![]() Giving workers autonomy, mastery, and purpose yields better outcomes for both your organization and your customers.ĭecentralize decision-making. If you have watched Dan Pink’s TED talk, then you know that employees perform better in creative, complex jobs when they are intrinsically motivated. Unlock the intrinsic motivation of knowledge workers. Synchronizing those cadences across functional groups such as product, engineering, marketing, and sales can speed decision-making, mitigate risk, and set realistic development scope. When organizations plan and deliver on a regular cadence, they become more predictable. Applying these concepts can help you cut time to market and reduce costs.Īpply cadence synchronize with cross-domain planning. Lean and agile approaches borrow manufacturing concepts such as smaller batch sizes, limiting (and seeing) “work in process” (WiP), and leaving slack in the system to reduce the wait time for new features. Visualize and limit “work in progress,” reduce batch sizes, and manage queue lengths. Where the phase-gate milestones of traditional waterfall processes leave little opportunity to respond to new information, iterative development sets frequent milestones for delivering working software and provides objective measures for gauging progress toward your goals. An iterative, agile approach to product development sets up cycles of value delivery, fast feedback, and the ability to adjust course based on that feedback.īase milestones on objective evaluation of working systems. The best way to learn and improve what you are doing is to get to the learning point faster. Users are advised to remember: you cannot possibly know everything upfront, and therefore you can better accommodate change by maintaining responsiveness in your design, requirements, and development plans.īuild incrementally with fast, integrated learning cycles. Optimizing your system means looking at the whole rather than just its components, and actively managing it rather than hoping it will manage itself.Īssume variability preserve options. Edwards Deming, an American business management expert and engineer, who advised that organizations are systems, and systems are themselves a series of complex interactions. SAFe® borrows heavily from the views of W. When product and development teams adopt agile approaches like incremental delivery, you should also see faster return on value to the organization.Īpply systems thinking. ![]() Delivering the best products in the shortest time is not only good for customers, it ultimately benefits an organization’s bottom line. Just as the Agile Manifesto principles inspired the creation of common agile practices, SAFe® guidelines are based on a set of core principles. Then you can figure out where it makes sense to adopt (or adapt) SAFe® practices to fit your own team. Before deciding whether or not to implement SAFe®, it is important to understand what the framework is and how it works. Frameworks like SAFe® give organizations tested approaches for successfully scaling agile across complex product teams and environments.Īccording to documented case studies, organizations can gain the following from implementing SAFe®:Ģ0 to 50 percent increases in productivityĭescriptions of SAFe® can feel fairly rigid or authoritarian - especially if you do not have any experience using the framework. Though agile adoption is often organic (beginning with a single development team doing standups and sprints), many organizations struggle to extend agile adoption across teams - much less across departments. Today the framework supports tens of thousands of practitioners and is used by more than 70 of the 100 companies at the top of the Fortune 500 list. Others include Disciplined Agile Delivery (DaD), Large Scale Scrum (LeSS), and Nexus. It is one of several frameworks used at the enterprise level. ![]() The Scaled Agile Framework®, also known as SAFe®, is a set of guidelines for implementing agile and lean principles at scale. What is the Scaled Agile Framework (SAFe®)? ![]()
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