SAFe Lean- Agile Principles

Question 1

How many SAFe Lean-Agile Principles are there?

Answer 1

10

Question 2

What are the 10 SAFe Lean-Agile Principles?

Answer 2

1) Take economic view
2) Apply systems thinking
3) Assume variability; preserve options
4) Build incrementally with fast, integrated learning cycles
5) Base milestones on objective evaluation of working systems
6) Visualize & limit WIP, reduce batch size, manage queue lengths
7) Apply cadence, synch with cross-domain planning
8) Unlock intrinsic motivation of knowledge workers
9) Decentralize decision-making
10) Organize around value

Question 3

Principle #1

Answer 3

Take an economic view

Question 4

Principle #2

Answer 4

Apply systems thinking

Question 5

Principle #3

Answer 5

Assume variability; preserve options

Question 6

Principle #4

Answer 6

Build incrementally with fast, integrated learning cycles

Question 7

Principle #5

Answer 7

Base milestones on objective evaluation of working systems

Question 8

Principle #6

Answer 8

Visualize and limit WIP, reduce batch sizes, and manage queue lengths

Question 9

Principle #7

Answer 9

Apply cadence, synchronize with cross-domain planning

Question 10

Principle #8

Answer 10

Unlock the intrinsic motivation of knowledge workers

Question 11

Principle #9

Answer 11

Decentralize decision making

Question 12

Principle #10

Answer 12

Organize around value

Question 13

1 – Take an economic view

Answer 13

Delivering the ‘best value and quality for people and society in the shortest sustainable lead time’ requires a fundamental understanding of the economics of building systems. Everyday decisions must be made in a proper economic context. This includes the strategy for incremental value delivery and the broader economic framework for each value stream. This framework highlights the trade-offs between risk, Cost of Delay (CoD), manufacturing, operational, and development costs. In addition, every development value stream must operate within the context of an approved budget, and be compliant to the guardrails which support decentralized decision-making.

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Question 14

2 – Apply systems thinking

Answer 14

Deming observed that addressing the challenges in the workplace and the marketplace requires an understanding of the systems within which workers and users operate. Such systems are complex, and they consist of many interrelated components. But optimizing a component does not optimize the system. To improve, everyone must understand the larger aim of the system. In SAFe, systems thinking is applied to the system under development, as well as to the organization that builds the system.

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Question 15

3 – Assume variability; preserve options

Answer 15

Traditional design and life cycle practices encourage choosing a single design-and-requirements option early in the development process. Unfortunately, if that starting point proves to be the wrong choice, then future adjustments take too long and can lead to a suboptimal design. A better approach is to maintain multiple requirements and design options for a longer period in the development cycle. Empirical data is then used to narrow the focus, resulting in a design that creates optimum economic outcomes.

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Question 16

4 – Build incrementally with fast, integrated learning cycles

Answer 16

Developing solutions incrementally in a series of short iterations allows for faster customer feedback and mitigates risk. Subsequent increments build on the previous ones. Since the ‘system always runs’, some increments may serve as prototypes for market testing and validation; others become minimum viable products (MVPs). Still others extend the system to with new and valuable functionality. In addition, these early, fast feedback points help determine when to ‘pivot,’ where necessary to an alternate course of action.

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Question 17

5 – Base milestones on objective evaluation of working systems

Answer 17

Business owners, developers, and customers have a shared responsibility to ensure that investment in new solutions will deliver economic benefit. The sequential, phase-gate development model was designed to meet this challenge, but experience shows that it does not mitigate risk as intended. In Lean-Agile development, integration points provide objective milestones at which to evaluate the solution throughout the development life cycle. This regular evaluation provides the financial, technical, and fitness-for-purpose governance needed to assure that a continuing investment will produce a commensurate return.

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Question 18

6 – Visualize and limit WIP, reduce batch sizes, and manage queue lengths

Answer 18

Lean enterprises strive to achieve a state of continuous flow, where new system capabilities move quickly and visibly from concept to cash. Keys to implementing flow are: 1. Visualize and limit the amount of work in process (WIP). This increases throughput and limits demand to actual capacity. 2. Reduce the batch sizes of work to facilitate fast and more reliable flow. 3. Manage queue lengths to reduce the wait times for new functionality.

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Question 19

7 – Apply cadence, synchronize with cross-domain planning

Answer 19

Cadence creates predictability and provides a rhythm for development. Synchronization causes multiple perspectives to be understood, resolved, and integrated at the same time. Applying development cadence and synchronization, coupled with periodic cross-domain planning, provides the mechanisms needed to operate effectively in the presence of the inherent development uncertainty.

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Question 20

8 – Unlock the intrinsic motivation of knowledge workers

Answer 20

Lean-Agile leaders understand that ideation, innovation, and employee engagement are not generally motivated by individual incentive compensation. Such individual incentives can create internal competition and destroy the cooperation necessary to achieve the larger aim of the system. Providing autonomy and purpose, minimizing constraints, creating an environment of mutual influence, and better understanding the role of compensation are keys to higher levels of employee engagement. This approach yields better outcomes for individuals, customers, and the enterprise.

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Question 21

9 – Decentralize decision-making

Answer 21

Achieving fast value delivery requires decentralized decision-making. This reduces delays, improves product development flow, enables faster feedback, and creates more innovative solutions designed by those closest to the local knowledge. However, some decisions are strategic, global, and have economies of scale that justify centralized decision-making. Since both types of decisions occur, creating a reliable decision-making framework is a critical step in empowering employees and ensuring a fast flow of value.

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Question 22

10 – Organize around value

Answer 22

Many enterprises today are organized around principles developed during the last century. In the name of intended efficiency, most are organized around functional expertise. But in the digital age, the only sustainable competitive advantage is the speed with which an organization can respond to the needs of its customers with new and innovative solutions. These solutions require cooperation amongst all the functional areas, with their incumbent dependencies, handoffs, waste and delays. Instead, Business Agility demands that enterprises organize around value to deliver more quickly. And when market and customer demands change, the enterprise must quickly and seamlessly reorganize around that new value flow.

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Question 23

Principle #10

Answer 23

Organize around value