Coaches and Practitioners of Lean-Agile and the SAFe®
UPDATE: I have updated the tool for SAFe 5.0! See below.
In my experience the amount of time that we get to spend in Lean-Agile and SAFe® courses on the subject of Velocity and Capacity Planning is inadequate. So I spent some time building a tool for one of my client organizations. I have since spent some time greatly enhancing the tool and getting it ready for distribution. I am offering the tool for free. All that I ask is if you decide that the tool has value and you are going to use it, to like my blog and share feedback for improvement. Perhaps even share this article on your favorite social media. Read the rest of this entry »
The good folks at Scaled Agile, the SAFe® community, Agile agnostics, consultants, and some in the “Agile” community are onto something incredibly important in defining the elusive and dynamic Agile End Game for organizations. Read the rest of this entry »
Aside Posted on
I can’t say that I agree at all with Dave Snowden’s approach to communication. The guy is rough around the edges, a “perpetual curmudgeon” in his own words. And that is describing it kindly. He does have some good ideas on decision making though. Read the rest of this entry »
S_Fe is not Agile. S_Fe is not even Scrum. – Mike Beedle
In response to Mike Beedle on LinkedIn. Mike is wrong about the SAFe of course. And not just because of his childish method of attack. Facts, evidence, experiments, my experience and dozens of business case studies back up the experiments of the SAFe. Mike sounds a lot like project managers that swear the PMBoK/waterfall works better than agile for large scale “projects” with high complexity, significant uncertainty, many dependencies and new knowledge to be obtained to deliver the product. Project management works in those scenarios (fantasy). But not as well as Agile (reality). Read the studies (Chaos Report, Standish Group; State of Agile, VersionOne; others). A sea change is in play — right now. Customers want predictability, results — and truth. Not endless “Change Requests” and contract modifications for more time, more money and more people. One truth about the Agile Manifesto is that it is great guidance as a value system and principles for software development. The big problem is that it [Agile Manifesto] is STATIC. Relentless improvement drives us to go beyond yesterday. Study the Scaled Agile Framework for the enterprise and come to your own conclusions. Evolve or join the museum with the other artifacts of the information age.
Studying up on Lippitt / Knoster change models I learned about from Construx videos. Steve McConnell of course being one of the greatest software development thought leaders is the presenter. Interesting how these change theories are baked into some of the Agile frameworks and mindsets like the SAFe / Agile Manifesto. As a coach, these are useful strategies on how to build our approach to managing change (like fear, unknowns, budgeting/money, et cetera).
Get a Grip on Managing Change – Michael Nanfito
Agile Transformations – Change Model – Construx