All posts by : DeanLeffingwell
If you’re practicing SAFe then you know it’s designed to help you plan for and manage change. Changing requirements are a fundamental tenet of Agile. Managing variability is a core SAFe principle. But lately the way we work has changed, too. Almost overnight the world’s priorities have shifted. Most of us now are working, teaching, and collaborating remotely, using digital methods for delivering customer value because face-to-face isn’t an option. Some organizations have been forced.
Video: Brazil’s largest TV network accelerates digital transformation; links portfolio strategy to execution
Hi Folks, We love it when our customers create their own video to express enthusiasm for how SAFe has transformed their business. Such is the case with TV Globo, Brazil’s largest TV network that serves 100 million viewers worldwide. They have 12,000 employees behind their full lineup of content—news, sports, entertainment, soap operas, reality shows—and each one is in the process of getting trained in SAFe. As they work to overcome a complex software legacy,.
Folks, Occasionally, and sometimes out-of-the blue, comes a reminder as to why we do what we do. I came across this video while reviewing a new e-learning asset. It’s worth sharing with everyone. Check out the ‘people on Agile Release Train’ simulation. Thanks to the folks at Ørsted for putting together such a compelling and concise video! Stay SAFe! —Dean
Hello Folks, While it was a bit behind the scenes in SAFe 5.0, (you had to click to see it!) we added the Objective and Key Result (OKR) technique to Strategic Themes as a way to add some more specificity to the connection between enterprise strategy and portfolio vision. I’m a fan of OKRs because “the more alignment you have the more autonomy you can grant” (Stephen Bungay). But up to now, our treatment of.
On the Coronavirus and Travel Restrictions: Strategies for PI Planning with Distributed Teams and Individuals
Hi Folks, As we are all aware, the recent outbreak of the coronavirus (COVID-19) is affecting many people around the world. In order to contain the spread of the virus, many governments and some enterprises have started putting policies in place to restrict travel in order to limit exposure. These restrictions can be challenging for Agile teams and ARTs who, as stated in the Agile principles, greatly value face-to-face communication. In SAFe we embrace and.
Those of you who have been with us for awhile know that the launch of SAFe 5.0 represented a significant evolution in thinking when it expanded its focus to enabling full business agility. The imperative was clear. It was time to go beyond IT to align the entire enterprise on strategy and execution; to empower companies to undertake company-wide initiatives that are critical for the company’s future. Of course, we need our business partners to .
SAFe® White Paper Eliminating the Blind Spot: A Proven Approach to Enterprise Technology Strategy Formulation
In this, the age of digital, it’s abundantly clear that business survival is highly dependent on the IT organization’s ability to evolve technological infrastructure to keep pace with the rapidly changing demands on the business. After all, seemingly all new business capabilities are dependent on new initiatives that are realized by digital systems and services. Simply, there can be no true business agility without an adaptive enterprise architecture. This is why we are so excited to.
“We began seeing value within weeks or months of launching the first release train. Leaders and business owners could very quickly see we were working on the things that were important to them.” —Jeff Hallett, VP, Product Management Hi folks, When non-profit organizations practice SAFe, we love hearing their stories. They may not have all of the same challenges as their commercial counterparts, but there are many similarities and the mission is still as critical,.
Hi Folks, It probably goes without saying that the release of SAFe 5.0 was a pretty big deal. Expanding from technical agility to Business Agility was no small feat. It required the addition of new competencies for Organizational Agility and Continuous Learning Culture. All the competency articles were either written from scratch or largely rewritten and ‘mob reviewed’ by the entire Framework team. 30 – 40 other articles were written, rewritten, or extensively edited. 80.
Hello, For over two decades now, proponents of Agile have had to contend with the myth that “you can’t use Agile for X,” where X represents high-assurance systems, systems subject to rigorous regulatory requirements, cyber-physical systems, systems with known and fixed requirements, systems for national defense and security, big data systems, and so on. I’ve been around long enough to have a sense of why these perceptions arise, so I always respond by simplifying Agile.