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Scaled Agile Framework: Understand Safe and Its Core Values

According to the Agile Alliance, Agile is the “ability to create and respond to change. It is a way of dealing with, and ultimately succeeding in, an uncertain and turbulent environment. Ultimately, Agile is a mindset informed by the Agile Manifesto’s values and principles.” We can think of it as a way of getting work done.However, Agile was initially developed for small teams. As Agile – or its most popular variant Scrum - grew to the enterprise, companies began to adopt Scrum of Scrums which is a technique to scale Scrum consisting of dividing the groups into Agile teams of 5-10 people.But over time, more formalized methods of scaling Agile began to develop. In 2011, Scaled Agile Framework, Inc. was co-founded by entrepreneur and software development methodologist Dean Leffingwell. Starting at its first release in 2011, five major versions have been released, the latest edition, version 5.0, being released in January 2020. According to SA Inc., no major releases are planned as of this writing.This article will attempt to explain what the Scaled Agile Framework is, why it is important and what its core values are.What Is the Scaled Agile Framework®?  SAFe® for Lean Enterprises is a knowledge base of proven, integrated principles, practices, and competencies for achieving business agility using Lean, Agile, and DevOps.We’ve discussed Agile above. According to the Lean Enterprise Institute, a lean organization understands customer value and focuses its key processes to continuously increase it. The ultimate goal is to provide value to the customer through a value creation process that has zero waste.*And DevOps is a set of practices that combines software development (Dev) and IT operations (Ops). It aims to shorten the systems development life cycle and provide continuous delivery with high software quality. Image sourceSAFe® FoundationThe SAFe® Foundation refers to the supporting principles, values, mindset, implementation guidance, and leadership roles needed to deliver value successfully at scale.  What is the Importance of Scaled Agile Framework®?It allows organizations to scale Agile to the enterprise and enables Business Agility. Business Agility is the ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative, digitally enabled business solutions. Key terms in SAFe® The first is Value Stream. Value Streams represent the series of steps that an organization uses to implement Solutions that provide a continuous flow of value to a customer. They can be measured using Key Performance Indicators. The next term is the Agile Release Train (ART). The ART is a long-lived team of Agile teams, which, along with other stakeholders, incrementally develops, delivers, and where applicable operates, one or more solutions in a value stream. A Program Increment (PI) is a timebox during which an Agile Release Train (ART) delivers incremental value in the form of working, tested software and systems. PIs are typically 8 – 12 weeks long. The most common pattern for a PI is four development Iterations, followed by one Innovation and Planning (IP) Iteration. Lastly is Program Increment Planning (PI). It is a cadence-based, face-to-face event that serves as the heartbeat of the Agile Release Train (ART), aligning all the teams on the ART to a shared mission and vision. Typically, this is a two-day event bringing together all the Agile teams. Note that that there are four possible SAFe® configurations depending on the increasing complexity of the environment.  SAFe® configurationsEssential SAFe®- contains the minimal set of roles, events, and artifacts required to continuously deliver business solutions via an Agile Release Train (ART) as a Team of Agile Teams. It is the simplest starting point for implementation. Large Solution SAFe® - for developing the largest and most complex solutions that typically require multiple Agile release trains and suppliers but not necessarily portfolio considerations. Portfolio SAFe® - helps align portfolio execution to enterprise strategy by organizing Agile development around the flow of value, through one or more value streams.  Full SAFe® - supports enterprises that build and maintain large integrated solutions which require hundreds of people or more. Multiple instances of various SAFe® configurations may be required.  The SAFe® Core ValuesThere are four core values of SAFe®. They are alignment, built-in quality, transparency, and program execution. It is crucial to understand these.Alignment Scaled Agile uses the example of a car not functioning correctly if it is misaligned. Alignment occurs when everyone is working toward a common direction. It enables empowerment, autonomy, and decentralized decision-making, allowing those who implement value to make better local decisions. Alignment starts with the strategy and investment decisions at the Portfolio level which in turn inform the vision, roadmap, and backlogs. Built-in Quality  Ensures that every element and every increment of the solution reflects quality standards throughout the development lifecycle. Quality is not added later, it is built-in or planned in. (This is a tenet of modern quality thinking, not just SAFe®.) SAFe® Built-in Quality organizes quality thinking around five specific aspects—Flow, Architecture and Design Quality, Code Quality, System Quality and Release Quality. TransparencyTransparency – along with inspection and adaptation – is one of the three pillars of Agile. It means that an organization provides open access to the unbiased information and adaptation.  It inspects its work and adjusts it based on empirical evidence. Stakeholders have visibility into the program backlogs, and they have a clear understanding of the PI Objectives for each Agile Release Train. ARTs also have visibility into the team’s backlogs, as well as other Program Backlogs.Program Execution SAFe® places an intense focus on working systems and business outcomes. With alignment, transparency, and built-in quality on the team’s side, the teams can focus on execution.Key areas of competencyAs of this writing, the current version of SAFe® is 5.0. It is comprised of seven areas of competency, all under the heading of Business AgilityEnterprise Solution Delivery Describes how to apply Lean-Agile principles and practices to the specification, development, deployment, operation, and evolution of the world’s largest and most sophisticated software applications, networks, and cyber-physical systems. Large enterprise-wide systems require the full understanding of the system from requirements analysis to deployment.Agile Product Delivery A customer-centric approach to defining, building, and releasing a continuous flow of valuable products and services to customers and users. The key here is customer-centricity. The organization must have the ability to understand the customer’s needs and release on demand.Team and Technical Agility The Team and Technical Agility competency describes the critical skills and Lean-Agile principles and practices that high-performing Agile teams and Teams of Agile teams use to create high-quality solutions for their customers. Lean-Agile Leadership The Lean-Agile Leadership competency describes how Lean-Agile Leaders drive and sustain organizational change and operational excellence by empowering individuals and teams to reach their highest potential. Leaders must lead by example, lead change, and embrace the Lean-Agile mindset. Continuous Learning Culture The Continuous Learning Culture competency describes a set of values and practices that encourage individuals—and the enterprise as a whole—to continually increase knowledge, competence, performance, and innovation. This is achieved by becoming a learning organization, committing to relentless improvement, and promoting a culture of innovation.Organizational Agility The Organizational Agility competency describes how Lean-thinking people and Agile teams optimize their business processes, evolve strategy with clear and decisive new commitments, and quickly adapt the organization as needed to capitalize on new opportunities. Key to this is the ‘dual operating system.’ This is not a computer model but a business model, leveraging the traditional management hierarchy with a Lean/Agile leadership approach.Image SourceLean Portfolio Management The Lean Portfolio Management competency aligns strategy and execution by applying Lean and systems thinking approaches to strategy and investment funding, Agile portfolio operations, and governance.Achieving the Core Values of SAFe® Achieving Alignment   Alignment can be achieved by providing the relevant briefings and participating in PI planning, helping with backlog visibility and value stream organization and coordination. Also, by communicating the mission, vision, and strategy at every opportunity.  Achieving Transparency Transparency can be achieved by openness and visualizing all relevant work, taking ownership for errors, and supporting others who acknowledge and learn from their mistakes. Achieving Built-in Quality Built-in quality is achieved by refusing to accept or ship low-quality work, by supporting investments in capacity planning and by ensuring that architecture, operations, security, and compliance are part of the flow of work.  Achieving Program Execution Program execution is achieved by participating as an active business owner in PI execution, celebrating high quality and predictably delivered program increments and by aggressively removing impediments.ConclusionBusiness Agility is the ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative, digitally enabled business solutions In today’s world, organizations must be customer-centric and must adopt a Lean-Agile mindset to provide continuous integration and continuous delivery. The Scaled Agile Framework establishes a way not only of doing so, but also the flexibility of scaling up to whatever level of adoption (basic to full, complex solution) is required.Lean waste types are Defects, Overproduction, Waiting, Unused Talent, Transportation, Inventory, Motion, and Extra Processing. 

Scaled Agile Framework: Understand Safe and Its Core Values

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  • by Jim Stewart
  • 25th Feb, 2021
  • Last updated on 17th Mar, 2021
  • 7 mins read
Scaled Agile Framework: Understand Safe and Its Core Values

According to the Agile Alliance, Agile is the “ability to create and respond to change. It is a way of dealing with, and ultimately succeeding in, an uncertain and turbulent environment. Ultimately, Agile is a mindset informed by the Agile Manifesto’s values and principles.” We can think of it as a way of getting work done.

However, Agile was initially developed for small teams. As Agile – or its most popular variant Scrum - grew to the enterprise, companies began to adopt Scrum of Scrums which is a technique to scale Scrum consisting of dividing the groups into Agile teams of 5-10 people.

But over time, more formalized methods of scaling Agile began to develop. In 2011, Scaled Agile Framework, Inc. was co-founded by entrepreneur and software development methodologist Dean Leffingwell. Starting at its first release in 2011, five major versions have been released, the latest edition, version 5.0, being released in January 2020. According to SA Inc., no major releases are planned as of this writing.

This article will attempt to explain what the Scaled Agile Framework is, why it is important and what its core values are.

What Is the Scaled Agile Framework® 

SAFe® for Lean Enterprises is a knowledge base of proven, integrated principles, practices, and competencies for achieving business agility using Lean, Agile, and DevOps.

We’ve discussed Agile above. According to the Lean Enterprise Institute, a lean organization understands customer value and focuses its key processes to continuously increase it. The ultimate goal is to provide value to the customer through a value creation process that has zero waste.*

And DevOps is a set of practices that combines software development (Dev) and IT operations (Ops). It aims to shorten the systems development life cycle and provide continuous delivery with high software quality. 

Scaled Agile Framework

Image source

SAFe® Foundation

The SAFe® Foundation refers to the supporting principles, values, mindset, implementation guidance, and leadership roles needed to deliver value successfully at scale.  

What is the Importance of Scaled Agile Framework®?

It allows organizations to scale Agile to the enterprise and enables Business Agility. Business Agility is the ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative, digitally enabled business solutions. 

Key terms in SAFe® 

The first is Value Stream. Value Streams represent the series of steps that an organization uses to implement Solutions that provide a continuous flow of value to a customer. They can be measured using Key Performance Indicators. 

The next term is the Agile Release Train (ART). The ART is a long-lived team of Agile teams, which, along with other stakeholders, incrementally develops, delivers, and where applicable operates, one or more solutions in a value stream. 

Program Increment (PI) is a timebox during which an Agile Release Train (ART) delivers incremental value in the form of working, tested software and systems. PIs are typically 8 – 12 weeks long. The most common pattern for a PI is four development Iterations, followed by one Innovation and Planning (IP) Iteration. 

Lastly is Program Increment Planning (PI). It is a cadence-based, face-to-face event that serves as the heartbeat of the Agile Release Train (ART), aligning all the teams on the ART to a shared mission and vision. Typically, this is a two-day event bringing together all the Agile teams. 

Note that that there are four possible SAFe® configurations depending on the increasing complexity of the environment.  

SAFe® configurations

  • Essential SAFe®- contains the minimal set of roles, events, and artifacts required to continuously deliver business solutions via an Agile Release Train (ART) as a Team of Agile Teams. It is the simplest starting point for implementation. 
  • Large Solution SAFe® - for developing the largest and most complex solutions that typically require multiple Agile release trains and suppliers but not necessarily portfolio considerations. 
  • Portfolio SAFe® - helps align portfolio execution to enterprise strategy by organizing Agile development around the flow of value, through one or more value streams.  
  • Full SAFe® - supports enterprises that build and maintain large integrated solutions which require hundreds of people or more. Multiple instances of various SAFe® configurations may be required.  

The SAFe® Core Values

There are four core values of SAFe®. They are alignment, built-in quality, transparency, and program executionIt is crucial to understand these.

  • Alignment 
    • Scaled Agile uses the example of a car not functioning correctly if it is misaligned. Alignment occurs when everyone is working toward a common direction. It enables empowerment, autonomy, and decentralized decision-making, allowing those who implement value to make better local decisions. 
    • Alignment starts with the strategy and investment decisions at the Portfolio level which in turn inform the vision, roadmap, and backlogs. 
  • Built-in Quality  
    • Ensures that every element and every increment of the solution reflects quality standards throughout the development lifecycle. Quality is not added later, it is built-in or planned in. (This is a tenet of modern quality thinking, not just SAFe®.) 
    • SAFe® Built-in Quality organizes quality thinking around five specific aspects—Flow, Architecture and Design Quality, Code Quality, System Quality and Release Quality. 
  • Transparency
    • Transparency – along with inspection and adaptation – is one of the three pillars of Agile. It means that an organization provides open access to the unbiased information and adaptation.  It inspects its work and adjusts it based on empirical evidence.
    • Stakeholders have visibility into the program backlogs, and they have a clear understanding of the PI Objectives for each Agile Release Train. ARTs also have visibility into the team’s backlogs, as well as other Program Backlogs.
  • Program Execution 
    • SAFe® places an intense focus on working systems and business outcomes. With alignment, transparency, and built-in quality on the team’s side, the teams can focus on execution.

Key areas of competency

As of this writing, the current version of SAFe® is 5.0. It is comprised of seven areas of competency, all under the heading of Business Agility

  • Enterprise Solution Delivery 
    • Describes how to apply Lean-Agile principles and practices to the specification, development, deployment, operation, and evolution of the world’s largest and most sophisticated software applications, networks, and cyber-physical systems. 
    • Large enterprise-wide systems require the full understanding of the system from requirements analysis to deployment.
  • Agile Product Delivery 
    • A customer-centric approach to defining, building, and releasing a continuous flow of valuable products and services to customers and users. 
    • The key here is customer-centricity. The organization must have the ability to understand the customer’s needs and release on demand.
  • Team and Technical Agility 
    • The Team and Technical Agility competency describes the critical skills and Lean-Agile principles and practices that high-performing Agile teams and Teams of Agile teams use to create high-quality solutions for their customers. 
  • Lean-Agile Leadership 
    • The Lean-Agile Leadership competency describes how Lean-Agile Leaders drive and sustain organizational change and operational excellence by empowering individuals and teams to reach their highest potential. 
    • Leaders must lead by example, lead change, and embrace the Lean-Agile mindset. 
  • Continuous Learning Culture 
    • The Continuous Learning Culture competency describes a set of values and practices that encourage individuals—and the enterprise as a whole—to continually increase knowledge, competence, performance, and innovation. This is achieved by becoming a learning organization, committing to relentless improvement, and promoting a culture of innovation.
  • Organizational Agility 
    • The Organizational Agility competency describes how Lean-thinking people and Agile teams optimize their business processes, evolve strategy with clear and decisive new commitments, and quickly adapt the organization as needed to capitalize on new opportunities. 
    • Key to this is the ‘dual operating system.’ This is not a computer model but a business model, leveraging the traditional management hierarchy with a Lean/Agile leadership approach.

Areas of competency

Image Source

  • Lean Portfolio Management 
    • The Lean Portfolio Management competency aligns strategy and execution by applying Lean and systems thinking approaches to strategy and investment funding, Agile portfolio operations, and governance.

Achieving the Core Values of SAFe® 

Achieving Alignment   

Alignment can be achieved by providing the relevant briefings and participating in PI planning, helping with backlog visibility and value stream organization and coordination. Also, by communicating the mission, vision, and strategy at every opportunity.  

Achieving Transparency 

Transparency can be achieved by openness and visualizing all relevant work, taking ownership for errors, and supporting others who acknowledge and learn from their mistakes. 

Achieving Built-in Quality 

Built-in quality is achieved by refusing to accept or ship low-quality work, by supporting investments in capacity planning and by ensuring that architecture, operations, security, and compliance are part of the flow of work.  

Achieving Program Execution 

Program execution is achieved by participating as an active business owner in PI execution, celebrating high quality and predictably delivered program increments and by aggressively removing impediments.

Conclusion

Business Agility is the ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative, digitally enabled business solutions In today’s world, organizations must be customer-centric and must adopt a Lean-Agile mindset to provide continuous integration and continuous delivery. The Scaled Agile Framework establishes a way not only of doing so, but also the flexibility of scaling up to whatever level of adoption (basic to full, complex solution) is required.

Lean waste types are Defects, Overproduction, Waiting, Unused Talent, Transportation, Inventory, Motion, and Extra Processing. 

Jim

Jim Stewart

Blog author

Since 2003, as a principal of JP Stewart Associates, Jim has been engaged in multiple endeavors including consulting, training and mentoring. A PMP since 2001 and Certified Scrum Master since 2013, he provides PMP Prep training both in public and private in-house sessions. In consulting, he frequently contributes by helping organizations increase their project maturity. He recently consulted to a financial services firm to help them set up a project management office. Jim is on the PM advisory board of MindEdge, Inc. and is co-author of the upcoming book, “Facilitating Project Planning Meetings: A Practical Guide to Ensuring Project Success.”

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How To Define Features in Agile Methodology?

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What Is a Safe Product Owner?

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During team demos, the PO coordinates between the team and stakeholders who are present.   They also participate in events such as the Iteration Retrospective and the Agile Release Train’s Inspect & Adapt workshop, providing the customer’s perspective on the work progress.3. During the Program ExecutionDuring each PI, the PO will connect with other POs to check and coordinate other dependencies, ensuring smooth work progress without any hiccups. They will sync up typically during weekly events. Additionally, POs play a valuable role in creating the System Demo for all the stakeholders involved in the program value stream. 4. Inspection and AdaptationThe Inspect and Adapt (I&A) workshop is held to address any large impediments to smooth progress. During this event, the PO works across teams to see how best to improve processes and increase team velocity and quality. During the I&A workshop, the PO participates in and holds the PI system demo for program stakeholders.SAFe Product Owner vs Scrum Product OwnerBefore we get into the differences in the roles and responsibilities of a SAFe Product Owner and a Scrum Product Owner, we need to also understand a third and more prominent role on a SAFe team: that of the SAFe Product Manager. The SAFe Product Manager is someone who works with several SAFe teams, typically two to four, and owns the Program Backlog—which gives him or her an overall view of the entire project (or the big picture).  The table below talks about the differences in the roles played by a SAFe Product Owner and a Scrum Product Owner.SAFe Product OwnerScrum Product OwnerBacklog ItemsA SAFe Product Owner undertakes the responsibility for the Team Backlog. This lists all the requirements (Backlog items) for the team.A Scrum Product Owner undertakes the responsibility for the Product Backlog. This is a prioritised list of all the requirements for the product.Number of teams they supportA SAFe Product Owner can serve, at most, two teams.A Scrum Product Owner can work with two or more teams.Vision and roadmapA SAFe Product Manager, not the SAFe Product Owner, defines the features and owns the vision and roadmap. A SAFe Product Manager is someone who works with two to four SAFe Product Owners. He or she will have an overall view of the entire program. As such, the SAFe Product Owner exerts less authority than the Scrum Product Owner.Scrum Product Owner defines the features and owns the vision and roadmap. So, as we can see, the Scrum Product Owner undertakes responsibilities that combine those of the SAFe Product Owner and the SAFe Product Manager (but to a smaller scale as the project is typically smaller).Who has the final say on the product?A SAFe Product Owner does not have a final say on what must be done for a certain Product. This is done by the SAFe Product Manager, who is the final authority and owns the vision and roadmap on a SAFe project.It is the Scrum Product Manager who has the final say on what needs to be done for the product.SimilaritiesJust like the Scrum PO, the SAFe Product Owner is also a core member of the team.  He or she is the customer proxy on the team, ensuring that the vision is always kept in focus.They have the responsibility of the Backlog- the Team Backlog in the case of the SAFe PO, and the Product Backlog in the case of the Scrum PO.Both POs work on prioritising the tasks that the team will take up next, guiding them on the relative importance of the stories.Again, both the SAFe PO and the Scrum PO work toward maximizing the product value.They keep an eye on the goal for the next iteration.They participate in reflections and inspect and adapt during and after each iteration.The two roles take part in the Planning, Retrospective and Review of an Iteration in SAFe/ Sprint in Scrum in a similar way.Can one person do both roles in SAFe; that of the Product Owner and Product Manager?The PO and the PM roles are completely distinct in SAFe, and each comes with its own set of responsibilities.There is a different focus for each role: The PM’s role is cantered on the benefits to the customer and the organisation. He or she is also the person with whom the business owners and members of the ART (Agile Release Train) connect. POs always have the needs of their own Agile team in focus.  Product Owners and Product Managers work together collaboratively to understand the customer’s needs and work toward fulfilling them. The flow of information is from the customer to the PM, and then down to the POs and their team members. The POs and PMs meet up at all ART or PO planning and sync up events and stay aligned with the same set of overarching goals. As we have seen, one person cannot undertake the roles of the SAFe Product Owner and the SAFe Product Manager at the same time. POs and PMs must at all times be connected, and work in tandem to deliver a successful product; however, having one person playing both roles is a sure route to disaster!  The last word… The SAFe Product Owner plays a role that is at the core of SAFe, setting up the product strategy, getting deep into customer requirements, and prioritizing the features as per their importance. They hold the responsibility of ensuring customer delight, even as they keep a pulse on the economic value that is to be derived from the product.  In the end, SAFe is all about giving the larger enterprise a framework for scaling Agile — to build better products, respond to volatile markets, and keep in step with emerging technologies — and without the Product Owner’s expertise, all this will fall short. 
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What Is a Safe Product Owner?

The Scaled Agile Framework® (SAFe®) is, in the... Read More

Scrum Software for the Ultimate Project Management

Technology has made our lives easier. The number of tools and devices we have at our disposal has made our lives more productive and our work more efficient. The Agile software development methodology has been adopted by several organizations to improve their adaptability, responsiveness, and productivity.  How can we improve the way we incorporate Agile Scrum into our projects? Scrum tools can be the answer. Just like the other gadgets in our lives, Scrum software and tools help improve the productivity of our teams, keep stakeholders happy and help us deliver better products. Before we jump into the use and needs of Scrum software and tools let us understand more about Scrum roles and how they work.Three essential roles for Scrum successThe Scrum Guide defines three pillars of a Scrum team, which include:The Scrum MasterThe Product OwnerThe Development TeamThe Scrum team is a small unit which is self-organised and works towards achieving the same goal; that is, the development and deployment of the product and customer satisfaction.The Scrum Product OwnerThe Scrum Product Owner is among the most essential roles in the Scrum team and acts as a bridge between the stakeholders and the development team. More involved with the business side of the software development process, the PO represents the customer and can be considered as their proxy.  The Product Owner defines the product vision, and, along with the Scrum Master and the development team works towards delivering a product that matches stakeholder needs.The Scrum MasterThe Scrum Master is the servant leader whose main responsibility is to ensure that the Scrum team can perform to the best of its abilities. They do this by overseeing the day-to-day activities of the Scrum team and removing any impediments that may hinder the productivity of the development team. The Scrum Master facilitates stakeholder collaboration along with the product owner and ensures that teams can handle complex environments and deliver projects successfully.The Scrum development teamThe development team generally consists of three to nine people, according to the Scrum Guide. These would include developers, testers, designers and more. The team is allowed to take decisions and decide the length of the sprint and how they will go about it. The development team collaborates to create a high-quality product increment at the end of each sprint that is as per the expectations of the stakeholders.Scrum ceremonies or eventsScrum has five formal events as defined by the Scrum Guide. These events help to validate the Scrum artifacts and implementing them helps enhance transparency. The events are also called ceremonies and are:Sprint PlanningDaily ScrumSprint ReviewSprint RetrospectiveThe SprintWhat Does A Scrum Tool Do?What would you need a good Scrum tool to do? Make your life easier by making processes more efficient and less cumbersome, help you deliver quality products without making a huge dent on your budget, right?  With Scrum topping the popularity charts for Agile project management methodologies, the need for efficient Scrum tools has risen. There are plenty of Scrum tools available that fit the bill and provide interfaces that help teams seamlessly follow Scrum processes and reap its benefits. These tools help:Increase productivityIn task management, daily scrum management  Increase team collaborationIn progress tracking and risk managementScrum Software for the Ultimate ProjectThere are several Scrum software tools that aid in project development using Scrum; not just in technical environments, but in non-technical sectors as well. Software like JIRA, Infinity, TargetProcess, QuickScrum, Wrike etc provide:User friendly GUICompetitive pricingProduct backlog managementTime tracking and calendar tools for schedulingScrum metrics and chartsSprint planning toolsThird party tools for integrationUser story mappingBurnup and Burndown chartsand many more features that will help Agile teams serve their customers better, improve return on investment, reduce costs, enhance collaboration and ensure stakeholder satisfaction. These tools help team uphold the values of Agile and make implementing the Scrum framework easier.Best Scrum ToolsHere are some of the best Scrum tools available in the market:1. JIRAJira is a popular tool used by large organizations to manage their Scrum projects. It has numerous features including customizable scrum boards, reporting features and more. Here’s how teams benefit from this toolCustomizable Scrum and Kanban boardsRoadmaps to communicate with team and with stakeholdersAccess to tools for Agile reportingView of code and deployment statusEnd to end DevOps visibilityEasy scalabilitySecure deploymentDeveloper tool integrationRich APIs to automate processes2. TargetProcessThis tool has been especially designed for teams that want to scale agile. It offers a number of customizable features that make it easy to work with scrum and agile.  Here’s how teams benefit from this tool(Source: Targetprocess Agile Portfolio and Work Management Tool)IdeationBuilt in reports to analyse data and uncover trendsGather ideas across sourcesCloud hosting and on-premise hostingEnterprise grade securityCollaborate across the enterprise  Collaborate with DevOps tools including GitLab, Azure DevOps, GitHub etc3. VivifyScrumThis tool is marketed as an all-in-one solution to manage projects, collaborate and track. Here’s how teams benefit from this tool (Source: Agile Project Management Software - VivifyScrum)Tools to manage agile projects—organize, manage, track and deliverCollaboration boards to effectively collaborate with team and stakeholdersCreate invoices to track and manage business and clientsManage teams and track tasks4. InfinityThis tool is among the most popular in Agile and Scrum organizations due to the many customizations and features it provides. Its various tools help reduce time to market, ensure better quality, improve collaboration and enable customer satisfaction.Here’s how teams benefit from this tool Source: Infinity | Customizable Work Management Platform (startinfinity.com)How Can Scrum Apps Benefit Your Team?The number of Scrum apps and software available in the market for Scrum projects is mind boggling. Which one you choose depends on the requirements of your team and project, and each comes with its own benefits. Some of these benefits include:They help teams, organizations and the product being createdThey ensure better quality by providing the right framework, support mechanism and the right processesAllow for continual improvement by putting in place a feedback loop and sprint reviews by stakeholdersHelp solve impediments and daily issues by incorporating daily testing and product owner feedback into the development processEnsure upfront documentation and help prioritise high value items in the product backlog, thus decreasing time to market.  Quick feedback also helps improve the product and thus helps in continuous improvement.The faster marketing of products increases return on investment, helps tap the market demand and ensures long term benefits for the customer and thus earns their trust for the organizationThe primary tenet of Agile is team collaboration. Scrum software tools help in high level collaboration between the Scrum Master, Product Owner and the development team. Teams can organise, review, plan and discuss everyday tasks, meetings, impediments and more.How to Pick the Best Tool for Your Team?With so many options available, choosing the right Scrum tool for your team can be a tricky task. What you need to do is go through the features of the best tools and see which one best fits your requirements. While the number of features you get will be directly proportional to the money you are ready to pay for the tool, there are some basic requirements your tool must satisfy.Backlog creation:  The very basic format of a Scrum project lies in the creation of a product backlog which sets the pace for the entire project. The backlog is primarily created by the Product Owner with assistance from the Scrum Master and the development team. The tool you choose should help you create the product backlog so that you can prioritise items, define the sprints and identify sprint goals.Implement feedback:  Scrum projects are based on the Agile values of continuous feedback. Your scrum tool should have features which will make your customer’s feedback and requirements easily accessible to you. This will help you implement these changes at the earliest. This continuous feedback loop will help keep customers happy.Sprint creation:  Scrum is iterative and adaptive and works by breaking down projects into small sized sprints. Your tool must aid you in the creation of sprints and burndown charts. These help you keep track of your progress on the project and are essential components of a Scrum project.The other things your tool should be able to do include:Plan and trackCustomise process templatesCustomise dashboards and reportsHelp in time managementHelp create epics and storiesProvide collab and reporting toolsProvide review toolsAnd just like you will create a product that is user friendly, the tool you use also needs to be user friendly for the team. If your team is happy using it, and it makes your life easier and your projects better, then you have the right tool!
Scrum Software for the Ultimate Project Management

Technology has made our lives easier. The number o... Read More