This document introduces the Scaled Agile Framework (SAFe) for helping large organizations adopt agile practices. It discusses how digital disruption is affecting every industry and how SAFe can help organizations compete and improve outcomes. SAFe provides principles, practices and tools to help organizations embrace lean-agile mindsets, build lean enterprises, lead transformations, and achieve business results such as faster delivery and increased productivity.
Abstract:
More and more organizations are realizing that in order to achieve business agility they need to go beyond implementing agile in specific teams/projects. Real agility requires scaling agile to the program/portfolio/enterprise level. In this session we will explore the options organizations have when looking to scale agile, with an emphasis on SAFe(tm) - the Scaled Agile Framework - one of the most popular options these days.
Learning Objectives:
• When does it make sense to Scale Agile
• What are the leading scaling approaches
• An introduction to SAFe's Big Picture and implementation configurations
• How to implement SAFe - The Implementation Roadmap
• Typical Results of implementing SAFe
• Key risks/red flags to be aware of when implementing SAFe
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.
AgileLIVE: Scaling Agile Faster, Easier, Smarter with SAFe and VersionOne - P...VersionOne
Dean Leffingwell, creator of SAFe, and Lee Cunningham, director of enterprise agile, at VersionOne, share insights on successful and repeatable patterns for implementing SAFe, the role of lean/agile leadership for transformational change, and more. Watch the webinar: http://bit.ly/1dZobtK
Software refers to a set of instructions given to a computer for it to work. The process of creating, designing, deploying and supporting the software through a set of activities or strategic themes is called Software Development. This process involves a number of methodologies/frameworks/sub-process that helps to simplify the complex activities involved in creating a product.
Do you have highly functional scrum teams but are wondering how to get them to work in sync with each other, or wondering how get "start-up" efficiency in a large enterprise? Or maybe you just heard that the Scaled Agile Framework for the Enterprise (SAFe®) is gaining traction and you want to find out more about it. Before the year is out, we want to give you a primer on SAFe, so you can decide if it should be on your list of resolutions for the new year!
We continue to see that Agile and Scrum deliver value and are catching the eyes of leadership individuals. But how does a large enterprise thrive with a Scrum framework that was made for 5-9 individuals? SAFe has garnered a lot of attention as a potential framework for enterprises with large product teams (5 or more scrum teams on a product line). It calls for the overall alignment throughout the organization so that the Scrum teams making up a large product development team can deliver valuable, high quality product increments with transparency and technical excellence. The program execution is achieved by leveraging the existing Scrum Team practices and interfacing with the higher Program and Portfolio layers in the organization.
cPrime SAFe coach, Sri will provide an overview of the SAFe framework and show why it appeals not only to the engineers and architects, but also to the product management, customer support and the executive team.
Keynote dean-leffingwell-keynote-be-agile-scale-up-stay-lean
Safe
Why SAFe
Pillars of SAfe
Value
Respect for People
Product development
Kaizen
Leadership
Agile manifesto
Abstract:
More and more organizations are realizing that in order to achieve business agility they need to go beyond implementing agile in specific teams/projects. Real agility requires scaling agile to the program/portfolio/enterprise level. In this session we will explore the options organizations have when looking to scale agile, with an emphasis on SAFe(tm) - the Scaled Agile Framework - one of the most popular options these days.
Learning Objectives:
• When does it make sense to Scale Agile
• What are the leading scaling approaches
• An introduction to SAFe's Big Picture and implementation configurations
• How to implement SAFe - The Implementation Roadmap
• Typical Results of implementing SAFe
• Key risks/red flags to be aware of when implementing SAFe
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.
AgileLIVE: Scaling Agile Faster, Easier, Smarter with SAFe and VersionOne - P...VersionOne
Dean Leffingwell, creator of SAFe, and Lee Cunningham, director of enterprise agile, at VersionOne, share insights on successful and repeatable patterns for implementing SAFe, the role of lean/agile leadership for transformational change, and more. Watch the webinar: http://bit.ly/1dZobtK
Software refers to a set of instructions given to a computer for it to work. The process of creating, designing, deploying and supporting the software through a set of activities or strategic themes is called Software Development. This process involves a number of methodologies/frameworks/sub-process that helps to simplify the complex activities involved in creating a product.
Do you have highly functional scrum teams but are wondering how to get them to work in sync with each other, or wondering how get "start-up" efficiency in a large enterprise? Or maybe you just heard that the Scaled Agile Framework for the Enterprise (SAFe®) is gaining traction and you want to find out more about it. Before the year is out, we want to give you a primer on SAFe, so you can decide if it should be on your list of resolutions for the new year!
We continue to see that Agile and Scrum deliver value and are catching the eyes of leadership individuals. But how does a large enterprise thrive with a Scrum framework that was made for 5-9 individuals? SAFe has garnered a lot of attention as a potential framework for enterprises with large product teams (5 or more scrum teams on a product line). It calls for the overall alignment throughout the organization so that the Scrum teams making up a large product development team can deliver valuable, high quality product increments with transparency and technical excellence. The program execution is achieved by leveraging the existing Scrum Team practices and interfacing with the higher Program and Portfolio layers in the organization.
cPrime SAFe coach, Sri will provide an overview of the SAFe framework and show why it appeals not only to the engineers and architects, but also to the product management, customer support and the executive team.
Keynote dean-leffingwell-keynote-be-agile-scale-up-stay-lean
Safe
Why SAFe
Pillars of SAfe
Value
Respect for People
Product development
Kaizen
Leadership
Agile manifesto
Scaled Agile Framework in 10 minutes (CAS2015)Unai Roldán
Scaled Agile Framework in 10 minutes (SAFe 3.0)
- Scaled: SAFe is designed for large-scale software development ecosystems of 50-125 people who need to resolve inter-dependencies
- Agile: SAFe is based on 9 Lean-Agile principles
- Framework: SAFe is a collection of a proven efficacy tools, and you only have to use what you need
https://www.youtube.com/watch?v=vysQQx7pQzg
El objetivo de la Lightning Talk es dar una visión "light" pero completa de lo que propone Scaled Agile Framework 3.0 como marco de referencia para el escalado de Agile.
Scaled Agile Framework es uno de los marcos de referencia para escalado de Agile que mayor aceptación está teniendo a día de hoy, sobre todo cuando hablamos de grandes organizaciones. El marco SAFe parte de las capas de abstracción clásicas de una organización para estructurar un cambio de perspectiva y de cultura basándose en los 4 valores y 9 principios Lean-Agile, apoyándose además en las prácticas Scrum-XP de desarrollo de productos. En la charla descubriremos de manera rápida los roles, artefactos y ceremonias que plantea el marco para conseguir un cambio de paradigma sostenible en las organizaciones.
Unai Roldán
UST Global
Opportunities for Project Managers in the Lean-Agile Enterprise with SAFeRichard Knaster
In this webinar, SAFe Fellow Richard Knaster (SPCT, PMP, PMI-ACP) and SAFe Senior Program Consultant Trainer Dr. Steve Mayner (SPCT, PMP, PMI-ACP) outline the opportunities for Project Managers within the context of SAFe, as well as how SAFe addresses core PMI knowledge areas such as:
Scope management
Time management
Cost management
Quality management
Risk management
Watch the video: tp://bit.ly/2n4T211
Opportunities for Project Managers in the Lean-Agile Enterprise with SAFeRichard Knaster
The shift towards Lean-Agile approaches for software and systems development continues to grow at an accelerated rate. As a result, the opportunities for Project Managers in the midst of this transition have never been greater. Over 70% of the Fortune 100 are using the Scaled Agile Framework® (SAFe®) to implement Lean-Agile practices. In this webinar, SAFe Fellow Richard Knaster (PMP, PMI-ACP) and SAFe Senior Program Consultant Trainer Dr. Steve Mayner (PMP, PMI-ACP) will outline the opportunities for Project Managers within the context of SAFe, as well as how SAFe addresses core PMI knowledge areas such as: - Scope management - Time management - Cost management - Quality management - Risk management There will be an opportunity for Q&A at the end of the presentation.
Align, Inform, Inspire: Measuring Business Agility and SAFe® with Flow MetricsTasktop
During this on-demand webinar, Scaled Agile Principal Consultant and Framework team member, Andrew Sales, and Tasktop Sr. Value Stream Architect, Lee Reid, discuss how the three measurement domains of SAFe—Outcomes, Flow, and Competency—provide a comprehensive, yet simple, model for measuring business agility at every level of the enterprise and view data from an actual product value stream to demonstrate how Flow Metrics can enable productive conversations with the business about prioritizing work, while still maintaining the taxonomy of SAFe for teams to implement and improve.
10 Essential SAFe(tm) patterns you should focus on when scaling AgileYuval Yeret
Scaling agile can be overwhelming. In this tutorial, Yuval will provide an overview of the ten essential SAFe patterns, and highlight the diagnostic symptoms that appear when the patterns aren’t in place. Attendees will develop a personal “flash assessment” of their current work context and will be able to identify to “inspect and adapt” areas for improvement. They will also learn how to use this sort of assessment/patterns during their scaled agile journey.
(This includes the Essential SAFe assessment toolkit provided by ScaledAgile)
User Stories Suck - David Hawks & Reese Schmit - IIBA Austin January 2019Agile Velocity
The User Story concept was invented almost 20 years ago, and it’s time for an update. This outdated process supports an old way of working focused on predictable requirements delivery instead of product discovery. Wouldn’t you like to know much earlier which features are not going to be valued by your market? We need techniques that shorten the feedback loop with customers, not stakeholders. We need to prioritize based on riskiest assumptions and iterate quickly through small experiments in order to (in)validate our ideas as fast as possible.
What's new in the Scaled Agile Framework (SAFe) 6.0 - Agile Indy May 10th MeetupYuval Yeret
SAFe 6.0, a significant version of the Scaled Agile Framework, was released earlier this Spring. Join us for a deep dive into the newly released SAFe 6.0, where we'll explore the latest updates and improvements to the framework.
In this session, we'll cover the following topics:
Strengthening the Foundation for Business Agility -
Foundational changes in SAFe
Empowering Teams and Clarifying Responsibilities
Accelerating Value Flow
Enhancing Business Agility with SAFe across the business
Delivering Better Outcomes with Measure and Grow and OKRs
This session will provide valuable insights into the latest release and how it can help you and your organization improve business agility and deliver value to customers faster. Join us for an informative and engaging session with our expert speaker, SAFe Fellow/SPCT, and Scrum.org PST Yuval Yeret, who has extensive experience in implementing SAFe at scale. Yuval loves to answer questions, so review the “What’s new in SAFe 6.0” article and come up with concrete questions you want him to answer.
Scaling your agile implementation across multiple teams in large organizations is always a challenge.
In this webinar, Ragia and Asmaa shared their experiences about:
- Why scaling?
- Different scaling frameworks?
- SAFe configurations
- SAFe pros & cons
============== Follow us ==============
Website: http://xpdays.org
Linked In: https://www.linkedin.com/company/xpdays
Facebook: https://www.facebook.com/xpdaysorg
Twitter: https://twitter.com/xpdaysorg
#agile #scaling #xpdays #agilearena
AgileLIVE – Accelerate Enterprise Agile with the Scaled Agile Framework®: Part IVersionOne
Interested in finding out how to scale agile faster, easier and smarter using the Scaled Agile Framework® (SAFe)? If so, make sure you watch this two-part webinar series!
Scrum, XP, Kanban and related methods have been proven to provide step changes in productivity and quality for software teams. However, these methods do not have the native constructs necessary to scale across the enterprise. What the industry desperately needs is a solution that moves from a set of simplistic, disparate, development-centric methods, to a scalable, unified approach that addresses the complex constructs and additional stakeholders in the organization – and accelerates the realization of enterprise-class product or service initiatives via aligned and cooperative solution development.
Part I: Join Dean Leffingwell, software industry veteran and Lean Systems Society Fellow, for an overview of SAFe, a publicly–accessible knowledge base of proven lean and agile practices for enterprise-class software development.
Dean Leffingwell, software industry veteran and Lean Systems Society Fellow, has spent his career helping software teams achieve their goals. A renowned methodologist, author, coach, entrepreneur and executive, Dean's most recent project is the Scaled Agile Framework (scaledagileframework.com), a public-facing website which describes a comprehensive system for scaling lean and agile practices to the largest software enterprises.
Andy Powell is Product Evangelist for VersionOne and Scaled Agile Framework Program Consultant. During his 12-year career in the software development industry, Andy has assisted in numerous 500+ person agile tool rollouts with companies such as Siemens, Adobe, EMC and Sabre, giving him considerable experience in leading major projects. Andy received a Bachelor of Science degree in Mechanical Engineering from the University of Notre Dame and graduated magna cum laude.
Lee Cunningham is an Enterprise Agile Coach for VersionOne focused on agile program and portfolio management. Lee has trained and consulted with hundreds of teams in organizations of all sizes in the US, Canada and the UK. Lee served in the United States Air Force and earned a Bachelor of Business Administration degree from the University of North Florida.
What are the Steps to Becoming a Scaled Agile Framework (SAFe) Trainer?Advance Agility
The Scaled Agile Framework (SAFe) is a collection of best practices, principles and processes that enables large organizations at the project, program and portfolio level to adopt agile methodology to deliver products of highest quality faster. Unlike other popular agile frameworks like Scrum and Kanban which are effective at team level scaling. SAFe facilitates more than two teams to associate on projects, objectives and results through SAFe Strategic Themes. These strategic themes help align the business strategy of an organization with SAFe portfolio which influences portfolio vision, value stream budgets, large solutions, ART and team backlogs.
Mastering Agile Challenges with SAM Your Guide to Success.pdfSeasiaInfotech2
Seasia Infotech leverages the SAM (Seasia Agile Model) to empower project leadership, enhance project productivity, and optimize project efficiency. Dive deeper into our insights by exploring our latest blog post today.
User Stories Suck - David Hawks, Agile 2018Agile Velocity
Enjoy the full slide deck from David Hawks' presentation, User Stories Suck, from Agile 2018.
The current Epic and User Story process is stale and needs to go. David Hawks presented a new discovery centered model driven by Objectives, Hypothesis, and Experiments.
AgileLIVE: Scaling Agile Faster, Easier, Smarter with SAFe and VersionOne - P...VersionOne
Lee Cunningham and Matt Badgley, VersionOne agile experts, provide an overview and demonstrate how VersionOne supports SAFe at the portfolio, program, and team levels. Watch the webinar: http://bit.ly/1dZobtK
Scaled Agile Framework in 10 minutes (CAS2015)Unai Roldán
Scaled Agile Framework in 10 minutes (SAFe 3.0)
- Scaled: SAFe is designed for large-scale software development ecosystems of 50-125 people who need to resolve inter-dependencies
- Agile: SAFe is based on 9 Lean-Agile principles
- Framework: SAFe is a collection of a proven efficacy tools, and you only have to use what you need
https://www.youtube.com/watch?v=vysQQx7pQzg
El objetivo de la Lightning Talk es dar una visión "light" pero completa de lo que propone Scaled Agile Framework 3.0 como marco de referencia para el escalado de Agile.
Scaled Agile Framework es uno de los marcos de referencia para escalado de Agile que mayor aceptación está teniendo a día de hoy, sobre todo cuando hablamos de grandes organizaciones. El marco SAFe parte de las capas de abstracción clásicas de una organización para estructurar un cambio de perspectiva y de cultura basándose en los 4 valores y 9 principios Lean-Agile, apoyándose además en las prácticas Scrum-XP de desarrollo de productos. En la charla descubriremos de manera rápida los roles, artefactos y ceremonias que plantea el marco para conseguir un cambio de paradigma sostenible en las organizaciones.
Unai Roldán
UST Global
Opportunities for Project Managers in the Lean-Agile Enterprise with SAFeRichard Knaster
In this webinar, SAFe Fellow Richard Knaster (SPCT, PMP, PMI-ACP) and SAFe Senior Program Consultant Trainer Dr. Steve Mayner (SPCT, PMP, PMI-ACP) outline the opportunities for Project Managers within the context of SAFe, as well as how SAFe addresses core PMI knowledge areas such as:
Scope management
Time management
Cost management
Quality management
Risk management
Watch the video: tp://bit.ly/2n4T211
Opportunities for Project Managers in the Lean-Agile Enterprise with SAFeRichard Knaster
The shift towards Lean-Agile approaches for software and systems development continues to grow at an accelerated rate. As a result, the opportunities for Project Managers in the midst of this transition have never been greater. Over 70% of the Fortune 100 are using the Scaled Agile Framework® (SAFe®) to implement Lean-Agile practices. In this webinar, SAFe Fellow Richard Knaster (PMP, PMI-ACP) and SAFe Senior Program Consultant Trainer Dr. Steve Mayner (PMP, PMI-ACP) will outline the opportunities for Project Managers within the context of SAFe, as well as how SAFe addresses core PMI knowledge areas such as: - Scope management - Time management - Cost management - Quality management - Risk management There will be an opportunity for Q&A at the end of the presentation.
Align, Inform, Inspire: Measuring Business Agility and SAFe® with Flow MetricsTasktop
During this on-demand webinar, Scaled Agile Principal Consultant and Framework team member, Andrew Sales, and Tasktop Sr. Value Stream Architect, Lee Reid, discuss how the three measurement domains of SAFe—Outcomes, Flow, and Competency—provide a comprehensive, yet simple, model for measuring business agility at every level of the enterprise and view data from an actual product value stream to demonstrate how Flow Metrics can enable productive conversations with the business about prioritizing work, while still maintaining the taxonomy of SAFe for teams to implement and improve.
10 Essential SAFe(tm) patterns you should focus on when scaling AgileYuval Yeret
Scaling agile can be overwhelming. In this tutorial, Yuval will provide an overview of the ten essential SAFe patterns, and highlight the diagnostic symptoms that appear when the patterns aren’t in place. Attendees will develop a personal “flash assessment” of their current work context and will be able to identify to “inspect and adapt” areas for improvement. They will also learn how to use this sort of assessment/patterns during their scaled agile journey.
(This includes the Essential SAFe assessment toolkit provided by ScaledAgile)
User Stories Suck - David Hawks & Reese Schmit - IIBA Austin January 2019Agile Velocity
The User Story concept was invented almost 20 years ago, and it’s time for an update. This outdated process supports an old way of working focused on predictable requirements delivery instead of product discovery. Wouldn’t you like to know much earlier which features are not going to be valued by your market? We need techniques that shorten the feedback loop with customers, not stakeholders. We need to prioritize based on riskiest assumptions and iterate quickly through small experiments in order to (in)validate our ideas as fast as possible.
What's new in the Scaled Agile Framework (SAFe) 6.0 - Agile Indy May 10th MeetupYuval Yeret
SAFe 6.0, a significant version of the Scaled Agile Framework, was released earlier this Spring. Join us for a deep dive into the newly released SAFe 6.0, where we'll explore the latest updates and improvements to the framework.
In this session, we'll cover the following topics:
Strengthening the Foundation for Business Agility -
Foundational changes in SAFe
Empowering Teams and Clarifying Responsibilities
Accelerating Value Flow
Enhancing Business Agility with SAFe across the business
Delivering Better Outcomes with Measure and Grow and OKRs
This session will provide valuable insights into the latest release and how it can help you and your organization improve business agility and deliver value to customers faster. Join us for an informative and engaging session with our expert speaker, SAFe Fellow/SPCT, and Scrum.org PST Yuval Yeret, who has extensive experience in implementing SAFe at scale. Yuval loves to answer questions, so review the “What’s new in SAFe 6.0” article and come up with concrete questions you want him to answer.
Scaling your agile implementation across multiple teams in large organizations is always a challenge.
In this webinar, Ragia and Asmaa shared their experiences about:
- Why scaling?
- Different scaling frameworks?
- SAFe configurations
- SAFe pros & cons
============== Follow us ==============
Website: http://xpdays.org
Linked In: https://www.linkedin.com/company/xpdays
Facebook: https://www.facebook.com/xpdaysorg
Twitter: https://twitter.com/xpdaysorg
#agile #scaling #xpdays #agilearena
AgileLIVE – Accelerate Enterprise Agile with the Scaled Agile Framework®: Part IVersionOne
Interested in finding out how to scale agile faster, easier and smarter using the Scaled Agile Framework® (SAFe)? If so, make sure you watch this two-part webinar series!
Scrum, XP, Kanban and related methods have been proven to provide step changes in productivity and quality for software teams. However, these methods do not have the native constructs necessary to scale across the enterprise. What the industry desperately needs is a solution that moves from a set of simplistic, disparate, development-centric methods, to a scalable, unified approach that addresses the complex constructs and additional stakeholders in the organization – and accelerates the realization of enterprise-class product or service initiatives via aligned and cooperative solution development.
Part I: Join Dean Leffingwell, software industry veteran and Lean Systems Society Fellow, for an overview of SAFe, a publicly–accessible knowledge base of proven lean and agile practices for enterprise-class software development.
Dean Leffingwell, software industry veteran and Lean Systems Society Fellow, has spent his career helping software teams achieve their goals. A renowned methodologist, author, coach, entrepreneur and executive, Dean's most recent project is the Scaled Agile Framework (scaledagileframework.com), a public-facing website which describes a comprehensive system for scaling lean and agile practices to the largest software enterprises.
Andy Powell is Product Evangelist for VersionOne and Scaled Agile Framework Program Consultant. During his 12-year career in the software development industry, Andy has assisted in numerous 500+ person agile tool rollouts with companies such as Siemens, Adobe, EMC and Sabre, giving him considerable experience in leading major projects. Andy received a Bachelor of Science degree in Mechanical Engineering from the University of Notre Dame and graduated magna cum laude.
Lee Cunningham is an Enterprise Agile Coach for VersionOne focused on agile program and portfolio management. Lee has trained and consulted with hundreds of teams in organizations of all sizes in the US, Canada and the UK. Lee served in the United States Air Force and earned a Bachelor of Business Administration degree from the University of North Florida.
What are the Steps to Becoming a Scaled Agile Framework (SAFe) Trainer?Advance Agility
The Scaled Agile Framework (SAFe) is a collection of best practices, principles and processes that enables large organizations at the project, program and portfolio level to adopt agile methodology to deliver products of highest quality faster. Unlike other popular agile frameworks like Scrum and Kanban which are effective at team level scaling. SAFe facilitates more than two teams to associate on projects, objectives and results through SAFe Strategic Themes. These strategic themes help align the business strategy of an organization with SAFe portfolio which influences portfolio vision, value stream budgets, large solutions, ART and team backlogs.
Mastering Agile Challenges with SAM Your Guide to Success.pdfSeasiaInfotech2
Seasia Infotech leverages the SAM (Seasia Agile Model) to empower project leadership, enhance project productivity, and optimize project efficiency. Dive deeper into our insights by exploring our latest blog post today.
User Stories Suck - David Hawks, Agile 2018Agile Velocity
Enjoy the full slide deck from David Hawks' presentation, User Stories Suck, from Agile 2018.
The current Epic and User Story process is stale and needs to go. David Hawks presented a new discovery centered model driven by Objectives, Hypothesis, and Experiments.
AgileLIVE: Scaling Agile Faster, Easier, Smarter with SAFe and VersionOne - P...VersionOne
Lee Cunningham and Matt Badgley, VersionOne agile experts, provide an overview and demonstrate how VersionOne supports SAFe at the portfolio, program, and team levels. Watch the webinar: http://bit.ly/1dZobtK
Similar to Introducing_SAFe_for_Lean_Enterprises-1.pptx (20)
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
One of the results, especially as we build systems that are larger and more complex, is that our retrospectives are still troublesome. And that means our results are still troublesome.
Sometimes they look like this: [read through some of the sticky notes on the slides]
The net result is that when we don't deliver large systems on time and on schedule with the requisite quality, we have poor morale. And what do you think the impact is of poor morale on the development environment?
It makes everything worse.
So what is it that they—we—must do?
There are certainly plenty of opinions on that. We'll share ours:
Number one: Embrace a Lean-Agile mindset.
Number two: Implement Lean-Agile practices.
Thirdly: Lead the implementation.
And we're confident that if you do those things, you'll get the results you deserve.
Let's talk about each of these three things…..
First, let's discuss embracing a Lean-Agile mindset.
Our Lean-Agile mindset is represented in two things:
(1) The House of Lean, which you see here. It has a number of elements:
Value, because the goal of Lean is very simple: value, and the shortest sustainable lead time.
That's accomplished by the pillars of respect for people and culture, product development flow, innovation—critical to long-term sustainability—and relentless improvement.
And it's supported by leadership.
That's the structure in which we tend to think about the Lean paradigm.
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(2) Secondly is the Agile Manifesto, which has been with us now since 2001 It's a very well-written document, and what it says is still true today. We need the Agile Manifesto because it's the key to unlocking the motivations and the talents of the knowledge workers who develop our solutions and software.
And it states specifically, "Individuals and interactions over processes and tools." Because talking matters.
"Working software over comprehensive documentation."
"Customer collaboration over contract negotiation."
And "Responding to change over following a plan."
So let's discuss the Lean-Agile principles that underlie SAFe.
[Read through each of the principles on the slide]
We don't have time in presentation to drill into each of these, but if you head down the SAFe journey, it will be important to learn why these principles are so critical to a successful implementation of SAFe.
They are so important because principles trump practices.
So if we're struggling with a practice, we're going to return to these basic principles to make sure that we're trying to build a system and an implementation that is as Lean and Agile as possible.
You can learn more about SAFe Lean-Agile Principles at http://www.scaledagileframework.com/safe-lean-agile-principles.
On the previous slide, we said that Number 1 was to take an economic view.
Here's a first look at the economics of Agile development. Specifically: Building incrementally accelerates value delivery.
Traditionally, we looked at things as a series of steps. Our traditional waterfall life cycle had us doing what made sense: We did our requirements, our design, our implementation, and our verification—in that order. It's hard to argue with that; you couldn't do the implementation before you did the requirements, for example.
But we've learned a few things in the last couple of decades, and we now understand that it's possible—with the right constructs, the right thinking, and the right culture—to develop and deliver incrementally….
…. that's the basic nature of Agile and Lean development, as compared to our traditional development models.
The result is much better outcomes because each incremental delivery produces some value very early.
Notice that it's very early compared to waterfall, where even if we execute perfectly we're not getting any value till the end.
But that little box doesn't go away; it stays. It delivers value throughout the time. And if you think about it, this is the integral value of all the value we've delivered to our customer before we even reach what would have been the waterfall deadline.
That's a pretty compelling case. It means that even if you executed waterfall perfectly—and that's pretty hard to do—you still can't compete with the better economics of Agile development.
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[Note: On this slide, it is helpful to illustrate this concept if possible by walking through and drawing on each box to illustrate the benefits of incremental delivery]
Next, let's talk about implementing Lean-Agile practices.
The Framework’s simplest configuration, Essential SAFe provides the core practices and roles needed to ensure business results. Learn more at http://www.scaledagileframework.com/essential-safe
It all starts with the Agile Team.
You see the teams here on the left, and you notice immediately that they're cross-functional. They work together. They're collocated whenever possible, and they execute the basic scientific method of Plan, Do, Check, and Adjust.
They're cross-functional, largely self-organizing, and largely self-managing.
They can define, build, and test a thing of value. They apply that basic scientific practice in what we call iterations, or sprints: plan, do, check, adjust.
They do that on a cadence, they do it frequently, they do it routinely. Really, that's all they do; that is their development model. Plan, do, check, adjust, and deliver value every two weeks.
Previously we said “nothing beats an Agile Team”….. Actually though, there is one thing that beats an Agile Team. That's a team of Agile Teams.
They work together and take an approach that says, "Let's take these plan-do-check cycles, and let's accumulate those into larger cycles."
We call this the Agile Release Train.
The Agile Release Train aligns 50 to 125 practitioners to a common mission.
We apply cadence and synchronization, program increments every 6 to 12 weeks. So these sprints, or iterations in SAFe, add up very quickly into larger amounts of value.
We provide vision, roadmap, and architectural guidance. There may be 10 or 15 teams on this train.
For example: Let's say we're going to implement single sign-on…. We need to decide how to do that, and we want everybody to do it the same way to make sure that we don't introduce security holes in our single sign-on mechanism.
The ART truly takes a systems view.
It brings together the people we need to deliver larger amounts of value. That includes our business owners, our representatives from the customers, product management, architecture, systems engineering, hardware, software, testing, people involved in manufacturing or deployment of our solution…. We create this virtual program.
And the virtual program now has the skills they need. So the ART is cross-functional as well. And it typically contains about 50 to 125 people.
The ART synchronizes its work with PI Planning.
Michael Kennedy explained it as: "Future product development tasks can't be predetermined. Distribute planning and control to those who can understand and react to the end results."
Here you see a picture of a distributed planning session. There are actually three countries at work here. There's a large group in Mumbai, India; they're not present. There are a lot of folks from Chicago, and some leads and some managers from the teams in Serbia. They're all planning together over a two-day period.
Typically PI Planning is face to face, but, if it's a large organization, you may not be able to have everybody face to face every time.
Management sets the mission, with minimal possible constraints—that's a key philosophy of Lean Thinking.
Requirements and design emerge. We talk about emergent design as one of the key aspects of Agile, and it emerges here. We call this PI Planning, but there's far more than planning that happens. People collaborate, they determine new requirements, they negotiate teams and dependencies.
Business owners add features and take out features to manage scope. Important stakeholder decisions are accelerated in a day—not after six weeks of emails banging around, trying to find the right person to make the decision, but right now.
In this picture, one group of managers at a PI Planning had a sign that said, "Help Desk—we're here to help." That was a great underscored the important construct that if decisions need to be made, they could make those decisions.
Ultimately, teams create and take responsibility for the plans, and that's a big difference from our traditional command-and-control, centralized program-planning model. In this case, management sets the vision, but the teams create the plans.
Then they start iterating.
They demonstrate the full system every two weeks— that's the typical increment length.
It's an integrated Solution Demo; it's all the aspects of the solution that you need in order to understand the progress. It's an objective milestone.
If the team can't build the system or show new functionality in a couple of weeks, something's probably wrong with their infrastructure or team configuration. Maybe they don't have the people they need. Maybe it's not a fully cross-functional team yet.
Also, they demo from the staging environment. As we move toward deployment, we want to make sure we're demoing from an environment that's very near the production or deployment environment.
The teams inspect and adapt at every PI. They systematically address the larger impediments. They do so in a very structured problem-solving workshop:
Step #1 of the workshop is for teams agree on the problem to solve.
Step #2 is they apply root cause analysis.
Step #3 is they identify the biggest root cause using Pareto Analysis.
Step #4: Restate that root cause.
Step #5: If you're really close now, you can move directly to solutions.
But the most important step is:
Step #6, where they create backlog items and improvement stories to take into PI Planning. That way they can implement those improvements and see the benefits in velocity and productivity that those improvements help them achieve.
The Portfolio SAFe configuration is for enterprises that build multiple solutions which have minimal dependencies on one another, but require Portfolio-level coordination, strategy, investment, and governance.
At a Glance
Organized around the flow of value
Lean-Agile budgeting empowers decision makers
Kanban system provides portfolio visibility and WIP limits
Enterprise architecture guides larger technology decisions
Objective metrics support governance and improvement
Value delivery via Epics
Learn more about the Portfolio SAFe configuration at: http://www.scaledagileframework.com/portfolio-level.
Trainer Guidance:
Most enterprises don’t have a clear understanding of strategy
Lean Portfolio Management aims to create that clarity
Trainer Guidance:
The Lean Portfolio Management (LPM) function has the highest level of decision-making and financial accountability for the products and Solutions in a SAFe portfolio.
An effective LPM function is necessary for SAFe success, but it is typically a function, not an organization. The people who fulfill these responsibilities may have various titles and roles. But this function usually includes the business managers and executives who understand the Enterprise’s financial position and are ultimately responsible for portfolio strategy, operations, and execution.
Key Message:
Note: LPM is significantly different than traditional portfolio management. In many cases, an existing legacy mindset—with annual planning and budgeting cycles and traditional measures of progress—severely inhibits the enterprise’s transition to agility.
In response, SAFe recommends seven transformational patterns to move the organization to the leaner, more effective approach described in the article Extend to the Portfolio. With this context in mind, we can move on to describing Lean portfolio management.
Read more at: http://www.scaledagileframework.com/lean-portfolio-management.
Trainer Guidance:
The Large Solution SAFe configuration is intended for enterprises that are building large and complex solutions that require the contribution of multiple Agile Release Trains and Suppliers, but do not require the portfolio considerations.
This is common for industries like Aerospace and Defense, and Government, where they have very large programs, but do not need the constructs of the Portfolio level.
Key Message:
Coordinates development of large Solutions.
Synchronizes multiple ART Value Streams.
Manages Solution Intent.
Integrates suppliers as partners.
Value delivery via Capabilities.
Learn more about this configuration at http://www.scaledagileframework.com/large-solution-level.
That's a brief overview of the Framework.
What is your role? Well, as I mentioned earlier, your role—our role—is to lead that implementation. Let’s take a look at that.
Earlier we saw House of Lean and its Leadership foundation. And we talked about the inspiration that Deming has provided us.
I think this is another inspirational Deming quote: "People are already doing their best; the problems are with the system. Only management can change the system.”
What does that tell us?
It says that we've hired good people, we've motivated good people. The problems they're encountering in the workplace are systematic [systemic?] problems. They're problems with the system they're working in. And that means that it's up to management to take responsibility for evolving those systems.
We need you to lead the change. We need you to lead the implementation.
Finally, let's discuss implementation. We'll describe that using our SAFe Implementation Roadmap.
The Roadmap describes a series of steps, or ‘critical moves,’ an enterprise can take to ensure a reliable and successful SAFe rollout. The steps are designed to be repeatable in order to support lifelong learning and relentless improvement of value delivery.
After making the decision to go SAFe, number 1 is to train the Lean-Agile change agents. We call those SAFe Program Consultants.
With a sufficient staff of Lean-Agile change agents onsite, and working with your partners, you'll have the ability to train the executives and leaders and managers—the people responsible for managing the people who deliver value.
They'll then be in a position to support the launch of the Agile Release Trains. And one train at a time, you'll build that Agile portfolio.
Learn more about the Roadmap at http://www.scaledagileframework.com/implementation-roadmap.
And when you do this, you’ll see results …
You'll get results like these:
Happier, more motivated employees
30 to 75% faster time to market
50%-plus defect reduction, and a
20 to 50% increase in productivity.
These are some pretty impressive results results and may sound like something that’s tough to believe or marketing hyperbole…..
…. except that these numbers and results come from the companies themselves.
We don’t influence them. We simply gather the data from the enterprises and publish them.
Go to the website and you’ll see over 40 documented case studies on SAFe right now.
scaledagileframework.com/case-studies
Your next step is to gain the knowledge.
You can find SAFe training worldwide at scaledagile.com, and you can explore the SAFe knowledge base and find other free resources at scaledagileframework.com.
Scaled Agile’s role-based curriculum helps enterprises unlock business results with SAFe.
Each course is designed to help individuals maximize the value of their role within a SAFe organization, and help them advance throughout their career as they practice, consult, or train others in SAFe.
The result is higher-quality implementations, and greater stability for the organization.