Category Archives for : SAFe Framework Updates
We’re finished! The new Solution Train Engineer article completes the role-based guidance for large solution builders.
Hi all, It is humbling for us to know that some of the largest enterprises in the Global 2000 rely on SAFe’s guidance to build the world’s most important systems. Adopting Lean-Agile at scale helps these organizations create these critical solutions better, faster, and with higher quality. These systems range from the big IT systems that drive fintech and insurance to the cyber-physical systems in aerospace, defense, and automotive. We released additional guidance for these.
Driving Relentless Improvement: Reflections on the RTE Summit & a New Team and Technical Agility Assessment
It was a pleasure to attend the 6th Annual RTE Summit hosted by Scaled Agile Gold SPCT partners Gladwell Academy, held in Utrecht at the Railway Museum on the 8th – 9th November. As we all recognize, the RTE is critical to the success of the ART, and since its inception, the RTE Summit has been an important event for building and supporting those in this role. As I reflect on the event, the overwhelming.
Successful enterprises routinely measure progress to determine whether they are meeting their business outcomes, delighting customers, and improving their ways of working. Indeed, this is the hallmark of the ‘Learning Organization’. In support of this, we recently announced updated SAFe Metrics guidance – a simple, yet comprehensive, model applicable at every level of the organization. This approach is built on three measurement domains, Flow, Outcomes, and Competency. Measuring competency helps determine the level of proficiency.
Hello everyone, Each year as I prepare for our annual SAFe Summit, I pause a bit to think more deeply about the future of software and systems development, and how that will impact the evolution of SAFe. This year, I paid particular attention to a somewhat different source of information—specifically the financial markets—where I was looking to see what forward-thinking technology investments will likely alter the course of the industry. It started to become clear,.
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.
SAFe 5 introduced the ‘dual operating system’ as an operating model to help enterprises compete and thrive in the digital age. This model has passed the test of time. It has now become a meaningful way to separate the concerns of developing and launching innovative new solutions (the responsibility of the Network) and efficiently running and growing a business that leverages those solutions (the responsibility of the Hierarchy). But at that time, that is where.
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.
Business Agility is exhibited whenever an enterprise can quickly respond to an emergent business opportunity. In our latest update to the Business Agility article, we explicitly outlined the anatomy of this response. “Responding” is not a simple act; it consists of multiple steps that have to be executed in a fast and effective manner. Sound familiar? We are of course talking about a major value stream—in this case, the higher-level Business Agility Value Stream—a set.
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.
SAFe was born and raised in the large enterprise, or more accurately, in a particular business unit of some of the largest enterprises. Businesses turned to SAFe for a variety of reasons. Oftentimes the challenge was a ‘burning platform’ and SAFe was used quite effectively to develop new products and services to put out that fire. Other times, it was proactive leaders with successful companies who understood that what worked well in the past wouldn’t.