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,.
Perhaps you’ve worked your way through the first five ‘critical moves’ in the SAFe Implementation Roadmap, and the big moment has arrived. You are now ready to actually implement SAFe. That means it’s time to Identify Value Streams and Agile Release Trains (ARTs), which is the topic of our latest guidance article in the Roadmap series. If you think of value streams and ARTs as the organizational backbone of a SAFe transformation, you will understand their.
The success of any kind of social epidemic is heavily dependent on the involvement of people with a particular and rare set of social skills. —Malcom Gladwell, The Tipping Point Outside of an SPC class we probably don’t emphasize this enough, so let me state it here. SPCs are as essential to a successful SAFe implementation as your lungs are to breathing. They are that important when it comes to the transformation. If you read.
Changing the fundamental behavior and culture of a large development organization is no small task. In a SAFe rollout, one of the signature attributes of a successful implementation is the organization’s commitment to developing a dedicated change management team. They go by various names, so in order to describe one, we simply picked a descriptive general purpose term, the “Lean-Agile Center of Excellence” (LACE). The LACE is a small team of people dedicated to driving the.
It’s been over two years since we launched the Scaled Agile Insider with just a few thousand readers. Today, that number has grown to nearly 90,000 subscribers, and that number continues to grow at a dramatic rate, keeping pace with the uptake of SAFe. If you haven’t had a chance, give it look. This almost-monthly email is the best resource for getting all the latest news from the SAFe universe in one place. And there.
As we work through the ‘critical moves’ highlighted in the SAFe Implementation Roadmap, this one—Train Executives, Managers, and Leaders—could arguably be the most important. We’ve learned from hundreds of SAFe implementations that there are distinct patterns to succeeding, as there are to failing. And that usually has to do with the buy-in, and even more importantly, the full participation of leadership. Their ability to understand and embrace the values and practices of SAFe, and to.
So you’ve reached the tipping point and are ready to go SAFe. What next? For those of you following the ‘critical moves’ identified in the SAFe Implementation Roadmap, this article describes the second step in that series: Train Lean-Agile Change Agents. It discusses the eight stages of organizational transformation, and the critical steps needed to engage leadership in a SAFe coalition sufficiently powerful and knowledgeable to implement the change. Read the full article here. As always, we welcome.
“Adopting SAFe has set in motion the skill development and mindset for successful organizational change even as we scale to new programs, Release Trains, and people.” —Gary Dawson, Assistant Director, Solutions Delivery For organizations operating in highly regulated industries, the transition from Waterfall to Agile adds an additional layer of risk to what is already a daunting undertaking. Rapid and vast change, if not done properly and with cross-organizational collaboration, has the potential to be.
Hi Folks, When we released SAFe Version 4.0 last January (seems like forever ago in the lifetime of SAFe), we also introduced the ‘Implementing 1,2,3 Tab’ to provide our first published guidance on how to implement SAFe. That was sound advice, and it served well as basic guidance to implement SAFe. Many successful implementations followed, as you can see from Case Studies. But we all know it takes more than that. How does one identify.