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LeSS Vs SAFe: Which Certification Should You Choose And Why?

Agile and Scrum development is a trending technology in the IT industry. This approach delivers continuous iterations of a project on a timely basis.  The key concepts of Agile and Scrum methodology are as follows:-  Team management  Deliver high-quality products with short iterations  Best practices in the organizations. Pure Agile works with the following principles and frameworks. Most of the IT companies adapt to use Agile approaches to meet enterprise’s demand either in a large-scale or complex project. These approaches follow a systematic framework that incorporates best practices in large-scale implementation. For Scaled development projects, it involves 100 to 1000 team members to inherit the Agile techniques like Scrum and XP that doesn’t make effective management of progress in the project. So, by this result, we led to the development of various frameworks and strategies for the adoption of Scaled Agile frameworks.  We have a few Scaled Agile frameworks such as SAFe, LeSS, or Nexus, Spotify which have become popular nowadays. In this article, we look for a quick comparison between two leading frameworks for scaled Agile approaches for large software development projects. Large-Scale Scrum (LeSS) Scaled Agile Framework (SAFe 4.5) Brief Introduction to LeSS Large-Scale Scrum (LeSS) LeSS is a framework to Scale Agile software development for multiple teams. The acronym indicates less artifacts, less process, and fewer roles. It plays on top position among all the Scrum principles such as cross-functional and self-managing teams, investigations. LeSS provides simple systematic rules and instructions in incorporating Scrum in the large projects. This framework scales up with less process compared to single-team Scrum. LeSS includes practices, principles for organizational structure Queuing theory, lean waste and more Theory of constraints Bas Vodde and Craig Larman introduced Large-Scale Scrum (LeSS), the scaling model. Two Agile Scaling frameworks: In 2002, the coach and trainer Craig Larman wrote about the Agile and iterative development model. Most of them thought that Agile methodology fits for smaller groups. They both got interested in developing scrum towards large teams. So in 2005 they had to build a team to work with clients to scale up the Scrum processes. Now, we have two frameworks which have been adopted by the large-scale projects. The two LeSS frameworks are Smaller LeSS and LeSS Huge. Smaller LeSS: It applies to smaller companies with less team members  LeSS Huge: It works for larger companies with at least thousands of team members for one product  Rules of LeSS It focuses on the overall retrospective for each sprint, to maintain focus on delivery of a product. LeSS frameworks apply effectively to small projects with 2-8 members in a team. Structure and Principles of LeSS Good team for a good organizational structure. The team focuses on being cross-functional, self-managing, co-located and long-lived. Scrum Master should focus on working on the adoption of Less. SM is responsible for performance with LeSS adoption. Focus towards development teams, product owner and organizational practices. It has to look over the entire team, not for one project team.  Scrum Master is dedicated to full time working and can serve up to 1-3 teams. LeSS offers Scrum roles of product owner for up to 8 teams. In this framework, PO doesn't have direct contact with the end customer. Team members will contact the end-users regarding their requirements but PO will look over the priorities over a success with 8 members of Scrum team. Scrum Master should be continuously making increments to achieve perfection of the end product. LeSS keeps the Scrum attributes-roles, sprint meetings are same with additional advantage to scale the work. Roles of management  In LeSS, managers may be involved or may not be. But if they involve, their roles may most likely change. They may divert their focus to improving the value delivery of a product instead of managing the day-to-day product work. Manager's role is to enable continuous development of product delivery by practices. Encourage the team members with experiments of adding skills. Business benefits of LeSS LeSS offers the roles of Scrum, the product owner is one among all who has to understand framework overview and principles One product owner and product backlog are enough for the delivery of a product. LeSS principles, procedures, and adoption in managing the success of the product.  Defines the product and its roles, and the cost of implementation is “less” in LeSS. Certifications:- No matter which scaled Agile approach you want to opt for your project, it depends on the size of the company, large-scale organization, and team size. This certification training covers all the principles, guidelines and rules of LeSS. The individuals who have basic knowledge of Scrum can attend the training and have a chance to get certified. Coming towards SAFe In the above, we have discussed how LeSS framework functions in the organization. Moving on we will discuss the SAFe framework in the development projects of an organization. Before proceeding with the detailed discussion on SAFe, let us see the LeSS vs. SAFe trends in the past 5 years.  Scaled Agile Framework(SAFe)   The Scaled Agile frameworks (SAFe) helps business individuals to address the significant challenges by spreading and delivering enterprise software systems in shortest intervals. The individuals can get free online knowledge to build their software systems with their success patterns.  SAFe was first developed by Dean Leffingwell's in his books to enhance large enterprises to set with highly structured and prescriptive methods. Its intention was to scale the enterprises with Agile and Lean practices for large-scale Agile teams to meet large organization’s strategic goals. Comparison of SAFe and LeSS from experience at Nokia. Key contrast: program execution vs customer-centric learninghttp://t.co/6pUfn12smE — Martin Fowler (@martinfowler) March 25, 2015 This framework provides:  Artifacts Collaboration Follows centralized strategy with a reasonable approach  Core values: The four basic values of SAFe is to guide the organization addressing more common problems.  Those are listed below- Alignment       It deals with business priorities and IT outcomes, stakeholder commitments, plans Transparency      It entails plans, focus, strategy, progress, and workflow Build-in quality      It maintains and practices the continuous support, innovative products Program Execution     It monitors, executes, and the continuous organization plans to improve the product. Principles of SAFe: SAFe is based on nine permanent principles, underlying Agile and Lean practices. These ideas and commercial concepts inspire the practices and roles of SAFe. Economical point Delivering the value within time, budget plans, risk, and development cost defined. System thinking Understand the workplace of a system, purpose of the system at client environment Assume variation, maintain options Traditional design and its practices made in single design, serve with design options and multiple requirements, make future adjustments for long-term projects. Build fast with incremental and integrated learning cycles Develop series of short iterations, have customer review and risk mitigation. Objectives and milestones for evaluation of working systems Business owners, customers, and developers have their response in investments to get economic benefits and their experience shows an effect to design and meet the challenge. Reduce team size, limit work and visualize, manage length in series Resize the team to facilitate fast and reliable flow, amount of work in limit and make the process to less demand, reduce the wait time for new capabilities by having the queue. Applying metrics, synchronize with cross-domain plans Cadence provides a measure for the development team, synchronization causes multiple perspectives to be understood, integrated and resolved. The Motivation of knowledge workers with permanent unlock Purpose and Providing autonomy, with minimal constraints that lead to employee engagement in higher levels results in better outcomes for customers. Devolution of decision making Reduces delays, fast delivery, improves and enables feedback faster and creates innovative solutions related to local knowledge. Configurations of SAFe: We have four configurations in SAFe which provide more configurable and scalable approach to the full range of development environments. These are illustrated below. Essential SAFe It is the basic building block for all SAFe configurations that trace critical elements needed to meet the major benefits of a framework with simplest starting point of implementation. Here program levels and the team forms an organizational structure known as Agile Release Train(ART). Large solution SAFe The large solution safe deals with the biggest challenges where multiple agile releases are necessary but don’t require portfolio-level considerations. These require additional artifacts, roles, and coordination enterprises. Portfolio SAFe  Portfolio SAFe helps align portfolio execution to the enterprise strategy, by the way of Agile development. It helps in providing the business agility through various principles and practices. Full SAFe Full SAFe supports the enterprises which maintain large integrated solutions, were requires hundreds of people or more, and includes all levels of SAFe. Spanning Palette The spanning palette is applicable to a specific team, program, large solutions. It helps the organizations to apply the elements which are only important and needed. Different types of SAFe : We have two major types of SAFe 4.0 implementation- implementation with 3-Level SAFe and 4-Level SAFe. 3-Level SAFe is for small projects in business organizations with a team of 100 individuals, that doesn’t require the special collaboration. As the name itself indicates, it has three levels of SAFe- Program, Team, and Portfolio. 4-Level SAFe requires many 100s to 1000s of individuals to obtain solutions to develop, maintain and deployment. The 4-Level SAFe includes an additional level as value stream between the Portfolio Levels and Program for larger organizations. Evolution of SAFe SAFe has evolved with business and continuous process to increase its work demand. The future versions of the framework will increase our commitment towards developing industry, resulting in effective experience with scaled Agile and Lean practices. We have a few versions of SAFe, those are listed below-  1.0 SAFe 2.0  3.0 Lean product development systems thinking 4.0 Full SAFe 4.5 Latest version of SAFe  4.5.1 Leading SAFe Certifications: SAFe training makes the individuals to obtain a deep understanding of concepts that boost their career growth. This certification course deals with every principle in the Agile manifesto with its frameworks.   Benefits in Business: No predefined metrics in this stage, if we adopt a SAFe framework Discussing with team levels about products-retrospective Productivity-estimated time and effort to release a product The time to market will be based on the status of a report with the variation of workflows. Differences between LeSS and SAFe Conclusion: LeSS and SAFe are essentially Scaled Agile frameworks that help enterprises level up. All frameworks look similar but in reality, we choose the best framework that is suitable for the project based on the product. In this article, comparison of LeSS and SAFe describes their roles, principles, team, portfolios, and processes.  Choose the best framework for your project and experience ultimate productivity in your team.
LeSS Vs SAFe: Which Certification Should You Choose And Why?
KnowledgeHut
Rated 4.0/5 based on 41 customer reviews

LeSS Vs SAFe: Which Certification Should You Choose And Why?

Agile and Scrum development is a trending technology in the IT industry. This approach delivers continuous iterations of a project on a timely basis.  The key concepts of Agile and Scrum methodology are as follows:-  Team management  Deliver high-quality products with short iterations  Best practices in the organizations. Pure Agile works with the following principles and frameworks. Most of the IT companies adapt to use Agile approaches to meet enterprise’s demand either in a large-scale or complex project. These approaches follow a systematic framework that incorporates best practices in large-scale implementation. For Scaled development projects, it involves 100 to 1000 team members to inherit the Agile techniques like Scrum and XP that doesn’t make effective management of progress in the project. So, by this result, we led to the development of various frameworks and strategies for the adoption of Scaled Agile frameworks.  We have a few Scaled Agile frameworks such as SAFe, LeSS, or Nexus, Spotify which have become popular nowadays. In this article, we look for a quick comparison between two leading frameworks for scaled Agile approaches for large software development projects. Large-Scale Scrum (LeSS) Scaled Agile Framework (SAFe 4.5) Brief Introduction to LeSS Large-Scale Scrum (LeSS) LeSS is a framework to Scale Agile software development for multiple teams. The acronym indicates less artifacts, less process, and fewer roles. It plays on top position among all the Scrum principles such as cross-functional and self-managing teams, investigations. LeSS provides simple systematic rules and instructions in incorporating Scrum in the large projects. This framework scales up with less process compared to single-team Scrum. LeSS includes practices, principles for organizational structure Queuing theory, lean waste and more Theory of constraints Bas Vodde and Craig Larman introduced Large-Scale Scrum (LeSS), the scaling model. Two Agile Scaling frameworks: In 2002, the coach and trainer Craig Larman wrote about the Agile and iterative development model. Most of them thought that Agile methodology fits for smaller groups. They both got interested in developing scrum towards large teams. So in 2005 they had to build a team to work with clients to scale up the Scrum processes. Now, we have two frameworks which have been adopted by the large-scale projects. The two LeSS frameworks are Smaller LeSS and LeSS Huge. Smaller LeSS: It applies to smaller companies with less team members  LeSS Huge: It works for larger companies with at least thousands of team members for one product  Rules of LeSS It focuses on the overall retrospective for each sprint, to maintain focus on delivery of a product. LeSS frameworks apply effectively to small projects with 2-8 members in a team. Structure and Principles of LeSS Good team for a good organizational structure. The team focuses on being cross-functional, self-managing, co-located and long-lived. Scrum Master should focus on working on the adoption of Less. SM is responsible for performance with LeSS adoption. Focus towards development teams, product owner and organizational practices. It has to look over the entire team, not for one project team.  Scrum Master is dedicated to full time working and can serve up to 1-3 teams. LeSS offers Scrum roles of product owner for up to 8 teams. In this framework, PO doesn't have direct contact with the end customer. Team members will contact the end-users regarding their requirements but PO will look over the priorities over a success with 8 members of Scrum team. Scrum Master should be continuously making increments to achieve perfection of the end product. LeSS keeps the Scrum attributes-roles, sprint meetings are same with additional advantage to scale the work. Roles of management  In LeSS, managers may be involved or may not be. But if they involve, their roles may most likely change. They may divert their focus to improving the value delivery of a product instead of managing the day-to-day product work. Manager's role is to enable continuous development of product delivery by practices. Encourage the team members with experiments of adding skills. Business benefits of LeSS LeSS offers the roles of Scrum, the product owner is one among all who has to understand framework overview and principles One product owner and product backlog are enough for the delivery of a product. LeSS principles, procedures, and adoption in managing the success of the product.  Defines the product and its roles, and the cost of implementation is “less” in LeSS. Certifications:- No matter which scaled Agile approach you want to opt for your project, it depends on the size of the company, large-scale organization, and team size. This certification training covers all the principles, guidelines and rules of LeSS. The individuals who have basic knowledge of Scrum can attend the training and have a chance to get certified. Coming towards SAFe In the above, we have discussed how LeSS framework functions in the organization. Moving on we will discuss the SAFe framework in the development projects of an organization. Before proceeding with the detailed discussion on SAFe, let us see the LeSS vs. SAFe trends in the past 5 years.  Scaled Agile Framework(SAFe)   The Scaled Agile frameworks (SAFe) helps business individuals to address the significant challenges by spreading and delivering enterprise software systems in shortest intervals. The individuals can get free online knowledge to build their software systems with their success patterns.  SAFe was first developed by Dean Leffingwell's in his books to enhance large enterprises to set with highly structured and prescriptive methods. Its intention was to scale the enterprises with Agile and Lean practices for large-scale Agile teams to meet large organization’s strategic goals. Comparison of SAFe and LeSS from experience at Nokia. Key contrast: program execution vs customer-centric learninghttp://t.co/6pUfn12smE — Martin Fowler (@martinfowler) March 25, 2015 This framework provides:  Artifacts Collaboration Follows centralized strategy with a reasonable approach  Core values: The four basic values of SAFe is to guide the organization addressing more common problems.  Those are listed below- Alignment       It deals with business priorities and IT outcomes, stakeholder commitments, plans Transparency      It entails plans, focus, strategy, progress, and workflow Build-in quality      It maintains and practices the continuous support, innovative products Program Execution     It monitors, executes, and the continuous organization plans to improve the product. Principles of SAFe: SAFe is based on nine permanent principles, underlying Agile and Lean practices. These ideas and commercial concepts inspire the practices and roles of SAFe. Economical point Delivering the value within time, budget plans, risk, and development cost defined. System thinking Understand the workplace of a system, purpose of the system at client environment Assume variation, maintain options Traditional design and its practices made in single design, serve with design options and multiple requirements, make future adjustments for long-term projects. Build fast with incremental and integrated learning cycles Develop series of short iterations, have customer review and risk mitigation. Objectives and milestones for evaluation of working systems Business owners, customers, and developers have their response in investments to get economic benefits and their experience shows an effect to design and meet the challenge. Reduce team size, limit work and visualize, manage length in series Resize the team to facilitate fast and reliable flow, amount of work in limit and make the process to less demand, reduce the wait time for new capabilities by having the queue. Applying metrics, synchronize with cross-domain plans Cadence provides a measure for the development team, synchronization causes multiple perspectives to be understood, integrated and resolved. The Motivation of knowledge workers with permanent unlock Purpose and Providing autonomy, with minimal constraints that lead to employee engagement in higher levels results in better outcomes for customers. Devolution of decision making Reduces delays, fast delivery, improves and enables feedback faster and creates innovative solutions related to local knowledge. Configurations of SAFe: We have four configurations in SAFe which provide more configurable and scalable approach to the full range of development environments. These are illustrated below. Essential SAFe It is the basic building block for all SAFe configurations that trace critical elements needed to meet the major benefits of a framework with simplest starting point of implementation. Here program levels and the team forms an organizational structure known as Agile Release Train(ART). Large solution SAFe The large solution safe deals with the biggest challenges where multiple agile releases are necessary but don’t require portfolio-level considerations. These require additional artifacts, roles, and coordination enterprises. Portfolio SAFe  Portfolio SAFe helps align portfolio execution to the enterprise strategy, by the way of Agile development. It helps in providing the business agility through various principles and practices. Full SAFe Full SAFe supports the enterprises which maintain large integrated solutions, were requires hundreds of people or more, and includes all levels of SAFe. Spanning Palette The spanning palette is applicable to a specific team, program, large solutions. It helps the organizations to apply the elements which are only important and needed. Different types of SAFe : We have two major types of SAFe 4.0 implementation- implementation with 3-Level SAFe and 4-Level SAFe. 3-Level SAFe is for small projects in business organizations with a team of 100 individuals, that doesn’t require the special collaboration. As the name itself indicates, it has three levels of SAFe- Program, Team, and Portfolio. 4-Level SAFe requires many 100s to 1000s of individuals to obtain solutions to develop, maintain and deployment. The 4-Level SAFe includes an additional level as value stream between the Portfolio Levels and Program for larger organizations. Evolution of SAFe SAFe has evolved with business and continuous process to increase its work demand. The future versions of the framework will increase our commitment towards developing industry, resulting in effective experience with scaled Agile and Lean practices. We have a few versions of SAFe, those are listed below-  1.0 SAFe 2.0  3.0 Lean product development systems thinking 4.0 Full SAFe 4.5 Latest version of SAFe  4.5.1 Leading SAFe Certifications: SAFe training makes the individuals to obtain a deep understanding of concepts that boost their career growth. This certification course deals with every principle in the Agile manifesto with its frameworks.   Benefits in Business: No predefined metrics in this stage, if we adopt a SAFe framework Discussing with team levels about products-retrospective Productivity-estimated time and effort to release a product The time to market will be based on the status of a report with the variation of workflows. Differences between LeSS and SAFe Conclusion: LeSS and SAFe are essentially Scaled Agile frameworks that help enterprises level up. All frameworks look similar but in reality, we choose the best framework that is suitable for the project based on the product. In this article, comparison of LeSS and SAFe describes their roles, principles, team, portfolios, and processes.  Choose the best framework for your project and experience ultimate productivity in your team.
LeSS Vs SAFe: Which Certification Should You Choose And Why?
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Rated 4.0/5 based on 41 customer reviews
LeSS Vs SAFe: Which Certification Should You Choos...

Agile and Scrum development is a trending technology in the IT industr... Read More

What is Agile Planning & Agile Planning Levels?

What is Agile Planning? Agile planning is focused on getting the answers to simple questions like - what is to be built, when will it be completed, how much will it cost and who should be involved etc. The project managers also explore hidden dependencies for various activities to minimize the idle time and optimize delivery period. Agile planning revolves around measuring the velocity and efficiency of an Agile team to assess when it can turn the user stories into processes, production-ready software, and quality product delivery. The ultimate goal of Agile planning is to have a clear picture of project vision, production roadmap with sprint schedule, and business interests. To simplify the things, Agile planning can be stipulated f different levels - product vision; product roadmap; release; iteration; daily commitment.  Level 1: Agile Planning For Product Vision – Five Tips:  Agile planning starts with product vision creation ensuring that strategies are aligned properly and the development team spends its time on creating the right valuable product. The product vision guides the team members for the shared goal like a lighthouse. The product vision statement tells about ‘how the product supports organization’s strategies.’ You can simplify the process of Agile product vision development by making it a four-step exercise – development, drafting, validation, finalizing. The following five tips will help you to get the most out of it:  Product vision should deliver the unique feel of ownership to keep you motivated.  Validate your product vision with all the stakeholders, Scrum team members, users etc. Develop the product vision iteratively & incrementally with the scope to make it better over time.  The product vision pitch should address all the key concerns of different stakeholder groups pertaining to quality, product goals, competition, longevity and maintenance needs etc.  Focus your product vision on the values for users and customers not merely on the most advanced technology.    Level 2: Agile Product Roadmap Planning– Five Tips:     An Agile product roadmap is a plan that describes the way the product is likely to grow; it also facilitates for learning to change. To succeed in Agile management, you need to have a goal-oriented roadmap as it provides crucial information about everyday work by the team. As a powerful Agile management tool, it helps to align all the stakeholders and to estimate sufficient budget for quality product development as per schedule. Creating effective roadmap is often a challenge because changes occur unexpectedly in an Agile environment; however, the following five tips will help you plan the most effective roadmap:  Do all the necessary prep work including describing & validating the product strategy. To know more about ‘Product strategy in the Agile world’, visit - https://svpg.com/product-strategy-in-an-agile-world/ .  Focus your product roadmap on goals, benefits, objectives, acquiring customers, removing technical debt and increasing engagement etc.  Let your product roadmap tell a coherent story about the likely development of a product. To simplify the task, you can divide the product roadmap into two parts- internal product roadmap and external roadmap. The internal product roadmap is focused on development, service, supporting groups, marketing, sales etc; while, the external roadmap is focused on prospective & existing customers.  Keep the product roadmap simple and realistic to make the features understood by everyone concerned.  Make your product roadmap measurable; so, think twice before adding timelines and deadlines.  Level 3: Release Planning – Five Tips:   In Agile landscape, the release is a set of product increments released to the customer. The release plan defines how much work your team will deliver by the mentioned deadline. Release planning is the collaborative task involving Scrum master (facilitates the meeting), Product owner (shares product backlog view), Agile team (provides insights into technical dependencies & feasibility) and Stakeholders (the trusted advisors). The following five tips will help you in effective release planning:  Focus on goals, benefits, and results.  Take dependencies and uncertainties into account. Release early but don't release just for the sake of scheduled releasing. Only release the work that is 'Done'. To know more about ‘Definition of Done (DoD)’ in Agile, plz visit -  https://www.knowledgehut.com/blog/agile-management/definition-of-done-use-in-agile-project .  Each release process has the scope for betterment. Continuous release process improvement helps you deliver more values for the product. 5 levels of #Agile planning ... and the DoD. #ProjectManagement #pmot https://t.co/qTalLiJS1S by John Goodpasture pic.twitter.com/dlWuMTnC8e — JoseAntonio Martinez (@MartinezBuenoJA) November 14, 2016 Level 4: Iteration Planning – Five Tips:   The iteration planning is done by holding a meeting, where all the team members determine the volume of backlog items they can commit to deliver during the next iteration. The commitment is made according to the team's velocity and iteration schedule. The following five tips will help you in effective iteration planning: Span the iteration planning meeting maximum up to 4 hours.  The planning meeting is organized by the team and for the team; so, everyone should participate.   Avoid committing anything that exceeds the historical team’s velocity. Keep time for ‘retrospectives’ in the past sprints before planning for the next one. To know more about ‘Agile retrospective’, visit - https://www.agilealliance.org/glossary/heartbeatretro/.   Follow the four principles – prepare, listen, respect & collaborate.  Level 5: Daily Commitment Planning– Five Tips:  Like many other planning activities for Agile management, the daily commitment planning also needs the synchronized partnership of teams. The daily planning meeting is focused on completing the top-priority features. The 15-minute standup meeting facilitates face-to-face communication on individual’s progress and impediments if any. The following five tips will help you in progress-oriented daily commitment planning:  Keep it around the task board.  Start on time regardless of who is present or not. Let each team member go through the questions like - what he did yesterday, what is his plan for today, and, is there any impediment?.  Use ‘Parking Lot’ for the unresolved issues. The purpose of daily Agile-Scrum planning is to let the team members know about ‘being done’, ‘needs to be done’ and ‘hindrance if any’. Anything out of this scope should be listed in ‘Parking Lot’ to be dealt later.  Do preparation ahead of time. The team members should know ‘what they need to share’.  Conclusion:  Agile planning levels are not time-consuming or complex; instead, these help product owners focus on the right group of professionals and the product development stage. The strategic Agile planning for different levels reduces considerable time, effort, and cost that is otherwise invested in repetition, correction, and last minute meetings etc. 
What is Agile Planning & Agile Planning Levels?
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What is Agile Planning & Agile Planning Levels?

What is Agile Planning? Agile planning is focused on getting the an... Read More

Does The Lack Of Knowledge Sharing Affect Your Scrum Productivity?

Knowledge sharing is the biggest advantage of working in a group or as a team. The proper utilization of knowledge of every team member contributes to successful project delivery. However, a number of organizations have experienced major setbacks just because of not detecting and resolving the issue of ‘lack of knowledge sharing’ on time. In a Scrum – Agile organization, knowledge sharing becomes more important because Scrum, an Agile framework, is designed to complete the software development project through the collective efforts of the team.   Knowledge Sharing Barriers –You May Not Know:  To deal with the issue effectively, we can divide the commonly identified knowledge barriers into three categories:  1. Individual Knowledge Sharing Barriers: Low awareness about the benefits of knowledge sharing with others. Insufficient evaluation, feedback & communication. Lack of interaction between the team members 2. Organisational Knowledge Sharing Barriers: Lack of managerial direction for clear communication  Inadequate spaces, resources and time to share and gain new knowledge Lack of transparency in recognition of performance  3. Technological Knowledge Sharing Barriers Improper integration of IT systems & processes Frequent obstructions to communication flows lack of compatibility between working process, project planning, execution and management    Reluctance to use the latest technology due to lack of training  Scrum helps teams deliver products with constant adaptation & improvement. A social entertainment and gaming company also reported a 73% gain in productivity.#agile #scrum #game #gaming #entertainment #tech #technology #software #adapt #adaptation #productivity #improvement pic.twitter.com/OjKsMutKR1 — Exceptional_LLC (@Exceptional_LLC) May 6, 2018 Negative Impacts of Knowledge Sharing Barriers on Scrum Productivity: A number of times the well-maintained velocity of Scrum projects takes a big hit when a star performer resigns all of sudden. The best you can do is to extract the maximum knowledge out of him during his stay period and to share the gathered information to another team member; it slows down the project besides developing uncertainties in the minds of your Scrum team members.   The numbers of Scrum team members are questioned when an employee quits.Many a time, this questioning negatively affect their productivity and commitment both.  The very common silo in Scrum Project Management you experience is when a newcomer joins your team and the team members are asked to pull that new member up to the required velocity.   Many times, Scrum team responds to changes to deliver the best but few members still don’t believe in comprehensive documentation; it creates the dependency on each other.  In the absence of proper training and commonly accepted Agile – Scrum culture, primarily focused on knowledge sharing, most of the projects run at a low velocity.  Lack of knowledge sharing is the major cause of reworking that increases the delivery period and the cost as well.  Effective knowledge sharing, essentially is the key to building self-organizing Agile teams. This is best described in the following video-   5 ways to Improve Knowledge Sharing for Better Scrum Productivity:  The proper flow of knowledge sharing within Scrum team dramatically improves the productivity with quality. Scrum Master indeed is a manager as he/she manages the process of exchanging information. There is a lot of knowledge in the Scrum team members; and, getting it out on time for the people who need it is a challenge for Scrum leaders. The following 5 hacks will surely help you improve knowledge sharing:  Store the Documents for Anytime Usage:  Document all the knowledge and put it safely in an easy-to-access repository. The scope of this tactic covers the project relevant data of all the laptops and tablets also.           2. Conduct Demo meetings Within Team Or With Client: While preparing yourself for the demo meeting, you will need the documents to show the development; as a result, all the shared information will be available to you and for all.           ​3. Pair Programming:  The idea behind ‘Pair Programming’ is to assign a particular code work to two  programmers at the same time to prevent knowledge silos and to encourage transparency as well. It also helps both the developers to improve the quality by going through the ideas of each other. In addition, it takes care of ‘surprise resigning’.         4. Motivate Scrum Team Members:  Most of the people don’t want to share their knowledge unless they expect something in return; therefore, Scrum members need motivational support by extrinsic and intrinsic rewards.          5. Go for Extreme Programming (XP)     Extreme Programming (XP) is an Agile framework powered by the practical values of courage, communication, feedback, simplicity, respect. Make it a part of your Scrum strategy.   Conclusion:  The zero-gap knowledge sharing through the fastest route is the key to success in Scrum projects. It is also true that one roadmap doesn’t take everyone to the desired destination but the strategy with clear vision and goal matters; and, same is the case with knowledge sharing in Scrum. The ‘Professional Scrum Product Owner (PSPO)’ and ‘ScrumMaster (CSM) Certification Trainings’ help you deliver the best quality product at the earliest through strategic knowledge sharing system.
Does The Lack Of Knowledge Sharing Affect Your Scrum Productivity?
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Does The Lack Of Knowledge Sharing Affect Your Scr...

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Importance of Sprint Retrospective In Agile Project Management

There is a buzz in the community of IT service providers and software developers about the terms like Agile software development, Agile project management, Agile transformation, Agile methodology, Agile adoption etc. After coming across encouraging Agile journey experiences within the industry, a number of software development companies are switching over to an Agile culture. Once the Agile teams achieve efficiency, the team members start missing some important steps well defined in Agile project management; one of those is ‘sprint retrospective’ – a very important Agile activity to improve the process, quality, client’s side satisfaction and profitability.  What is Sprint Retrospective? During the sprint retrospective, the entire team inspects the iteration and decides what can be done to improve the process. The outcomes of retrospective meetings are communicated to all the members; and, the suggestions are incorporated in the next iteration. It makes the retrospectives a never-to-miss exercise for short-cycled improvement and modification to varied circumstances. Here, I would refer “Getting Value out of Agile Retrospectives – A Toolbox of Retrospective Exercises” written by Luis Gonçalves and Ben Linders. The ideal way to get the most of retrospective is to use the user stories describing ‘who, what & why’ for planning and tracking the improvements. 7 Key Benefits of Sprint Retrospectives:  It helps the support team to identify and resolve the conflict areas.  It helps the Agile team to improve the processes continuously by knowing ‘what can be improved’.  It allows all the members to share their views for improvement with the feel of ownership. It provides the roadmap for ‘start, stop doing & continue’.  It helps the project managers to keep the project on the right track by fixing the priorities and directions. It helps to identify the risk and problem factors at an early stage. It creates transparency and builds trust among the team members that strengthen the team spirit.  5 Stages of Sprint Retrospective That Make it Important:  Setting the environment and the stage to make the team members prepared for Agile retrospective is the first step.  The 2nd stage is to gather and analyze the data of previous projects to have insights in to previous actions. It helps to fix the quality benchmarks for specific tasks. The collected insights including facts & feelings are shared to help the team members address all the relevant issues in particular sprint retrospective as well as to find the most secure and effective way to proceed further.   The tasks are assigned with fixed responsibility to avoid any misunderstanding among the team members.   Each sprint retrospective ends with the acknowledgement and appreciation to contribution of each member.      The Five Agile - Sprint Retrospective Techniques to Deliver Better: 1. 4 Ls sprint Retrospective Technique:  The 4 Ls is a widely used data collecting technique for sprint retrospective involving the individuals to express their opinions independently on Post-Its or in group discussions.  The 4 Ls stand for:  Liked – Things you like Learned – Things you learn Lacked – Things that could be improved Longed for – Things you wish for 2. Speedboat Sprint Retrospective Technique:  The speedboat retrospective technique was first presented by Luke Hohmann in his book “Innovation Games”.  The project manager draws a speedboat on a chart representing the Agile team. The team members put their ideas on the Post-Its; which are connected with speedboat like anchors. The intention is to find out the hurdles refraining the team members to move fast to deliver at the time. Now, the solution-focused approach turns each anchor into the gust of wind; and, the team starts delivering as it should. 3. Speed Car Sprint Retrospective Technique: It is the simplest retrospective technique to identify the hurdles and supporting powers both.  The participants are asked to create post-its and place them over the ‘Engine’ and ‘Parachute’ of a speed car drawn on a chart. The post-its placed on the engine show the things that helped to perform and deliver; while, the post-its placed on the parachute show the things that slowed down the progress. The meeting ends with finding the solutions to each hurdle with the intention to apply the supporting forces in more areas.  4. Mad, Sad & Glad Sprint Retrospective Technique:  The participants are asked to create post-its in three different colors. The idea behind the exercise is to identify the things that made the participants feel mad, sad & glad during the sprint. The post-its under ‘Mad’ highlight the problems, time-wasting exercises, unexpected results/developments etc. The post-its under ‘Sad’ highlight the issues within the team that slowed down the progress. The post-its under ‘Glad’ highlight the issues like successes, learning, and achievements. The discussion helps the team leader to find out the viable solution to each highlighted issue. 5. KALM Sprint Retrospective Technique: The KALM stands for-  Keep - Something valuable you would love to repeat  Add- A new concept you would love to try. Less - Something being done already, and; you would like to do it less. More- Something being done already; and, you would like to give it more value.   The KALM retrospective technique stimulates the conversions over ongoing activities and perceived values.   Ensure the team follows up on retrospective actions or there’s no point capturing them in the first place #scrum #retrospective — John Leighton (@johnjleighton) May 8, 2018   Summary:  On being asked about the sprint meetings, the majority of Scrum Masters say that they simply ask- ‘What went well? ‘What didn’t work well?’ and ‘What can be improved?’.  The importance of sprint retrospective in Agile –Scrum project management lies in learning because it leads the team members towards- ‘what did we learn?’ The continuous monitoring for improvement is the fundamental of Agile project management; and, the sprint retrospective brightens the success prospects.
Importance of Sprint Retrospective In Agile Project Management
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Lead Or Manage, Which Is The Ideal Approach In An Agile Team?

For all those who live in an Agile world, the word “manager” is not the most loved one. But what is it that makes us feel like that? Why don’t we have the same feelings when we hear the word “leader”? Well, let’s think a bit about it... Often used interchangeably, the terms management and leadership create confusion among people. Some people think that management and leadership are the same thing, others don’t.  In fact, the term leadership in the organizational world is relatively new. A couple of centuries ago, no one would have thought of using it in a work environment. Indeed, great leaders of history were related to politics, philosophy, governments, religion. Some examples are Abraham Lincoln (president of the United States that abolished slavery), Martin Luther King Jr (Baptist minister who led the Civil Rights Movement) and Mahatma Gandhi (who led India to independence and inspired movements for civil rights and freedom across the world), among others. Based on these examples, and if you Google it, you will find several others, we can infer that to lead is to motivate, to inspire, to influence people. And why would someone want to influence others? Well, to share a vision with the team and motivate the team to be aligned to that vision!  So, what makes the difference between a manager and a leader? Basically, it is the approach they use to reach people and the approach they use at work. Leadership is about inspiring and management is about planning. Leaders are focused on aligning people to the organizational vision, which includes obtaining their buy-in, communication, motivation, and inspiration, while managers focus on planning, budgeting, and taking the vision to a reality. Managers follow processes that make organizations successful, they take care of numbers that demonstrate good performance and solve problems when they arise.  Control or inspiration? Basically, managers direct and control. They follow the organization’s policies and processes. Their work is more rational and logical. They create plans and follow them till their success. Managers have to detect risks that may impact their plans and mitigate them. Their objective is to have everything under control, even those plan items that may be at risk since their final goal is to achieve the expected outcome for the team. Management is the practice of manipulating people for personal gain. Leadership is the responsibility of inspiring people for the good of the group. — Simon Sinek (@simonsinek) February 6, 2018 On the other hand, leaders let people be themselves, but at the same time, they share with them the organization’s vision and inspire them to follow it, to be part of a bigger purpose. Leaders understand that forming high performing teams is much better than having individual heroes since diversity is the key to success. This is the reason why their focus is on developing people to its highest performance. Leaders truly believe that this is the path to achieving the expected outcome for the team. Status quo or disruption? Managers ensure that the organization’s policies and processes are followed, but leaders… leaders challenge the status quo. Managers try to ensure that every plan is complete as agreed, but leaders embrace change. They know that change is part of our lives and that if teams do not adapt to change, they may die. This doesn’t mean that managers don’t believe this as well, but their focus is set on achieving goals, as planned. People or processes? Managers create or follow processes and use tools to support the team in the accomplishment of their objectives. Leaders focus on developing people, by coaching them to be a better version of themselves. …..“People over processes”, this is one of the values of the Agile manifesto. And this is the point where we distinguish leaders and managers, and why managers are not “that well seen” in Agile environments.  After having made this comparison, we may now understand those who are against management in Agile environments. Managers seem to be the opposite of what any Agile team may want… However, in order to have successful organizations, there needs to be managers and leaders, people with logical minds and people with innovative ideas. If an organization is run efficiently, then for sure there are leaders and managers in it!! It is the key for organizations to create the correct balance between leadership and management. Of course, “correct balance” may mean something completely different for each organization, and it is their responsibility to define it and achieve it. Achieving it may mean having in your team leaders, managers or people that have management and leadership skills, which gives them and the company a competitive advantage. It is key to understand that both sides of the coin are important. Nowadays, people not only look at their managers for them to assign tasks but for guidance. Teams are eager to grow and improve, teams are eager to embrace change and be challenged. So, what are you waiting for? Challenge them! Give them what they want and they will be high performers, for sure! As Peter Drucker says: “You don’t manage people. Your task is to lead people by making productive their specific strengths and knowledge.” Never forget that in Agile environments, “people” are your highest priority. 
Lead Or Manage, Which Is The Ideal Approach In An Agile Team?
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ITIL Framework And Processes - An Unmissable Guide

ITIL refers to a public framework which best describes the best practice in the effective management of IT service. It facilitates the practical framework for the authority of various procedures related to the IT processes. It is also associated with the continual measurement and improvement of the quality of IT service that is to be delivered. The IT service that has to be given is from the perspective of customers as well as the organization. Since its creation, ITIL has become the widely accepted approach to IT service supervision in the world. There are various benefits related to the implementation of ITIL practices. With the practical implementation of ITIL practices, there would be an increase in customer satisfaction related to the IT services.   The origin of ITIL ITIL practices first came to light in the late 1980s by the Central Computer and Telecommunications Agency which is often abbreviated as CCTA and is located in Britain. The popularity of ITIL practices lies in the fact that these methods are not rigid. It provides a framework with the help of which organizations can adapt to their own needs.   It is important to note that ITIL breaks down the functions related to IT into full capacity and discrete components that usually spans across the entire length of the enterprise in terms of IT practice. Moreover, these services are designed in a block manner so that they can be utilized for the use of an external service provider. ITIL comprises of strategic, tactical and operational components. The vital elements comprise of long-term goals of a particular service and high-level activities are required to undertake them.   The tactical components comprise of individual processes that would monitor the assignments and activities required to execute the service. Furthermore, operational aspect includes of the specific implementation of the various procedures so that it can provide assistance to the stakeholders and the users. In this context, it is important to note that the completion of the operational assignments implies that the strategic objectives are achieved within the expected frames of time. The various versions related to ITIL practices The ITIL practices were first published from 1987 to 1996 on behalf of the CCTA organization. In this context, it is important to note that the second version of ITIL was released in the form of books from 2000 to 2004. Quite interestingly, the initial version of ITIL comprised of a collection of 31 books. This group has usually covered all notions of the IT provision. The service strategy of ITIL It is important to note that service strategies related to ITIL usually comprises of assessing the current market requirements and offerings. By carefully examining the offerings and plans, the organization can create a program so that the services can meet needs. In this context, it is vital to note that ITIL service strategy comprises of separate processes. They are in the form of financial management, strategy management for IT services, business relationship management, demand management and service portfolio management. Here is the detailed description of each of these processes.  Financial Management: It is focused on the services and commercial spending. It comprises of the aspects of accounting, budgeting, and charging activities of the organization. This type of process is also focused on the costs so that it can provide the required amount of services while maximizing the value of the service.   Relationship Management of the organization: It is that type of a relationship management that involves the creation and maintenance of relationships related to the clients. It is also associated with comprehending the needs of the customers as well as providing services as per the audited requirements.   Demand Management:It identifies the demand of the customer as per the services provided. It is one of those processes which is associated the application of the customers. The availability and the types of services are all part of Demand Management. Strategy Management in case of IT services: It is one of those processes that are associated with assessing the IT services in the notion of the overall position of the market. It also comprises of the need to determine the current market trends so that the customer needs can be satiated in a proper manner. It also includes planning for the potential expansion of the market. Service management of portfolio:It is focused on the effective management of the offered IT services. The portfolio management would also ensure that the goods and services delivered are always associated with the goals of service strategy.     The service design of ITIL The service design of ITIL is focused on the correct construction of service offerings to address needs of the customers as well as the business organization. Quite interestingly, the service design publication is made up of 8 separate processes. These processes comprise of management of capacity, service catalog management, management of the service level, availability management, and IT service continuity management, management of supplier, design coordination, and management related to information security. The catalog management of the services comprises of the accessibility to service customers which is required to keep the services remain productive. On the other hand, capacity management makes sure that the systems are always functioning at the needed capacity. On the other hand, supplier management reviews the relationships of the suppliers which are also resplendent with third parties and their various terms of contracts and agreements.  It is important to note that security has emerged as a vital issue of the organizations who operate in the domain of IT field. However, the practices of ITIL set it apart from others. The security patches related to ITIL usually outlines a continuous improvement process to assess the risks associated to processing information. On the other hand, ITIL practices are best tuned with the technical support. Hence, it is quite evident that all the ITIL practices are in sync with the levels of customer satisfaction. In this manner, it continually strives hard to make the organization in an efficient way.
ITIL Framework And Processes - An Unmissable Guide
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Rated 4.0/5 based on 43 customer reviews
ITIL Framework And Processes - An Unmissable Guide

ITIL refers to a public framework which best describes the best practi... Read More