Hi Folks, Ben Linders from InfoQ recently interviewed us about SAFe Distilled, including our broader views about scaling Agile development in the large enterprise. The interview provides a good perspective on why businesses need SAFe and why we wrote the new SAFe Distilled book.’ Please click here to read the interview and to get a free preview of SAFe Distilled. We trust that you will find this interview to be interesting and useful and that it.
“The products we’re developing are bigger than one Agile team. For the teams to interact and plan together, we really needed SAFe as the foundation. It brings the practices and methodologies to coordinate multiple teams working on the same product at the same time.” —Mike Eason, CIO, Commercial Banking Capital One started as a small and nimble company in the mid ‘90s. But as it grew to become one of America’s best-known brands, it.
“The great thing about SAFe is that we have a structure in place to deliver better quality more rapidly. We can easily share with our customers and OEMs how Lean-Agile is a part of what we do.” —Celie Navatel, VP Quality and Customer Satisfaction at Thales InFlyt Experience Breaking free from large batches is tough for any organization—and all the more so when you’re developing complex hardware and software solutions in the highly regulated airline.
“SAFe provided the structure we needed to scale Agile enterprise-wide. It addressed the complexities and gave us the framework for building portfolios, roles, and jobs to achieve our goals for productivity, morale, and quality.” —Alex Keyter, Lean Agile Transformation Consultant (SPC), Standard Bank At Africa’s largest banking group, getting IT projects across the finish line hasn’t always been easy—especially with 600 projects a year. But in our latest case study, Standard Bank shares how SAFe.
Hello folks, We are pleased to announce the release of the ‘SAFe 4.5 Introduction’ white paper. It can be downloaded here. The white paper provides a high-level overview of the Scaled Agile Framework® and describes its core values, principles, practices, and strategy for implementation. The white paper also introduces the four new configurations of SAFe: Full SAFe, Large Solution SAFe, Portfolio SAFe and Essential SAFe—which is the basic building block for all other SAFe configurations and describes.
Hello everyone, We’ve just released updates to our SAFe Scrum Master (SSM) and SAFe Advanced Scrum Master (SASM) courses. Both courses have been fully updated for version 4.5 of SAFe. In addition to numerous minor updates, they now include guidance as to how Scrum Masters can help foster enterprise innovation with Lean Startup, DevOps, and the Continuous Delivery Pipeline. SAFe Scrum Master (SSM) – helps attendees understand the role of a SAFe Scrum Master in.
Hello everyone, Context Matters – a Scaled Agile Gold Partner – recently invited us to cosponsor the 9th Agile Australia conference in Sydney. Partners Em Campbell-Pretty and Mark Richards, both of whom are SPCTs and SAFe Fellows, helped gather several executives from some of Australia’s most successful SAFe implementations for a roundtable discussion of the challenges and successes they’ve experienced ‘in the trenches.’ The comprehensive panel discussion has been posted to Em’s Adventures in Scaling.
Hello everyone, We’ve just released updates to our Release Train Engineer (RTE) and Product Owner/Product Manager (POPM) courses. Both courses have been fully updated for version 4.5 of SAFe and help deliver on its promise of enabling enterprise innovation with Lean Startup, Scalable DevOps, and Continuous Delivery. Release Train Engineer (RTE) – helps attendees explore the skills needed to facilitate and enable end-to-end value delivery through Agile Release Trains (ARTs) and learn how to build.
Hi Folks, In a recent blog post, Dean Leffingwell announced the release of the Implementation Roadmap Toolkit for SPCs which highlights the ’12 critical moves’ in the SAFe® Implementation Roadmap. The first move is reaching the tipping point—when the overriding organizational imperative is to achieve the change rather than resisting it. To reach the tipping point in an enterprise, SPCs may need to align executive stakeholders on the problems to be solved, potential solutions, and.
Most strategy dialogues end up with executives talking at cross-purposes because … nobody knows exactly what is meant by vision and strategy, and no two people ever quite agree on which topics belong where. That is why, when you ask members of an executive team to describe and explain the corporate strategy, you frequently get wildly different answers. We just don’t have a good business discipline for converging on issues this abstract. —Geoffrey Moore, Escape.