Month: July 2017

Leading SAFe 4.5 August 15-16, 2017

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Join us the 15th and 16th in Arlington, VA in August to broaden your horizons in the two day Leading SAFe 4.5 course with your humble servant leader instructor Marshall Guillory, consultant and trainer from i360 Technologies, a bronze Scaled Agile partner.

$995 per student including all the learning materials and dizzying heights you can bear.

Email or PM Marshall directly for details here or on LinkedIn.


Going slowly?

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Do you remember AOL dial up Internet service and how awesome we thought it was to play text based games like Federation? Now I can upload HD video to the internet on a computer that fits in my pocket from deep in the mountains near a small town.

How times have changed. Sadly the way we work together hasn't kept pace with technology. Neither has the way most companies interact with employees.

#Lean #Systemsthinking #Agile #empathy #loyaltyusedtomeansomething

Figuring out PI Objectives in SAFe

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SAFe® and Scaled Agile Framework® are registered trademarks of Scaled Agile Inc.


I am no artist but at least I try. Here are the general guidelines to develop PI Objectives. Try not to regurgitate your teams pulled features as objectives. Think about how your team is going to deliver business value to the customer. PI Objectives are driven by the balcony view stories the team of teams creates during PI Planning. Synthesize the user/enabler stories into value statements that are measurable and meaningful to the themes and product vision.

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Jem D’jelal: How to be an agile politician in 6 steps.

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Reblogged with permission from Jem D'jelal, the original author of
 this content, as a contributor to Originally published 
on LinkedIn July 23, 2017.

Jem D'jelal Jem D’jelal Coaching individuals & teams to find “better” ways of working.

1.Distance yourself from anything controversial

You need to make yourself look attractive to companies who don’t want to change. This means it’s dangerous to quote anyone who makes you think out side of the box. Tobias Mayer is a particularly dangerous source of information..

2. Always go with the flow – NEVER be fearless

Although speaking your mind openly may save your client or company incredible amounts of money through identifying waste & dysfunction – that is not the point. Your focus here is to preserve yourself, drop the “I care act” & make sure getting & keeping the highest paid contract role is your focus. Priorities! Read the rest of this entry »

The Agile End Game 

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And the Agile Game of Thrones continues, a self-defining and destructive process where no people or processes or frameworks win. Everyone loses. The Agile End Game.

Next time can we do it TOGETHER?

Or, perhaps we should work on common ground now to defeat the enemies that so called “Agilists” claim to challenge?

SAFe 4.5 updates & thoughts

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I have been studying the new SAFe guidance articles. I’m trying to focus on key learning areas mostly around the program level so that I can integrate the new material into courses I’m instructing. The new construct around CE/CI/CD and RoD are particularly exciting because they help us consultants map the path to agility more easily from traditionally aligned organizations.

the sum total of customer input does not a strategy make. But failing to meet real and evolving customer needs is an alternate path to extinction. A sense of balance is required. As the SAFe Lean-Agile Mindset says, “Producers innovate. Customers validate.”

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What is organizational agility?

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Enjoying the questionnaire Nissreen Barakat. I have pondered this question for a while too. I don’t feel like the answers I’ve found so far tell the whole story, although most are decent. What are your thoughts?

From your point of view, what is the definition of organizational agility?

My take at starting the discussion:

An internalization [permanent] of the capacity of an organization to consume simple, complex and/or complicated problems quickly without requiring a formal reconfiguration or restructuring (adaptability) of the organization’s internal structure while being able to deliver on the mission and value delivery in a way that customers of the organization would consider successful outcomes. Measurable organizational agility would be reflected as a learning culture focused on relentless improvement with no regret failure. “Pivoting without mercy or guilt” as Leffingwell and Knaster would say. Learning cultures in organizations should also be able to consume chaotic problems by bringing order to the chaos through iterative experimentation and study of outcomes and generation of new hypothesis. Also, organizational “agility” is possible without “Agile.”

#SAFe #Agile #agility #organizationalagility #howto #whatnext