Business Agility Flashcards
12 steps to implementing SAFe
- Reaching the Tipping Point
- Train Lean-Agile Change Agents
- Train Executives, Managers, and Leaders
- Create a Lean-Agile Center of Excellence
- Identify Value Streams and ARTs
- Create the Implementation Plan
- Prepare for ART Launch
- Train Teams and Launch the ART
- Coach ART Execution
- Launch More ARTs and Value Streams
- Extend to the Portfolio
- Accelerate
Business Agility
Ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative, digitally-enabled business solutions.
Business Agility Value Stream
- Sense opportunity
- Fund MVP
- Organize around value
- Connect to the customer
- Deliver MVP
- Pivot or persevere
- Learn and adapt
Core Competencies of Business Agility
Lean-Agile Leadership – Advancing and applying Lean-Agile leadership skills that drive and sustain organizational change by empowering individuals and teams to reach their highest potential.
Team and Technical Agility – Driving team Agile behaviors as well as sound technical practices, including Built-in Quality, Behavior-Driven Development (BDD), Agile testing, Test-Driven Development (TDD), and more
Agile Product Delivery – Building high-performing teams-of-Agile-teams (ARTs) that use design thinking and customer-centricity to provide a continuous flow of valuable products using DevOps, the Continuous Delivery Pipeline, and Release on Demand
Enterprise Solution Delivery – Building and sustaining the world’s most significant software applications, networks, and cyber-physical solutions
Lean Portfolio Management – Executing portfolio vision and strategy formulation, chartering portfolios, creating the Vision, Lean budgets, and Guardrails, as well as portfolio prioritization, and road mapping
Organizational Agility – Aligning strategy and execution by applying Lean and systems thinking approaches to strategy and investment funding, Agile portfolio operations, and governance
Continuous Learning Culture – Continually increasing knowledge, competence, and performance by becoming a learning organization committed to relentless improvement and innovation
Lean Agile Leaders
Must actively lead the change, participating in and guiding the activities necessary to understand and continuously optimize the flow of value through the enterprise. Lean-Agile leaders:
- Organize and reorganize around value
- Identify queues and excess Work in Process (WIP)
- Continually focus on eliminating waste and delays
- Eliminate demotivating policies and procedures
- Inspire and motivate others
- Create a culture of relentless improvement
- Provide the space for teams to innovate
SAFe House of Lean
- Respect for people and culture - The driving force behind this new behavior is a generative culture, which is characterized by a positive, safe, performance-centric environment
- Flow - Continuous flow of work that supports incremental value delivery based on constant feedback and adjustment. Continuous flow enables faster sustainable value delivery, effective Built-In Quality practices, relentless improvement, and evidence-based governance based on working components of the solution. Principles include understanding the full Development Value Stream, visualizing and limiting Work in Process (WIP), and reducing batch sizes and managing queue lengths. Additionally, Lean focus on identifying and continuously removing delays and waste (non-value-added activities).
- Innovation
- Hire, coach, and mentor innovation and entrepreneurship in the organization’s workforce
- Go see…get out of the office and into the actual workplace where the value is produced, and products are created and used (known as gemba)
- Provide time and space for people to be creative to enable purposeful innovation
- Apply Continuous Exploration, the process of constantly exploring the market and user needs, getting fast feedback on experiments, and defining a Vision, Roadmap, and set of Features that bring the most promising innovations to market
- Validate the innovation with customers, then pivot without mercy or guilt when the hypothesis needs to change
- Engage both top-down strategic thinking with organic team-based innovations to create a synergistic ‘innovation riptide’ that powers a tidal wave of new products, services, and capabilities - Relentless Improvement
- Optimize the whole, not the parts, of both the organization and the development process
- Reinforce the problem-solving mindset throughout the organization, where all are empowered to engage in daily improvements to the work
- Reflect at key milestones to openly identify and address the shortcomings of the process at all levels
- Apply Lean tools and techniques to determine the fact-based root cause of inefficiencies and apply effective countermeasures rapidly
Organize Around Value
- Build technology portfolios of development value streams
- Realize value streams with product-focused Agile Release Trains (ARTs)
- Form Agile teams that can directly deliver value
