All posts by : Andrew
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.
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.
Driving Relentless Improvement: Reflections on the RTE Summit & a New Team and Technical Agility Assessment
It was a pleasure to attend the 6th Annual RTE Summit hosted by Scaled Agile Gold SPCT partners Gladwell Academy, held in Utrecht at the Railway Museum on the 8th – 9th November. As we all recognize, the RTE is critical to the success of the ART, and since its inception, the RTE Summit has been an important event for building and supporting those in this role. As I reflect on the event, the overwhelming.
Successful enterprises routinely measure progress to determine whether they are meeting their business outcomes, delighting customers, and improving their ways of working. Indeed, this is the hallmark of the ‘Learning Organization’. In support of this, we recently announced updated SAFe Metrics guidance – a simple, yet comprehensive, model applicable at every level of the organization. This approach is built on three measurement domains, Flow, Outcomes, and Competency. Measuring competency helps determine the level of proficiency.
Recently, we integrated some of the organizational ideas from Team Topologies by Matthew Skelton and Manuel Pais, into SAFe. We have incorporated this guidance into several articles, courses, and toolkits and discussed it at length in webinars and conferences. Feedback from SAFe Enterprises, who have implemented team topologies, aligns with the impression that we had when we first encountered this work – the application of the four topologies and their associated responsibilities dramatically simplifies the.
A couple of months ago, we released a significant update to our guidance on SAFe Metrics. Central to this are the three measurement domains of Outcomes, Flow, and Competency, which together provide a simple, comprehensive, and scalable approach to measuring what matters for Business Agility, as the figure illustrates. Business Agility provides the enterprise with the ability to quickly respond to market changes and emergent opportunities. The speed of this response is determined by how.
It’s no secret to those in a Lean-Agile Transformation that achieving Business Agility requires a significant degree of expertise across SAFe’s seven core competencies. And while each competency can deliver value independently, they are also interdependent in that true business agility can be present only when the enterprise achieves a meaningful state of mastery of all. Measuring competency is achieved using the SAFe suite of Assessments. The Business Agility Assessment is the highest-level view and.
Hi Folks, We are excited to announce a significant update to SAFe Metrics. As we are all experiencing, Business Agility sets new performance standards for organizations, requiring fast, effective response to emerging business opportunities. This mandates changes to what we measure, how we measure, and what to do with the data we receive. It is a critical enabler for continuously improving business performance. To support this goal, we have refactored, refined and extended our approach.
SAFe principle #10, Organize Around Value describes how traditional organizational structures and hierarchies make it difficult to deliver value to customers. This principle shows how reinstating a more flexible, network operating system organizes development around value streams. Each value stream is dedicated to delivering a continuous flow of value via specific solutions to specific customers. This new structure gives the enterprise the ability to respond to new market opportunities more quickly with innovative technical and.
Hi Folks, Collaboration is at the heart of Agile, and we’ve all experienced the benefits of face-to-face conversation as the best means of conveying information. In SAFe we take this to the next level with PI Planning, a face-to-face event for all members of the ART to align to a shared mission and vision. In recent months, however, COVID-19 has forced many organizations to change the ways they work, and this has impacted how Agile.