Organizing for Scaled Delivery Summary Getting the right organizational structure in place is a critical prerequisite for successful scaling. Traditional […]
Summary At scale, the definitions of the Product Goal and Product Backlog at scale are unchanged: the Product Goal serves
Summary Simple planning and execution governance is sufficient to coordinate, communicate and help keep teams and stakeholders informed and aligned.
The Improvement System Summary All improvement should be connected to business outcomes. Improvement frameworks can be leveraged to ensure alignment
On a daily basis, a Scrum Team understands its progress towards achieving the Sprint Goal, and, if necessary, adjusts its
One of the most important changes in how work gets done in an agile organization is the shift from doing
Summary KPIs are a way to measure the impact of development initiatives on business outcomes A way to measure the
What are the challenges in building a culture where everyone is engaged in continuous and sustained improvement? First, an organization’s
‘Big Room Planning’, or PI Planning, is one of the core events of the SAFe Scaled Agile Framework. It’s an
The Sprint Retrospective What: An opportunity for the Scrum Team to inspect itself and create a plan for improvements to
The Sprint Review What: Event held at the end of every Sprint to inspect the Increment and adapt the Product
The Daily Scrum The daily scrum (or stand-up) event is primarily for the development team. Others may attend but not
Sprint Planning What: Confirm what can be delivered in the upcoming sprint Identify the work needed to deliver the increment
Backlog Refinement What: Get User Stories ready: who/what/why acceptance criteria small enough to fit – split if necessary dependencies in
Scrum was introduced to address the unacceptably high failure rate of software projects. (The annually published CHAOS Report by the
“If you can’t explain it simply, you don’t understand it well enough”. Albert Einstein. Summary SAFe is an agile delivery
“Innovation is saying no to 1,000 things” – Steve Jobs Portfolio Management is the highest level planning process within an
An ART Backlog is a stack-ranked list of deliverables – product features and supporting technology infrastructure items targeted for the next PI. In preparation for PI Planning, backlog items must be sufficiently refined and stack-ranked by business value. The ART Backlog is the single source of work for an Agile Release Train (ART).
“Plans are things that change” — Fujio Cho, Toyota“Plans are worthless, but planning is everything” — Dwight D. Eisenhower“Everyone has
Summary Additional governance is required to plan, and coordinate the execution of Program Increments. A dedicated role to support PI
