All posts by : Dean Leffingwell
When you’ve done all the hard work—planned, prepared, trained, launched the first ART, and then put in the effort to make it even better—there’s this moment in a SAFe rollout when the early results are coming in and you start to fully realize the potential that has been unleashed for the organization. It’s an exciting time, as enthusiasm from the first ART is making its way into other parts of the organization, and more people.
“I personally believe we have delivered more in the two years we’ve been using SAFe than we did in the four years prior—not in raw code, but in value. Our downtime went down and that saved the company about 30 million over the course of the year. That’s real money and a really positive outcome.” —Tripp Meister, Director of Technology, PlayStation Network PlayStation, made by Sony Interactive Entertainment (SIE), currently leads the gaming console market.
About a year ago we made the decision to work a little harder to help SAFe enterprises input case their studies. We wanted to meet the growing demand for more studies, more industries, and more fully developed narratives. The effort has paid off. If you go to scaledagileframework.com/case-studies, you’ll find a greater diversity of industries and implementations (34 so far). The newer studies tell a more complete story with personal observations, results, shared best practices for implementation,.
The ninth ‘critical move’ in the SAFe Implementation Roadmap series, Coach ART Execution, is when you really start to capitalize on the investment that has been made developing SPC change agents, and training stakeholders in the new way of working. At this stage of the implementation, the first big events are now in your rear view mirror. You’ve launched the first Agile Release Train (ART), and held the first Program Increment (PI) planning session. The result.
As we like to say, “Train Teams and Launch Trains.” That’s the subject of the eighth ‘critical move’ in the SAFe Implementation Roadmap, as you can see in the new article: Train Teams and launch ART. This is a milestone moment in a SAFe rollout as it covers the steps that need to be taken to actually launch the first ART, and trigger the business benefits that can be had from the new way of working. It is.
The February 2017 edition of the Scaled Agile Insider is hot off the press. This almost-monthly email is the best resource for getting all the latest news from the SAFe universe in one place. In this edition you’ll find: SAFe Summit Registration now open Microsoft publishes guidance for mapping SAFe to Visual Studio TFS Agile Tools Does SAFe apply to small teams? The critical role of the SPC Video: Lean-Agile transformation at SimCorp with IJI Case Study:.
There are twelve ‘critical moves’ in the SAFe Implementation Roadmap, and seven of them are all about reaching the tipping point, then training, preparing, and planning. Prepare for ART Launch is the last move in that ‘plan and prepare’ group, guiding you through the final steps needed before actually launching your train. From a change-management perspective, the first ART is very important with potentially far-reaching implications. It sets in motion the first material change to.
In the sixth ‘critical move’ in the SAFe Implementation Roadmap series, we tackle how to Create the Implementation Plan. This is where the rubber meets the road in a SAFe implementation, as it sets in motion the first real and tangible changes to individual and organizational behavior. While all steps in the Roadmap are critical, and you want to do your utmost to get them right from the start, creating the Implementation Plan is all.
Recently, I heard from my colleague and long-time collaborator, Juha-Markus Aalto. Back when we were in the Agile working group trenches at Nokia, Juha-Markus was responsible for some of the initial, critical thinking behind what became SAFe. Specifically, he helped define the “requirements metamodel”, which are the elements and relationships throughout the important system definition artifacts in the Framework. (Epics, Features, Stories, associations with tests and acceptance criteria, etc.) In turn, this helped unlock the.
“Our time to market is impressive for an enterprise solution. It’s a competitive advantage in the market that we can make major product changes every two months.” —Cédric Guyot, CEO, Virtual Reality at Kantar Retail How do you deliver faster, retain top talent, and carve out a competitive advantage—all while spending less? For Kantar Retail Virtual Reality (KRVR), our latest case study, the answer was in deploying SAFe. Working with clients such as Walmart, Target,.