Large stories, often referred to as "epics," pose a challenge to iterative development because they encompass too much work to be completed within a single iteration. This contradicts the principles of Agile, which emphasize small, incremental deliveries to ensure continuous progress and feedback. By breaking down large stories into smaller, more manageable pieces, teams can better align with iterative development practices, allowing for more frequent delivery of value, better risk management, and easier progress tracking.

When a team struggles with breaking down large stories into smaller ones, the Scrum Master can coach them by demonstrating specific story-splitting techniques. This hands-on approach provides practical examples of how large stories can be decomposed into smaller, more manageable tasks. Techniques might include splitting by workflow steps, by business rules, by user roles, or by data boundaries. By using a specific example, the Scrum Master can illustrate the process and benefits, helping the team develop this essential skill.

SAFe Scrum Master References

SAFe Agile Principles: continuous delivery of value

SAFe 5.0 framework: techniques for effective story splitting

Achieving Continuous Deployment involves several practices, one of which is decoupling deployment from release. This means that code can be deployed to production continuously and automatically, but it is only released to end-users when it is appropriate. Decoupling these processes allows for more frequent and reliable deployments without affecting the user experience until the features are ready for release. This practice helps in maintaining system stability and enabling faster feedback loops.

SAFe Scrum Master References

SAFe Continuous Delivery Pipeline: practices for Continuous Deployment

SAFe 5.0 framework: decoupling deployment and release for continuous improvement

To resolve the issue of the team being unclear on the scope of new stories during Iteration planning, the Scrum Master should ensure that both the Product Owner and the team come to the planning session well-prepared. Proper preparation involves:

The Product Owner refining and prioritizing the backlog items before the planning session, ensuring that stories are well-defined and understood.

The team reviewing the backlog items ahead of the planning session, allowing them to ask questions and clarify any uncertainties.

Conducting pre-planning sessions or backlog refinement meetings to discuss and break down stories, ensuring they are ready for planning.

This preparation helps ensure that the planning session is productive and that the team can commit to well-understood and scoped stories.

SAFe Scrum Master References

SAFe Iteration Planning guidelines

SAFe 5.0 framework: ensuring effective preparation for planning sessions

In SAFe, the Innovation and Planning (IP) Iteration is reserved for activities such as innovation, planning, and preparation for the next Program Increment (PI), as well as for holding the Inspect and Adapt (I&A) event. It is not intended for completing work that should have been finished during regular iterations. Planning work for the IP Iteration can lead to a lack of focus on essential planning and innovation activities and may indicate poor planning and risk management practices. Therefore, relying on the IP Iteration to complete Feature work is considered an anti-pattern.

SAFe Scrum Master References

SAFe 5.0 framework: guidelines on the purpose and use of the IP Iteration

SAFe Advanced Scrum Master learning materials

Phase-gate milestones are traditional project management mechanisms that mark the end of one phase and the beginning of another. One major problem with phase-gate milestones is that they assume a point solution exists and can be built correctly the first time. This assumption does not account for the iterative nature of Agile methodologies, where solutions are developed incrementally and iteratively, with feedback loops and continuous improvement. Assuming a point solution can be finalized early often leads to rigidity, lack of adaptability, and higher risks of delivering a product that does not meet the actual needs or expectations.

SAFe Core Valuesare the fundamental beliefs that guide behaviors and decision-making in SAFe (Scaled Agile Framework). They are critical for fostering a culture that supports Lean-Agile principles.

Transparency:

Definition:Transparency in SAFe means having an open and honest environment where everyone has access to the information they need. It involves making work visible to all stakeholders, sharing risks, and ensuring that everyone understands the status of the work.

Importance:Transparency enables trust across the Agile Release Train (ART) because it ensures that everyone is aware of what is happening, leading to informed decision-making and reducing misunderstandings. It builds a culture of openness and accountability.

SAFe Framework Reference:In SAFe, transparency is crucial for effective collaboration and alignment across teams and stakeholders. It ensures that progress, challenges, and changes are communicated openly, fostering trust and collective problem-solving.

SAFe Scrum Master References:

SAFe training materials emphasize the importance of transparency as a core value that underpins trust and collaboration within and across teams.

The SAFe website and guides detail how transparency is implemented through various practices like visual management, open communication, and regular feedback loops.