With its roots in Agile, Lean, and DevOps, SAFe has always been a flow-based system. Empowered, cross-functional Agile teams pull work from an economically prioritized backlog to deliver the most value in the shortest time. The Continuous Delivery Pipeline helps teams deliver quickly and directly to the customer. But the goal of the enterprise isn’t to be Agile, Lean, or SAFe; the goal is to provide a continuous flow of value to the customer. That.
We first published our thoughts on Value Stream Management (VSM) in September of 2021. That article was a reminder of the importance of value streams in SAFe and an introduction to the five principles of Lean thinking that guide their effective management: Precisely specify value by specific product Identify the value stream for each product Make value flow without interruptions Let the customer pull value from the producer Pursue perfection Since then, in our own.
Hi Folks: We are excited to announce some additional new guidance for applying Kanban in SAFe. As you know, Kanban systems are already used to manage backlog flow at every SAFe level (see Figure). Each Kanban reflects the unique activities at the level for delivering value, describing the workflow, and applying work-in-process (WIP) limits. We are extending our guidance with a new article on Applying Kanban in SAFe. It describes how to establish a Kanban.
Hi Folks, Next month,1,200 attendees will be gathering in Denver, Colorado for the 2022 SAFe Summit. After two long years in Zoom meetings and virtual events, I can’t tell you how excited I am to see this event go back to its in-person roots. The main conference will run for two days (August 23 – 24) with post-conference workshops on the 25th, and Partner Day on the 22nd. I hope you’ll join us for what.
Our inaugural set of experience reports was met with great success. Today we are thrilled to announce the arrival of 3 additional reports—adding to our new collection of articles devoted to exploring Agile transformations beyond IT. Exclusively sourced from the SAFe community, each experience report describes real-world challenges and successes in applying Lean and Agile concepts in operational value streams across a wide range of industries. Introduced in SAFe 5, organizational agility requires Lean-thinking people.
Hi all. As our SAFe guidance grows, we must evolve how we preset the content to our readers. As you know, most of the core SAFe guidance articles are directly accessible from the Big Picture. And we have a large set of additional guidance accessible through the Advanced Topics page. However, that Advanced Topics page has grown and is now overloaded with multiple types of content in addition to advanced Framework topics. To reflect this.
Over the last few years, many enterprises have embraced establishing Objectives and Key Results (OKRs) to create aspirational goals that drive higher organizational performance. SAFe has always recognized the benefits of an objective-driven approach and achieves this starting with Strategic Themes —structured in OKR format — as a means to create strategic alignment and guide PI Objectives. But OKRs are a pretty comprehensive tool, and the question of how and where to further apply OKRs.
The quest for business agility is a nuanced and personal journey for any organization. No two digital transformations are exactly alike. That’s why we at Scaled Agile put such emphasis on the cultural aspects of agility. Mindsets, values, principles, leadership, roles, empowerment, collaboration, ‘teamness’ … these cultural aspects of digital transformation align thinking throughout an organization and provide an environment in which agile ways of working can thrive. Still, competing in the digital age isn’t.
As readers of this blog will know, the SAFe Assessments are a continual area of focus for us since they support SAFe Enterprises in measuring their proficiency across the seven core competencies required for Business Agility. We have some important updates to share. 1. Updated Agile Product Delivery Assessment Based on the learnings and data from the last two years, we recently embarked upon the task of improving all our assessments. It began with updating.
Enterprises survive and thrive in the digital age according to how quickly they can deliver innovative business solutions in response to market opportunities and threats. In SAFe, this is called business agility and is the goal of the Lean Enterprise. A critical component of business agility is organizational agility—one of SAFe’s seven core competencies. Introduced in SAFe 5, organizational agility requires Lean-thinking people and Agile teams throughout the enterprise. Let’s face it, ideas, solutions, and.