The 10 Steps for Making the Transition to the Scaled Agile Framework
•
0 likes•120 views
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.
Report
Share
Report
Share
Download to read offline
Recommended
The 3 Levels of the Scaled Agile Framework
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 Framework
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)
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.
Lean Enterprise Workshop Series Final Chapter Presentation
The document summarizes an APICS Lean Enterprise workshop series that consists of seven modules following the lean transformation process. The workshops provide learners with practical experience analyzing how to incorporate lean concepts into organizations and leave with a project plan to implement lean. The series uses a case study throughout the workshops to customize lessons to different industries and culminates in a draft implementation plan for learners' companies. Certificates of completion are offered upon finishing the workshop series.
Agile skills creeks
Agile is a set of principles for software development that values adaptive planning, evolutionary development, early delivery, and continuous improvement. It emphasizes individuals and interactions, working software, customer collaboration, and responding to change. The course aims to help participants understand Agile principles and practices to improve team productivity and customer satisfaction through transparent communication and embracing change. Attendees include project managers, developers, and customers seeking to adopt Agile methodologies like Scrum. The course covers Agile essentials, methodologies, planning, iterations, leadership, stakeholder engagement, quality, and exam preparation to instill confidence in managing dynamic projects.
How to implement agile
This document discusses how a company using a waterfall process can implement agile practices to achieve faster delivery times, happier customers through increased satisfaction, and easier recruitment. It recommends starting with establishing agile product teams, prioritizing work, and validating hypotheses through lean startup methods. Technical teams should focus on high-performance work, knowledge sharing, automation, and adopting DevOps culture. The transition will require changes to structure, language, and culture but can be facilitated through frameworks like SAFe and LeSS. Regular measurement and learning is key to the success of the transformation.
Agile project management at primavera
This document discusses agile project management and how it differs from traditional project management. Agile project management focuses on early and continuous delivery of working software in short iterations, welcoming changing requirements. It uses techniques like sprints, sprint reviews and retrospectives. Agile project management allows for faster delivery, more inspection and adaptation, and higher flexibility compared to traditional project management.
5.0 Core Agile and Lean Frameworks
This document discusses several agile and lean frameworks including Scrum, Kanban, eXtreme Programming (XP), Feature Driven Development (FDD), and others. It provides overviews of each framework, describing their core practices, events, artifacts, principles, and how they relate to agile development.
Recommended
The 3 Levels of the Scaled Agile Framework
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 Framework
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)
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.
Lean Enterprise Workshop Series Final Chapter Presentation
The document summarizes an APICS Lean Enterprise workshop series that consists of seven modules following the lean transformation process. The workshops provide learners with practical experience analyzing how to incorporate lean concepts into organizations and leave with a project plan to implement lean. The series uses a case study throughout the workshops to customize lessons to different industries and culminates in a draft implementation plan for learners' companies. Certificates of completion are offered upon finishing the workshop series.
Agile skills creeks
Agile is a set of principles for software development that values adaptive planning, evolutionary development, early delivery, and continuous improvement. It emphasizes individuals and interactions, working software, customer collaboration, and responding to change. The course aims to help participants understand Agile principles and practices to improve team productivity and customer satisfaction through transparent communication and embracing change. Attendees include project managers, developers, and customers seeking to adopt Agile methodologies like Scrum. The course covers Agile essentials, methodologies, planning, iterations, leadership, stakeholder engagement, quality, and exam preparation to instill confidence in managing dynamic projects.
How to implement agile
This document discusses how a company using a waterfall process can implement agile practices to achieve faster delivery times, happier customers through increased satisfaction, and easier recruitment. It recommends starting with establishing agile product teams, prioritizing work, and validating hypotheses through lean startup methods. Technical teams should focus on high-performance work, knowledge sharing, automation, and adopting DevOps culture. The transition will require changes to structure, language, and culture but can be facilitated through frameworks like SAFe and LeSS. Regular measurement and learning is key to the success of the transformation.
Agile project management at primavera
This document discusses agile project management and how it differs from traditional project management. Agile project management focuses on early and continuous delivery of working software in short iterations, welcoming changing requirements. It uses techniques like sprints, sprint reviews and retrospectives. Agile project management allows for faster delivery, more inspection and adaptation, and higher flexibility compared to traditional project management.
5.0 Core Agile and Lean Frameworks
This document discusses several agile and lean frameworks including Scrum, Kanban, eXtreme Programming (XP), Feature Driven Development (FDD), and others. It provides overviews of each framework, describing their core practices, events, artifacts, principles, and how they relate to agile development.
7.0 Delivering in an Agile Environment
The document discusses team chartering and measurement in agile environments. It states that in agile projects, teams initiate with a team charter that defines the project vision, stakeholders, definition of done, and working agreements. It also notes that agile favors measuring work completed through iterations using methods like burnup/burndown charts and estimating effort in story points. When adopting agile practices, the document recommends evolving the organization incrementally by treating changes as experiments and tracking progress using kanban boards.
Agile user-stories
An agile project starts with defi ning the requirements, and this is done through Agile User Stories. User stories articulate the functionality that is required by the user, and are expressed in writing, in simple and lucid terms. Once the requirements are clearly defi ned using this format, the rest of the project methodology can be systematically put in place.
Leap-Corporate Overview-1Page-092616
Leap Technologies provides Team Engagement Toolkits to help organizations simplify the change process and achieve improvements faster. The toolkits are designed to empower employees, use teams to build accountability, and celebrate completions. They provide a proven set of principles and learn-as-you-go approach to convert ideas into action quickly without wasted time or effort. The toolkits from Leap Technologies aim to make the change process easier for organizations.
Agile frameworks
Agile began in 1990 due to long development times between business needs and applications. In 2001, 17 leaders created the Agile Manifesto valuing individuals, working software, customer collaboration, and responding to change. Popular frameworks include SAFe for large enterprises, LeSS for multiple teams, Scrum of Scrums, Scrum@Scale, and DAD's toolkit approach. Kanban also provides visualization and flow techniques. Adoption focuses on productivity gains while transformation changes culture and structures over years.
PMBOK 6TH
It’s that time again for PMI® to update the PMBOK® Guide and release the next edition. You may or may not be aware about it, but since the PMBOK® Guide is recognized as a standard by the American National Standards Institute (ANSI) as an American National Standard, with the current 5th edition. As a result, the PMBOK® Guide must be updated about every four years to reflect the latest in industry best practices.
Agile Implementation
A couple years ago, a company I was working with, asked me to share with them the use cases and benefits of Scrum. It must have really sparked the management’s interest as they asked me to come up with an Agile implementation strategy for the company. This is the presentation I would like to share with you as I believe many curious, mid size, web development shops out there might be seriously thinking about adopting Agile or some hybrid form to supplement their Waterfall process.
Agile methodology
This document provides an overview of Agile methodology. It defines Agile as an iterative software development practice that emphasizes continuous testing and collaboration over rigid processes. The key points covered include:
- The core values of Agile focus on interactions, working software, customer collaboration, and responding to change.
- Agile uses incremental and iterative development compared to the sequential waterfall model. This allows for early customer feedback and flexibility.
- Benefits of Agile include adapting to changes, delivering working software frequently, engaging stakeholders, and improving quality.
- Common roles in Agile include the Scrum Master, team members, Product Owner, and stakeholders. The Scrum Master facilitates the team while the Product Owner prior
Agile Framework
Different types of projects require different approaches. The Agile Framework is different from typical waterfall methodology in that the Agile focuses on flexibility, speed, adaptability, simplicity, teamwork, etc.
This slide introduces the key elements of Agile approaches. For additional information, please contact Mr. Hamza Qazi at pmp@uloomtraining.com
Mikel huth
This document discusses traditional vs agile project management and how New Zealand Post transitioned to an agile PMO. The traditional method separates strategy, project direction, management and delivery. Agile is iterative and incremental, focusing on how to deliver rather than prescribing what to deliver. The agile PMO aims for agility, governance and control through early engagement, strategic alignment to architecture roadmaps, and portfolio management to deliver features quicker at reduced cost and higher quality.
Workshop - Innovation Readiness
The document discusses the genesis and purpose of an Innovation Management Standard. It was created in response to societal and technological changes and aims to promote sustainability and excellence in planning, execution, and deployment. The standard provides a management toolset for training, assessments, audits, and consulting on innovation management. It establishes a maturity model to prevent ad-hoc activity and make innovation a requirement across an organization's entire value chain. Adopting the standard is a growth process, not an end goal, and success requires continually realigning with stakeholders, strategy, and monitoring progress.
DevOps vs Agile — Understand The Difference!
DevOps gained entry in the software development domain, where the focus is to synergize development and operations teams and thus make the development process streamlined and efficient. The productivity levels are increased and superior products are delivered.
In this article, you will get to know what are the differences between DevOps and Agile.
Agile Methodology - Introduction
The document discusses Agile methodology, which involves breaking projects into stages, constant collaboration with stakeholders, and continuous improvement through iterations. It originated from the Agile Manifesto developed by 17 people in 2001 focusing on delivering value through working software and customer collaboration over processes. Common Agile frameworks today include Scrum, Kanban, Extreme Programming, and Adaptive Project Framework. In summary, Agile methodology is a process for managing projects through constant iteration and collaboration to fully meet customer needs.
Agile Software Development Introduction
Short Introduction about Agile Software Development.
1. What is Agile?
2. The Agile Methodology
3. Agile characteristics
4. 04 Agile Values
5. 12 Agile Principles
6. Agile Variants
7. Agile Mindset
8. Key Agile Concepts
Introduction to Agile Software Development
The document introduces Agile software development, which originated from a need for more flexible approaches compared to traditional waterfall models. It describes how in 2001, 17 software developers published the Agile Manifesto which values individuals, collaboration, working software, and responding to change over rigid processes and documentation. The manifesto led to principles like frequent delivery, collaboration between business and technical roles, self-organizing teams, and valuing working software over documentation.
Lean Kanban India 2015 | Synchronization and Cadence at the heart of scaling ...
Synchronization and cadence are important principles for scaling kanban across multiple teams working on the same codebase. Synchronization focuses on integrated work through regular synchronized events to facilitate cross-functional decision making and trade-offs. Cadence uses regular, predictable meetings and small batch sizes to limit variance and make wait times predictable. Both principles provide capacity margin and enable integration at least daily to maximize overall program throughput while moderating individual team throughput.
Agile Transformation at Scale
Presenter:
Dr. Gail Ferreira, Agile Practice Leader, MATRIX Resources, San Francisco Center of Excellence
Rapid scale directly impacts all levels of decision-making, planning, execution, culture, and communications for executives in hypergrowth companies. In this session, we will discuss how to organize, support, and tailor agile practices for teams and sub-teams in companies with a rapid growth cycle. We will share contemporary case studies of hypergrowth companies who have delivered agile at scale.
Topics will include:
• Basic agile and lean methods
• Scrum of Scrums
• SAFe
• Disciplined Agile Delivery (DAD)
• Agility at Scale (Ambler/Lines)
• Spotify model (Tribes, Squads, Chapters & Guilds, DSDM).
Agile Project Development
Agile project management is a practice in software development that promotes adaptive planning, evolutionary development, early delivery, and encourages rapid response to change. It focuses on iterative development, frequent inspection and adaptation, close collaboration, and delivering working software frequently. The Agile Manifesto values individuals and interactions, working software, customer collaboration, and responding to change over following a strict plan. Common Agile methodologies include Scrum, Feature-Driven Development, and eXtreme Programming.
Resource1 nou
The IDEAL model is a software process improvement program model used to guide long-range SPI initiatives. It consists of 5 phases - Initiating, Diagnosing, Establishing, Acting, and Leveraging - that form a continuous loop for SPI. In the Initiating phase, the initial infrastructure is established including a steering group and process group, and goals are defined. The Diagnosing phase starts organizations on continuous improvement and appraisals are performed. In the Establishing phase, improvements are prioritized and strategies/goals are developed. The Acting phase creates and implements solutions. Leveraging makes subsequent passes through the model more effective.
The ideal model
The document summarizes the five phases of the IDEAL model for software process improvement: Initiating, Diagnosing, Establishing, Acting, and Learning. It provides details on the key activities in each phase. The Initiating phase involves understanding the need for improvement and developing an initial plan. The Diagnosing phase involves understanding the current processes through baselining. The Establishing phase involves creating a strategic action plan. The Acting phase involves developing, piloting, and deploying improvements. The Learning phase involves reviewing the cycle and preparing for the next cycle.
Agile Methodology
The document provides an overview of agile methodology and scrum framework. It begins with a short history of traditional waterfall software development processes and their limitations. It then introduces the agile manifesto and values, as well as the 12 agile principles. A key part of agile is iterative development with short sprints. Scrum is discussed as one of the major agile frameworks, outlining its ceremonies like sprint planning, daily standups, and retrospectives. Scrum roles of product owner, scrum master, and self-organizing team are also summarized.
A Practical Guide to Scaling Agile
A case study and experience sharing on Agile at Scale and Scaled Agile Framework (SAFe) implementation
Agile Session III
This document provides an overview and introduction to Scaling Agile in an enterprise using SAFe (Scaled Agile Framework). It discusses the challenges of scaling Scrum in an enterprise, including coordination among teams, colocation, large product backlogs, integration, architecture development and code quality. It then introduces SAFe as a proven framework for applying Agile practices at enterprise scale, with three levels - Team, Program and Portfolio. Finally, it discusses how management must embrace Lean-Agile values, apply Lean-Agile principles, implement practices and lead the implementation to achieve the benefits of SAFe like increased productivity, faster time to market and reduced defects.
More Related Content
What's hot
7.0 Delivering in an Agile Environment
The document discusses team chartering and measurement in agile environments. It states that in agile projects, teams initiate with a team charter that defines the project vision, stakeholders, definition of done, and working agreements. It also notes that agile favors measuring work completed through iterations using methods like burnup/burndown charts and estimating effort in story points. When adopting agile practices, the document recommends evolving the organization incrementally by treating changes as experiments and tracking progress using kanban boards.
Agile user-stories
An agile project starts with defi ning the requirements, and this is done through Agile User Stories. User stories articulate the functionality that is required by the user, and are expressed in writing, in simple and lucid terms. Once the requirements are clearly defi ned using this format, the rest of the project methodology can be systematically put in place.
Leap-Corporate Overview-1Page-092616
Leap Technologies provides Team Engagement Toolkits to help organizations simplify the change process and achieve improvements faster. The toolkits are designed to empower employees, use teams to build accountability, and celebrate completions. They provide a proven set of principles and learn-as-you-go approach to convert ideas into action quickly without wasted time or effort. The toolkits from Leap Technologies aim to make the change process easier for organizations.
Agile frameworks
Agile began in 1990 due to long development times between business needs and applications. In 2001, 17 leaders created the Agile Manifesto valuing individuals, working software, customer collaboration, and responding to change. Popular frameworks include SAFe for large enterprises, LeSS for multiple teams, Scrum of Scrums, Scrum@Scale, and DAD's toolkit approach. Kanban also provides visualization and flow techniques. Adoption focuses on productivity gains while transformation changes culture and structures over years.
PMBOK 6TH
It’s that time again for PMI® to update the PMBOK® Guide and release the next edition. You may or may not be aware about it, but since the PMBOK® Guide is recognized as a standard by the American National Standards Institute (ANSI) as an American National Standard, with the current 5th edition. As a result, the PMBOK® Guide must be updated about every four years to reflect the latest in industry best practices.
Agile Implementation
A couple years ago, a company I was working with, asked me to share with them the use cases and benefits of Scrum. It must have really sparked the management’s interest as they asked me to come up with an Agile implementation strategy for the company. This is the presentation I would like to share with you as I believe many curious, mid size, web development shops out there might be seriously thinking about adopting Agile or some hybrid form to supplement their Waterfall process.
Agile methodology
This document provides an overview of Agile methodology. It defines Agile as an iterative software development practice that emphasizes continuous testing and collaboration over rigid processes. The key points covered include:
- The core values of Agile focus on interactions, working software, customer collaboration, and responding to change.
- Agile uses incremental and iterative development compared to the sequential waterfall model. This allows for early customer feedback and flexibility.
- Benefits of Agile include adapting to changes, delivering working software frequently, engaging stakeholders, and improving quality.
- Common roles in Agile include the Scrum Master, team members, Product Owner, and stakeholders. The Scrum Master facilitates the team while the Product Owner prior
Agile Framework
Different types of projects require different approaches. The Agile Framework is different from typical waterfall methodology in that the Agile focuses on flexibility, speed, adaptability, simplicity, teamwork, etc.
This slide introduces the key elements of Agile approaches. For additional information, please contact Mr. Hamza Qazi at pmp@uloomtraining.com
Mikel huth
This document discusses traditional vs agile project management and how New Zealand Post transitioned to an agile PMO. The traditional method separates strategy, project direction, management and delivery. Agile is iterative and incremental, focusing on how to deliver rather than prescribing what to deliver. The agile PMO aims for agility, governance and control through early engagement, strategic alignment to architecture roadmaps, and portfolio management to deliver features quicker at reduced cost and higher quality.
Workshop - Innovation Readiness
The document discusses the genesis and purpose of an Innovation Management Standard. It was created in response to societal and technological changes and aims to promote sustainability and excellence in planning, execution, and deployment. The standard provides a management toolset for training, assessments, audits, and consulting on innovation management. It establishes a maturity model to prevent ad-hoc activity and make innovation a requirement across an organization's entire value chain. Adopting the standard is a growth process, not an end goal, and success requires continually realigning with stakeholders, strategy, and monitoring progress.
DevOps vs Agile — Understand The Difference!
DevOps gained entry in the software development domain, where the focus is to synergize development and operations teams and thus make the development process streamlined and efficient. The productivity levels are increased and superior products are delivered.
In this article, you will get to know what are the differences between DevOps and Agile.
Agile Methodology - Introduction
The document discusses Agile methodology, which involves breaking projects into stages, constant collaboration with stakeholders, and continuous improvement through iterations. It originated from the Agile Manifesto developed by 17 people in 2001 focusing on delivering value through working software and customer collaboration over processes. Common Agile frameworks today include Scrum, Kanban, Extreme Programming, and Adaptive Project Framework. In summary, Agile methodology is a process for managing projects through constant iteration and collaboration to fully meet customer needs.
Agile Software Development Introduction
Short Introduction about Agile Software Development.
1. What is Agile?
2. The Agile Methodology
3. Agile characteristics
4. 04 Agile Values
5. 12 Agile Principles
6. Agile Variants
7. Agile Mindset
8. Key Agile Concepts
Introduction to Agile Software Development
The document introduces Agile software development, which originated from a need for more flexible approaches compared to traditional waterfall models. It describes how in 2001, 17 software developers published the Agile Manifesto which values individuals, collaboration, working software, and responding to change over rigid processes and documentation. The manifesto led to principles like frequent delivery, collaboration between business and technical roles, self-organizing teams, and valuing working software over documentation.
Lean Kanban India 2015 | Synchronization and Cadence at the heart of scaling ...
Synchronization and cadence are important principles for scaling kanban across multiple teams working on the same codebase. Synchronization focuses on integrated work through regular synchronized events to facilitate cross-functional decision making and trade-offs. Cadence uses regular, predictable meetings and small batch sizes to limit variance and make wait times predictable. Both principles provide capacity margin and enable integration at least daily to maximize overall program throughput while moderating individual team throughput.
Agile Transformation at Scale
Presenter:
Dr. Gail Ferreira, Agile Practice Leader, MATRIX Resources, San Francisco Center of Excellence
Rapid scale directly impacts all levels of decision-making, planning, execution, culture, and communications for executives in hypergrowth companies. In this session, we will discuss how to organize, support, and tailor agile practices for teams and sub-teams in companies with a rapid growth cycle. We will share contemporary case studies of hypergrowth companies who have delivered agile at scale.
Topics will include:
• Basic agile and lean methods
• Scrum of Scrums
• SAFe
• Disciplined Agile Delivery (DAD)
• Agility at Scale (Ambler/Lines)
• Spotify model (Tribes, Squads, Chapters & Guilds, DSDM).
Agile Project Development
Agile project management is a practice in software development that promotes adaptive planning, evolutionary development, early delivery, and encourages rapid response to change. It focuses on iterative development, frequent inspection and adaptation, close collaboration, and delivering working software frequently. The Agile Manifesto values individuals and interactions, working software, customer collaboration, and responding to change over following a strict plan. Common Agile methodologies include Scrum, Feature-Driven Development, and eXtreme Programming.
Resource1 nou
The IDEAL model is a software process improvement program model used to guide long-range SPI initiatives. It consists of 5 phases - Initiating, Diagnosing, Establishing, Acting, and Leveraging - that form a continuous loop for SPI. In the Initiating phase, the initial infrastructure is established including a steering group and process group, and goals are defined. The Diagnosing phase starts organizations on continuous improvement and appraisals are performed. In the Establishing phase, improvements are prioritized and strategies/goals are developed. The Acting phase creates and implements solutions. Leveraging makes subsequent passes through the model more effective.
The ideal model
The document summarizes the five phases of the IDEAL model for software process improvement: Initiating, Diagnosing, Establishing, Acting, and Learning. It provides details on the key activities in each phase. The Initiating phase involves understanding the need for improvement and developing an initial plan. The Diagnosing phase involves understanding the current processes through baselining. The Establishing phase involves creating a strategic action plan. The Acting phase involves developing, piloting, and deploying improvements. The Learning phase involves reviewing the cycle and preparing for the next cycle.
Agile Methodology
The document provides an overview of agile methodology and scrum framework. It begins with a short history of traditional waterfall software development processes and their limitations. It then introduces the agile manifesto and values, as well as the 12 agile principles. A key part of agile is iterative development with short sprints. Scrum is discussed as one of the major agile frameworks, outlining its ceremonies like sprint planning, daily standups, and retrospectives. Scrum roles of product owner, scrum master, and self-organizing team are also summarized.
What's hot (20)
Lean Kanban India 2015 | Synchronization and Cadence at the heart of scaling ...
Lean Kanban India 2015 | Synchronization and Cadence at the heart of scaling ...
Similar to The 10 Steps for Making the Transition to the Scaled Agile Framework
A Practical Guide to Scaling Agile
A case study and experience sharing on Agile at Scale and Scaled Agile Framework (SAFe) implementation
Agile Session III
This document provides an overview and introduction to Scaling Agile in an enterprise using SAFe (Scaled Agile Framework). It discusses the challenges of scaling Scrum in an enterprise, including coordination among teams, colocation, large product backlogs, integration, architecture development and code quality. It then introduces SAFe as a proven framework for applying Agile practices at enterprise scale, with three levels - Team, Program and Portfolio. Finally, it discusses how management must embrace Lean-Agile values, apply Lean-Agile principles, implement practices and lead the implementation to achieve the benefits of SAFe like increased productivity, faster time to market and reduced defects.
Introduction to agility
The document provides an introduction to agile methodologies and Scrum, outlining key concepts like iterative development, self-organizing teams, and delivering working software frequently. It also describes Scrum practices such as sprint planning, daily stand-ups, sprint reviews and retrospectives. The goal of the document is to educate people about agile and Scrum principles and processes through presentations and exercises.
Scaling Atlassian for the Enterprise
This document summarizes a webinar presented by Swati Jain and Brandon Huff of cPrime on scaling agile with Atlassian tools. It provides background on the presenters and their experience with agile transformations. The webinar agenda covers scaling agile models like SAFe, DAD, LeSS and Nexus. It discusses tool requirements for collaboration, planning, tracking and other needs in scaled agile. The presentation demonstrates how Atlassian tools can provide a solution for portfolio, program, product and delivery team needs in a scaled agile organization.
What is Agile Software Development?
Discover Agile Software Development: a flexible, customer-centric approach that promotes iterative delivery and continuous improvement in software development.
TDWI STL 20140613 Agile - Paul Holway
The document provides an overview of agile and how it relates to business intelligence. It discusses why agile adoption is rising, with 70% of BI solutions failing to meet expectations due to lack of business involvement. It then covers the agile mindset of emphasizing business participation, empiricism, building working software frequently, small team sizes, and transparency. The rest of the document details components of a successful agile execution including defining processes, technology practices, organizational change management, and managing interfaces between agile and non-agile teams.
Agile adoption patterns and antipatterns
This document discusses patterns and anti-patterns for adopting agile practices. It provides examples of alternative adoption strategies like training, pilot projects, and outsourcing agile projects. Key patterns for a successful pilot project include engaging experienced agile experts, selecting a critical project, establishing a dedicated team, and empowering the Scrum Master. Common anti-patterns are failing to engage sponsors, not having retrospectives, and separating functions rather than co-locating cross-functional teams.
SAFe Agile Certification: Benefits & Exam Pattern
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.
Large Scale Agile Transformation in an On-Demand World
White Paper from Chris Fry and Steve Greene of salesforce.com. This white pager describes the large scale agile transformation of the salesforce.com R&D organization.
Dev ops lpi-701
DevOps LPI 701
Module 1 : Modern software development .
Module 2 : Component , platforms and cloud deployment .
Module 3 : Source code management
Module 4 : System image creation and VM Deployment .
Module 5 : Container usage .
Module 6 : Container infrastructure .
Module 7 : Container deployment and orchestration .
Module 8 : CI / CD .
Module 9 : Ansible and configuration management tools.
Module 10 : IT monitoring .
Module 11 : Log management and analysis.
Transforming How We Deliver Value: Agility at Scale
Continuous delivery in software development allows us to deliver incrementally, get quick feedback, and react. A key enabler is the adoption of agile techniques and methods; key inhibitors in the enterprise are size, scale, and complexity. The Rational ALM organization is a typical enterprise, and our teams have (mostly) adopted agile principles. But agility at enterprise scale is not the same as team-based agile development. Now we must coordinate work across multiple interdependent teams to deliver value, rather than focusing on developing a single product or application. Amy Silberbauer shares her experience of adapting SAFe in an enterprise organization and describes the struggles, mistakes, and successes throughout that process. Amy identifies the key challenges, including the need to identify value, provide the right data for various audiences, and the inherent required culture shift. Learn how to avoid some common pitfalls as you and your own organization embark on this same transformation.
Анна Мамаєва: When SAFe is safe. Agile для дорослих компаній
Kyiv Project Management Day 2016 Анна Мамаєва: When SAFe is safe. Agile для дорослих компаній
Сайт конференції: http://pmday.org/
Спільнота в мережі Linkedin: http://bit.ly/PMDayLin
Спільнота в мережі facebook: http://bit.ly/PMDayKyivFB
Twitter конференції: https://twitter.com/LvivPMDay
10 commandments-mandar-kulkarni
The document outlines 10 "commandments" or best practices for successful implementation of the Scaled Agile Framework (SAFe). The commandments are: 1) Create a strong Agile foundation before implementing SAFe, 2) Exploit SAFe flexibility but don't compromise fundamentals, 3) Train everyone in SAFe with no exceptions, 4) Focus on optimizing delivery time not people's time, 5) Don't skip the Innovation and Planning sprint in each Program Increment, 6) Conduct a SAFe pilot with PI-Zero before full implementation, 7) Avoid sharing resources between teams as much as possible, 8) Keep an open mind about using Scrum, Kanban or hybrid approaches, 9) Include DevOps in
DevOps, SAFe and critical information bearers: A practical approach for plann...
A lot of enterprises have successfully adopted agile practices and are now challenged by the questions: How do we scale it? How will we know what is going on in development, product management and deployment? How do we know that we develop according to business priorities? How do we make the quicker development cycles lead to faster market response and more frequent releases? To answer these some companies have turned to a DevOps approach and use concepts like the Scaled Agile Framework (SAFe). Join us in this session to look at the critical information bearers in such a setup and how information from business planning, portfolio management, program management and release planning are connected.
Agile methodology Interview Question Document File
Agile methodology involves iterative development and testing. It emphasizes incremental and evolutionary development by breaking projects into smaller pieces that are integrated for testing. Popular Agile frameworks include Scrum, Kanban, Extreme Programming, Crystal, Dynamic Systems Development Method, and Feature-Driven Development. The Agile Manifesto outlines core values and principles of Agile, including prioritizing individual/interactions over processes/tools and customer collaboration over contract negotiation.
Salesforce Agile Rollout 2007
Large Scale Agile Transformation in an On-Demand World documents Salesforce.com's transformation of 200 employees across 30 teams from a waterfall development process to agile development in 3 months. This was one of the largest and fastest "big-bang" agile transformations. The transformation was driven by a need to address issues like inaccurate estimates, lack of visibility, late feedback, and declining productivity that resulted from their previous waterfall methodology and rapid growth. Through training, process documentation, coaching support and other measures, the transformation was successful in establishing self-organizing teams, prioritized backlogs, daily meetings, and other agile practices across the organization.
Scrum_Blr 11th meet up 13 dec-2014 - Introduction to SAFe - Nagesh_Sharma
The document provides an introduction to the Scaled Agile Framework (SAFe) for applying agile practices at an enterprise scale. It discusses challenges organizations face with scaling agile and how SAFe addresses these challenges through its three layers (Portfolio, Program, Team). SAFe draws from Scrum, Extreme Programming, Kanban, lean principles and flows to provide transparency, alignment and program execution capabilities. It emphasizes continuous delivery through Agile Release Trains, empowered self-organizing teams, and roles like the Product Owner and Release Train Engineer. An example case study shows how a financial services company rapidly adopted SAFe to deliver more value faster by aligning their portfolio and programs.
Waterfall to agile transition
The document discusses transitioning from a waterfall development model to an agile model. It provides an overview of the waterfall and agile approaches. Specifically, it outlines 8 ways that a QA team can ease the transition from waterfall to agile, including training staff, leveraging automation, emphasizing a change in thinking, communicating regularly, fostering collaboration, integrating tools, staying flexible, and concentrating on the end product.
AGILE PROJECT MANAGEMENT NOTES.docx
Nowadays, all organization works on the principle of Agile methodology, there might be many people like me who don't even know the meaning of Agile and Scrum Master.
I have made the docs from the source available on the internet with all due respect have copied the URL LINK.
The motive behind posting this is you can get an Agile understanding in one document.
Thanks
Agile transformationatscale
This document provides an overview of approaches to scaling agile practices in large organizations. It discusses common challenges in scaling teams and popular scaling frameworks including Scrum of Scrums, Large Scale Scrum (LeSS), Scaled Agile Framework (SAFe), Spotify model, Scrum at Scale, and Disciplined Agile Delivery (DAD). The document also provides case studies of organizations that have implemented agile transformations at scale and suggests metrics for measuring agile success.
Similar to The 10 Steps for Making the Transition to the Scaled Agile Framework (20)
Large Scale Agile Transformation in an On-Demand World
Large Scale Agile Transformation in an On-Demand World
Transforming How We Deliver Value: Agility at Scale
Transforming How We Deliver Value: Agility at Scale
Анна Мамаєва: When SAFe is safe. Agile для дорослих компаній
Анна Мамаєва: When SAFe is safe. Agile для дорослих компаній
DevOps, SAFe and critical information bearers: A practical approach for plann...
DevOps, SAFe and critical information bearers: A practical approach for plann...
Agile methodology Interview Question Document File
Agile methodology Interview Question Document File
Scrum_Blr 11th meet up 13 dec-2014 - Introduction to SAFe - Nagesh_Sharma
Scrum_Blr 11th meet up 13 dec-2014 - Introduction to SAFe - Nagesh_Sharma
More from Kendis.io
Scrum of Scrums Feature by Kendis
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.
Requirements & Feature Writing Tips from Kendis
Learn the differences between feature and requirements and learn how to efficiently write new features.
5 Tips For Dependency Management from Kendis
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 in Agile
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.
Managing Risks in Scrum
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.
Introduction to Servant Leadership
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.
An Introduction to the Tribe Model
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.
What is the Nexus framework?
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 glance
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 4 Core Values of the Scaled Agile Framework (SAFe)
The core values of the Scaled Agile Framework define its true power and effectively help in guiding towards truly implementing the framework.
14 Reasons Why Implementing the Scaled Agile Framework is Essential for Your ...
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...
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 Workspaces
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...
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.
More from Kendis.io (14)
The Large Scale Scrum Framework (LeSS) in a glance
The Large Scale Scrum Framework (LeSS) in a glance
The 4 Core Values of the Scaled Agile Framework (SAFe)
The 4 Core Values of the Scaled Agile Framework (SAFe)
14 Reasons Why Implementing the Scaled Agile Framework is Essential for Your ...
14 Reasons Why Implementing the Scaled Agile Framework is Essential for Your ...
Kendis - Guide to Create Board, Configure Teams, Sprints and Get Features fro...
Kendis - Guide to Create Board, Configure Teams, Sprints and Get Features fro...
Kendis - How to Manage, Users, Groups, Permissions and Workspaces
Kendis - How to Manage, Users, Groups, Permissions and Workspaces
Kendis Introduction - Agile Scaling Platform for Managing Programs and Releas...
Kendis Introduction - Agile Scaling Platform for Managing Programs and Releas...
Recently uploaded
一比一原版(philau毕业证书)美国费城大学毕业证如何办理
原版一模一样【微信：741003700 】【(philau毕业证书)美国费城大学毕业证成绩单】【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
办理(philau毕业证书)美国费城大学毕业证【微信：741003700 】外观非常简单，由纸质材料制成，上面印有校徽、校名、毕业生姓名、专业等信息。
办理(philau毕业证书)美国费城大学毕业证【微信：741003700 】格式相对统一，各专业都有相应的模板。通常包括以下部分：
校徽：象征着学校的荣誉和传承。
校名:学校英文全称
授予学位：本部分将注明获得的具体学位名称。
毕业生姓名：这是最重要的信息之一，标志着该证书是由特定人员获得的。
颁发日期：这是毕业正式生效的时间，也代表着毕业生学业的结束。
其他信息：根据不同的专业和学位，可能会有一些特定的信息或章节。
办理(philau毕业证书)美国费城大学毕业证【微信：741003700 】价值很高，需要妥善保管。一般来说，应放置在安全、干燥、防潮的地方，避免长时间暴露在阳光下。如需使用，最好使用复印件而不是原件，以免丢失。
综上所述，办理(philau毕业证书)美国费城大学毕业证【微信：741003700 】是证明身份和学历的高价值文件。外观简单庄重，格式统一，包括重要的个人信息和发布日期。对持有人来说，妥善保管是非常重要的。
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024
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 Studio
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.
Technological Innovation Management And Entrepreneurship-2.pdf
Notes on Organization structure, Committees, Leadership and motivation, Staffing
Customer Relationship Managemenet’s Impact on Customer Satisfaction and Perfo...
Customer Relationship Managemenet’s Impact on Customer Satisfaction and Perfo...Istanbul Beykent University (İstanbul Beykent Üniversitesi)
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 bankruptcyMentoring - A journey of growth & development
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 ...
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.
Recently uploaded (7)
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024
Corporate innovation with Startups made simple with Pitchworks VC Studio
Corporate innovation with Startups made simple with Pitchworks VC Studio
Technological Innovation Management And Entrepreneurship-2.pdf
Technological Innovation Management And Entrepreneurship-2.pdf
Customer Relationship Managemenet’s Impact on Customer Satisfaction and Perfo...
Customer Relationship Managemenet’s Impact on Customer Satisfaction and Perfo...
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...
The 10 Steps for Making the Transition to the Scaled Agile Framework
- 1. Kendis 10 Steps for Making the Transition to SAFe
- 2. Reflecting on your enterprise’s performance and structure is very important before implementing the Scaled Agile Framework.
- 3. Remember this is not an overnight success. It takes time, patience and a lot of commitment.
- 4. The framework has to be implemented thoroughly throughout the organization from the higher management down to the team level.
- 5. Understanding these 10 essential steps will make it easy to transform to the scaled agile framework.
- 6. 1 Possessing a Lean Agile Mindset and having an understanding of the Lean Agile Principles.
- 7. 2 Have self-managing agile teams that deliver value incrementally and build in quality by utilizing developmental techniques of lean and agile such as scrum, XP and Kanban.
- 8. 3 Cadence and synchronization ensure that the teams are committed to a set release delivery routine and that their work is efficiently collaborated with each other.
- 9. 4 Program Increment (PI) Planning session is a time boxed event where the Agile Release Train plan new features, discuss dependencies and risks; truly a cornerstone event for SAFe.
- 10. 5 DevOps and automation make a continuous delivery pipeline, are implemented by the System Team.
- 11. 6 Having a System Demo after every 2 weeks is important.
- 12. 7 At the end of every PI, an Inspect and Adapt session needs to be arranged as it addresses impediments or points of improvement for the next Program Increment.
- 13. 8 Having an Innovative and Planning Iteration focuses on achieving the objectives of the PI and leads to having brainstorming activities that help generate new ideas.
- 14. 9 Utilizing the Architectural Runway for laying out the technical plan for the software product. It can use previously used components to reduce any rework and to focus on achieving the goals without excessive redesign.
- 15. 10 Lean Agile Leaders shall be capable to train, dispense and instill leaner and agile methods to their teams.
- 16. "Without deviation from the norm, progress is not possible." Frank Zappa
- 17. For more information Contact us at: team@kendis.io Or visit us: www.kendis.io