The tribe model is agile and constantly evolving by continuously experimenting and creating a culture that breeds innovation. Learn more about its participants, planning and execution of delivering the solutions.
How To Optimize Atlassian Jira & Jira Align for Your Agile at Scale SuccessCprime
As Agile adoption increased over the last decade, many organizations confront challenges in scaling. What often starts with a grassroots adoption of Atlassian needs to amplify from just a team of teams to a true train, program, or tribe.
To effectively scale and mature, companies need to coordinate work across multiple initiatives, with multiple teams sharing a unified backlog while applying standardization or best practices as they move from initiative to initiative.
And to get there, you need the right Atlassian tool foundation in place from the outset and a clear path forward.
Join us as our presenters, Brandon Huff, VP-Atlassian Solutions, and Tina Behers, Delivery Director-Business Agility, share insights into how to effectively harness Atlassian Jira and Jira Align as the engines of your agile transformation at scale.
In this session, we'll explore:
• The agile scaling challenges organizations face with aligning to Atlassian tools and how to mitigate them
• How to build solid foundations for your Atlassian deployment and adjust as you go
• How to configure Jira to optimally support Jira Align
• How to determine which scaling solution is best for your current specific needs and objectives
Janice Linden-Reed's presentation at Lean Kanban Central Europe describing the feedback mechanisms in the Kanban Method used with Enterprise Services Planning to evolve to a business to be "fit for purpose" constantly sensing & responding to political, economic & market changes
The document discusses prioritization techniques in agile software development. It covers various techniques like MoSCoW, Kano model, and relative weighting method. It also discusses topics like agile team structure, approaches, methodologies, architectures, automation, and infrastructure used in agile projects. The document provides examples and diagrams to explain the different prioritization techniques.
Scaled Agile, Inc., is the provider of SAFe®, the world’s leading framework for business agility. Through learning and certification, a global partner network, and a growing community of over 800,000 trained professionals, Scaled Agile helps enterprises build agility into their culture so they can quickly identify and deliver customer value, capitalize on emerging opportunities, and improve business outcomes. Learn more at scaledagile.com.
Ever wonder why Agile teams swear by relative estimation? My teams improved sprint planning efforts by a factor or 3, once we started using relative estimation.
Without understanding Agile relative estimation, teams tend to fall back to using time-based methods. This often leads them to spend way too much time on obsolete estimates that will be made even more complex with all the unknowns and constant emergent requirements of an Agile world!
“It's better to be roughly right, than precisely wrong!”
~ John Maynard Keyenes
The Solution is simple: understand that relative estimation is only a rough order of magnitude estimate to quickly organize the product backlog. This empowers your product owners (PO) to quickly make value based trade-offs on backlog items and decide on what stories the team should work next. This gives the business the highest bang for their buck!
PROBLEMS WITH TIME-BASED ESTIMATES
-Teams spend too much time trying to get it right
-Lack of confidence/experience can lead to people being either optimistic or pessimistic
-Timeline you are estimating may be too far in the future
-Due to long timeline, there are too many risks, unknowns, changes or dependencies!
WHY USE RELATIVE ESTIMATION?
-Allows a quick comparison of stories in the backlog
-Allows you to select a predictable volume of work to do in a sprint
-Uses a simple arbitrary scale
-Allows PO to make trade-offs and take on the most valuable stories next
ESTIMATION TIPS
-Relative points or equivalent Tshirt sizes are used to estimate stories, leveraging the Fibonacci sequence modified for Agile.
-The team estimates the story, not management nor the customer.
-Story estimates account for three things: effort, complexity, and unknowns. Don’t short sell yourself by estimating effort alone, that’s where waterfall projects face issues.
-Remember to estimate all Stories, user stories or technical stories. Even estimate research or discovery spikes.
-Refine your backlog as a team on a continuous basis, to get your stories to meet the Definition of Ready.
-Only pull into your sprint, stories that are refined and estimated.
-Break down stories that are large, into smaller slivers of value to optimize your flow.
-Don’t sweat it if you get it wrong, teams often do early on but improve over time.
Azure DevOps provides tools to help organizations implement an Agile-Scrum development process. It includes Azure Boards for backlog management and tracking work items. Teams use Azure Pipelines for continuous integration and deployment. The process involves sprints, daily stand-ups, sprint planning and reviews, and retrospectives. Source code is stored in Azure Repos with branching strategies. Tests are managed in Azure Test Plans. Reusable components are packaged in Azure Artifacts. This helps automate builds, releases, and testing to streamline the development and release cycle.
Rick Austin - Portfolio mangement in an agile world [Agile DC]LeadingAgile
When organizations move to agile for software delivery, there is often tension with traditional portfolio management. This talk will illustrate how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary.
We will demonstrate the use of governance that allows a more adaptive portfolio management approach. We will cover topics that enable agile portfolio management including:
Lean techniques for managing flow
Effective prioritization techniques
Long range road-mapping
Demand management and planning
Progressively elaborated business cases
Validation of outcomes
Support for audit and compliance needs
These topics will be illustrated by real-world examples of portfolio management that have been proven over the last five years with a wide range of clients.
How To Optimize Atlassian Jira & Jira Align for Your Agile at Scale SuccessCprime
As Agile adoption increased over the last decade, many organizations confront challenges in scaling. What often starts with a grassroots adoption of Atlassian needs to amplify from just a team of teams to a true train, program, or tribe.
To effectively scale and mature, companies need to coordinate work across multiple initiatives, with multiple teams sharing a unified backlog while applying standardization or best practices as they move from initiative to initiative.
And to get there, you need the right Atlassian tool foundation in place from the outset and a clear path forward.
Join us as our presenters, Brandon Huff, VP-Atlassian Solutions, and Tina Behers, Delivery Director-Business Agility, share insights into how to effectively harness Atlassian Jira and Jira Align as the engines of your agile transformation at scale.
In this session, we'll explore:
• The agile scaling challenges organizations face with aligning to Atlassian tools and how to mitigate them
• How to build solid foundations for your Atlassian deployment and adjust as you go
• How to configure Jira to optimally support Jira Align
• How to determine which scaling solution is best for your current specific needs and objectives
Janice Linden-Reed's presentation at Lean Kanban Central Europe describing the feedback mechanisms in the Kanban Method used with Enterprise Services Planning to evolve to a business to be "fit for purpose" constantly sensing & responding to political, economic & market changes
The document discusses prioritization techniques in agile software development. It covers various techniques like MoSCoW, Kano model, and relative weighting method. It also discusses topics like agile team structure, approaches, methodologies, architectures, automation, and infrastructure used in agile projects. The document provides examples and diagrams to explain the different prioritization techniques.
Scaled Agile, Inc., is the provider of SAFe®, the world’s leading framework for business agility. Through learning and certification, a global partner network, and a growing community of over 800,000 trained professionals, Scaled Agile helps enterprises build agility into their culture so they can quickly identify and deliver customer value, capitalize on emerging opportunities, and improve business outcomes. Learn more at scaledagile.com.
Ever wonder why Agile teams swear by relative estimation? My teams improved sprint planning efforts by a factor or 3, once we started using relative estimation.
Without understanding Agile relative estimation, teams tend to fall back to using time-based methods. This often leads them to spend way too much time on obsolete estimates that will be made even more complex with all the unknowns and constant emergent requirements of an Agile world!
“It's better to be roughly right, than precisely wrong!”
~ John Maynard Keyenes
The Solution is simple: understand that relative estimation is only a rough order of magnitude estimate to quickly organize the product backlog. This empowers your product owners (PO) to quickly make value based trade-offs on backlog items and decide on what stories the team should work next. This gives the business the highest bang for their buck!
PROBLEMS WITH TIME-BASED ESTIMATES
-Teams spend too much time trying to get it right
-Lack of confidence/experience can lead to people being either optimistic or pessimistic
-Timeline you are estimating may be too far in the future
-Due to long timeline, there are too many risks, unknowns, changes or dependencies!
WHY USE RELATIVE ESTIMATION?
-Allows a quick comparison of stories in the backlog
-Allows you to select a predictable volume of work to do in a sprint
-Uses a simple arbitrary scale
-Allows PO to make trade-offs and take on the most valuable stories next
ESTIMATION TIPS
-Relative points or equivalent Tshirt sizes are used to estimate stories, leveraging the Fibonacci sequence modified for Agile.
-The team estimates the story, not management nor the customer.
-Story estimates account for three things: effort, complexity, and unknowns. Don’t short sell yourself by estimating effort alone, that’s where waterfall projects face issues.
-Remember to estimate all Stories, user stories or technical stories. Even estimate research or discovery spikes.
-Refine your backlog as a team on a continuous basis, to get your stories to meet the Definition of Ready.
-Only pull into your sprint, stories that are refined and estimated.
-Break down stories that are large, into smaller slivers of value to optimize your flow.
-Don’t sweat it if you get it wrong, teams often do early on but improve over time.
Azure DevOps provides tools to help organizations implement an Agile-Scrum development process. It includes Azure Boards for backlog management and tracking work items. Teams use Azure Pipelines for continuous integration and deployment. The process involves sprints, daily stand-ups, sprint planning and reviews, and retrospectives. Source code is stored in Azure Repos with branching strategies. Tests are managed in Azure Test Plans. Reusable components are packaged in Azure Artifacts. This helps automate builds, releases, and testing to streamline the development and release cycle.
Rick Austin - Portfolio mangement in an agile world [Agile DC]LeadingAgile
When organizations move to agile for software delivery, there is often tension with traditional portfolio management. This talk will illustrate how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary.
We will demonstrate the use of governance that allows a more adaptive portfolio management approach. We will cover topics that enable agile portfolio management including:
Lean techniques for managing flow
Effective prioritization techniques
Long range road-mapping
Demand management and planning
Progressively elaborated business cases
Validation of outcomes
Support for audit and compliance needs
These topics will be illustrated by real-world examples of portfolio management that have been proven over the last five years with a wide range of clients.
Portfolio Management in an Agile World - Rick AustinLeadingAgile
When organizations move to agile for software delivery, there is often tension with traditional portfolio management. Rick Austin illustrates how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary.
When scaling Agile, an effective Scrum of Scrums is fundamental to success. This presentation covers common patterns for Scrum of Scrums, with varied purpose and format. Successful practices, learned experience, potential anti-patterns, and alternatives to Scrum of Scrums are included.
Presented at Agile New England as an ANE 101 session on 4 February 2021.
Introduction to JIRA & Agile Project ManagementDan Chuparkoff
This document provides an introduction to using JIRA for agile project management. It discusses key concepts like defining tasks, estimating task effort in story points, and using JIRA's agile tools like boards and burndowns. Screenshots show how to create and manage tasks in JIRA's different modes for Scrum and Kanban workflows.
Scaling Agile with JIRA Software and Portfolio for JIRAAtlassian
ABN AMRO transitioned from traditional waterfall projects to agile working over two years, growing from 1 to 400 agile teams. They implemented JIRA to manage issues but initially struggled with scaling. They restructured teams into grids and blocks, created portfolio levels in JIRA, and implemented portfolio management in JIRA to improve alignment across teams and gain insights. Key learnings included making an agile transition, creating a vision for JIRA configuration, providing training, and using portfolio features for cross-team work.
Presentation from full-stack agile on how you can scale your agile teams as your company grows. As your company grows your teams need to be able to adapt to change quickly.
The Scaled Agile Framework (SAFe) is an agile framework for enterprise-scale organizations. It addresses challenges of architecture, integration, funding, and roles at scale. SAFe has three levels - portfolio, program, and team. At the portfolio level, investment themes drive budget allocations. The program level uses Agile Release Trains of 5-10 teams to deliver value in 10 week iterations. Teams use Scrum or Kanban with 2 week iterations. SAFe aims to apply lean-agile principles at an enterprise scale.
Why combining methodologies may be the Agile marketing magic bullet. These slides from MarTech San Francisco 2017 include a walkthrough of a 4-part Scrumban Kickstart event, along with stats about Agile marketing methodologies and their uses.
The ART of Value Streams: Determining Paths of Value Through Value Streams Wo...Cprime
The concept of a Value Stream is fundamental to SAFe and how to optimally organize your Teams, ARTs, and Solution trains. In fact, there’s a Value Stream Workshop that’s intended to help organizations identify their Value Streams, prioritize them, and ultimately decide where to start to launch your first ART. While determining the paths to value for your business may, on the surface, appear to be very easy, I can assure you that it’s an “”ART”” (pun intended)--not a science--to clearly identify and articulate them.
In this presentation, Ken France, SAI SAFe Fellow, explores ways in which to prep for a successful Value Stream Workshop, as well as what you should expect when you try to run your first one. He provides examples from real workshops and provides some practical advice on how to make sure you come out with something concrete and actionable.
Learning Objectives and Key Takeaways:
**How to prep for a Value Stream Workshop **Tips/tricks for facilitating a Value Stream Workshop **Real examples of Value Streams from different contexts
The document discusses agile requirements and specifications, focusing on impact mapping and story mapping techniques. It provides examples of how impact mapping and story mapping can be used to help define requirements, prioritize work, and ensure work delivers intended impacts and business goals. The document also discusses how specification by example techniques like acceptance criteria and example tests can help describe and validate technical specifications in an agile manner.
The document discusses different approaches to estimation in waterfall and Scrum methodologies. In Scrum, teams estimate their own work in story points, which are relative units based on size and complexity. Story points help drive cross-functional behavior and do not decay over time. Ideal days estimates involve determining how long a task would take with ideal conditions and no interruptions. Planning poker uses story point cards to facilitate discussion and reach consensus on estimates. Release planning in Scrum involves estimating velocity over sprints to determine how many product backlog items can be completed.
An Introduction to Scaled Agile Framework (SAFe)CA Technologies
To compete in today’s application economy, organizations have adopted agile execution techniques. But is that enough? Learn about SAFe and how to leverage this methodology to elevate your agile teams to deliver quality outcomes and align at the enterprise level.
For more information, please visit http://cainc.to/Nv2VOe
This document discusses actionable agile metrics including work in progress, cycle time, and throughput. It defines each metric and explains why they are useful for understanding process stability, predictability, and improvements. Visualizations like cumulative flow diagrams and scatter plots of cycle times can help teams identify patterns and anomalies to investigate. Analyzing metrics over time through run charts also supports monitoring trends and capacity planning. The key message is that these quantitative metrics can trigger process improvements when used to learn rather than assess teams.
Kanban is a lean methodology for managing workflow. It uses visual signals like cards to limit work-in-progress and optimize flow. Software teams can implement Kanban virtually with boards and cards to visualize work, standardize workflows, and identify blockers. Key benefits include planning flexibility, shortened cycle times from overlapping skills, fewer bottlenecks from limiting work-in-progress, and support for continuous delivery of value. Teams use metrics like control charts and cumulative flow diagrams to continually improve efficiency.
[FR] How did Amadeus build a LACE to support a global SAFe transformation for...Agile En Seine
Présenté en français par Sandra Bellong, Amadeus et Olivier Lafontan, leanpizza.com
For the last decade, Amadeus has experimented and learnt on how to deploy agility and more recently about how to deploy SAFe at the company level.
Converging Lean and Agile specialists in a single Agile Release Train and now in a line organization by creating a Lean-Agile Centre of Excellence reporting to both CTO and Human Resources, Amadeus is sharing in this presentation their way of driving Agility and SAFe deployment as well as their lessons learnt to get there.
Sandra Bellong will share the approach to build the LACE, its organization, the processes and tools, and Olivier Lafontan will share his return on experience as one of the LACE coaches and as an experienced external SAFe consultant, sharing concrete examples of tips and challenges.
Micro Focus Software Delivery and Testing Jan De Coster Presentation on the Journey to DevOps in the recent Micro Focus #DevDay Copenhagen.
Micro Focus enables enterprise software organizations to build innovative software and accelerate application delivery to meet the needs of the business. Whatever the challenges and infrastructures, our core principle—of reusing what already works to minimize business risk while supporting modern software practices—has positioned our customers to be better prepared to support the digital transformation of the business.
Build, test and deliver innovative software faster with less risk.
April 2017.
https://www.wrike.com - Traditional project management (PM) meant big projects, strict hierarchy and top-down planning. Today it’s vital to be quickly adjustable hence bureaucracy yields to collaboration. Smaller projects take fewer resources yet work out better than big ones. Successful teams turn out to be more productive via blogs, wikis and collaboration tools. Find out how you can upgrade your PM practices to 2.0.
Quick overview of Metrics, Models, and Measures for successfully measuring and managing the performance of Lean & Agile portfolios, programs, projects, and teams. Begins with the impetus for using lean and agile vs. traditional methods and techniques, an overview of why traditional projects fail, a definition of lean and agile metrics, and a quick overview how metrics support its basic value system, principles, and organizational context. Then presents a broad taxonomy of product, project, tracking, testing, business value, health, and portfolio metrics, models, and measures. Then, it provides a broad survey of the costs, benefits, return on investment, and business performance of using lean and agile methods at the project, program, portfolio, organization, industry, and national levels. Wraps up with a few high-profile case studies, and a summary of lean and agile project measurement principles.
Foundations of the Scaled Agile Framework® (SAFe® ) 4.5netmind
El Scaled Agile Framework (SAFe) es una base de conocimientos para adoptar métodos de trabajo ágiles en grandes organizaciones. SAFe presenta de forma gráfica un modelo de gestión para escalar la aplicación de las prácticas ágiles de un equipo a la gestión de programas, y de la gestión de programas al conjunto de la organización.
Este modelo para la adopción y transformación ágil de las organizaciones fué diseñado por Dean Leffingwell, a partir de sus libros “Agile Software Requeriments: Lean Requeriments for Teams Programs and the Enterprise” y “Scaling Software Agility: Best Practices for Large Enterprise”, y se ha implementado con éxito en grandes organizaciones de todo el mundo. 60 de las 100 compañías más grandes de Estados Unidos están utilizando SAFe como guía de referencia para la adopción de Agile.
El modelo de gestión propuesto por SAFe cubre el conjunto de la organización, desde los equipos, hasta los niveles de mayor responsabilidad. El modelo estructura en tres niveles: Equipo, Programa y Portfolio, aunque en la última versión, SAFe 4.0, introduce un 4º nivel opcional para soluciones de extremadamente grandes y complejas. Para cada uno de estos niveles SAFe define los roles, estructuras, actividades, artefactos, prácticas y técnicas adecuadas.
This two-part interactive workshop begins with a detailed look at how to interpret Kanban boards and ask thoughtful questions so that you can improve the work of your teams. We will provide an overview of the Kanban Method and then proceed through a series of eight short exercises that will give you an opportunity to review and interpret various Kanban board configurations with other attendees at your table. After a short break, part two of the session now puts the attendees in the driver’s seat to create their own board configurations. We provide eight business scenario exercises and ask the attendees how they would go about configuring their Kanban board given the unique system constraints for each scenario.
This document discusses building high-performing agile teams. It outlines characteristics of effective agile teams such as being self-organizing, empowered, and able to solve problems as a team. The document also discusses models of team development including Tuckman's five stages of forming, storming, norming, performing, and adjourning. It describes how leaders adapt their style according to these stages and provides strategies for motivating, tracking performance, and fostering collaboration in agile teams.
Learn and be inspired by how Spotify does Agile at scale with squads, chapters, tribes, guilds and more as you want to scale your agile environment Understand the processes and decisions behind Spotify’s organizational design as well as the lessons learned and the changes made the last five years.
Portfolio Management in an Agile World - Rick AustinLeadingAgile
When organizations move to agile for software delivery, there is often tension with traditional portfolio management. Rick Austin illustrates how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary.
When scaling Agile, an effective Scrum of Scrums is fundamental to success. This presentation covers common patterns for Scrum of Scrums, with varied purpose and format. Successful practices, learned experience, potential anti-patterns, and alternatives to Scrum of Scrums are included.
Presented at Agile New England as an ANE 101 session on 4 February 2021.
Introduction to JIRA & Agile Project ManagementDan Chuparkoff
This document provides an introduction to using JIRA for agile project management. It discusses key concepts like defining tasks, estimating task effort in story points, and using JIRA's agile tools like boards and burndowns. Screenshots show how to create and manage tasks in JIRA's different modes for Scrum and Kanban workflows.
Scaling Agile with JIRA Software and Portfolio for JIRAAtlassian
ABN AMRO transitioned from traditional waterfall projects to agile working over two years, growing from 1 to 400 agile teams. They implemented JIRA to manage issues but initially struggled with scaling. They restructured teams into grids and blocks, created portfolio levels in JIRA, and implemented portfolio management in JIRA to improve alignment across teams and gain insights. Key learnings included making an agile transition, creating a vision for JIRA configuration, providing training, and using portfolio features for cross-team work.
Presentation from full-stack agile on how you can scale your agile teams as your company grows. As your company grows your teams need to be able to adapt to change quickly.
The Scaled Agile Framework (SAFe) is an agile framework for enterprise-scale organizations. It addresses challenges of architecture, integration, funding, and roles at scale. SAFe has three levels - portfolio, program, and team. At the portfolio level, investment themes drive budget allocations. The program level uses Agile Release Trains of 5-10 teams to deliver value in 10 week iterations. Teams use Scrum or Kanban with 2 week iterations. SAFe aims to apply lean-agile principles at an enterprise scale.
Why combining methodologies may be the Agile marketing magic bullet. These slides from MarTech San Francisco 2017 include a walkthrough of a 4-part Scrumban Kickstart event, along with stats about Agile marketing methodologies and their uses.
The ART of Value Streams: Determining Paths of Value Through Value Streams Wo...Cprime
The concept of a Value Stream is fundamental to SAFe and how to optimally organize your Teams, ARTs, and Solution trains. In fact, there’s a Value Stream Workshop that’s intended to help organizations identify their Value Streams, prioritize them, and ultimately decide where to start to launch your first ART. While determining the paths to value for your business may, on the surface, appear to be very easy, I can assure you that it’s an “”ART”” (pun intended)--not a science--to clearly identify and articulate them.
In this presentation, Ken France, SAI SAFe Fellow, explores ways in which to prep for a successful Value Stream Workshop, as well as what you should expect when you try to run your first one. He provides examples from real workshops and provides some practical advice on how to make sure you come out with something concrete and actionable.
Learning Objectives and Key Takeaways:
**How to prep for a Value Stream Workshop **Tips/tricks for facilitating a Value Stream Workshop **Real examples of Value Streams from different contexts
The document discusses agile requirements and specifications, focusing on impact mapping and story mapping techniques. It provides examples of how impact mapping and story mapping can be used to help define requirements, prioritize work, and ensure work delivers intended impacts and business goals. The document also discusses how specification by example techniques like acceptance criteria and example tests can help describe and validate technical specifications in an agile manner.
The document discusses different approaches to estimation in waterfall and Scrum methodologies. In Scrum, teams estimate their own work in story points, which are relative units based on size and complexity. Story points help drive cross-functional behavior and do not decay over time. Ideal days estimates involve determining how long a task would take with ideal conditions and no interruptions. Planning poker uses story point cards to facilitate discussion and reach consensus on estimates. Release planning in Scrum involves estimating velocity over sprints to determine how many product backlog items can be completed.
An Introduction to Scaled Agile Framework (SAFe)CA Technologies
To compete in today’s application economy, organizations have adopted agile execution techniques. But is that enough? Learn about SAFe and how to leverage this methodology to elevate your agile teams to deliver quality outcomes and align at the enterprise level.
For more information, please visit http://cainc.to/Nv2VOe
This document discusses actionable agile metrics including work in progress, cycle time, and throughput. It defines each metric and explains why they are useful for understanding process stability, predictability, and improvements. Visualizations like cumulative flow diagrams and scatter plots of cycle times can help teams identify patterns and anomalies to investigate. Analyzing metrics over time through run charts also supports monitoring trends and capacity planning. The key message is that these quantitative metrics can trigger process improvements when used to learn rather than assess teams.
Kanban is a lean methodology for managing workflow. It uses visual signals like cards to limit work-in-progress and optimize flow. Software teams can implement Kanban virtually with boards and cards to visualize work, standardize workflows, and identify blockers. Key benefits include planning flexibility, shortened cycle times from overlapping skills, fewer bottlenecks from limiting work-in-progress, and support for continuous delivery of value. Teams use metrics like control charts and cumulative flow diagrams to continually improve efficiency.
[FR] How did Amadeus build a LACE to support a global SAFe transformation for...Agile En Seine
Présenté en français par Sandra Bellong, Amadeus et Olivier Lafontan, leanpizza.com
For the last decade, Amadeus has experimented and learnt on how to deploy agility and more recently about how to deploy SAFe at the company level.
Converging Lean and Agile specialists in a single Agile Release Train and now in a line organization by creating a Lean-Agile Centre of Excellence reporting to both CTO and Human Resources, Amadeus is sharing in this presentation their way of driving Agility and SAFe deployment as well as their lessons learnt to get there.
Sandra Bellong will share the approach to build the LACE, its organization, the processes and tools, and Olivier Lafontan will share his return on experience as one of the LACE coaches and as an experienced external SAFe consultant, sharing concrete examples of tips and challenges.
Micro Focus Software Delivery and Testing Jan De Coster Presentation on the Journey to DevOps in the recent Micro Focus #DevDay Copenhagen.
Micro Focus enables enterprise software organizations to build innovative software and accelerate application delivery to meet the needs of the business. Whatever the challenges and infrastructures, our core principle—of reusing what already works to minimize business risk while supporting modern software practices—has positioned our customers to be better prepared to support the digital transformation of the business.
Build, test and deliver innovative software faster with less risk.
April 2017.
https://www.wrike.com - Traditional project management (PM) meant big projects, strict hierarchy and top-down planning. Today it’s vital to be quickly adjustable hence bureaucracy yields to collaboration. Smaller projects take fewer resources yet work out better than big ones. Successful teams turn out to be more productive via blogs, wikis and collaboration tools. Find out how you can upgrade your PM practices to 2.0.
Quick overview of Metrics, Models, and Measures for successfully measuring and managing the performance of Lean & Agile portfolios, programs, projects, and teams. Begins with the impetus for using lean and agile vs. traditional methods and techniques, an overview of why traditional projects fail, a definition of lean and agile metrics, and a quick overview how metrics support its basic value system, principles, and organizational context. Then presents a broad taxonomy of product, project, tracking, testing, business value, health, and portfolio metrics, models, and measures. Then, it provides a broad survey of the costs, benefits, return on investment, and business performance of using lean and agile methods at the project, program, portfolio, organization, industry, and national levels. Wraps up with a few high-profile case studies, and a summary of lean and agile project measurement principles.
Foundations of the Scaled Agile Framework® (SAFe® ) 4.5netmind
El Scaled Agile Framework (SAFe) es una base de conocimientos para adoptar métodos de trabajo ágiles en grandes organizaciones. SAFe presenta de forma gráfica un modelo de gestión para escalar la aplicación de las prácticas ágiles de un equipo a la gestión de programas, y de la gestión de programas al conjunto de la organización.
Este modelo para la adopción y transformación ágil de las organizaciones fué diseñado por Dean Leffingwell, a partir de sus libros “Agile Software Requeriments: Lean Requeriments for Teams Programs and the Enterprise” y “Scaling Software Agility: Best Practices for Large Enterprise”, y se ha implementado con éxito en grandes organizaciones de todo el mundo. 60 de las 100 compañías más grandes de Estados Unidos están utilizando SAFe como guía de referencia para la adopción de Agile.
El modelo de gestión propuesto por SAFe cubre el conjunto de la organización, desde los equipos, hasta los niveles de mayor responsabilidad. El modelo estructura en tres niveles: Equipo, Programa y Portfolio, aunque en la última versión, SAFe 4.0, introduce un 4º nivel opcional para soluciones de extremadamente grandes y complejas. Para cada uno de estos niveles SAFe define los roles, estructuras, actividades, artefactos, prácticas y técnicas adecuadas.
This two-part interactive workshop begins with a detailed look at how to interpret Kanban boards and ask thoughtful questions so that you can improve the work of your teams. We will provide an overview of the Kanban Method and then proceed through a series of eight short exercises that will give you an opportunity to review and interpret various Kanban board configurations with other attendees at your table. After a short break, part two of the session now puts the attendees in the driver’s seat to create their own board configurations. We provide eight business scenario exercises and ask the attendees how they would go about configuring their Kanban board given the unique system constraints for each scenario.
This document discusses building high-performing agile teams. It outlines characteristics of effective agile teams such as being self-organizing, empowered, and able to solve problems as a team. The document also discusses models of team development including Tuckman's five stages of forming, storming, norming, performing, and adjourning. It describes how leaders adapt their style according to these stages and provides strategies for motivating, tracking performance, and fostering collaboration in agile teams.
Learn and be inspired by how Spotify does Agile at scale with squads, chapters, tribes, guilds and more as you want to scale your agile environment Understand the processes and decisions behind Spotify’s organizational design as well as the lessons learned and the changes made the last five years.
This document discusses teams and how to support them. It begins by defining a team as a group working toward a common goal. It then compares the differences between teams and groups, noting that teams are committed to a shared goal and hold each other accountable, while groups follow a leader's goals. The document outlines the typical stages of team development: forming, storming, norming, and performing. It discusses strategies for leading teams through each stage. Finally, it identifies key factors for effective teams, such as having shared goals, participation, feedback, and conflict resolution.
This document provides an overview of an Innovators' Guidebook developed by the Center for Care Innovation to teach the process of innovation. The guidebook takes the reader through six principles of working differently: See and Experience, Dimension and Diagram, Question and Reframe, Imagine and Model, Test and Shape, and Pitch and Commit. It provides techniques, methods, tips and worksheets to help teams apply each principle to solve problems in an innovative way. The document encourages an iterative process and emphasizes user-centered design thinking.
This document discusses teams and teamwork. It covers the importance of teams for organizations and types of teams. Teams offer benefits like synergy but can also experience problems like social loafing. Successful teams have clear goals, competent members, and use effective processes. Teams develop through forming, storming, norming, and performing stages. Team performance is influenced by factors like norms, cohesion, roles, communication, and decision-making methods.
Spotify uses a scaled agile framework of Tribes, Squads, Chapters and Guilds to manage its over 30 agile teams across 3 cities. The basic unit is the Squad, which functions like a Scrum team and is fully autonomous. Squads are organized into Tribes of related teams. This framework allows Spotify to maintain an agile mindset while scaling significantly in size and geographic distribution.
The document discusses different types of groups that exist in organizations. It defines formal groups as designated work groups defined by an organization's structure to carry out work. Informal groups evolve to meet social or affiliation needs. The five stages of group development are forming, storming, norming, performing, and adjourning. Group structure includes elements like leadership, roles, norms, status, size, and composition. Techniques for group decision making include brainstorming, nominal group technique, Delphi technique, and devil's advocacy. Factors that contribute to team effectiveness are motivating tasks, clear goals, rewards, blending of skills, agreed upon norms, and problem-solving techniques.
The document summarizes the transformation of Atlas culture from 2009 onwards from a directive style of management to a more team-based culture focused on continuous improvement. It describes how they introduced Lean concepts through training on team building, communication and problem solving. Safety teams were formed to involve all associates. Current active teams now include standard work, scheduling and process improvement. The culture is moving towards cross-functional cells and standardization with the goal of developing flexibility through cross-training and an organizational learning culture.
A team is a small group of people with complementary skills committed to a common goal and mutual accountability. There are three main types of teams: self-managing work teams, cross-functional teams composed of different specialties, and virtual teams that conduct work electronically. Effective teams go through forming, storming, norming, and performing stages. Key aspects of improving teamwork include setting goals, valuing each member, facilitating communication, and providing coaching/training.
The document describes a 2-day Leadership Agility Change Lab workshop. The workshop aims to develop the leadership abilities needed for leading change effectively. It uses exercises, coaching, and models to help participants increase their leadership agility. Participants work on a real change initiative and develop plans to apply workshop lessons. Feedback from prior participants praised the practical skills learned and long-term impact on leadership. Follow-up coaching services are also offered.
How to make Teamwork "work" by Steven SSAMBASsamba Steven
Teamwork involves a group of individuals coming together to achieve common goals. For a team to be effective, they must pay attention to four key areas: people, product, processes, and practices. The people on the team must have the right skills for the job. The product is the common goal the team aims to achieve. Processes are the systems and tools used by the team. Practices refer to the behaviors each individual and the team as a whole must demonstrate, such as working hard, respecting others, and being proactive. For a team to succeed, all four areas must be properly addressed.
This document provides a summary of the sessions and activities for a leadership development programme over 6 days. The programme focuses on developing the participants' leadership skills at different levels - as individuals, in teams, and within their organization. It uses a combination of presentations, practical exercises, discussions and guest speakers. The exercises are designed to build skills like communication, feedback, collaboration and cultural awareness. Participants also work on developing personal leadership plans and team-based experiments to apply the learnings back at work over an interim period before the final module. The programme aims to help participants accelerate their performance as leaders.
Spotify scaling-agile by henrik kniberg & anders ivarsson 2012Christophe Monnier
Dealing with multiple teams in a product development organization is always a challenge!
One of the most impressive examples we’ve seen so far is Spotify, which has kept an agile mindset despite
having scaled to over 30 teams across 3 cities. Alistair Cockburn (one of the founding fathers of agile software development) visited Spotify and said “Nice
- I've been looking for someone to implement this matrix format since 1992 :) so it is really welcome to see.”
This document discusses teamwork and how to foster effective teamwork. It defines teamwork as members working collectively towards a shared goal or service. Teamwork improves quality, productivity and service. It also reduces costs. The document then lists the characteristics of effective teams, including clear purpose, open communication, shared leadership, participation, and consensus decision making. It provides guidelines for fostering teamwork, such as starting with clear goals and objectives, empowering the team, establishing rules and roles, regular reviews and communication. Finally, it lists some reasons why teams may fail, like weak leadership, unclear goals, lack of trust or collaboration.
Creating Learning Environments with Communities of PracticeOlivier Serrat
Communities of practice have become an accepted part of organizational development. One should pay attention to domain, membership, norms and rules, structure and process, flow of energy, results, resources, and values.
This document summarizes key aspects of effective team management. It discusses how groups and teams can increase organizational effectiveness through synergy, responsiveness to customers, and motivation. Different types of teams are described, including cross-functional, top management, research and development, self-managed, and virtual teams. Group dynamics that influence team functioning include size, roles, leadership, development stages, norms, and the balance of conformity and deviance. Managers can motivate teams by empowering them and encouraging evaluation of norms.
Communities of practice have become an accepted part of organizational development. One should pay attention to domain, membership, norms and rules, structure and process, flow of energy, results, resources, and values.
Quality circles originated in Japan after World War 2 as a way to improve productivity and quality. They involve voluntary small groups of 5-15 employees from the same work area who meet weekly to identify and solve work-related problems. Key aspects of quality circles include being voluntary, participative, and having supportive management. The goals are to improve quality, productivity, performance and enrich the work life of employees. Setting up a quality circle program involves constituting a steering committee, selecting a coordinator, implementing the program, and monitoring progress.
Similar to An Introduction to the Tribe Model (20)
The document describes a new Scrum of Scrums feature from Kendis that allows teams to centrally track information shared during Scrum of Scrums meetings in less than 3 sentences. The feature allows teams to enter highlights before meetings, tag dependencies to notify other teams, track impediments across weeks to resolution, and view a complete history of actions and impediments in one place for improved Scrum of Scrums coordination.
5 Tips For Dependency Management from KendisKendis.io
The document provides 5 tips for managing dependencies in a slide presentation format:
1. Set dates for dependencies including target resolution dates
2. Assign ownership of dependencies by adding responsible parties
3. Ensure the correct people are added as watchers to dependencies
4. Ask Scrum Masters to check open dependencies before Scrum of Scrums meetings
5. Use sorting options on the dependencies list view to see upcoming deadlines
Dependencies are an unavoidable part of any organization and can hugely affect your processes if not dealt with properly. In this slideshow, you will learn all about how dependencies are created and how they can be resolved with a help of an efficient digital tool.
Risks are inevitable. They exist in every organization at every level. In this slideshow, we discuss the types and causes of risks and how the scrum is designed to handle these risks.
Leadership is certainly evolving as empathy and mentorship are sought to be important characteristics of a manager in leading innovative and creative teams in today's day and age. Explore how the concepts of Servant Leadership, that originated from Robert Greenleaf's publication "The servant as leader" in 1970, is being adopted by reputable organizations today and challenging the orthodox beliefs of management.
Learn all about the key points of the Nexus Framework, that implements scrum to seamlessly combine the efforts of the scrum teams towards producing an integrated solution.
The Large Scale Scrum Framework (LeSS) in a glanceKendis.io
The large scale scrum framework is one of the most popularly used agile frameworks that exist. Implemented by numerous organizations, this slideshow summarizes all the key elements of the framework that you need to know in a glance.
The 10 Steps for Making the Transition to the Scaled Agile Framework Kendis.io
The document outlines 10 steps for making the transition to the Scaled Agile Framework (SAFe). It discusses establishing an agile mindset, forming self-managing teams, synchronizing cadence and collaboration between teams, planning program increments, implementing continuous delivery through DevOps and automation, holding system demos every two weeks, inspecting and adapting at the end of each program increment, focusing planning iterations on new ideas, utilizing an architectural runway, and training teams in agile methods. The transition requires reflection, commitment over time, and thorough implementation throughout the organization.
The 3 Levels of the Scaled Agile Framework Kendis.io
The document summarizes the three levels of the Scaled Agile Framework (SAFe):
1) The Portfolio Level focuses on strategic themes and planning budgets and backlogs quarterly or annually.
2) The Large Solution Level coordinates multiple Agile Release Trains and delivers large, complex solutions.
3) The Essential SAFe level consists of elements for implementing SAFe, including planning, iterations, demonstrations and inspections.
Inspect and Adapt in the Scaled Agile FrameworkKendis.io
Learn how the Scaled Agile Framework ensures the process of continuously improving the quality of the work delivered in a Program Increment, through Inspect and Adapt.
The Release Train Engineer in the Scaled Agile Framework (SAFe)Kendis.io
The document discusses the role and responsibilities of a Release Train Engineer in Agile development. As a servant leader, the Release Train Engineer guides and coordinates teams to achieve Program Increment objectives through facilitating planning and daily stand-ups, helping to remove impediments, and ensuring overall program performance by communicating with stakeholders and organizing inspect and adapt sessions. The role emphasizes building adaptability, empowering self-organizing teams, and supporting them to achieve shared goals.
14 Reasons Why Implementing the Scaled Agile Framework is Essential for Your ...Kendis.io
The Scaled Agile Framework presents a very organized and disciplined approach for organizations to accomplish their goals. In this slideshow you will find the 14 reasons that highlights the benefits of implementing the Scaled Agile Framework for your organization.
Kendis - Guide to Create Board, Configure Teams, Sprints and Get Features fro...Kendis.io
In this video, we will cover,
* How to create SAFe® Proram Board for your PI Planning.
* Configure Teams and Sprints
* Get Features from Atlassian JIRA
Kendis - How to Manage, Users, Groups, Permissions and WorkspacesKendis.io
In this presentation, you will learn how to add, remove and edit users. How to create users in bulk using the CSV option.
Relationships between users, groups, workspaces and roles. How to control access and permissions for your boards at Kendis
Kendis Introduction - Agile Scaling Platform for Managing Programs and Releas...Kendis.io
Introduction to the Kendis, an Agile Scaling platform that help teams using tools like JIRA to manage their Program and Portfolio digitally.
Kendis is ideal tool for planning and tracking the Program Increment (PI) digitally. It offers real-time boards and is ideal for remote PI planning sessions.
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024Neal Elbaum
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
Corporate innovation with Startups made simple with Pitchworks VC StudioGokul Rangarajan
In this write up we will talk about why corporates need to innovate, why most of them of failing and need to startups and corporate start collaborating with each other for survival
At the end of the conversation the CIO asked us 3 questions which sparked us to write this blog.
1 Do my organisation need innovation ?
2 Even if I need Innovation why are so many other corporates of our size fail in innovation ?
3 How can I test it in most cost effective way ?
First let's address the Elephant in the room, is Innovation optional ?
Relevance for customers
Building Business Reslience
competitive advantage
Corporate innovation is essential for businesses striving to remain relevant and competitive in today's rapidly evolving market. By continuously developing new products, services, and processes, companies can better meet the changing needs and preferences of their customers. For instance, Apple's regular release of new iPhone models keeps them at the forefront of consumer technology, while Amazon's introduction of Prime services has revolutionized online shopping convenience. Statistics show that innovative companies are 2.5 times more likely to have high-performance outcomes compared to their peers.
This proactive approach not only helps in retaining existing customers but also attracts new ones, ensuring sustained growth and market presence.
Furthermore, innovation fosters a culture of creativity and adaptability within organizations, enabling them to quickly respond to emerging trends and disruptions. In essence, corporate innovation is the driving force that keeps companies aligned with customer expectations, ultimately leading to long-term success and relevance.
Business Resilience
Building business resilience is paramount for companies looking to thrive amidst uncertainties and disruptions. Corporate innovation plays a crucial role in fostering this resilience by enabling businesses to adapt, evolve, and maintain continuity during challenging times. For instance, during the COVID-19 pandemic, many companies that swiftly innovated their business models, such as shifting to remote work or expanding e-commerce capabilities, managed to survive and even thrive. According to a McKinsey report, organizations that prioritize innovation are 30% more likely to be high-growth companies. Innovation not only helps in developing new revenue streams but also in creating more efficient processes and resilient supply chains. This agility allows companies to quickly pivot in response to market changes, ensuring they can weather economic downturns, technological disruptions, and other unforeseen challenges. Therefore, corporate innovation is not just a strategy for growth but a vital component of building a robust and resilient business capable of sustaining long-term success.
Many companies have perceived CRM that accompanied by numerous
uncoordinated initiatives as a technological solution for problems in
individual areas. However, CRM should be considered as a strategy when
a company decides to implement it due to its humanitarian, technological
and process-related effects (Mendoza et al., 2007, p. 913). CRM is
evolving today as it should be seen as a strategy for maintaining a longterm relationship with customers.
A CRM business strategy includes the internet with the marketing,
sales, operations, customer services, human resources, R&D, finance, and
information technology departments to achieve the company’s purpose and
maximize the profitability of customer interactions (Chen and Popovich,
2003, p. 673).
After Corona Virus Disease-2019/Covid-19 (Coronavirus) first
appeared in Wuhan, China towards the end of 2019, its effects began to
be felt clearly all over the world. If the Coronavirus crisis is not managed
properly in business-to-business (B2B) and business-to-consumer
(B2C) sectors, it can have serious negative consequences. In this crisis,
companies can typically face significant losses in their sales performance,
existing customers and customer satisfaction, interruptions in operations
and accordingly bankruptcy
Mentoring - A journey of growth & developmentAlex Clapson
If you're looking to embark on a journey of growth & development, Mentoring could
offer excellent way forward for you. It's an opportunity to engage in a profound
learning experience that extends beyond immediate solutions to foster long-term
growth & transformation.
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...LinghuaKong2
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge.The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition.The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
2. A framework that is implemented by Spotify, which is
agile and focuses on constantly experimenting and
building a culture that doesn't see failure as the end,
rather a brilliant opportunity to learn and improve.
4. Who are the participants?
Squads
Tribes
Chapter
Guild
Trio
Alliance
2
3
1
4
5
6
5. 1
Squads
6-12 members self managing and self
organizing members are responsible for
developing the solution.
An agile coach: Servant leaders to their
squads and provide guidance.
Product Owner: Responsible for defining the
feature area.
Each squad has direct contact with the
stakeholders.
6. 2
Tribes
Consists of multiple squads that work on
one feature area.
40-150 members.
A tribe lead is responsible for creating a
productive and an innovative environment
for the squads.
7. Consists of specialists that has individuals from
different squads grouped into one and formed
within a tribe.
A chapter lead is also a line manager of the
chapter members and supports them in their
personal growth and facing specific challenges.
3
Chapter
8. An informal group constituted of people from
different tribes, who have a common interest,
Any person from any squad, chapter or tribe
can be a part of a guild.
4
Guild
12. Each squad is working on a
specific feature area and has a
mission to complete.
1
The squads plan what they have
to achieve. They can choose to
have sprints or not of lengths
that suits them.
2
The squads are not bound to
follow agile practices rather they
are free to apply any practice
such as scrum or kanban for
their daily tasks that suits them.
3
The agile coach help in
removing impediments or
providing any guidance to the
squads.
4
13. How are
Solutions
Delivered?
Small releases done
frequently. When a new
feature has to be deployed, it
is first made available to a
small percentage of users. The
progress is closely monitored
using AB Testing and various
metrics and any necessary
tweaks are made which
eventually leads to rolling out
to all users.
1
14. Retrospective
Activities
All squads have daily stand up
meetings and weekly
retrospectives and demos.
Communication is very
important as the team members
discuss and talk about ideas, the
challenges being faced,
brainstorm and finding solutions
to problems being faced.
1
2
15. How is
Integration of
Work done?
Dev and ops work in such a
way that the operations do not
interfere with the work of the
developers. The operations
pave the way for the
developers by creating an
environment such as building
an infrastructure that supports
them and enables them to
release.
1
16. "Innovation is the ability to
see change as an opportunity
- not a threat."
Steve Jobs