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What’s New in Leading SAFe® 5.0

The global SAFe® summit, organized by Scaled Agile Inc. has declared a new variant of the Scaled Agile Framework. The new, simplified version of the model features business activity, focusing on providing a positive customer experience and expanding the critical aspect of portfolio management. SAFe® has added more clarity, structure, and direction. This post attempts to provide an overview of some major changes in SAFe® 5.0.  This new release is intended to extend SAFe® to encompass the complete enterprise and enable improved business activity. This post attempts to provide an overview of some major changes in SAFe® 5.0.  Important Highlights of SAFe® update  Gives the big picture for better features, flow, and continuous delivery   Developing value streams patterns supports model around the request from customers  Applying SAFe® to hardware improvement accelerates the delivery of cyber-physical systems  New direction and guidance around DevOps technical skills and tools for continuous delivery pipeline  More comprehensive direction for implementing Lean-Agile methods to business domains supports business agility  Integrated participatory budgeting promotes a dynamic and collaborative method of allocating funding to value streams  New designs, patterns, and behaviors for teams and ARTs simplifies their values  Incremental updates to SAFe® 5 will guarantee it stays current with new and evolving business and technology trends.WHAT’S NEW? Below are the highlights of what’s new in SAFe® 5.0. Customer focus in SAFe® 5.0 One of the primary changes is to focus on a customer-centric approach. Version SAFe® 5.0’s motto is to give a satisfactory experience to the customer. SAFe® recommends focusing more on what the customer is getting from the business and helps them focus on decision-making. The most important ingredient is revamped core competency, which focuses on understanding the needs of customers, setting customer lifetime value, and then building products that are customer-centric. New Big Picture The below graphic incorporates the contents of SAFe®, comprising a sketch of-- Essential SAFe®, Large Solution SAFe®, Portfolio SAFe®, and Full SAFe® and the consolidated updatesSource LinkConcentrate/ Focus on Business Agility.  Business Agility is the ability to face and grow by immediately responding to buoyant market conditions, varying customer needs, and emerging technologies. It requires that everyone is committed to delivering solutions—business and technology leaders, development, IT operations, legal, marketing, finance, support, compliance, security, and others—use Lean and Agile applications to continuously deliver innovative, high-quality products and services quicker. It is the differentiator that will determine the winners and failures in the digital economy. SAFe® defines business agility as “The capacity to compete and succeed in the digital age by reacting quickly to market fluctuations and opportunities with innovative business resolutions. It expects all those concerned in furnishing solutions i.e. business and technology leaders, development, IT policies and procedures, law, marketing, finance, maintenance and support, compliance, security/ protection from hackers, and others – to apply lean and agile methods to continuously provide innovative, quality products and services quicker than the competition.” How will business agility solve the problem? Enterprises start as a customer-centric network. As the organization progresses, the entrepreneurial network moves adjacent to the newly constituted “hierarchical arrangement” which is anticipated for the organization to mature. As the hierarchy grows to accomplish the organization’s revenue and growth needs, it begins to clash with the entrepreneurial network, which leads to network failure and customer-centricity getting lost in between. Nonetheless, this allows organizations to develop, but if a change in technology or customer requirement arises, companies fail to react and change. Instead of discarding the current system, a secondary system “SAFe® 5.0 Business Agility” could be executed which allows concentrating more on formulating value streams, not just departments. New SAFe® Overview SAFe®'s seven center capabilities encourage business readiness. The visual underneath shows an unmistakable image of SAFe®'s Seven Core Competencies of the Lean Enterprise and furthermore shows their 21 measurements that assist business readiness.   Execution competencies are displayed on the left, while the support strategy competencies are on the right. The Agile-Lean Leadership competency which is the foundation is in the bottom middle. The customer is prominently emphasized in the middle as the focal feature for all the competencies. Measure and Grow at the top right is a suggestion of the importance of cyclic self-assessments to track the organization’s journey towards the principles and practices that facilitate business agility.  Source LinkMeasuring Business Agility The SAFe® framework now includes Business Agility Assessment that empowers organizations to estimate their level of business agility and get support on expediting growth. The assessment incorporates the ratings of organizations according to various standards and levels within each core competency. Outcomes from this evaluation, represented by the radar below, can be represented as a baseline. As such, these can support organizations to determine the current status and know which fields to concentrate on for enhanced growth. It can help to prioritize for maximum accomplishment on the path to business agility. TWO NEW COMPETENCIES SAFe® 5.0 acquaints us with two new abilities-- Continuous Learning Culture, and Organizational Agility. Both of the skills are depicted in detail below. Continuous Learning Culture   The Learning Culture competency outlines a set of values and methods that inspire people and the complete organization to upgrade knowledge, skill, performance, and innovation. The aforementioned culture is achieved by encouraging the organization to upgrade knowledge, executing constant improvement, and promoting a culture of innovation.   The image below outlines the three dimensions of a continuous learning culture:Learning Organization – Employees would desire to upgrade themselves at each level and therefore the organization transforms and can endure an ever-changing world.  Innovation Culture – Employees are encouraged and empowered to explore and accomplish original concepts that expedite future value delivery.  Constant Improvement – Every part of the enterprise concentrates on continuously enhancing its solutions, products, and methods. Organizational Agility  The Agility competency of an Organization defines how Lean-thinking and Agile teams optimize their business processes, amplify the approach with clear and definitive new consignments, and immediately benefit the organization as expected to capitalize on new possibilities and opportunities. This new article explains the three dimensions of organizational agility:  Lean and Agile Teams – Teams that are connected with solution delivery are trained in Lean and Agile systems and know how to adopt and exemplify the values, policies, and practices.   Lean operations business team – Teams follow Lean principles to concede, map and continuously improve the business systems that support the business products and services.   Strategy Flexibility – The enterprise is manageable and flexible enough to continuously sense the market, and immediately adjust tactics when required.FIVE COMPETENCIES RESTRUCTURED Team and Technical Agility  The Technical Agility team outlines the Lean-Agile principles and methods that high-performing Agile teams use to provide high-quality resolutions for customers. The outcome is improved productivity, more stability, quality, faster time-to-market, and quick anticipated delivery of value. This competency has been written and is classified into the following dimensions: Agile TeamsHigh Performance of the cross-functional teams ensures competency by employing efficient Agile principles and practices.Agile Unit TeamsAgile teams function within the context of a SAFe® Agile Release Train (ART), a long-lasting, team of Agile teams that bestows a shared insight and direction and is ultimately accountable for delivering solutions.  Built-in QualityAgile teams execute Agile iterations to provide high-quality, well-designed recommendations that help current and prospective business requirements.Agile Product Delivery  Agile Product Delivery is a customer-centric approach to determine, develop, and deliver a constant stream of products and services that are of value to customers and users. This supports the organization to provide solutions that delight customers, reduce development costs/ risk, and reduce competition.  DevOps and Release competency has been combined into a couple of dimensions of Agile Product Delivery as shown in the Figure below:Customer-centric Thinking – Customer centricity puts the customer at a locus and uses design reasoning to ensure that the resolution implemented will be useful, possible, achievable, and can sustain in any circumstances.  Acquire on-demand and Declare on Request– Developing on flow enhances control in product development.  Releasing the value engagements to customers in segments would help customers to satisfy their requirements.  DevOps and the Continuous Delivery – DevOps and the Continuous Delivery Pipeline create the foundation that assists organizations to deliver excellence, in cumulative parts or in segments, at any point to satisfy consumer and market requirements. Lean Portfolio Management  The Lean Portfolio Management aligns strategies and achievements by implementing Lean methods approaches/ strategies, Agile portfolio methods, and governance. These collaborations deliver organizations the expertise to meet existing commitments and enable innovation.This competency has been revised and is classified into the following dimensions:Strategy & Investment Funding ensures the entire portfolio is aligned and financed to formulate and support the solutions expected to adhere to business targets.    Agile Portfolio Operations encourage decentralized program performance and promote operational excellence.    Lean Governance accommodates decision-making of spending, auditing, forecasting engagements, and measurement.Organization Solution Delivery  The Organization Solution Delivery competency shows how to apply Lean-Agile principles and methods to product specification, expansion, deployment, accomplishment, and progress of advanced software applications, networks, etc The Business and Lean Engineering Systems competency has been renamed as Enterprise Solution Delivery and it incorporates the following dimensions: Lean Solution and Systems   Engineering applies Lean-Agile practices to manage and coordinate all the activities needed to execute, test, deploy, evolve, and sequentially decommission these systems.   Coordinating Suppliers   Suppliers are coordinated and aligned to a set of value streams. This uses coordinated vision, backlogs, and roadmaps with common program Increment points.   Continually Evolve Live Systems assure large systems, and their growing pipeline supports continuous delivery. Lean-Agile Leadership  The Lean-Agile Leadership competency specifies how Lean-Agile Leaders manage and maintain organizational change by empowering individuals and teams to reach their highest potential. Adopting a Lean-Agile mindset results in more engaged employees, increased productivity and innovation, and successful organizational change.  The Lean-Agile leadership was revised and is grouped into the following dimensions:Set by example – Leaders achieve earned prestige by inspiring the team to incorporate the leader’s example into their own personal development journey.  Principles and Mindset – Embedding the Lean-Agile approach of working in their ideas, choices, acknowledgments, and activities, leaders model the required norm throughout the organization.  Managing Change – Leaders lead the transformation by designing the environment, preparing the people, and providing the necessary resources to realize the aspired outcomes. CUSTOMER FOCUSED DESIGN THINKING The Customer Centricity mindset has extended its focus to the mechanisms and systems that are aimed at resolving issues that customers face.  Customer Centricity The customer-centric organization conducts market research to create actionable items of the problems that customers face, the solution specifications, and the solutions required to resolve issues. FOR BUSINESS TEAMS SAFe®  Team of teams in SAFe® acts as an agile release train and it presents value to the organization. They adopt the Lean and Agile values, principles, and practices that are relevant to their responsibilities and adjust their existing processes accordingly. The Agile Release Train (ART) is a long-lived team of Agile teams, which, accompanied by different stakeholders, incrementally develops, delivers, and where applicable operates one or more solutions in a value stream. ARTs comprise cross-functional teams and possess all the abilities—software, hardware, firmware, and others—needed to define, implement, test, deploy, release, and where applicable, operate solutions.ARTs operate on a set of common principles:  If a Feature misses a timed departure and is not planned in the current PI, it can be taken in the next one.  Each train delivers a new increment every two weeks.  Teams on the train are synchronized on the related PI of 8 – 12 weeks and have common Iteration start/end dates and duration.  Each ART estimates how much can be delivered in a PI.  Agile Teams welcome the ‘Agile Manifesto’ and SAFe® Core Values and Principles. They apply Scrum, Extreme Programming (XP), Kanban, etc Built-In Quality practices.  Most people in ART are committed full-time to the train. The ART plans work periodically mostly face-to-face PI Planning events.  An Inspect and Adapt event is held at the end of every PI.  Teams and management identify backlog items via a structured, problem-solving workshop.  ARTs apply flow and synchronization to better accomplish the internal variability of investigation and improvement.  NEW SAFE® IMPLEMENTATION ROADMAP The Scaled Agile Framework for enterprises contributes integrated, well established scaling patterns that have benefited many organizations around the world to solve their business obstacles associated with speed, multiple teams' alignment, flexibility & quality, and improvement with successful Agile delivery.    The SAFe® Roadmap outlines the levels of the organization and implements SAFe® in an arranged, stable, and successful fashion. While adopting SAFe® would vary based on circumstances, the Implementation Roadmap offers insight into a fairly common implementation pattern. The roadmap has been developed by proven change management strategies and the experience of hundreds of global enterprises that have adopted SAFe®.   The SAFe® Implementation Roadmap includes 12 critical moves for the successful embracing of Lean-Agile principles and mindset and their applicability throughout the organization.WHAT ARE THE CHANGES FROM 4.5 TO 5.0  Below are the diverse levels in SAFe® 4.5 and SAFe® 5.0. SAFe®  5.0 Level  SAFe® 5.0 is the most advanced level that comes with an important update to the last version 4.5. It comes with two extra competencies i.e. Lean Enterprise and Business Agility. SAFe® 5.0 with extra two competencies also focuses on core competencies of SAFe® 4.5 that includes Technical and Team Agility, Release on Demand and DevOps, Lean Systems Engineering and Business Solutions, Lean Portfolio and Lean-Agile Leadership.  SAFe®  4.5 Level Four levels are incorporated in this SAFe® implementation-- they are Portfolio, Value Stream, Program, and Team. It is mainly used for resolutions that require several professionals to create, deploy, manage and maintain softwareWHAT DOES VERSION 5.0 IMPLY Scaled Agile Framework inspires realization within organizations that there is a need to transform development teams. They require to transform organization-wide in order to compete in today’s landscape. The focus has now whirled towards full business agility. In reference to SAFe® 5.0, Business Agility empowers organizations to capitalize on rising opportunities by allowing people to make quick settlements, designate money, and adjust the right people to work.  SAFe® confirms that a framework alone is not sufficient to achieve a successful transformation; the true difference makers are the talent i.e., leaders and teams of the organization. Globalization, fast-moving markets and the unprecedented pace of technological innovation provokes organizations to transform to survive. But their current business models, organizational hierarchy, and technology infrastructure often hold back organizations from transforming fast.  Important Highlights of SAFe® 5.0:  Focus on customer centricity and design thinking empowers the organization to recognize the problem and design the right solution.  New Measures and guidance help the organization circumscribe its current state of business agility and recognize tactical steps to enhance economic outcomes and reach its desired state.  Continuous Learning Culture competency provides a collection of values and practices that inspires everyone in the enterprise to continuously learn and innovate with mutual cooperation.  Organizational Agility helps teams optimize their enterprise processes, develop strategies with clear commitments and quickly accommodate to realize new opportunities.  SAFe® 5.0 allows teams to engage in delivering and supporting innovative business resolutions.  It organizes and helps enterprise regulate their development efforts around the full, end-to-end value flow. CONCLUSIONSAFe® 5.0 brings the significant modifications that were required for organizations to improve but also not lose core focus on customers. With business agility, organizations can now concentrate on generating value streams for their overall maturity and growth rather than focus on each department individually. The two new core competencies will empower the organizations to generate a learning culture to encourage continuous improvement in innovative solutions, performance, and growth and also modify or accommodate artifices according to the variation in market trends. Overall, it helps in bringing back the focus without losing it in the hierarchical structure of organizations.

What’s New in Leading SAFe® 5.0

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What’s New in Leading SAFe® 5.0

The global SAFe® summit, organized by Scaled Agile Inc. has declared a new variant of the Scaled Agile Framework. The newsimplified version of the model features business activity, focusing on providing a positive customer experience and expanding the critical aspect of portfolio management. SAFe® has added more clarity, structure, and direction. This post attempts to provide an overview of some major changes in SAFe® 5.0.  

This new release is intended to extend SAFe® to encompass the complete enterprise and enable improved business activity. This post attempts to provide an overview of some major changes in SAFe® 5.0.  

  1. Important Highlights of SAFe® update  
  2. Gives the big picture for better features, flow, and continuous delivery   
  3. Developing value streams patterns supports model around the request from customers  
  4. Applying SAFe® to hardware improvement accelerates the delivery of cyber-physical systems  
  5. New direction and guidance around DevOps technical skills and tools for continuous delivery pipeline  
  6. More comprehensive direction for implementing Lean-Agile methods to business domains supports business agility  
  7. Integrated participatory budgeting promotes a dynamic and collaborative method of allocating funding to value streams  
  8. New designs, patterns, and behaviors for teams and ARTs simplifies their values  
  9. Incremental updates to SAFe® 5 will guarantee it stays current with new and evolving business and technology trends.

WHAT’S NEW? 

Below are the highlights of what’s new in SAFe® 5.0. 

Customer focus in SAFe® 5.0 

One of the primary changes is to focus on a customer-centric approach. Version SAFe® 5.0’s motto is to give a satisfactory experience to the customer. SAFe® recommends focusing more on what the customer is getting from the business and helps them focus on decision-making. 

The most important ingredient is revamped core competency, which focuses on understanding the needs of customers, setting customer lifetime value, and then building products that are customer-centric. Customer focus in SAFe® 5.0

New Big Picture 

The below graphic incorporates the contents of SAFe®, comprising a sketch of-- Essential SAFe®, Large Solution SAFe®, Portfolio SAFe®, and Full SAFe® and the consolidated updates

Source Link

Concentrate/ Focus on Business Agility.  

Business Agility is the ability to face and grow by immediately responding to buoyant market conditions, varying customer needs, and emerging technologies. It requires that everyone is committed to delivering solutions—business and technology leaders, development, IT operations, legal, marketing, finance, support, compliance, security, and others—use Lean and Agile applications to continuously deliver innovative, high-quality products and services quicker. It is the differentiator that will determine the winners and failures in the digital economy. 

SAFe® defines business agility as “The capacity to compete and succeed in the digital age by reacting quickly to market fluctuations and opportunities with innovative business resolutions. It expects all those concerned in furnishing solutions i.e. business and technology leaders, development, IT policies and procedures, law, marketing, finance, maintenance and support, compliance, security/ protection from hackers, and others – to apply lean and agile methods to continuously provide innovative, quality products and services quicker than the competition. 

How will business agility solve the problem? 

  1. Enterprises start as a customer-centric network. As the organization progresses, the entrepreneurial network moves adjacent to the newly constituted “hierarchical arrangement” which is anticipated for the organization to mature. 
  2. As the hierarchy grows to accomplish the organization’s revenue and growth needs, it begins to clash with the entrepreneurial network, which leads to network failure and customer-centricity getting lost in between. 
  3. Nonetheless, this allows organizations to develop, but if a change in technology or customer requirement arises, companies fail to react and change. 
  4. Instead of discarding the current system, a secondary system “SAFe® 5.0 Business Agility” could be executed which allows concentrating more on formulating value streams, not just departments. 

New SAFe® Overview 

SAFe®'s seven center capabilities encourage business readiness. The visual underneath shows an unmistakable image of SAFe®'s Seven Core Competencies of the Lean Enterprise and furthermore shows their 21 measurements that assist business readiness.   

Execution competencies are displayed on the left, while the support strategy competencies are on the right. The Agile-Lean Leadership competency which is the foundation is in the bottom middle. The customer is prominently emphasized in the middle as the focal feature for all the competencies. Measure and Grow at the top right is a suggestion of the importance of cyclic self-assessments to track the organization’s journey towards the principles and practices that facilitate business agility.  

Business agility

Source Link

Measuring Business Agility 

The SAFe® framework now includes Business Agility Assessment that empowers organizations to estimate their level of business agility and get support on expediting growth. The assessment incorporates the ratings of organizations according to various standards and levels within each core competency. Outcomes from this evaluation, represented by the radar below, can be represented as a baseline. As such, these can support organizations to determine the current status and know which fields to concentrate on for enhanced growth. It can help to prioritize for maximum accomplishment on the path to business agility. 

TWO NEW COMPETENCIES 

SAFe® 5.0 acquaints us with two new abilities-- Continuous Learning Culture, and Organizational Agility. Both of the skills are depicted in detail below. 

Continuous Learning Culture   

The Learning Culture competency outlines a set of values and methods that inspire people and the complete organization to upgrade knowledge, skill, performance, and innovation. The aforementioned culture is achieved by encouraging the organization to upgrade knowledge, executing constant improvement, and promoting a culture of innovation.   

The image below outlines the three dimensions of a continuous learning culture:TWO NEW COMPETENCIES

  1. Learning Organization – Employees would desire to upgrade themselves at each level and therefore the organization transforms and can endure an ever-changing world.  
  2. Innovation Culture – Employees are encouraged and empowered to explore and accomplish original concepts that expedite future value delivery.  
  3. Constant Improvement – Every part of the enterprise concentrates on continuously enhancing its solutions, products, and methods. 

Organizational Agility  

The Agility competency of an Organization defines how Lean-thinking and Agile teams optimize their business processes, amplify the approach with clear and definitive new consignments, and immediately benefit the organization as expected to capitalize on new possibilities and opportunities. 

This new article explains the three dimensions of organizational agility:  

Organizational Agility

  1. Lean and Agile Teams – Teams that are connected with solution delivery are trained in Lean and Agile systems and know how to adopt and exemplify the values, policies, and practices.   
  2. Lean operations business team – Teams follow Lean principles to concede, map and continuously improve the business systems that support the business products and services.   
  3. Strategy Flexibility – The enterprise is manageable and flexible enough to continuously sense the market, and immediately adjust tactics when required.

FIVE COMPETENCIES RESTRUCTURED 

Team and Technical Agility  

The Technical Agility team outlines the Lean-Agile principles and methods that high-performing Agile teams use to provide high-quality resolutions for customers. The outcome is improved productivity, more stability, quality, faster time-to-market, and quick anticipated delivery of value. 

This competency has been written and is classified into the following dimensions: 

Team and Technical Agility

  • Agile Teams

High Performance of the cross-functional teams ensures competency by employing efficient Agile principles and practices.

  • Agile Unit Teams

Agile teams function within the context of a SAFe® Agile Release Train (ART), a long-lasting, team of Agile teams that bestows a shared insight and direction and is ultimately accountable for delivering solutions.  

  • Built-in Quality

Agile teams execute Agile iterations to provide high-quality, well-designed recommendations that help current and prospective business requirements.

  • Agile Product Delivery  

Agile Product Delivery is a customer-centric approach to determine, develop, and deliver a constant stream of products and services that are of value to customers and users. This supports the organization to provide solutions that delight customers, reduce development costs/ risk, and reduce competition.  

DevOps and Release competency has been combined into a couple of dimensions of Agile Product Delivery as shown in the Figure below:

Agile Product Delivery

  1. Customer-centric Thinking – Customer centricity puts the customer at a locus and uses design reasoning to ensure that the resolution implemented will be useful, possible, achievable, and can sustain in any circumstances.  
  2. Acquire on-demand and Declare on Request– Developing on flow enhances control in product development.  Releasing the value engagements to customers in segments would help customers to satisfy their requirements.  
  3. DevOps and the Continuous Delivery – DevOps and the Continuous Delivery Pipeline create the foundation that assists organizations to deliver excellence, in cumulative parts or in segments, at any point to satisfy consumer and market requirements. 

Lean Portfolio Management  

The Lean Portfolio Management aligns strategies and achievements by implementing Lean methods approaches/ strategies, Agile portfolio methods, and governance. These collaborations deliver organizations the expertise to meet existing commitments and enable innovation.

This competency has been revised and is classified into the following dimensions:

Lean Portfolio Management

  1. Strategy & Investment Funding ensures the entire portfolio is aligned and financed to formulate and support the solutions expected to adhere to business targets.   
  2.  Agile Portfolio Operations encourage decentralized program performance and promote operational excellence.   
  3.  Lean Governance accommodates decision-making of spending, auditing, forecasting engagements, and measurement.

Organization Solution Delivery  

The Organization Solution Delivery competency shows how to apply Lean-Agile principles and methods to product specification, expansion, deployment, accomplishment, and progress of advanced software applications, networks, etc Organization Solution Delivery

The Business and Lean Engineering Systems competency has been renamed as Enterprise Solution Delivery and it incorporates the following dimensions: 

  • Lean Solution and Systems   

Engineering applies Lean-Agile practices to manage and coordinate all the activities needed to execute, test, deploy, evolve, and sequentially decommission these systems.   

  • Coordinating Suppliers   

Suppliers are coordinated and aligned to a set of value streams. This uses coordinated vision, backlogs, and roadmaps with common program Increment points.   

  • Continually Evolve

 Live Systems assure large systems, and their growing pipeline supports continuous delivery. 

Lean-Agile Leadership  

The Lean-Agile Leadership competency specifies how Lean-Agile Leaders manage and maintain organizational change by empowering individuals and teams to reach their highest potential. Adopting a Lean-Agile mindset results in more engaged employees, increased productivity and innovation, and successful organizational change.  

The Lean-Agile leadership was revised and is grouped into the following dimensions:

Lean-Agile Leadership

  1. Set by example – Leaders achieve earned prestige by inspiring the team to incorporate the leader’s example into their own personal development journey.  
  2. Principles and Mindset – Embedding the Lean-Agile approach of working in their ideas, choices, acknowledgments, and activities, leaders model the required norm throughout the organization.  
  3. Managing Change – Leaders lead the transformation by designing the environment, preparing the people, and providing the necessary resources to realize the aspired outcomes. 

CUSTOMER FOCUSED DESIGN THINKING 

CUSTOMER FOCUSED DESIGN THINKING

The Customer Centricity mindset has extended its focus to the mechanisms and systems that are aimed at resolving issues that customers face. 

 Customer Centricity 

The customer-centric organization conducts market research to create actionable items of the problems that customers face, the solution specifications, and the solutions required to resolve issues. 

FOR BUSINESS TEAMS 

SAFe®  

Team of teams in SAFe® acts as an agile release train and it presents value to the organization. They adopt the Lean and Agile values, principles, and practices that are relevant to their responsibilities and adjust their existing processes accordingly. The Agile Release Train (ART) is a long-lived team of Agile teams, which, accompanied by different stakeholders, incrementally develops, delivers, and where applicable operates one or more solutions in a value stream. FOR BUSINESS TEAMS

ARTs comprise cross-functional teams and possess all the abilities—software, hardware, firmware, and others—needed to define, implement, test, deploy, release, and where applicable, operate solutions.

agile release train

ARTs operate on a set of common principles:  

  1. If a Feature misses a timed departure and is not planned in the current PI, it can be taken in the next one.  
  2. Each train delivers a new increment every two weeks.  
  3. Teams on the train are synchronized on the related PI of 8 – 12 weeks and have common Iteration start/end dates and duration.  
  4. Each ART estimates how much can be delivered in a PI.  
  5. Agile Teams welcome the ‘Agile Manifesto’ and SAFe® Core Values and Principles. They apply Scrum, Extreme Programming (XP), Kanban, etc Built-In Quality practices.  
  6. Most people in ART are committed full-time to the train. 
  7. The ART plans work periodically mostly face-to-face PI Planning events.  
  8. An Inspect and Adapt event is held at the end of every PI.  
  9. Teams and management identify backlog items via a structured, problem-solving workshop.  
  10. ARTs apply flow and synchronization to better accomplish the internal variability of investigation and improvement.  

NEW SAFE® IMPLEMENTATION ROADMAP 

The Scaled Agile Framework for enterprises contributes integrated, well established scaling patterns that have benefited many organizations around the world to solve their business obstacles associated with speed, multiple teams' alignment, flexibility & quality, and improvement with successful Agile delivery.   

 The SAFe® Roadmap outlines the levels of the organization and implements SAFe® in an arranged, stable, and successful fashion. While adopting SAFe® would vary based on circumstances, the Implementation Roadmap offers insight into a fairly common implementation pattern. The roadmap has been developed by proven change management strategies and the experience of hundreds of global enterprises that have adopted SAFe® 

 The SAFe® Implementation Roadmap includes 12 critical moves for the successful embracing of Lean-Agile principles and mindset and their applicability throughout the organization.NEW SAFE® IMPLEMENTATION ROADMAP

WHAT ARE THE CHANGES FROM 4.5 TO 5.0  

Below are the diverse levels in SAFe® 4.5 and SAFe® 5.0. 

SAFe®  5.0 Level  

SAFe® 5.0 is the most advanced level that comes with an important update to the last version 4.5. It comes with two extra competencies i.e. Lean Enterprise and Business Agility. SAFe® 5.0 with extra two competencies also focuses on core competencies of SAFe® 4.5 that includes Technical and Team Agility, Release on Demand and DevOps, Lean Systems Engineering and Business Solutions, Lean Portfolio and Lean-Agile Leadership.  

SAFe®  4.5 Level 

Four levels are incorporated in this SAFe® implementation-- they are Portfolio, Value Stream, Program, and Team. It is mainly used for resolutions that require several professionals to create, deploy, manage and maintain software

WHAT DOES VERSION 5.0 IMPLY 

Scaled Agile Framework inspires realization within organizations that there is a need to transform development teams. They require to transform organization-wide in order to compete in today’s landscape. The focus has now whirled towards full business agility. In reference to SAFe® 5.0, Business Agility empowers organizations to capitalize on rising opportunities by allowing people to make quick settlements, designate money, and adjust the right people to work.  

SAFe® confirms that a framework alone is not sufficient to achieve a successful transformation; the true difference makers are the talent i.e., leaders and teams of the organization. Globalization, fast-moving markets and the unprecedented pace of technological innovation provokes organizations to transform to survive. But their current business models, organizational hierarchy, and technology infrastructure often hold back organizations from transforming fast.  

Important Highlights of SAFe® 5.0:  

  1. Focus on customer centricity and design thinking empowers the organization to recognize the problem and design the right solution.  
  2. New Measures and guidance help the organization circumscribe its current state of business agility and recognize tactical steps to enhance economic outcomes and reach its desired state.  
  3. Continuous Learning Culture competency provides a collection of values and practices that inspires everyone in the enterprise to continuously learn and innovate with mutual cooperation 
  4. Organizational Agility helps teams optimize their enterprise processes, develop strategies with clear commitments and quickly accommodate to realize new opportunities.  
  5. SAFe® 5.0 allows teams to engage in delivering and supporting innovative business resolutions.  
  6. It organizes and helps enterprise regulate their development efforts around the full, end-to-end value flow. 

CONCLUSION

SAFe® 5.0 brings the significant modifications that were required for organizations to improve but also not lose core focus on customers. With business agility, organizations can now concentrate on generating value streams for their overall maturity and growth rather than focus on each department individually. 

The two new core competencies will empower the organizations to generate a learning culture to encourage continuous improvement in innovative solutions, performance, and growth and also modify or accommodate artifices according to the variation in market trends. Overall, it helps in bringing back the focus without losing it in the hierarchical structure of organizations.

Rajesh

Rajesh Bhagia

Blog Author

Rajesh Bhagia is experienced campaigner in Lamp technologies and has 10 years of experience in Project Management. He has worked in Multinational companies and has handled small to very complex projects single-handedly. He started his career as Junior Programmer and has evolved in different positions including Project Manager of Projects in E-commerce Portals. Currently, he is handling one of the largest project in E-commerce Domain in MNC company which deals in nearly 9.5 million SKU's.

In his role as Project Manager at MNC company, Rajesh fosters an environment of teamwork and ensures that strategy is clearly defined while overseeing performance and maintaining morale. His strong communication and client service skills enhance his process-driven management philosophy.

Rajesh is a certified Zend Professional and has developed a flair for implementing PMP Knowledge Areas in daily work schedules. He has well understood the importance of these process and considers that using the knowledge Areas efficiently and correctly can turn projects to success. He also writes articles/blogs on Technology and Management

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Why Scrum Is Lightweight; Simple To Understand; Difficult To Master?

85 percent of respondents say Scrum continues to improve quality of work life—State of Scrum 2017-2018 We have all heard companies who have adopted Scrum wax eloquent about its advantages and the benefits it brings in to business. Scrum has been adopted because it is supposed to be simple and promotes collaboration and communication. Yet, more organizations attempting the Agile/Scrum transformation often fail and end up abandoning their transformation or get stuck in a limbo. So, is the golden statement that ‘Scrum is lightweight, simple to understand, difficult to master’ true? In this blog we attempt to decipher this statement and understand how Scrum Masters can help make Scrum projects or implementations successful.Where to start?So, what makes Scrum so popular? That it is better suited to the changing market conditions of the present times is well known, but how is it able to do it?  Scrum is an adaptable, iterative framework that helps Scrum teams break down large projects into small chunks called epics and sprints. Goals are defined and timeboxed. Teams are small, self-organized and with a high degree of cross-function. A goal or functionality has to be delivered at the end of each sprint. This helps for quick feedback and gives teams the ability to adapt to changing requirements—a must in times when products have to adapt quickly to please changing user preferences.  The advantages of Scrum include:  More satisfied customers Better managed processes and happier teams Better visibility into projects Better quality products  Projects completed withing time and budget constraints Better adaptability  Motivated teams Lightweight Management ProcessScrum is a lightweight framework because it provides adaptable solutions to complex problems and helps teams and organizations generate value.Why Scrum is considered to be lightweight, easy to understand but difficult to master?Lightweight: Scrum, based on Agile values, has few elements and maximizes responsiveness to customer needs. This makes it lightweight and apt for software development in the modern world.  Easy to Understand: With just three roles, three artifacts, four ceremonies and 12 Agile values, Scrum is pretty easy to understand. Scrum is a collection of practices and concepts that teams use to build processes around. The Scrum Guide which is the Scrum bible is also easy to read and understand. The three scrum roles are: Team, Scrum Master, Product Owner The ceremonies are:  Sprint Planning, Daily Scrum, Retrospective and Sprint Review The three artifacts are: Product Backlog, Sprint Backlog, Burndown chart  Difficult to Master: So, if Scrum is so easy to learn about and understand then why is that it’s difficult to actually implement and master? Let us look at this from the perspective of a Scrum Master. A Scrum Master is a critical part of the Scrum team and is in effect a microcosm of Scrum upholding the Agile values and focusing on creating a self-organizing, highly motivated and collaborative team. Scrum is a not a one-size-fits- all framework. Perhaps that is what makes it difficult to master. It has to be tailored to suit the needs of each project, team and organization. There are several factors that need to be considered before adopting Scrum. The Scrum Master’s role, similarly, needs to be learnt and there are several skills a professional must have or needs to cultivate in order to be a successful Scrum Master. The Scrum Master’s Role in a Successful Scrum Adoption:There are many Scrum teams that have started out in the right way, but soon fall by the wayside as they do not follow Scrum in principle. This is where the Scrum Master plays a very critical role in the success of the team. Despite Scrum being ‘simple to understand and difficult to master’ the Scrum Master is considered to be the expert on all things Scrum.As a coach, guide and mentor, the Scrum Master should facilitate the successful adoption of Scrum, and help others to gain mastery over Scrum principles and values.A Scrum Master must mandatorily follow certain core values and inspire the team to follow them as well. These core values that include openness, commitment, focus, courage and respect bring the team together and promote better work ethics and practices.Besides inculcating Scrum principles and values and guiding a successful adoption, a Scrum Master should also have these attributes:  An Unbiased and Open Mind:  An unbiased and open mind is key to being a good Scrum Master. As part of their portfolio, Scrum Masters have to work with different teams and team members having different personalities. Having an open mind will help the Scrum Master to not look at every team with the same lens and treat each team differently. Solutions that work for one team may not work for other teams or situations. Having an open mind will help you realise this and tweak your decisions based on teams and situations.   Transparency:  Transparency and open communication are the pillars of Scrum. As a Scrum Master your intentions should be open and transparent to everyone including your team and the product owner. The team must at all times know your reasons for doing certain things or taking certain decisions. Being upfront with the team members will help in trust building and lead to better work ethics.   Metrics to Map Progress:There are several tools available to track a team’s progress and the Scrum Master must ensure that these metrics showing the team’s progress be made available to the entire team. This will help the team better plan sprints, work collaboratively and improve working practices in order to ensure better output and value.   Motivation for Team Members: Keeping your team members happy and motivated is a Scrum Master’s main job. This includes removing obstacles that may impede the team from performing and helping them work according to Scrum values and techniques. The development team develops the product, and a happy team means a well-built product and satisfied customers. Assistance to the Product Owner:  As a Scrum Master, aiding the Product Owner is a major part of your responsibility. The Product Owner is a major stakeholder in the Scrum team and the Scrum Master aids the product owner in backlog management and by facilitating Scrum events, product planning and by helping the team to identify backlog items. Aiding the Product Owner in issues that they may face with regards to the project, stakeholders or the team will create a positive environment and will make things between the team and the product owner smoother.   Focus on the Challenges: Every Scrum project comes with its set of issues. But an effective Scrum Master will be aware of every challenge or impediment that comes in the way of the development team and takes these problems head on. Focusing on these challenges early on and resolving them is paramount to the success and progress of the team and the project. Appreciation for Achievements:  The focus of daily sprints and retrospectives is often to celebrate achievements and give the development team proper appreciation. A Scrum Master encourages and motivates and this they also do by respective current achievements. While giving advise on how things should be done is necessary, appreciating the team on its achievements is equally important.   Respect for Others: Your team members all have different personalities and each brings their own uniqueness and expertise to the team. No one team member is less or more important than the other. An effective and efficient Scrum Master will recognise this early on and treat every team member with the same amount of respect.  Understanding of Situations in the Right Context:  Not all things are as what they appear. The sooner a scrum master understands this, the better. Situations in context to teams, individuals and even the organization are not always black and white and the Scrum Master must consider the baggage of organizational culture, current systems, internal politics, etc before coming to a conclusion about a team or a team members. Instead, one must attempt to form close relationships with the team and understand the workings of the team and the organizations before passing judgement. Ability to Have Tough Conversations :  You as a Scrum Master are often seen as a problem solver, friend and mentor. But don’t let this image of yours come in the way of making tough decisions or having tough conversations. As a Scrum Master you must have the courage to do the right thing and if this means having difficult but necessary conversations with either the team members, the product owner or the stakeholders, then you must do it.    Courage to Protect the Team:  More often than not, there are unreasonable demands made on the development team. 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This trust with the team has to be built so that team members can be open about the challenges they face. The Scrum Master is the voice of the team and must support them at all stages.   Focus on Improvement:  Scrum is all about continuous improvement and the success of the Scrum Master is also tied to the continuous improvement of the Scrum team. If your team is getting better with time then you are doing well as a Scrum Master. From daily sprints to retrospectives, the Scrum Master provides avenues for the team to improve itself, identify problems and suggest solutions to work better.  Conclusion Scrum is the most used Agile framework, yet there are several lessons that organizations need to learn about Scrum before they embark on a transformation journey. This lightweight and easy to use framework can turn around the fortunes of companies if implemented in the right way. It’s important for an organization’s culture to be ready to accept and implement Scrum for project and organizational success.  
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Scrum Master – The Scrum Team’s Servant-Leader!

The term servant leader is synonymous with a Scrum Master. But what does it mean? The Scrum Master is a servant leader in Agile projects, but servant leadership goes far beyond Agile, and Scrum Masters serve more than just the team.In this blog we attempt to look at the Scrum Master’s role as a servant leader, what the role entails and the responsibilities of the Scrum Master beyond the team, in context to the organization. What is servant-leadership?The term servant leadership was first coined by Robert Greenleaf in his article “The Servant as Leader”, in which he defined a servant leader as: The Servant-Leader is servant first. It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That leader significantly differs from one who is leader first, may be due to the need to acquire power, material belonging, control and authority within the organization. Servant leadership is something very different from traditional leadership, which places the leader at the top of the hierarchy and the employees in the lower rung. Servant leadership, in a sense, is the opposite of traditional leadership, as it places the leader at the bottom of the hierarchy while employees are on the higher rungs. The leaders, in this case, are serving the people above them. Servant leadership refers to leaders who believe in serving people and the community that they are a part of, rather than accumulating power for themselves. This style of leadership emphasizes on helping subordinates better themselves, empowering employees and helping others perform to the best of their abilities.Servant leadership does not prescribe telling employees what to do, instead it helps the workforce find their sense of ownership and unlock their potential to reach their goals. Servant leadership is all about empowering others, which when consistently done can raise morale, enhance productivity and reduce employee attrition.Servant Leadership and ScrumScrum, in a way, is the very essence of servant leadership. Unlike traditional project management methodologies, it does not follow a top-down, hierarchical approach. Instead, decisions are lateral and happen with the involvement of the whole team. Scrum is the perfect approach in which to practice the concept of servant leadership. The 5 Scrum values of Openness, Respect, Commitment, Courage, and Focus, adhere to the philosophy of Servant Leadership. The Scrum Master plays a key role in the development of the product, the team and the organization. The Scrum Guide defines the servant leadership a Scrum Master’s role has to perform in context to the roles mentioned above. The Scrum Values that a Scrum Master practices have a ripple effect throughout the organization. The Scrum Master is seen as an evangelist for practicing and promoting Scrum in the enterprise.The Agile Manifesto and servant-leadershipThe Agile Manifesto states that one must value: Individuals and interactions over Process and tools Working software over Comprehensive documentation Customer collaboration over Contract negotiation Responding to change over Following a plan These again align with the values of servant leadership, which is all about putting people or employees first. The Agile Manifesto describes focusing on building projects around motivated individuals and giving them an environment of support, trust and collaboration—all characteristics of servant leadership.Who Are These Servant Leaders?The Scrum Guide defines the service provided by the Scrum Master as servant leadership. The Scrum Master selflessly provides servant leadership to the development team, product owner and the whole organization. By serving these entities, the Scrum Master can create a high performing team, a valuable product and an efficient organization that is able to meet business objectives and keep customers happy.  Though the term Scrum Master may be deceptive, the Scrum Master is not a master of the team but in fact serves the team in order to ensure smooth functioning and productivity.Servant Leadership and Scrum Master Roles of Servant LeadershipServant leadership:The day-to-day activity of a Scrum Master involves servant leadership. Servant leadership in a scrum team involves performance planning, coaching, helping the team self- organize, resolving conflicts through conflict management, removing obstacles that hinder progress and serving the team. The Scrum Master, while practicing servant leadership, helps the team grow and mature and become independent enough to make their own decisions. Servant leadership in Scrum is all about making the team self-reliant, so they can cope with the pressures of the role. As a servant leader the Scrum Master creates a high performing team, helps them become collaborative and high performing in order to achieve goals and meet the requirements of the customer.  Service to the Scrum Team: As a servant leader, the primary responsibility of the Scrum Master is to help the development team perform. They help the team perform to the best of their abilities by giving them an environment that is conducive to work in, encouraging them, guiding them and removing obstacles that may hinder progress. As a coach, the Scrum Master will guide the team on scrum processes and help them adhere to Agile values during the development of the product. The Scrum Master is responsible for the scrum team’s effectiveness, and they work tirelessly to ensure that the team is motivated, encouraged, creative and innovative. The Scrum Master through servant leadership helps the team improve Scrum practices which helps them become more productive and generate value. The Scrum Team’s role in motivating and helping the team comes through in the daily stand-up meetings that are arranged as part of the sprint. The Scrum Master encourages team members to share their grievances and progress made through the sprint. Team members can talk about obstacles that may be hindering their work and due cognizance will be taken up by the Scrum master to ensure that these obstacles are removed.  According to the Scrum Guide, the Scrum Master helps the Development Team by: Coaching the team in becoming self-organized and cross-functional Helping the Scrum Team focus on creating high-value increments by removing impediments Helping the team deliver within the timeframe of the sprint Service to the Product Owner: The Scrum Master is a servant leader not just for the development team but also the Product Owner. While the Product Owner is primarily responsible for the product backlog, they cannot do this alone. The Scrum Master aids the development team and the Product Owner with effective product backlog management.The Scrum Master is involved at every stage of the product backlog grooming, helping the product owner with Scrum events, product planning and to identify backlog items along with the development team. The Scrum Master helps the Product Owner define the product vision to the team.   According to the Scrum Guide, the Scrum Master helps the Product Owner by: Helping in Product Goal definition and Product Backlog management Helping the Scrum Team understand manage the Product Backlog items Setting up empirical product planning in complex environments and, Managing and facilitating stakeholder collaboration.Service to the Organization: The Scrum Master is a coach and motivator not just for the development team but goes beyond the team to spread the awareness of Scrum in the entire organization. Scrum Masters coach and help teams and departments understand Scrum and develop an Agile mind-set. Besides servant leadership to the team a Scrum Master is also involved in promoting the ideas and values of Scrum. An organization can get an agile mind-set only if the entire organization adopts Scrum and not just a few teams. This is where the Scrum Master comes in, helping other teams not involved with Scum to gain the Agile mind-set, through training and coaching. The Scrum Master is an Agile evangelist and promotes Scrum enterprise-wide.According to Scrum.org the Scrum Master serves the organization by: Leading, training, and coaching the organization in adopting Scrum Planning and advising Scrum implementations within the organization Coaching employees and stakeholders in the way Scrum works Helping stakeholders work with Scrum TeamsSome Servant-Leader Behaviours for every Scrum MasterBeing empathetic: This is the foremost personality trait required for anyone wanting to become a Scrum Master. Your empathy will shine through in your interactions with the team members and your dealings with the stakeholders. You should be able to see problems from the point of view of each party and work towards solving these problems. Caring: As a caring and empathetic Scrum Master, your team will feel free to approach you and share their concerns. Providing a listening ear will make you more approachable. You will be able to more clearly understand the impediments that are stopping project progress and work towards providing a solution.  Managing Conflicts: Not all team members will get along with each other and this can cause disruptions and problems within the team, lowering their productivity. As a Scrum Master you need to be great at conflict management, help others solve their problems, work with each other and create a high performing and harmonious team. Building relationships: You need to build a rapport with your team, the product owner and the stakeholders. This will help you communicate freely and help others approach you with their problems and issues. You need to build that relationship of trust and take everyone along on the journey of success.  Being ethical: Ethics play an important role in software development, especially since software now controls every aspect of our lives. The product created should be free of malice and fraud. The Scrum Master should guide the team in delivering the product at a value and standard that is expected and agreed upon with the stakeholder. There should not be any shortcuts or concessions made on the quality of the product delivered as this will affect not just the Scrum Master and the team’s reputation but will cause a dent in the reputation of the organization.   Conclusion  Servant leadership and the Scrum Master’s role is the backbone of Scrum. The Scrum Master as a servant leader re-emphasizes the values of Scrum and helps to enhance teamwork, collaboration, motivation and value. Under the able servant leadership of the Scrum Master, individual members and the team will grow, become more confident and help in delivering value.  
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A Guide to Scaling Scrum

Scrum has been proven to work well for small teams. But the true benefits of Agile can only be reaped if Agile and Scrum are scaled at the enterprise level. However, this is easier said than done. According to statistics, 47% of Agile transformations are not successful. While this is a worrying trend, there are still hundreds of organizations who have got it right and are able to survive the competition by innovating faster, delivering value and adapting to changing markets. How are they doing it? By using scaled Scrum.There are several tools and frameworks available for scaling Scrum at the enterprise level. In this blog, we attempt to look at a few of these.  Scaling Scrum with NexusNexus is among the most popular frameworks for scaling Scrum. According to the Nexus Guide, “Nexus is a framework for developing and sustaining scaled product delivery initiatives. It builds upon Scrum, extending it only where absolutely necessary to minimize and manage dependencies between multiple Scrum Teams while promoting empiricism and the Scrum Values.” How is Nexus different from Scrum? Scrum defines three primary roles: The Product Owner, the Scrum Master and the development team. These three roles work together in one team.The Nexus framework consists of several Scrum teams that work together toward a common product goal and defines the Nexus Integration Team as an additional accountability.  Nexus helps to build on the values of Scrum and also solves the collaboration and dependency challenges that tend to occur between teams in Scrum.Benefits of using Nexus Nexus extends Scrum in the following ways:  Accountabilities: Nexus introduces the Nexus Integration Team, which consists of the Scrum Master, Product Owner, and members. This team is accountable for delivering a workable product at the end of each sprint.  Events: Nexus events aim to add to or supplement Scrum events and serve not just individual teams but also the Nexus Integration Team. The objective of a sprint is to achieve the Nexus sprint goal. Artifacts: Although the teams are different, within the Nexus framework they all work towards a single goal and follow a single product backlog. There’s a high amount of transparency and work is allocated to each team. The Nexus Integration TeamAccording to the Nexus Guide, “the Nexus Integration Team exists to coordinate, coach, and supervise the application of Nexus and the operation of Scrum so the best outcomes are derived.” The Nexus Integration Team or NIT comprises of the Scrum Master, the Product Owner and Nexus integration team members. There are generally three to nine Scrum teams working together in Nexus. All of them follow a single product backlog and work towards delivering a single product. The Nexus Integration Team forms an essential role within Nexus and is tasked with providing transparent accountability among the teams in Nexus.Product OwnerThe Product Owner is accountable for maximizing the product value and the work carried out in Nexus. Their primary task is to order and refine the product backlog. Being a member of the Nexus Integration Team, the product owner will work with all the Scrum teams in the Nexus Integration team. The product owner and the teams work towards better defining and refining the product backlog.Scrum MasterJust like in regular Scrum, the Scrum Master in the Nexus Integration Team is also responsible for ensuring that the Nexus framework is understood by everyone on the team as prescribed by the Nexus Guide.   MembersThe members of the Nexus Integration Team are the Scrum team members who aid the Scrum teams in adoption of tools and practices that will help the team and members deliver value at the end of each sprint that meets the definition of done. Nexus Integration Team membership should be considered more important than the individual Scrum Team membership and members should work towards first fulfilling their Nexus team responsibilities.What are the Events in Nexus?Nexus adds or augments the events as defined by Scrum. The Nexus event durations are like Scrum event durations and are guided by the Scrum Guide.  Nexus events consist of: Sprint- A Nexus sprint is the same as in Scrum, at the end of which a single increment is delivered.  Cross team refinement- The aim of Nexus is to enhance collaboration and reduce cross team dependencies. Cross team refinement helps to make dependencies and responsibilities more transparent. This makes it easier for Scrum teams within the Nexus to clearly identify and deliver their allocated tasks.  Nexus Sprint Planning- Nexus sprint planning will involve the participation of the Product Owner and concerned teams' members from each team. The purpose of the Nexus Sprint Planning is to assign and co-ordinate activities for a single sprint.  Nexus Daily Scrum- This is like the daily stand up in Scrum. Nexus daily scrum is used to identify any issues and track progress. Any issues are immediately prioritized and solved so that they do not hinder the work of the developers.  Nexus Sprint Review- This event is held at the end of sprints to provide feedback on the increment that has been built and on any future updates that have to be made. Nexus Sprint Retrospective- Like in Scrum, Nexus retrospectives are an important part of the project and are used to reflect on how quality and consistency can be improved.  Some Nexus ArtifactsNexus artifacts are the same as Scrum artifacts and when implemented correctly ensure transparency and value maximization. Every artifact is designed to give a commitment. For example, the product backlog is the artifact and its commitment is the product goal. Other artifacts and their commitments include: Nexus Sprint Backlog-Nexus Sprint Goal Integrated Increment-Definition of Done Along with Nexus, LeSS is another popular framework for scaling agile.  Scaling Scrum with LeSS The Large-Scale Scrum (LeSS) framework is an offering from Atlassian and is a framework for scaling Scrum to multiple teams that are working on the same product. The idea behind LeSS is to start with a single Scrum team as defined in the Scrum Guide and then replicate it to multiple teams who are working on a single product. LeSS has earned the label of being “barely sufficient” as it is a simple framework to apply and uses the basic concepts of Scrum to scale.  How do Sprint Planning meetings in LeSS work?  LeSS generally carries out sprint planning in two stages. Sprint Planning One focuses on selecting items that are of topmost priority, solving unanswered issues and defining the sprint goal. The Sprint Planning Two is like the sprint plan of regular Scrum and focuses on creating a plan of action for getting things done.  Daily meeting  The daily Scrum meeting in LeSS is similar to how it is done in normal single Scrum teams and involves team members discussing the work accomplished and the work to be done during the day. It is a time-boxed meeting and helps teams address any issues that may be hindering work.   Sprint Delivery Meeting (Review) The sprint review meeting is an essential part of LeSS and helps teams and stakeholders review the product built during the sprint and suggest changes and new ideas.   Retrospective The retrospective for LeSS is similar to one team Scrum. These retrospectives held at the end of the sprint will help teams to reflect on the progress of tasks, and identify the obstacles that may hinder or impede the overall project.  Let’s take a look at some of the other frameworks that are used for scaling agile. Scaling Scrum with SAFe®The Scaled Agile Framework, SAFe in short, follows the principles of lean and agile and helps in scaling Scrum to the enterprise. It helps to manage alignment, collaboration, and delivery from multiple agile teams to ensure enterprise success. It systematically focuses on applying Scrum at each level of the enterprise, to maximize value and ensure a successful agile transformation.A successful SAFe adoption ensures end-to-end business agility with significant improvements in strategy, delivery, execution and business competencies. It helps organizations overcome competition and ensure innovative business solutions to gain customer trust and partnership. The SAFe framework is continuously improvised in order to help organizations cope with the digital age and ensure that business outcomes are delivered.Scaling Scrum with the Scrum@Scale frameworkAnother framework that allows organizations to implement Scrum at scale is the Scrum@Scale framework. This framework expands on the core principles of Scrum and helps to scale Scrum over a wide range of industries and sectors, ensuring customer satisfaction and creation of successful products. It promotes communication across all teams and departments, and optimizes resources, removes roadblocks and ensures creation of innovative products.A Final Word By driving Agile at the organizational level, companies can gain all the benefits of team-level Scrum at scale. More often than not the principles of team level Scrum are not sustainable at the enterprise level and the transformation fails. Tested and proven Agile scaling frameworks are now able to turn this around, and help organizations scale up the principles and practices of Scrum to become more adaptable, flexible and responsive. Professionals can master these frameworks and help their organization adopt the culture, mind-set and principles of Scrum and agile.  
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A Guide to Scaling Scrum

Scrum has been proven to work well for small tea... Read More