All posts by : Marc Rix
Customers deserve the best experiences. Business stakeholders deserve winning outcomes. Teams deserve to build and evolve innovative solutions. Today’s enterprises need people who can apply market insights, business strategy, technology strategy, and Lean-Agile thinking to define products and services that delight all those who build, support, fund, and consume them. These superheroes, collectively, are Product Management—a critical function in SAFe that is responsible for defining desirable, viable, feasible, and sustainable solutions that meet customer needs.
Nothing beats an Agile Team, and Agile Teams power the ART. The work they do transforms fuzzy ideas into concrete solutions that run and grow the business. But the team must constantly ensure that they are building the right things and building them right. In complex enterprise environments amid a fast-paced digital economy, this is no trivial task. That is why, in SAFe, every Agile team includes a Scrum Master and Product Owner (PO) to.
We first published our thoughts on Value Stream Management (VSM) in September of 2021. That article was a reminder of the importance of value streams in SAFe and an introduction to the five principles of Lean thinking that guide their effective management: Precisely specify value by specific product Identify the value stream for each product Make value flow without interruptions Let the customer pull value from the producer Pursue perfection Since then, in our own.
Our inaugural set of experience reports was met with great success. Today we are thrilled to announce the arrival of 3 additional reports—adding to our new collection of articles devoted to exploring Agile transformations beyond IT. Exclusively sourced from the SAFe community, each experience report describes real-world challenges and successes in applying Lean and Agile concepts in operational value streams across a wide range of industries. Introduced in SAFe 5, organizational agility requires Lean-thinking people.
The quest for business agility is a nuanced and personal journey for any organization. No two digital transformations are exactly alike. That’s why we at Scaled Agile put such emphasis on the cultural aspects of agility. Mindsets, values, principles, leadership, roles, empowerment, collaboration, ‘teamness’ … these cultural aspects of digital transformation align thinking throughout an organization and provide an environment in which agile ways of working can thrive. Still, competing in the digital age isn’t.
Enterprises survive and thrive in the digital age according to how quickly they can deliver innovative business solutions in response to market opportunities and threats. In SAFe, this is called business agility and is the goal of the Lean Enterprise. A critical component of business agility is organizational agility—one of SAFe’s seven core competencies. Introduced in SAFe 5, organizational agility requires Lean-thinking people and Agile teams throughout the enterprise. Let’s face it, ideas, solutions, and.
It’s no secret that we are enamored with value streams here at Scaled Agile. SAFe enterprises identify them, categorize them, organize around them, coordinate them, automate them, map them, measure them, and relentlessly improve them. In fact, value streams are so ingrained in SAFe that you can’t ‘be SAFe’ without them. With the ever-growing adoption of SAFe and Lean-Agile ways of working, value stream thinking is spreading quickly across the industry. Enterprises, analysts, authors, consultants,.
I am excited to announce the arrival of our latest advanced topic article. This one comes to us from Joe Montalbano and Brad Lehman, two members of the SAFe community who have been integrating human-centered design (HCD) activities in creative ways into the Agile way of working. The article begins by revealing growing interest in HCD as a mechanism for ensuring customer-centricity in product development. However, as yet another specialized function, HCD can be difficult.
Hi Folks, It is an exciting time for the Agile community as Congress considers provisions that would encourage broad adoption of Lean-Agile ways of working within the US Department of Defense (DoD). The National Defense Authorization Act (NDAA) – a set of laws specifying how the annual DoD budget is allocated – has been revised for 2021 and is currently under review by the Senate after having been approved by the House of Representatives. Section.