All posts by : Dean Leffingwell
Hi Folks, If you’ve been around us for awhile, you know we know that SAFe is a work in progress, a living breathing thing—improving, progressing. While for practical reasons, we obviously can’t change the SAFe Big Picture every time we have a new idea (sometimes I miss those days!), we can and do innovate behind the BP as rapidly as our knowledge evolves. Currently, we have many active areas of new and ongoing IP development—SAFe.
Hi Folks, Good news is that SAFe is an effective, freely-revealed, and (deep) knowledge repository for Lean-Agile development at enterprise scale. Bad news is that, given the just-in-time and just-for-me random access nature of the knowledge base, it has a hard time ‘telling its own story.’ In other words, even with the Big Picture, it isn’t always obvious how the various pieces and parts work together to create the full system that makes SAFe actually work..
We continue to be impressed with the thought leadership continuously being generated by many of our SPCTs and SAFe Contributors. They are the people working ‘in the trenches’ on major implementations of SAFe, and the insights gained from those engagements are invaluable. So today we’re launching a new series of blogs to help share that knowledge with the community. They themselves can best express what they’ve been learning, with little editorial guidance from me, so.
Momentum is critical as you launch your Agile Release Trains (ARTs), and one of the biggest momentum killers is having people on the team who don’t understand their role or their contribution, or who do not have clear expectations of how their lives will change as a result of a SAFe implementation. Every participant in SAFe deserves to understand their role and the benefits they bring to their colleagues, but perhaps software and solution architects have.
“Whoosh goes that small batch size through your big system.” Hi folks, As you may have heard, we had an amazing Summit this year, with over a thousand participants gathering in San Antonio to talk ‘all things SAFe’ for five days. Here’s some quantitative highlights: Agenda highlights included truly inspirational keynotes from Mel Robbins, Gene Kim, and Don Reinertsen. Preparing for my keynote was a bit challenging. I had a 50-minute time box. If you.
“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 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.
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.