All posts by : Andrew Sales
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.
By now we’ve all felt the impact the COVID-19 pandemic is having around the world. Over the last few months we’ve adjusted to a different sort of life. Those of us with the option to work remotely have had to adapt to new challenges: staying engaged on video calls, managing wonky internet connections, or trying to read our colleagues’ emotions through chat emojis instead of across a conference table. Fortunately Agile principles give us guidance.
Hi Folks, It’s obvious to us all that one of the challenges caused by COVID-19 is that many organizations have found themselves, almost overnight, managing a completely remote workforce. For many this is a profound change in the way they work. Even for those who’ve experienced remote working, this is an extreme situation where every employee is required to work from a different location. What has emerged, however, is confirmation that—given the right environment—remote Agile.
Hi Folks, The goal of SAFe 5.0 is clear: achieving a state of Business Agility across the enterprise. The seven core competencies of Business Agility describe the practices in support of this goal, and the implementation roadmap provides a blueprint for the journey ahead. But change of any kind is never a linear path—it requires constant reflection on the steps taken previously and an ability to adapt plans based on the results achieved. Indeed, we.
Hi all, At Scaled Agile, we’ve experienced firsthand the benefits of creating a physical working environment that supports Agile practices, and many of you have shared similar experiences with us. Our new advanced topic article on Agile Workspaces brings together these learnings and provides recommendations for creating spaces where Agile teams, ARTs, and innovation can flourish—including considerations for remote working. We’ve also seen many organizations effectively use workspaces to visualize work and improve transparency, and have.