You've identified your >Scrum</a><span class="sup"> 2</span> and <a href="https://www.scaledagileframework.com/customer-centricity/" target="_blank">SAFe<>customers</a><span class="sup"> 3<5</span>., Let's use these frameworks to help guide us in our day-to-day work to create thatyou've identified the <a href="https://playbook.cio.gov/#play1" target="_blank">problems</a><span class="sup"> 1</span> you are trying to solve and created a <a href="https://playbookwww.cio.gov/#play4scaledagileframework.com/operational-value-streams/" target="_blank">value<>value stream map</a><span class="sup"> 6<17</span>, and you've gathered the right people and get it out the door to the customers. 

, <a href="https://scrumguides.org/scrum-guide.html#daily-scrum" target="_blank">Daily Stand Up</a><span class="sup"> 8</span>, <a href="https://scrumguides.org/scrum-guide.html#sprint-reviewhtml" target="_blank">Review<>Scrum</a><span class="sup"> 9<2</span>, works in a short cycle called an <a href="https://scrumguides.org/scrum-guide.html#sprinthtml#the-retrospectivesprint" target="_blank">Retrospective<>Iteration</a><span class="sup"> 10<4</span>, generally two weeks, and Refinement. That's it. In a given two week period,with a defined set of events that happen at regular times in that timebox. <a href="https://scrumguides.org/scrum-guide.html#developershtml#sprint-planning" target="_blank">developers<>Planning</a><span class="sup"> 18<7</span> shouldn't have many, or any, "extra" meetings. Focus time is important, and we want to give the<a href="https://scrumguides.org/scrum-guide.html#daily-scrum" target="_blank">Daily Stand Up</a><span class="sup"> 8</span>, <a href="https://scrumguides.org/scrum-guide.html#developershtml#sprint-review" target="_blank">developers<>Review</a><span class="sup"> 18<9</span>, (the folks that get the work done) the uninterrupted time to do their best work.

Taking the Scrum framework, we have to scale it at the Program Level. The 5 ceremonies described at the Team Level in Scrum can be applied to the Program Level. (Reminder that the Team of Teams at the Program Level is called an

 <a href="https://www.scaledagileframework.com/applyagile-cadence-synchronize-with-cross-domain-planningrelease-train/" target="_blank">Cadence<>Agile Release Train (ART)</a><span class="sup"> 13<11</span>  is an important part of process success. Because of the context switching costs between topics, we want to limit it to the absolute necessary. Extra meetings and "quick" questions are disruptive to knowledge workers. If the question can wait until a normally scheduled event, then hold onto it and add it to the agenda.

Getting a group of people, large or small, to work together successfully is not an easy endeavor. Social Contracts go a long way to helping with this. Establishing, and updating, Working Agreements (rules of engagement) and <a href="https://scrumguideswww.scaledagileframework.org/scrum-guide.html#incrementcom/apply-cadence-synchronize-with-cross-domain-planning/" target="_blank">Definitions of Done<>Cadence</a><span class="sup"> 14<13</span> (success criteria), are invaluable. Spend the time to create them at the team level, the program level, and even for temporary projects. Revisit them, as needed, to meet the changing needs of the groups and individuals involved. Your future self will thank your past self for this.

As mentioned in 

Leaders in the Program must <a href="https://www.scaledagileframework.com/lean-agile-mindsetapply-cadence-synchronize-with-cross-domain-planning/" target="_blank">respect<>Cadence</a><span class="sup"> 15<13</span> the people doing the work. Not scheduling , interruptions duringare focusdisruptive time,to removingknowledge impediments,workers. andAllowing generallyour workingteams forto thehave peoplefocus intime yourto chargeget willthe yieldwork betterdone resultswill thango a traditionallong "commandway andto control"helping techniques.
<br/><br/>
Beingsuccess.

Getting a leadergroup of knowledgepeople, workerslarge meansor you will know less about how to get thesmall, to work donetogether thansuccessfully theis peoplenot doingan theeasy work.
<br/><br/>
<span style="font-style:italic;">"Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done."</span> -endeavor. Social Contracts go a long way to helping with this. Establishing, and updating, Working Agreements (rules of engagement) and <a href="https://agilemanifestoscrumguides.org/principlesscrum-guide.htmlhtml#increment" target="_blank">Agile>Definitions Manifestof Principle #5<Done</a><span class="sup"> 16<14</span>

Leaders in the Program must

Yes, we like cadence to establish a working rhythm. We like social contracts to establish the rules of engagement and success criteria. But this is not necessarily prescriptive of every aspect of the individual teams and the <a href="https://www.scaledagileframework.com/lean-agile-release-trainmindset/" target="_blank">ART<>respect</a><span class="sup"> 11<15</span>. Wethe wantpeople todoing makethe surework. theNot expertsscheduling doinginterruptions theduring workfocus havetime, theremoving freedomimpediments, and flexibilitygenerally toworking dofor the workpeople in the best way they see fit. We establish cadence and other minimal constraints to encourage transparency and collaboration, but give the teams and <a href="https://www.scaledagileframework.com/agile-release-train/" target="_blank">ART</a><span class="sup"> 11</span> flexibility to complete the tasks. It works. If you trust your people, they will deliver.
<br/><br/>
"The best architectures, requirements, and designs emerge from self-organizing teams." your charge will yield better results than a traditional "command and control" techniques.
<br/><br/>
Being a leader of knowledge workers means you will know less about how to get the work done than the people doing the work.
<br/><br/>
<span style="font-style:italic;">"Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done."</span> - <a href="https://agilemanifesto.org/principles.html" target="_blank">Agile Manifest Principle #11<#5</a><span class="sup"> 16</span>

1 - USDS Digital Playbook - Play #1 (Understand what people need)>https://scrumguides.org/scrum-guide.html#sprint-planning</a>
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8 - Scrum Guide - Daily Scrum <a href="https://scrumguidesplaybook.cio.org/scrum-guide.html#daily-scrumgov/#play1" target="_blank">https://scrumguidesplaybook.cio.org/scrum-guide.html#daily-scrum<gov/#play1</a>
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92 - Scrum Guide - Sprint Review <a href="https://scrumguides.org/scrum-guide.html#sprint-reviewhtml" target="_blank">https://scrumguides.org/scrum-guide.html#sprint-review<html</a>
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103 - ScrumScaled Guide - Sprint RetrospectiveAgile Framework <a href="https://scrumguideswww.scaledagileframework.org/scrum-guide.html#sprint-retrospectivecom/" target="_blank">https://scrumguideswww.scaledagileframework.org/scrum-guide.html#sprint-retrospective<com/</a>
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114 - ScaledScrum Agile FrameworkGuide - AgileThe ReleaseSprint Train <a https://www.scaledagileframework.com/agile-release-train/href="https://wwwscrumguides.scaledagileframework.comorg/agilescrum-release-train/guide.html#the-sprint" target="_blank">https://playbook.cio.gov/#play1<scrumguides.org/scrum-guide.html#the-sprint</a>
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125 - Scaled Agile Framework - ProgramCustomer IncrementCentricity <a href="https://www.scaledagileframework.com/programcustomer-incrementcentricity/" target="_blank">https://www.scaledagileframework.com/programcustomer-incrementcentricity/</a>
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136 - ScaledUSDS AgileDigital FrameworkPlaybook - Principle #7 Apply cadence, synchronize with cross-domain planningPlay #4 (Build the service using agile and iterative practices) <a href="https://playbook.cio.gov/#play4" target="_blank">https://wwwplaybook.scaledagileframework.com/apply-cadence-synchronize-with-cross-domain-planning/cio.gov/#play4</a>
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7 - Scrum Guide - Sprint Planning <a href="https://scrumguides.org/scrum-guide.html#sprint-planning" target="_blank">https://wwwscrumguides.scaledagileframework.comorg/applyscrum-cadence-synchronize-with-cross-domain-planning/</guide.html#sprint-planning</a>
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148 - Scrum Guide - IncrementDaily Scrum <a href="https://scrumguides.org/scrum-guide.html#incrementhtml#daily-scrum" target="_blank">https://scrumguides.org/scrum-guide.html#increment<html#daily-scrum</a>
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159 - ScaledScrum Agile FrameworkGuide - Lean-AgileSprint MindsetReview <a href="https://wwwscrumguides.scaledagileframework.comorg/leanscrum-agile-mindset/guide.html#sprint-review" target="_blank">https://wwwscrumguides.scaledagileframework.comorg/leanscrum-agile-mindset/<guide.html#sprint-review</a>
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1610 - AgileScrum ManifestoGuide - PrinciplesSprint Retrospective <a href="https://agilemanifestoscrumguides.org/principles.htmlscrum-guide.html#sprint-retrospective" target="_blank">https://agilemanifestoscrumguides.org/principles.html<scrum-guide.html#sprint-retrospective</a>
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1711 - Scaled Agile Framework - Agile Release OperationalTrain Value Streams <a <a https://www.scaledagileframework.com/agile-release-train/href="https://www.scaledagileframework.com/operationalagile-valuerelease-streamstrain/" target="_blank">https://wwwplaybook.scaledagileframeworkcio.com/operational-value-streams/</gov/#play1</a>
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1812 - Scaled ScrumAgile GuideFramework - DevelopersProgram Increment <a href="https://playbookwww.cio.gov/#play1scaledagileframework.com/program-increment/" target="_blank">https://playbookwww.cioscaledagileframework.govcom/#play1</a>https://scrumguides.org/scrum-guide.html#developers

Don't forget the reason we're here. To solve customer problems. That requires, unequivocally, to deliver something to the customer, in </span> - the end of an iteration. There are also <a href="https://wwwplaybook.scaledagileframeworkcio.com/system-demo/gov/#play4" target="_blank">System Demos<>production</a><span class="sup"> 6<1</span>. at the Program Level. These are the first opportunities to get the critical and valuable feedback on the working software. If the teams don't have anything to show, they haven't delivered. If the customers and stakeholders don't attend the demos, they are telling the teams that their work is not valuable. Demos are important, everyone needs to be ready and present.

All the documentation in the world about what you want to create is irrelevant in the face of the actual software.
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<span style="font-style:italic;">Working software is the primary measure of progress."</span> -

The technical challenges for creating <a href="https://wwwagilemanifesto.scaledagileframework.com/devops/org/principles.html" target="_blank">complex systems<>Agile Manifest Principle #2</a><span class="sup"> 4<2</span> that solve complex problems are often unknown. Using proven technical practices for organizing work, automation of mundane, repeatable tasks, collecting metrics, stabilizing operating environments, and evaluating feedback are addressed in a modern discipline called

How do we know if the software works? First, we can demo it to key stakeholders and, hopefully, customers. There are <a href="https://www.scaledagileframework.com/devops/scrumguides.org/scrum-guide.html#sprint-review" target="_blank">DevOps<>demos</a><span class="sup"> 3<5</span> at the Team Level at the end of an iteration. There are also <a href="https://www.scaledagileframework.com/devopssystem-demo/" target="_blank">DevOps<>System Demos</a><span class="sup"> 3<6</span> at isthe anProgram investmentLevel. These are the first opportunities to get the critical and valuable feedback on the working software. If the teams don't have anything to show, they haven't delivered. If the customers and stakeholders don't attend the demos, they are telling the teams that their work is not valuable. Demos are important, everyone needs to be ready and present.

The technical challenges for creating <a href="https://qnetconfluence.cms.gov/display/LACE/Figure+Out+How+To+Work" target="_blank">(Servant) Leadership</a><span class="sup"> 7</span> needs to be committed to the work that supports the work in time, money, and people allocation, or else there is a higher risk of failure and errors.
<br/><br/>
<span style="font-style:italic;">"Our highest priority is to satisfy the customer through early and continuous delivery of valuable software."</span> - <a href="https://agilemanifesto.org/principles.htmlwww.scaledagileframework.com/devops/" target="_blank">Agile Manifest Principle #1<>complex systems</a><span class="sup"> 2<4</span>

1 - USDS Digital Playbook - Play #4 (Build the service using agile and iterative practices) 

If you can measure it, collect it. <a href="https://wwwplaybook.scaledagileframeworkcio.comgov/metrics/#play4" target="_blank">Metrics</a><span class="sup"> 2</span> are relatively easy to capture and store. Organizing and>https://playbook.cio.gov/#play4</a>
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2 - Agile Manifesto - Principles <a href="https://playbookagilemanifesto.cio.gov/#play12org/principles.html" target="_blank">analyzing</a><span class="sup"> 5</span> is a bit more difficult, but without the metrics to analyze you're just fumbling in the dark.

You don't know how you're doing unless you can measure and compare. Without

If you can measure it, collect it.

1 - Scrum Guide - Scrum Theory <a href="https://scrumguides.org/scrum-guide.html#scrum-theory" target="_blank">https://scrumguides.org/scrum-guide.html#scrum-theory</a>
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2 - Scaled Agile Framework - Metrics <a href="https://www.scaledagileframework.com/metrics/" target="_blank">https://www.scaledagileframework.com/metrics/</a>
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3 - Agile Manifesto - Principles <a href="https://agilemanifesto.org/principles.html" target="_blank">https://agilemanifesto.org/principles.html</a>
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4 - Scaled Agile Framework - DevOps>Metrics</a><span class="sup"> 2</span> are relatively easy to capture and store. Organizing and <a href="https://wwwplaybook.scaledagileframeworkcio.comgov/devops/#play12" target="_blank">https://www.scaledagileframework.com/devops/</a>
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5 - USDS Digital Playbook - Play #12 (Use data to drive decisions) <a href="https://playbook.cio.gov/#play12" target="_blank">https://playbook.cio.gov/#play12</a>

This is probably the single most important metric of all. Is the customer happy with what you are delivering? Is it solving their problem? Is it providing them value? 
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Be OK with unhappy customers. That doesn't mean you don't respond to that unhappiness and doesn't mean you have failed overall. Shorter feedback loops reduce the impact of failure and give you the opportunity to "right the ship" and make the customers happy.
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<span style="font-style:italic;">"Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage."</span> - 

The <a href="https://www.scaledagileframework.com/system-demodevops/" target="_blank">System Demos<>DevOps</a><span class="sup"> 4</span> topractices everyone.emphasizes Thatcollecting means everyonemetrics. Anyone that is excited enough to see the work you have completed is a potential ally and supporter of your programIf you adopt these practices in your program, you will be collecting metrics.

It all starts at the top. <a href="https://www.scaledagileframework.com/agileproduct-and-releasesolution-trainmanagement/" target="_blank">ART<>Leaders</a><span class="sup"> 8</span>1</span>, especially leaders of knowledge workers, need to be servants to the people doing the work. This person's entire day-to-day is consumed with impediment removal and <a href="https://www.scaledagileframework.com/agile-release-train/" target="_blank">ART</a><span class="sup"> 8</span> execution and improvement. That is a powerful ally to have in your program.

The <a href="https://www.scaledagileframework.com/system-demorelease-train-engineer-and-solution-train-engineer/" target="_blank">https://www.scaledagileframework.com/system-demo/</a>
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3 - YouTube - Leadership on a Submarine>Release Train Engineer (RTE)</a><span class="sup"> 4</span> is a dedicated position to servant leadership within the <a href="https://www.youtubescaledagileframework.com/watch?v=HYXH2XUfhfoagile-release-train/" target="_blank">https://www.youtube.com/watch?v=HYXH2XUfhfo</a>
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4 - Scaled Agile Framework - Release Train Engineer>ART</a><span class="sup"> 8</span>. This person's entire day-to-day is consumed with impediment removal and <a href="https://www.scaledagileframework.com/release-train-engineer-and-solutionagile-release-train-engineer/" target="_blank">ART</a><span class="sup"> 8</span> execution and improvement. That is a powerful ally to have in your program.

The Lean-Agile Center of Excellence (>https://www.scaledagileframework.com/release-train-engineer-and-solution-train-engineer/</a>
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5 - Scaled Agile Framework - LACE <a href="https://www.scaledagileframework.com/lace/" target="_blank">https://www.scaledagileframework.com/lace/</a>
<br/><br/>
6 - Scaled Agile Framework - SAFe Program Consultant >LACE</a><span class="sup"> 5</span>) is a group of <a href="https://www.scaledagileframework.com/safe-program-consultant/" target="_blank">https">Agile Coaches</a><span class="sup"> 6</span> that are dedicated to impediment removal and improvement of your program. They are different than the <a href="https://www.scaledagileframework.com/safe-program-consultant/</a>
<br/><br/>
7 - Scaled Agile Framework - Principle #2 Apply Systems Thinking release-train-engineer-and-solution-train-engineer/" target="_blank">RTE</a><span class="sup"> 4</span>, in that they have a <a href="https://www.scaledagileframework.com/apply-systems-thinking/" target="_blank">https://www.scaledagileframework.com/apply-systems-thinking/</a>

1 - Scaled Agile Framework - Program and Solution Management <a href="https://www.scaledagileframework.com/inspectproduct-and-adaptsolution-management/" target="_blank">program level</a><span class="sup"> 3</span> retrospectives are critical to success. Adopt a>https://www.scaledagileframework.com/product-and-solution-management/</a>
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2 - Scaled Agile Framework - System Demo <a href="https://www.scaledagileframework.com/continuoussystem-learning-culturedemo/" target="_blank">culture of improvement</a><span class="sup"> 4</span>, from the top down, to encourage everyone in the ART to improve.>https://www.scaledagileframework.com/system-demo/</a>
<br/><br/>
<span3 style="font-style:italic;">"At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly."</span> -- YouTube - Leadership on a Submarine <a href="https://www.youtube.com/watch?v=HYXH2XUfhfo" target="_blank">https://www.youtube.com/watch?v=HYXH2XUfhfo</a>
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4 - Scaled Agile Framework - Release Train Engineer <a href="https://agilemanifesto.org/principles.htmlwww.scaledagileframework.com/release-train-engineer-and-solution-train-engineer/" target="_blank">Agile Principle #12</a><span class="sup"> 5</span>

<a href="https://www.scaledagileframework.com/lean-agile-mindset/" target="_blank">You will always find something to improve on</a><span class="sup"> 1</span>. This requires that you have regular retrospectives to bring to light the items that need improvement. Build time for retrospective events into your cadence.

What do you work on? The thing that is creating the biggest problem. You find this out by collecting and analyzing <a href="https://www.scaledagileframework.com/metrics/" target="_blank">https://www.scaledagileframework.com/metrics/</a>
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7 - Scaled Agile Framework - Principle #1 Take an Economic View >metrics</a><span class="sup"> 5</span>. <a href="https://www.scaledagileframework.com/take-an-economic-view/" target="_blank">https://www.scaledagileframework.com/take-an-economic-view/</a>
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8 - USDS Digital Playbook - Play #12 (Use data to drive decisions)>Economic decisions</a><span class="sup"> 7</span> are usually the best <a href="https://playbook.cio.gov/#play12" target="_blank">https://playbook.cio.gov/#play12</a>

1 - Scaled Agile Framework - Lean-Agile Mindset