprises to release value, in whole or in part, at any time it's needed.
• The need of hundreds or thousands of engineers make building evolved enterprises a monumental effort.
• Rigorous practices for engineering, operations, and support.
• Continually Evolve Live Systems

Dimensions of Enterprise Solution Delivery

• Lean Systems Engineering
• Coordinating Trains and Suppliers
• "Lean Agile Practices" are applied to align and coordinate to decommission these systems.
• The dimension of ESD that deals with a coordinated Vision, Backlogs, and Roadmaps with shared Pls and synchronization points is Coordinating Trains and Suppliers.
• The development pipeline and the large systems are ensured to support continuous delivery and release.

Lean Portfolio Management (LPM):

• This competency addresses the solutions that are required, how funded/governed, etc.
• It aligns strategy and execution using Lean and Systems thinking.

The 3 LPM Collaborations

• Strategy and Investment Funding
• Agile Portfolio Operations
• Lean Governance

LPM Collaboration Details

• Requires cooperation between Business Owner, Enterprise Architect, Portfolio Stakeholders and technologist when including Strategy and Investment funding.

• Strategy and Investment Funding ensures the alignment and funding of the portfolio

• A portfolio should be aligned and funded to create/maintain solutions needed to meet business targets.

• Agile Portfolio Operation enables operational excellence through the coordination and support of decentralized execution

• Spending, audit, compliance, forecasting, and measurement are all managed by Lean Governance.

• Requires the engagement of the VMO/LACE, Business Owners, and Enterprise Architects.

• Enabling Organizational Agility helps enterprises meet opportunities and challenges to evolving markets.

• This uses 3 dimensions: Lean thinking people and Agile Teams, Strategy Agility, and Lean Business Operations

• A state occurs when everyone involved in solution delivery trained in lean/agile embraces values, principles, practices.

• The organization demonstrates the ability to adapt to the sentiment of the market to continuously change strategy.

• A team that applies Lean Principles for continuous improvement is practicing Lean Business Operations.

Dimensions of the Continuous Learning

• Culture
• Learning Organization
• Relentless Improvement
• Innovation Culture
• Personal mastery, shared vision, team learning, mental models and systems thinking are included in the dimension of Learning Organization.

Relentlessly Improving Keys

• Constant Sense of Urgency

• Problem Solving Culture

• Reflect and Adapt Frequently

• Fact-Based Improvement

• Optimize the Whole

• Innovation peoples

• Time and Space, Go See, Experimentation and Feedback, Pivot W/O Mercy, Innovation Riptides are all parts of ensuring an Innovative Culture.

• In a Learning Organization, Employees are learning/growing at every level; so, the organization can evolve.

• In Relentless Improvement, every part focuses on improving their parts of products, processes, etc.

• Employees are encouraged and empowered to explore and enable future value delivery in the Innovation Culture.

Dimensions of Lean Agile Leadership

• Mindsets, Values and Principles (Lean- Agile mindset, Core Values and SAFe Principles)
• Leading by Example (insatiable learning, authenticity)
• Leading Change (Change Vision→→Coalition for Change →Change Leadership→→Psychological Safety→ Training)
• A shifted fixed mindset to a GROWTH mindset means you now have a Lean-Agile mindset to practice beliefs and core values.
• Leaders modeling desired behaviors for others can inspire to incorporate the leader's journey by Leading by Example.
• Leaders leading transformation that are creating the environment by preparing people and providing necessary resources, are Leading Change.

Business Agility

• Ability to compete and thrive in the digital age by responding to market changes with innovative solutions.
• Enterprises validate innovations while understanding that they need to pivot as the hypothesis shifts requirements.
• A second Operating System (Development Value Stream) is organized around the solution for operational value streams.
• Breakdowning the traditional functional silos via network inhibits flow and innovation.
• Hierarchy is needed in a Dual Operating System for stability and execution
• Speeding innovation requires a network.
• Reducing delays optimizes the full value stream and reduces time to market.

Steps in the Business Agility Value Stream (BAVS) include:

• Sense Opportunity
• Following these practices ensure quality with
• Shift learning left
• Pairing and peer review
• Collective ownership
• Artiface standards
• Workflow automation
• Bottlenecks occur when team members lack the skills to do a particular type of work"
• Built-In Quality is a set of practices to help Agile teams meet appropriate quality within tech domains
• Greater revenue results from designing a whole-product solution.
• Customer Centricity is a mindset based on deep understanding and its effect on customers/end-users.
• Focus on the customer, understand needs, and build whole solutions.
• Customer-centric enterprise foundation involves market (strategy focuses on the what and who) and user research (design focuses on the why and how). Design requires empathy from customer's perspective.
• Market Research determines the types of solutions, creating action insights to problem for customers.
• Multisegmented Solution is solution type can include Deep & narrow.
• Whole System Thinking creates and supports whole solutions through the user experience of the customer (purchasing and using).

Prioritization

• Description of the future state of the product is a product vision.
• Product vision features fulfill are in the Art Backlog.
• Backlog ART is a place for upcoming features to meet user needs and advantages for single Agile Release Train (ART).
• COD (Cost of Delay) and length of implementation prioritizes base on lean economics.
• Planning interval is a cadence-based event (Agile Release Train).
• ART PI Risks, Pl confidence vote, Plan rework and moving forward are key activities after Review plan is completed.
• Assign objectives allocating Business Owner's collaboratively values face-to-face.
• It improves team break out before plan readouts.

Cadence & Demand

• innovatation, hackathons, and improvements during IP iteratiion are innovative activities.
• Workflows represented: activities, and automation needed to deliver more frequently with a continuous delivery pipleine with DevOps.
• Significance: significant element of the Agile Product Delivery Criticallity: Continuous Integration.

Continuous Integration

• Development
• Building
• End to end testing
• Staging
• Our solution production can starts fast by continuous deployment
• Deployment
• verify
• monitor
• respond are aspects of continuous.

Market & Research

• Tells us: The customer's needs via creation actionable into problem and the scope requirements strategy while user has the ability to research
• Measured our efforts also inspires new ways by design thinking by considering if :
• Customer and end-users want a solution.
• Combination to deliver through the activities.

Vision & Safety

• Is our way build that offers cost effective solutions
• Managing through the lifecycle. *

Transparency - Create

Create a trust in the moment.

• Visualize and access
• Value diversity through opinions
• People coaching
• Constantly build towards that work

Day 2 Agenda includes the following activities

• planning towards adjustments with changes that can come to scope resourcing through value.
• Team workouts finalize to where the business have the value to provide.
• To value the stream and the solutions that deliver.
• High end objectives engagement.

Aspects of Portfolio Vision through epics

• Critical for identify the feature state. The characteristics are very motivational.
• Builds the services for the the customer along with allocation to value stream, the budgets, vital activities and events required to achieve the portfolio vision.
• SWOT is used a to analyze stream, but TOWS is strategic solution for success better at.

Agile (A Significant solution for Development)

• Require MVP by a lean portfolio. epics deliver business vs enabler support upcoming.
• Is a powerful flow for the trains and arts
• Vision for for the themes.
• Rarely successful that way to the lead so their must be a team for quick decisions.
• Specification and delivery in the world and on the networks.

How can we apply Lean Systems engineering to specification, development, deployment, operation and evolution of large sophisticated cyber-physical systems?

• Incremental solution: specified and integrated.

• Apply planning: horizons daily action and solutions to roadmap

• Make sure to design for a change to the systems to evolve.

• Ensure compliance: organize for a value.

• Strive a supply driven

• Continuous with a build

Principles particularly:

• Influence for options
• Quick cycle works.
• Objective.
• Decentralized.
• Value

Improvement Art should consist of the following the:

• Demonstrate state
• Workshop
• Has a team leading decisions,
• SPC is key to embody mindsets

Business agility

• Captures action
• Follow through recommended plans
• Prioritize plans

Lean management

• Govern, manage and report
• Continuous
• Quality ensures everything.

M implementation that aligns strategy while thinking and governing.

• Is aligned between set for domain
• A team leads the finance for the solution, with senior.
• With that key role is oversign of LPM.

Strategy involves these people

• Business Owners
• Portfolio should strive with plan and vision

What good in practice should be used in epic: Lean product.

• If epic happens is key for the art and stream
• In order there not be much code to build
• The bottlenecks and handoffs reduced