Search

How To Eliminate Burnout And Make Agile Teams More Productive

A recent survey shows 57% of Tech Workers are burned out by work. Likewise, there are several independent surveys been carried out which depicts the unfortunate part of tech life. A major contributor to the burnout involves wrong estimation and deadline. There are other parameters also involved which comprise of Office Politics, Repetitive work for a long time, Appraisal, etc. Let's keep aside the other parameters and talk around the major contributors of burnout which are-Wrong estimation, andDeadline.It often happens that a non-technical person, say for example, a Non-Technical Manager or Scrum Master or BA or Sales Team, without having visibility around the actual work proposes a ballpark estimate to the client. Often there is a situation where a client does the auction for the project. Hence IT giants in order to get the project give less estimate. Once companies get the project and execution for the same gets started then the member of the team who executes the project is exposed to a tight deadline and hence suffers from burnout. This, in turn, impacts their mental health and life.From a business standpoint, getting clients holds the highest priority. But a general thought which keeps on bugging me from time to time is "why should an employee suffer because of management?".Ideally, before giving the ballpark estimate to the client, a realistic estimate should be collected from engineers who would do the work. There are different ways of coming up with an unbiased realistic estimate.Some of the popular techniques are outlined below.Planning Poker:This is one of the effective ways of coming up with the estimate for a story. It’s been religiously followed by a team which truly works in Agile methodology. Each member of the team is highly involved in the estimation process. Getting everybody in the team involved in the estimation process is critical to come up with an accurate estimate.Planning poker: For a simple Sprint and easy EstimatesPlanning poker is a game that team members play during Sprint Planning meetings to ensure that everybody is contributing and his or her point of view is considered during estimation. It starts with one of the team member(#Moderator) reading the story/requirement, and giving high-level info around the ticket. The team focuses majorly on the WHAT part instead of the HOW part.To start with, each team member is given a set of cards or sticky notes with a number on them. This number represents story point, ideal days, hours or any other units in which team estimate. It is suggested to use Fibonacci but it is not necessary, one can use a specific sequence which may suit for a team. Our team used sticky notes having hours written that would be needed for the story.sub-task, starting 0.50h, 1h, 2h, 4h and so on. It worked for our team. Once the high-level requirement is read aloud and a team has the visibility around “What” needs to be implemented, then starts the game.The fun way for Agile teams to guide sprint planningTeam members are requested to pick up the card with the number written on it. Initially estimates from members to members can vary a lot, and as a result, estimates can be present all over the graph. Once all the members have voted, members having highest and lowest estimates explain their understanding behind coming up with their estimates. The expert having detailed knowledge about the implementation part can point out the hurdles which the team might face while implementing the story. Above discussion among the members brings up the clear picture around the requirement. Post discussion, based on everybody’s agreement, the Scrum master concludes the discussion and assigns a story point to the task. Through this process, members of the teams have clear visibility around the parameter list that needs to be considered while giving the estimation.  T-Shirt Sizes:This mode of estimation is quite popular these days within an Agile team. At times, it becomes difficult to estimate a large backlog having relatively large items. Especially when multiple Scrum teams work on the same product. Stories are estimated on the basics of t-shirt sizes: XS, S, M, L & XL. Like Planning poker, a Moderator reads the story and team focuses of What part. Post understanding What needs to be implemented team comes up with a size written on the card based on their understanding. Similar toPlanning Poker, members of the team collaborate among themselves and come up with a mutually agreed estimate.In addition to the above workflow, T-shirt scale also demands extra effort on the part of the person coordinating the Agile process. Since sizes cannot be put on the story, hence sizes need to be converted to numerical values for the sake of tracking effort over time and charting an estimated velocity for the team.Bringing it all together By using the above estimation techniques, we can come up with an achievable estimate and can accordingly communicate the same to the client.However, from the business point of view, to get the project from the client, we can propose a different figure to them (like it been carried out currently which I feel is wrong). As we have a clear visibility around the estimate, so we can add the buffer resources that will be required for successfully delivering the project.Hence coming up with a realistic estimation with the help of different estimation techniques and proper planning will result in minimizing the burnout of team members and help them live a happy life.Please share your thoughts in the comment section, we can connect on LinkedIn and talk more. If you enjoyed this post, spread it to your connections on LinkedIn or other channels. Thanks!!
Rated 4.0/5 based on 2 customer reviews

How To Eliminate Burnout And Make Agile Teams More Productive

126
How To Eliminate Burnout And Make Agile Teams More Productive

A recent survey shows 57% of Tech Workers are burned out by work. Likewise, there are several independent surveys been carried out which depicts the unfortunate part of tech life. A major contributor to the burnout involves wrong estimation and deadline. There are other parameters also involved which comprise of Office Politics, Repetitive work for a long time, Appraisal, etc. Let's keep aside the other parameters and talk around the major contributors of burnout which are-

  • Wrong estimation, and
  • Deadline.

It often happens that a non-technical person, say for example, a Non-Technical Manager or Scrum Master or BA or Sales Team, without having visibility around the actual work proposes a ballpark estimate to the client. Often there is a situation where a client does the auction for the project. Hence IT giants in order to get the project give less estimate. Once companies get the project and execution for the same gets started then the member of the team who executes the project is exposed to a tight deadline and hence suffers from burnout. This, in turn, impacts their mental health and life.
From a business standpoint, getting clients holds the highest priority. But a general thought which keeps on bugging me from time to time is "why should an employee suffer because of management?".

Ideally, before giving the ballpark estimate to the client, a realistic estimate should be collected from engineers who would do the work. There are different ways of coming up with an unbiased realistic estimate.

Some of the popular techniques are outlined below.

Planning Poker:
This is one of the effective ways of coming up with the estimate for a story. It’s been religiously followed by a team which truly works in Agile methodology. Each member of the team is highly involved in the estimation process. Getting everybody in the team involved in the estimation process is critical to come up with an accurate estimate.

Planning poker: For a simple Sprint and easy Estimates

Planning poker is a game that team members play during Sprint Planning meetings to ensure that everybody is contributing and his or her point of view is considered during estimation. It starts with one of the team member(#Moderator) reading the story/requirement, and giving high-level info around the ticket.
 
The team focuses majorly on the WHAT part instead of the HOW part.

To start with, each team member is given a set of cards or sticky notes with a number on them. This number represents story point, ideal days, hours or any other units in which team estimate. It is suggested to use Fibonacci but it is not necessary, one can use a specific sequence which may suit for a team. Our team used sticky notes having hours written that would be needed for the story.sub-task, starting 0.50h, 1h, 2h, 4h and so on. It worked for our team. Once the high-level requirement is read aloud and a team has the visibility around “What” needs to be implemented, then starts the game.

The fun way for Agile teams to guide sprint planning

Team members are requested to pick up the card with the number written on it. Initially estimates from members to members can vary a lot, and as a result, estimates can be present all over the graph. Once all the members have voted, members having highest and lowest estimates explain their understanding behind coming up with their estimates. The expert having detailed knowledge about the implementation part can point out the hurdles which the team might face while implementing the story. Above discussion among the members brings up the clear picture around the requirement. Post discussion, based on everybody’s agreement, the Scrum master concludes the discussion and assigns a story point to the task. Through this process, members of the teams have clear visibility around the parameter list that needs to be considered while giving the estimation.  

T-Shirt Sizes:
This mode of estimation is quite popular these days within an Agile team. At times, it becomes difficult to estimate a large backlog having relatively large items. Especially when multiple Scrum teams work on the same product. Stories are estimated on the basics of t-shirt sizes: XS, S, M, L & XL. Like Planning poker, a Moderator reads the story and team focuses of What part. Post understanding What needs to be implemented team comes up with a size written on the card based on their understanding. Similar to

Planning Poker, members of the team collaborate among themselves and come up with a mutually agreed estimate.
In addition to the above workflow, T-shirt scale also demands extra effort on the part of the person coordinating the Agile process. Since sizes cannot be put on the story, hence sizes need to be converted to numerical values for the sake of tracking effort over time and charting an estimated velocity for the team.

Bringing it all together
 
By using the above estimation techniques, we can come up with an achievable estimate and can accordingly communicate the same to the client.
However, from the business point of view, to get the project from the client, we can propose a different figure to them (like it been carried out currently which I feel is wrong). As we have a clear visibility around the estimate, so we can add the buffer resources that will be required for successfully delivering the project.Hence coming up with a realistic estimation with the help of different estimation techniques and proper planning will result in minimizing the burnout of team members and help them live a happy life.
Please share your thoughts in the comment section, we can connect on LinkedIn and talk more. If you enjoyed this post, spread it to your connections on LinkedIn or other channels.

Thanks!!

Suraj

Suraj Sharma

Blog Author

Suraj Sharma is working as a Full Stack QA Engineer with leading IT farm and is striving for bringing change in Industry. Strong believer of "Learning or Decaying" mantra. Technology explorer, Blogger and part-time cyclist by passion. Connect with him on LinkedIn.

Leave a Reply

Your email address will not be published. Required fields are marked *

Suggested Blogs

Challenges & Recommendations To Be A Successful Agile Coach

In the real world, there are many versions of Agile implementation which are tailor-made to fit into existing organization’s AS IS hierarchy and operating patterns. Top leaders and managers understand that Agile coach’s role is pivotal to make Agile transformation feasible and possible in their organization. Let us consider different scenarios under which Agile coach is hired for transformation purpose on a project or in the organization:  When an Agile coach is hired as an external contractual consultant for a specific duration to make people aware of Agile principles/values for the first time and help in transitioning for one or two releases When an Agile coach is hired as full-time employee - after initial awareness is created by external consultant but practices were not followed, so now the organization wants to get implementation done through full time Agile coach When an Agile coach is either hired as full time employee or taken from a pool of Agile folks available to the organization - to generate  awareness from scratch and own the responsibility of Agile implementation on a specific project or account There are pros (which serve as strength to the coach) and cons (serve as a challenge) in each of the scenarios mentioned above for an Agile coach. Based on these pros and cons the recommended approach has to vary dynamically. Scenario 1:  Agile Coach is hired as an external consultant for a specific duration (3 to 6 months) – to create awareness & lead implementation by handholding for one or two releases. Pros:  Strong support from SPONSOR OR Top management (Be it hierarchical or flat hierarchy-based organization) Middle management for e.g. Project managers or Technical leaders agree and accept the change due to decision made by top management Cons or Challenges:  Project Managers or Technical leaders attend all awareness sessions due to top management’s pressure but do not completely accept or understand the benefits of agile implementation. This leads to GAPS leading to incorrect IMPLEMENTATION  Project Managers or Technical leaders send selected members for awareness of their preference. Rest of the team members are interested in understanding Agile too but they mostly woder “WHAT IS THIS AGILE STUFF really?” I would also like to know.. as I am going to do coding & testing in Agile way too”. This leads to a low awareness spread across the project or organization  Recommended Approach: Conduct stakeholder analysis: Identify stakeholders and prepare Stakeholder analysis graph – Power/influence vs Interest in implementing Agile transformation. Sponsor (High Interest, High Power), Project Managers (Interest variable, Medium Power), Product Owner (variable interest, Medium to high power). Make sure to enlist every individual role’s name with role in this quadrant at least for one or two major projects If this is organizational change. Set expectation to each role based on Agile Roles- Identify and set expectation for each Agile Role verbally and in written by agreeing in the expectation management meeting– Product Owner(who may be a current Business analyst), Scrum Master(who may be a current Tech Lead or Team Lead), Future Agile coach(within organization), Project Manager(though is not a role in SCRUM but is needed to oversee the entire transition and collect metrics and remove project level impediments and client management ensure success of a process and product delivery) Make batches of 15-30 participants & Conduct Coaching session for tailored different target Agile roles identified in point no. 2.  Ensure that Project Managers understand their role in terms of supporting transformation and how success factors need to be measured and monitored at specific intervals to ensure their engagement. Conduct tests or quiz at the end of each session and share the results of each role group with top management to show the awareness of knowledge transferred Call randomly one person from each role group to present their understanding to the top management. For e.g. Chief Product Owner must ensure whether Product Owners understand the importance of backlog grooming & refinement, whether they can write crisp user stories to support INVEST criteria. Similarly, Scrum Master & Project Managers should also be called upon to present their implementation approach and how they will successfully carry out transformation on ground Also, team members should be provided tests and called upon randomly to present their understanding about basic Agile overview, values and principles, roles and responsibilities. Coaches should guide all the roles with usage of Agile life cycle tools & managers to check metrics and reports from those tools.  Coach can be present for one or two releases, to see if the implementation by attending Agile ceremonies or meetings for each team randomly to see if everything is falling in place and help managers by guiding about how to measure and demonstrate metrics with transparency, inspection, and adaptation. Once all falls in place which takes around 3 to 6 months (based on acceptance from all leads) window for a project or organization of about 100 -150 people then external Agile consultant can move on to another assignment. Coach should share Agile learning reference manuals and templates on a shared repository so that everyone remains Agile aware even after he/she leaves at the end of a contract. Manager’s support is pivotal to keep Agile best practices going on after an external coach leaves the project or organization. Scenario 2:  Agile Coach is hired as full-time employee – lead implementation after external coach leaves Pros:  Strong support from Top management (in case of hierarchical organization) Middle management for e.g. Project managers or Technical leaders agree and accept the change due to decision made by top management( in case of hierarchical organization) Cons or Challenges:  Low to medium support from  Top management (in case of flat or less hierarchical organization) Middle management for e.g. Project managers or Technical leaders may not agree and challenge every decision and create hindrance at every step (in case of flat or less hierarchical) as they have rights to make decisions at their project level Recommendation:  Conduct Stakeholder analysis as described in pt. 1. In scenario 1 to keep handy the stakeholder map and create a strategy to handle each set of stakeholder differently based on their power and interest Be in observational mode for a couple of iterations :- Attend all Agile meetings to check if all meetings/ceremonies are followed as per the methodology suggested  Take a note of GAPS in Agile practices not being followed. After a couple of iterations, start recommending corrective actions formally during Agile meetings or ceremonies verbally.  If specific set of stakeholders do not follow recommendations despite verbal & written reminders then escalate it to the project manager. Project manager generally supports in hierarchical organizations to close the gaps formally in case there are is no ego problem. In case of non-hierarchical organizations support from managers is less or non-existent which leads to an approach wherein building personal rapport with non-collaborating stakeholders like Tech leads or Team Leads is the only way to get implementation through Also, refresh the Agile basics of team members and leaders by sharing good articles or videos on various Agile topics.  As per stakeholder analysis and gaps found in Agile implementation per role, group coaching should be targeted to fill the gaps.  For e.g. if  product owners do not break epic into stories and technical team enters technical tasks instead of user stories in every iteration, then there is a need for the Product Owner to be trained on backlog refinement or breaking epics into user stories OR breaking bigger stories into smaller ones then coach them by sharing examples of doing it by one-to-one coaching OR YouTube videos OR articles present on internet sources or publishing self-written white papers or videos or presentations to educate the product owner about writing user stories in Agile. Ensuring inter-team meetings (for e.g. scrum of scrum) to happen where team leads can highlight dependencies and find resolutions to mitigate risks related to schedule slippage. Such meetings also aid sharing lessons learnt  across teams to ensure consistency in implementing best practices. Conduct coaching presentations – One presentation topic to address entire project at least once in a week to ensure everyone is on the same page and also to ensure consistent application of Agile implementation. After essential coaching sessions are conducted as a refresher awareness sessions tests should be conducted in the form of quizzes to check if everyone is aware of Agile practices. Check at regular intervals - sprint or release - If Agile lifecycle management tool like JIRA or RALLY etc. reflect the progress of the project as it is on ground thereby maintaining transparency to ensure that metrics get collected to review if milestones are reached as per schedule and devise strategy to mitigate risks to close gaps or slippage well in advance. Ensure Project managers measure metrics suggested and monitor project health at specific intervals to ensure their engagement. Help Project managers to maintain a log of Agile practice gaps or impediments – backlog, open and closed along with start and end date and actions taken to monitor progress of all gaps closed in a particular duration and the actions taken can help other projects in future implementation Present a milestone chart to the SPONSOR or top management along with the project manager about how transition happened with the gaps found initially and actions taken to close them and how Agile transformation was successfully achieved. Once the project is established in Agile practices after a couple of releases, an Agile coach can move onto another project or account. Scenario 3:  Agile Coach is hired as a full-time employee – create awareness and lead implementation   Looking for a Full time position as an Agile Coach?! You've come to the right place... https://t.co/7RXWV1AMxp #Scrum #Jobs #AgileCoach — AgileCareers (@agilecareers) April 12, 2016 Pros:    Strong support from SPONSOR OR Top management (in case of hierarchical organization) Middle management for e.g. Project managers or Technical leaders agree and accept the change due to decision made by top management(in case of hierarchical organization) Cons or Challenges: Project Managers or Technical leaders attend all awareness sessions due to top management’s pressure but do not truly accept or understand the benefits of Agile implementation. This leads to GAPS leading to incorrect IMPLEMENTATION (in case of hierarchical organization) Low to medium support from  Top management (in case of flat or less hierarchical organization) Middle management for e.g. Project managers or Technical leaders may not agree and challenge every decision and provide hindrance at every step (in case of flat or less hierarchical) as they have rights to make decisions at their project level Recommended Approach: Combination of recommended approach for scenario 1 and 2  Note:  These approaches are subjected to how they are carried out by an individual coach. There might be many other successful approaches based on the challenges faced in a real world which is full of multiple diverse surprises.   
Rated 3.5/5 based on 4 customer reviews
Challenges & Recommendations To Be A Successful Ag...

In the real world, there are many versions of Agil... Read More

How to Prepare for and Pass the Professional Scrum Master Exam

Whether you are an avid student or attending a Scrum course or preparing for the Scrum Master exam, these are the tips of a Scrum.org Trainer to pass the exam at the first. If you use Scrum in your organization but you do not get the effectiveness you expect and there are many advanced problems that you cannot solve, this is the ideal course for you. The Professional Scrum Master course introduces the principles and theories of empirical process control, which are the pillars of Scrum. Once these fundamental pillars have been built, roles, artifacts and events are explained through individual and team exercises. Through the study of real cases, it goes a step further and introduces everyday situations which organizations that use Scrum face every day such as -planning, portfolio management, leadership and conflict management . The Professional Scrum Master course focuses on the role of Scrum Master. It includes advanced work tools to facilitate leadership through the service and changes needed to use Scrum, work with people and teams, coaching and facilitation, as well as scrum scaling.   Planning for Scrum ●    Whether you have attended one of our official courses Professional Scrum Master in London or Manchester or you are preparing on your own or have attended a course from another provider, this article has discussed the fundamental keys to crack the PSM examination and become Scrum Master. ●    The PSM I exam is the most rigorous in the industry. It really prepares you to be a Scrum Master, evaluating your knowledge of Scrum ●    If you have attended an unofficial trainer course, it is likely that you have provided a list of questions or exams and have to pay for the exam yourself. This type of suppliers like David Martí of the company Xsfera, have no relation with Scrum.org and their credentials are more than dubious. Your only goal is to charge you 395 € with a quick course that will leave you with more doubts than you brought in and you will have to a work a lot on your account to approve. Still, it is possible. Let's see how. Study the Scrum guide ●    It leaves most of the PSM exam questions and has all the key knowledge to understand how Scrum works. ●    Not only do you have to devote a quick reading. It needs a comprehensive reading. Take your time to mark what you do not understand and try to find the solution in the guide itself. It is worth devoting that time. ●    Make sure you understand key concepts such as the value of self-organization.   Review the glossary of Scrum.org terms ●    Scrum.org has a fairly extensive glossary of terms in which descriptions of each Scrum key word, its events, artifacts, and roles are present. ●    This glossary is essential to prepare for the exam. Also in the realization of the same, be sure to add it to your bookmarks so you have it handy and see it first, instead of searching it on Google.   Get ready using Scrum.org open assessment ●    In the Open Assessment of Scrum.org you will find groups of 30 question with solutions that include some real questions of the PSM I. Take your time and do it as many times as you need. You have 30 minutes to complete the assessment. ●    Ideally, before throwing yourself in for the actual test, you should pass at least 3 times in a row without any mistake in the open exam, leaving you plenty of time to finish it. If not, continue practicing and studying. ●    In the end you will nail it.   Buy and read Gunther Verheyen's Scrum Pocket Guide ●    Gunther has long been the shepherd of the Professional Scrum series at Scrum.org, making him the ideal person to write a reference book in Scrum . ●    This small book deals in-depth with the topics set out in the official Scrum guide. Along with the glossary of terms from Scrum.org, this will be your ally to pass the PSM exam and become a Professional Scrum Master.   During the exam follow these tips: ●    Make sure you pass the Open Assessment easily before you try ●    The exam lasts 60 minutes and consists of 80 questions, so you have less than a minute per question ●    Keep the Scrum guide open and the glossary of terms for questions will be useful. ●    If you get stuck in a question, mark it and you can check it later ●    When you get to the last question, be careful not to press the end of the exam until you have had time to review the questions.  
Rated 4.0/5 based on 1 customer reviews
How to Prepare for and Pass the Professional Scrum...

Whether you are an avid student or attending a Scr... Read More

Transition From SAFe 4.0 to SAFe 4.5: The Changes In Sight

Around 2 years ago, Scaled Agile Inc. launched SAFe 4.0 as a methodology to broaden the existing Agile practices in the organizations. It soon gained a widespread popularity in the top organizations. But several barriers on a digital scale were preventing a full-fledged organization-level implementation of the new changes. So while organizations were engaged in acquiring new features in SAFe by encouraging people to do SAFe certification at different levels, the team at Scaled Agile Inc. were focussing on the framework that would completely align with the existing technology trends and the market needs.  The Challenge Dean Leffingwell, Director and Chief Methodologist at Scaled Agile Inc., mentioned in one of his articles about the most important tenets in SAFe, that can foster the quickest delivery once the same principles are adopted in the existing Scaled Agile Framework.  Due to the resulting complexities of the SAFe 4.0 framework, it was challenging to embark on the SAFe Implementation Roadmap. Hence, organizations were seeking a path that can be specific and would require less efforts to achieve faster results. To overcome this challenge, Scaled Agile Inc. has released SAFe 4.5, the improved version of SAFe 4.0. It is the reflection of field research completed in the span of 1.5 years. The field research includes feedback from the clients and tons of implementations. SAFe 4.5 is leaner, more Agile and easily learnable as compared to its predecessors and better at yielding faster outcomes. The Vision What is new in SAFe 4.5? Let us discuss the major upgrades in the latest version of Scaled Agile- SAFe 4.5. The key areas of improvements are as follows: Flexibility and Configurability  Innovation with Lean Startup and Lean UX ­ Scalable DevOps & Continuous Delivery  Implementation Roadmap Backward compatibility  Before moving on to a detailed discussion on the new features in SAFe 4.5, it is important that you first know some of the best ways to implement Leading SAFe 4.5 in your organization.  1. Flexibility and Configurability: SAFe 4.5 configuration supports a wide range of development environments, from the simplest to the most complex one. This version is able to scale to meet the challenges of the growing organizations. SAFe 4.5 has come up with four new configurations, viz.-  Essential SAFe- Realizes the benefits for the organizations. Portfolio SAFe- Consists of preparing strategy and investment funding, Agile operations, and Lean governance.  Large solution- Builds big systems that include multiple ARTs and Suppliers. Full SAFe- Gives all Lean-Agile benefits to the larger enterprises. 2. Innovation with Lean Startup and Lean UX:­ The coordination of Lean startup and Lean UX in SAFe not only initiates investments in the form of Minimum Viable Product (MVP), but also the feedback is carried out from the customers in order to make valuable decisions more quickly.  3. Scalable DevOps & Continuous Delivery:  SAFe 4.5 integrated with Lean ‘hypothesis-build-measure-learn’ cycle and Scalable DevOps & Continuous Delivery, delivers more innovative solutions more briskly. Being a big enterprise, you can innovate various solution elements with the help of SAFe 4.5.  4. Implementation Roadmap: SAFe Implementation Roadmap describes a strategy and field experience based on the organizational change management. It also describes the critical moves that an organization can make in order to achieve long-term gains with SAFe and ensure early success in the project.   4.5  Backward compatible: A good news for all Agile teams is that SAFe 4.5 is backward compatible. Those who were implementing SAFe 4.0 principles can carry on with these without moving a rock in the current version as all the features of SAFe 4.0 are still in place. You just need to be familiar with the updated practices in SAFe 4.5.  Why is SAFe 4.5 Certification crucial? SAFe 4.5 certification renders the proficiency to effectively apply Scaled Agile Framework, Lean Thinking and Agile principles for product development flow in the enterprises. After the training, you can utilise your practical experience in implementing the SAFe framework in the scaled organizations. Nowadays, enterprises have started implementing SAFe, as they are getting more benefits like- Employee engagement,  Faster time to market,  Improved productivity and  Quality   Today, employees are seeking more meaningful and challenging jobs to keep abreast of the digitized world. Employees can shape their careers by taking part in training sessions and accessing various knowledgeable resources. Scaled Agile Inc. always believes in uplifting the status of the employees in this regard. The institute has an inventory of role-based courses and certifications.  Let us explore the myriad certification options available for SAFe 4.5: 1. SAFe Course: SAFe 4.5 for teams- SAFe 4.5 for teams is a professional course. It is a course for the dedicated team members who are skilled in designing, building, and testing in a very short timeline. Team members who are looking to working in SAFe environment as part of ART (Agile Release Train) should consider this training for understanding of Agile, Scrum & SAFe. Career prospect: Team member as part of ART in SAFe 2. SAFe Course: SAFe 4.5 Scrum Master (SSM) Certification Training- SAFe 4.5 Scrum Master Certification (SSM) is a team-based course, in which the Scrum Master helps teams to manage and deliver quality products implementing effective Agile practices. The Scrum Master is a servant-leader and carries out fruitful coordination between teams on the Agile Release Trains (ARTs) by conveying a status to the management when needed.      Career prospect: SAFe Advanced Scrum Master, SAFe Product Owner/Product Manager, SAFe Release Train Engineer, SAFe Agilist 3. SAFe Course: SAFe 4.5 Advanced Scrum Master course- The SAFe 4.5 Advanced Scrum Master course (SASM) allows Scrum Masters to use their broader knowledge of Agile and Scrum anti-patterns to facilitate multiple cross-team interactions, thereby getting rapid continuous value delivery.   Career prospect:  SAFe Product Owner/Product Manager, SAFe Release Train Engineer, SAFe Program Consultant, SAFe Agilist 4. SAFe Course: SAFe 4.5 Product Owner/ Product Manager- The SAFe 4.5 Product Owner/ Product Manager course based on Lean-Agile principles, allows Product Owner/ Product Manager to improve certain areas like architecture, funding, integrations, governance, and roles to get Agile success at an enterprise level.    Career prospect:  SAFe Agilist, SAFe Advanced Scrum Master, SAFe Release Train Engineer, SAFe Program Consultant 5. SAFe Course: SAFe 4.5 Release Train Engineer Certification course- The SAFe 4.5 Release Train Engineer Certification course (RTE) helps manage Agile Release Trains (ARTs) and value execution. These professionals become well equipped to remove obstacles, mitigate risks and yield continuous improvement. The RTE can be a part of the Lean-Agile transformation by training Managers, teams and Scrum Masters. Also, they help to adopt SAFe principles in the team. Career prospect: SAFe Agilist, SAFe Program Consultant 6. SAFe Course: Leading SAFe 4.5 training course- Leading SAFe 4.5 certification course is a complete solution for the scaled Agile teams in the organizations to carry out Agile transformation smoothly. Applying Lean-Agile principles is considered as the first step towards a change, which includes synchronizations, collaborations, and quality delivery.   Career prospect:  SAFe Release Train Engineer, SAFe Program Consultant Conclusion: In the aggregate, all the SAFe 4.0 features are updated in the new SAFe 4.5 version. Since SAFe 4.5 is fully backward compatible, you can learn a lot more things, and benefit from the additional features along with the principles present in the older version. With the different levels of SAFe 4.5 certifications, you can upgrade to new features to keep pace with the technology revolution. 
Rated 4.0/5 based on 20 customer reviews
Transition From SAFe 4.0 to SAFe 4.5: The Changes ...

Around 2 years ago, Scaled Agile Inc. launched SAF... Read More