Podcasts about Scaled agile framework

Enterprise Agility ServiceNow ITBM Podcast

Play Episode Listen Later Feb 8, 2023 3:34

This week's Trainer Talk is with Tunde, SAFe Program Consultant (SPC). Tunde shares factors to consider when you are trying to decide if the Scaled Agile Framework is right for your business need. Key Takeaways: As a trainer, many people reach out to me and say, “Olatunde, why would you suggest SAFe?” Well, it's easy: Any time you are trying to deliver a large quantity of software into the market You need the teams to synchronize and align on what they are delivering You want your organization to gain an edge over the competitors in the market! Finally, if you want your organization to understand the concept of “personas.” In the market that simply means “whom we are building this software for? What are their likes? What are their dislikes? Also, when you have competitors, you know what some of their strengths are, what are some of their weaknesses, what are some of the opportunities and what are some of the threats. When you have all these criteria in mind, then I would suggest that you go SAFe. SAFe is not for every organization. And every organization is not for SAFe. Nonetheless, I will always suggest SAFe whenever you meet those criteria. The best time to start your implementation of SAFe in your organization is now! There will never be a perfect time. There will never be a perfect season. You know there will not be. There will never be a perfect budget. Just start. And as you evolve, as you get better, you will start noticing that SAFe has a lot of potentials and a lot of benefits for your organization. So, when in the market, SAFe also has all the benefits that help you gain an edge over the competitors in the market. Related to this Episode: A complete list of the current SAFe Training by AgileThought. Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!

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The value of Scaled Agile Framework (SAFe) Episode 18

Play Episode Listen Later Sep 29, 2022 12:07

Join Fred Champlain (Agile Evangelist) and Doug Page on this podcast episode as they discuss the value of Scaled Agile Framework (SAFe) and how to launch a SAFe transformation in your organization. Businesses have always been planning. However, as technology quickly evolves, organizations need to accelerate their processes to test, design, develop, and deliver software. SAFe enables organizations to be more efficient and deliver value faster to respond to volatile market conditions. Scaled Agile Framework is a collection of organizational and workflow values, constructs, and practices used to implement agile practices at an enterprise level. By transforming the planning approach from traditional (waterfall) to Agile, businesses have shorter timeframes to build smaller amounts of work. This allows them to be more customer-centric by having more check-ins to ensure they're building products that customers really want. To learn more, you can watch our webinar Using the Scaled Agile Framework to drive global digital marketing. You can also read our eBook or blog to further explore SAFe.See omnystudio.com/listener for privacy information.

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The value of Scaled Agile Framework (SAFe) Episode 18

ServiceNow Podcasts

Play Episode Listen Later Sep 29, 2022 12:07

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LACE & Transformation Teams: How to Set Them Up for Success - Alena Keck | 2207

Women in Agile

Play Episode Listen Later Aug 24, 2022 42:07

During this 2022 conversation, Alena Keck and Emily Lint peel back the curtain on successful Transformation teams: how they look and what makes them successful. Whether you are using the Scaled Agile Framework and creating a Lean-Agile Center of Excellence (LACE) or just want to start a successful transformation team across your organization, find out from this industry leader how to create one that sticks! About the Featured Guest Alena is a Lean-Agile Transformation Leader helping large global organizations to overcome challenges for their Agile Transformation & become successful on their transformation journey. Currently Senior Manager at MHP – A Porsche Company she is growing a team of agile coaches, leading a Training Chapter, and supporting global Transformation at a premium automotive company as Enterprise Lean-Agile Coach. Being a strong change agent and powering up Digital Transformation, her motto is "Transformation is a Team Sport". Follow Alena Keck on LinkedIn The Women in Agile community champions inclusion and diversity of thought, regardless of gender, and this podcast is a platform to share new voices and stories with the Agile community and the business world, because we believe that everyone is better off when more, diverse ideas are shared. Podcast Library: www.womeninagile.org/podcast Women in Agile Org Website: www.womeninagile.org Connect with us on social media! LinkedIn: www.linkedin.com/company/womeninagile/ Instagram: www.instagram.com/womeninagile/ Twitter: www.twitter.com/womeninagileorg Please take a moment to rate and review the Women in Agile podcast on your favorite podcasting platform. This is the best way to help us amplify the voices and wisdom of the talent women and allies in our community! Be sure to take a screenshot of your rating and review and post it on social media with the hashtag #womeninagile to helps spread the word and continue to elevate Women in Agile. About our Host Emily Lint is a budding industry leader in the realm of business agility. Energetic and empathetic she leverages her knowledge of psychology, business, technology, and mindfulness to create a cocktail for success for her clients and peers. Her agile journey officially started in 2018 with a big move from Montana to New Mexico going from traditional ITSM and project management methodologies to becoming an agile to project management translator for a big government research laboratory. From then on she was hooked on this new way of working. The constant innovation, change, and retrospection cured her ever present craving to enable organizations to be better, do better, and provide an environment where her co-workers could thrive. Since then she has started her own company and in partnership with ICON Agility Services serves, coaches, and trains clients of all industries in agile practices, methodologies, and most importantly, mindset. Please check out her website (www.lintagility.com) to learn more. You can also follow Emily on LinkedIn. About our Sponsor Scrum.org is the Home of Scrum, founded in 2009 by Scrum co-creator Ken Schwaber focused on helping people and teams solve complex problems by improving how they work through higher levels of professionalism. Scrum.org provides free online resources, consistent experiential live training, ongoing learning paths, and certification for people with all levels of Scrum knowledge. You can learn more about the organization by visiting www.scrum.org.

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LPA #287 Conversation avec Yvan Dantec : les atouts et les limites de SAFe

Le Podcast Agile

Play Episode Listen Later Aug 14, 2022 70:07

Conversation enregistrée le 30 mai 2020. Même si l'enregistrement date d'il y a plus de deux ans, que le regard d'Yvan sur les pratiques de SAFe a évolué, et que ma propre expérience personnelle avec SAFe s'est enrichie, la conversation reste riche et sera, on l'espère, utile à beaucoup. Yvan Dantec : https://www.linkedin.com/in/yvan-dantec/ Scaled Agile Framework : https://www.scaledagileframework.com/ Utilise le code LEOCHE pour économiser 15 % sur Scrum, un guide de poche, de Gunther Verheyen : https://www.vanharen.store/scrum-un-guide-de-poche Mon serveur Discord : https://bit.ly/3Bm85Fh

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Ep. 22 - The Scaled Agile Framework Challenges and Opportunities

Easy Agile

Play Episode Listen Later Aug 9, 2022 40:48

Jasmin Iordanidis - Product Marketing Manager at Easy Agile is joined by Rebecca Davis - SAFe Fellow, SPCT, Principal Consultant and member of the Scaled Agile Framework Team. Rebecca is passionate about teamwork, integrity, communication, and dedication to quality. I coach organizations on building competitive, market changing products at scale, while bringing joy to the work, for what is work without joy? In this episode, Rebecca and Jasmin discuss ● The value of the Scaled Agile Framework, who it's for & who would benefit ● The Importance of having a common language for organisations to scale effectively ● When to connect the Scaled Agile Framework with your agile transformation● Where and how to start ● The Scaled Agile Framework as a tool for enabling change leadership● Challenges & red flags of agile transformations and the Scaled Agile Framework ● Is there ever really an end state?● + so much more!

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UA074 - How to SaFE: Einführung ins Scaled Agile Framework mit Dirk Jäger

Unboxing Agile

Play Episode Listen Later May 21, 2022 31:40

David hat Dirk Jäger zu Gast im Studio in Wiesbaden. Die beiden kennen sich aus einigen Projekten und arbeiten hier und da zusammen. Was sie unterscheidet? David hat gar keine Ahnung von SaFE, Dirk dafür umso mehr. Perfekt also für eine kleine Einführung in das SaFE-Framework und von Zertifizierungen bis zur Einführung alles über das Scaled Agile Framework zu erfahren. Viel Spaß beim Hören.

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#039 - Michael Kusters - defending SAFe

No Nonsense Podcast

Play Episode Listen Later May 19, 2022 57:33

Join Murray Robinson and Shane Gibson for a debate with Michael Kusters about the pros and cons of SAFe. The Scaled “Agile” Framework for enterprises. SAFe is taking over because executives like its detailed 3-month program plans, detailed processes, hierarchical organization, and comprehensive rollout plans. SAFe has been great at sales and marketing, and it provides a great way for consultants to make money. But is it agile? If not, what are its benefits? Should we leave the field for unscrupulous consultants making money out of SAFe, or should we try and make it work? Should we use SAFe as the door to introduce real agile patterns that help, or is it a lost cause because executives who want SAFe aren't aligned with agile values? Listen to the podcast on your favourite podcast app: | Spotify | Apple Podcasts | Google Podcasts | iHeart Radio | PlayerFM | Amazon Music | Listen Notes | TuneIn | Audible | Podchaser | Connect with Michael on LinkedIn or https://failfastmoveon.blogspot.com/, Murray via email or Shane in the Twitter-sphere @shagility. The No Nonsense agile Podcast is sponsored by: Simply Magical Data

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SAFe or UnSAFe at Any Speed

DevSecOps Podcast Series

Play Episode Listen Later Mar 12, 2022 32:11

“I absolutely hate SAFe!” -- Bryan Finster That is Bryan Finster, Distinguished Engineer at Defense Unicorns out of Colorado Springs. I was scrolling through LinkedIn a couple days ago, saw a thread on SAFe, The Scaled Agile Framework, and what I was seeing wasn't exactly… well, what you'd expect to hear about a framework that's being used by over 20,000 organizations, including the United States government. Before we get too much into it, here is the definition of SAFe. I took it directly off Scaled Agile, the creators and providers of the SAFe framework: “The Scaled Agile Framework® (SAFe®) is a system for implementing Agile, Lean, and DevOps practices at scale. The Scaled Agile Framework is the most popular framework for leading enterprises because it works: it's trusted, customizable, and sustainable. If you want to build operational excellence, collaboration, responsiveness, and customer satisfaction into your organizational DNA, where do you start? SAFe provides a proven playbook for transformation.” Some people will argue with “because it works”, and Bryan is one of those people. Here's what started the whole thing. Bryan posted this on LinkedIn, “Example of terrible ideas propagated by #SAFe: feature teams. A feature team doesn't own anything. They act as coding mills and have no quality ownership. SAFe recommends them as a method to increase output. It's a hacky workaround for crappy architecture that results in increased support cost and more crappy architecture.” Tell us what you REALLY think, Bryan! In today's broadcast, we talk to three people who have varying degrees of opinions on SAFe: Tracy Bannon, Senior Principal/ Software Architect & DevOps Advisor at Mitre, David Bishop, Certified SAFe 5.0 Program Consultant, and of course, Bryan. Stay with for what's sure to be a fun ride. RESOURCES FROM THIS BROADCAST SAFe: Scaled Agile Framework https://www.scaledagileframework.com/ Bryan Finster https://www.linkedin.com/in/bryan-finster/ Tracy Bannon https://www.linkedin.com/in/tracylbannon/ David Bishop https://www.linkedin.com/in/david-bishop-08528220/

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Best Practices for Change Management with Andrea Floyd and Adam Ulery

innovators agile frontline company website scaled agile framework

Play Episode Listen Later Feb 4, 2022 32:44

This week, Dan Neumann is joined by two of his Agile Coach's colleagues, Andrea Floyd and Adam Ulery. In this episode, Dan, Andrea, and Adam are answering a listener's question who is just entering the role of a Scrum Master in the organization he works for and realized that it's going through the consequences of a lack of the application of the ADKAR model. This listener asks for help in order to prevent his team from completely crashing and burning with the adoption of the SAFe methodology tasked by the leadership. Key Takeaways A safe Scaled Agile framework. When looking for a safe way to scale, visit Scaled Agile Framework where you can find lots of information and an implementation road map for different organizations to implement. Change will affect everyone on the Team. Training is necessary for all individuals to understand how change is going to impact them. SAFe is a framework; there are other tools to complement it. Look for opportunities to create organic learning groups. What is the tiebreaker between the roles of a Scrum Master, Product Owner, and Engineering? Engage the community to have a collaborative conversation about what will make the best impact for the desired outcome. Who has the tiebreaker? That depends on the topic of the change involved, it could be the Scrum Master or the Product Owner. The Scrum Master needs to help in guiding the practices and the processes around Scrum. It is crucial to have working agreements and an explicit understanding of who is responsible for what domain and area. To script the opening move is one strategy to making changes. Understanding accountabilities for each role is key for a successful change. Is there a change management plan template or some best practices to show the “why” for the process? How do you make people want to change? Create excitement by helping people understand how the change benefits them and why change is happening. The implementation roadmap at Scaled Agile Framework is a very useful resource, all needed modifications can be done to fit your organization's needs. Visit LACE to learn how to create a Lean-Agile Center of Excellence. Tips for change agents to help them build some transparency: Always come from a place of humbleness and curiosity in the way you are approaching change. Empathy is a needed skill when confronting change. When you first start something it always feels a little chaotic and the human normal reaction is to go back to what is familiar; use empathy to understand this feeling; just be human. Mentioned in this Episode: Scaled Agile Framework LACE Positive Intelligence: Why Only 20% of Teams and Individuals Achieve Their True Potential and How You Can Achieve Yours, by Shirzad Chamine Scrum Guide Kanban: Successful Evolutionary Change for Your Technology Business (aka “blue book”) A Simpler Intro to Kanban Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!

The Importance of Being Agile - Frontline Innovators - Episode # 043

Frontline Innovators

Play Episode Listen Later Jan 25, 2022 50:11

Danielle Cimek is the Business Change Manager at Gordon Food Service. She has over 14 years of experience in the food and beverage industry. She sees the importance of technology in the workplace and what difference it can make for a company. She joins host Justin Lake to sit down and talk about some of the issues facing frontline employees today. Takeaways The biggest challenge that deskless workers are facing today is that it is difficult to get people in to fill the jobs that need to be done, which leave frontline workers with even more on their plate. Leveraging technology in the workplace can help employees to move forward and be more productive in their work. If the technology doesn't meet the users' needs then it will be shelved and forgotten. It's important to make sure that doesn't happen. Understanding the “why” is important and you need to carry that forward. If you don't understand the reason you are advocating for a change, it won't do well. Technology is constantly changing so you need to be able to be agile and adapt to any change. S.A.F.e - Scaled Agile Framework. It brings each team of people that are impacted by change together and they talk about how they will handle the change. Increasing the sample size of who you talk to in an organization can help to make a smart-decision that is well informed. Quote of the show 8:12 “We can build whatever technology we want, but if it doesn't meet the end users' needs, or if they're not ready for it mentally, then that technology will fail and be shelved and not used. So it really was just that interest of trying to figure out, what is that balance and how do you figure out that sweet spot of being able to try and keep that pace of being able to evolve and grow technology?” Links LinkedIn: https://www.linkedin.com/in/daniellecimek/ Company Website: https://www.gfs.com/en-us Ways to Tune In: Amazon Music - https://music.amazon.com/podcasts/2f4ecd92-6468-4769-b0bf-254e236510b7/FRONTLINE-INNOVATORS Apple Podcast - https://podcasts.apple.com/us/podcast/frontline-innovators/id1572329402 Spotify - https://open.spotify.com/show/29m3wnK8pbFjdSvJ9wjmyS Stitcher - https://www.stitcher.com/show/frontline-innovators Google Play - https://podcasts.google.com/feed/aHR0cHM6Ly93d3cuZnJvbnRsaW5laW5ub3ZhdG9ycy5jb20vZmVlZC54bWw YouTube - https://youtu.be/9hPJrML-99c

An Engineer's Journey to SAFe

Long Way Around the Barn

Play Episode Listen Later Jan 13, 2022 51:24

The creator of the Scaled Agile Framework, known to many as SAFe, sits down to discuss what it means to develop and invest in a framework that encourages engineering rigor, predictable and repeatable outcomes, and personal fulfillment. Dean Leffingwell, a methodologist, author, entrepreneur, shares his life's journey, starting with how Sputnik sparked his passion for space travel, then led him to biomedical engineering and the life of engineering and delivery patterns, frameworks, and ultimately delivering value.Read the full transcript ->

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Folge 23 - Scaled Agile Framework aus Sicht eines Product Owners

Taktsoft Campus Podcast

Play Episode Listen Later Dec 17, 2021 24:49

Das Scaled Agile Framework beinhaltet ein Set von grundlegenden Prinzipien, Prozessen und Best Practices, die großen Unternehmen dabei helfen sollen, agile Methoden wie Lean oder Scrum zu adaptieren. Damit sollen qualitativ bessere Produkte und Services entwickelt werden. Aber wie ist die Überleitung aus einem eigenständigen Scrum Team ins SAFe Umfeld? Hilft SAFe jemandem, der in einer Schlüsselrolle als Produkt Owner arbeitet, seine Arbeit in einem Großunternehmen effizienter zu gestalten? Michaela Kielburger hat jahrelange internationale Erfahrung im Ecommerce-, Energie- und Telecoms-Umfeld und ist heute als Produkt Owner in einem internationalen Großunternehmen tätig. Sie erklärt Ihre Erfahrung von der Überleitung aus einem eigenständigen Scrum Team in ein SAFE Umfeld. Wenn Ihr Themen habt, die Ihr gern in einem Podcast beleuchtet haben möchtet, sendet eine Email an podcast@takstsoft.com. Viel Spaß beim Reinhören und bis zum nächsten Mal! Euer Taktsoft Campus Podcast Team

(S2)E014: Ian Spence on Better Practices Through Essence and Agile Leadership

Agile in Action with Bill Raymond

Play Episode Listen Later Nov 14, 2021 42:50

Bio Ian Spence is the Chief Scientist at Ivar Jacobson International. He spends his time coaching the teams working on some of the world's largest and most technically challenging endeavours - such as the Square Kilometre Array (SKA) project, building the world's largest radio telescope to explore the Universe - and working with industry thought leaders such as Dean Leffingwell, Dr Jeff Sutherland and Dr Ivar Jacobson to improve the art of software development. He led the creation of the OMG's Essence Kernel and many of the most popular Essence Practices. He has many certifications the most prestigious of which is SAFe Fellow. Social Media/ Website: LinkedIn https://uk.linkedin.com/in/ian-spence-agile1 IJI website: ivarjacobson.com Resources/ Books Learn more about Essence https://essence.ivarjacobson.com/ Location to get the Essence game cards (and others) – pdf: http://www.ivarjacobson.com/cards To browse the cards electronically https://pex.ivarjacobson.com/sites/default/files/practice/scrum_at_scale_2020_11.html Link for ‘Better Scrum Through Essence' Nov 2021 course: https://www.ivarjacobson.com/training-courses/better-scrum-through-essence-remote-nov-2021/tue-2021-11-23-0900 Book: Training from the Back of the Room by Sharon Bowman https://www.amazon.co.uk/Training-Back-Room-Aside-Learn/dp/0787996629/ Book: Turn the Ship Around! by David Marquet https://www.amazon.co.uk/Turn-Ship-Around-Building-Breaking/dp/0241250943 Video: David Marquet on Leadership in a Submarine https://www.youtube.com/watch?v=HYXH2XUfhfo Article: Google's 10 Traits of the Best Managers https://www.businessinsider.com/google-discovered-traits-of-the-very-best-managers-2019-6?r=US&IR=T#6-have-a-clear-vision-for-the-team-6 Interview Transcript Ula Ojiaku: My guest today is Ian Spence. He is the Chief Scientist at Ivar Jacobson International and amongst his impressive string of achievements and accomplishments, he is a SAFe Fellow and an SPCT. Ian in this episode talks about Essence in more detail. And before we move on to the conversation, Ian will be running a Better Scrum through Essence course this November, 2021. And for you, our Agile Innovation Leaders podcast listeners, they are offering a 5% discount if you use the code AILP5OFF. Just go to ivarjacobson.com and search for the training. On to my conversation with Ian Thank you so much, Ian, for joining us on the Agile Innovation Leaders podcast. Ian Spence: Thank you for having me. Ula Ojiaku: I've been looking forward to having this conversation with you. I've been to a couple of your courses, you know, the Agile Contracting course, as well as the alpha version of the Better Scrum through Essence. And each instance I had lots of aha moments and lots of learnings. But before we get to that, could you tell us a bit about yourself Ian? Ian Spence: I'm Ian Spence. (I'm an) Agile coach and consultant, I've written some books, I've done various things. I'm a SAFe Fellow. I've worked with quite a few of the main figures. Jeff Sutherland, Dean Leffingwell. And I was with David Anderson, (Kanban man) last week. And of course Ivar. Over the years, I've spent as a coach trying to help people - sharing knowledge and getting good practice into people's hands so that they can master the basics of the agile practices and then use that as a foundation to then innovate and develop, themselves and their workforce. My job is to make others successful. That's what I like to do, Ula Ojiaku: And how did you get onto this path? Ian Spence: When I got around to the age of sort of going to university, at one point I was going to be a Civil Engineer, but then I discovered that very few of them actually get to build bridges. So that took the fun out of that. So I thought I'd like to know how to build robots. And this is a long time ago and there was one course on robotics in the UK. But robots are computers and control systems. So I did a degree in Computer Science and Control Systems Engineering thinking this would be computer controlled, but they're actually two discrete subjects in different buildings. I ended up with a degree in Computer Science and Control Engineering and I got a job as a COBOL programmer in Sheffield. My job existed to fund my musical endeavors at that time. And then I got too old for musical endeavors. So I wondered what would happen if I actually paid some attention to my career. And since then I've had some books published, become a conference speaker, worked on some of the largest, most complex projects in the world. I mean the Square Kilometer Array. I like to talk about them because one I'm allowed to. Most of the exciting things I work on - some of them nano medical technology I was involved in. I can't even talk up. I don't understand what it did and I'm not allowed to tell you, but the Square Kilometer Array is the world's biggest science facility ever built. It's a big radio telescope. It's in Wikipedia. They have a lovely public website and I'd been coaching them probably for three years now. So they're developing the software for that using the Scaled Agile Framework and agile techniques. And that's the kind of software you build super computers for. Ula Ojiaku: I wouldn't have guessed you had, any musical endeavors. And I'd love to know more about it. If that's something you're comfortable with sharing. Ian Spence: Oh! That's all in the shady past now. The keyboard player in my band has gone on to be quite a successful electronic musician and producer, but it's all very niche market stuff. So, it was fun for a bit, but that's oh, years ago now. Ula Ojiaku: So, am I right in the understanding you were part of a band and did it involve, lots of tours and did you release any records? Ian Spence: If anyone wants to do some archeology on the internet, you may possibly be able to find out the name of the band, but there's no music available. We were okay , we were pretty good, but we didn't have that magic ingredient you need to be successful. Ula Ojiaku: And what sort of instrument did you play Ian or were you the lead vocalist? Ian Spence: Oh no. I was the guitarist - that's what I played Ula Ojiaku: So how did you, arrive at IJI (Ivar Jacobson International) as the Chief Scientist? Ian Spence: Well, I was a software engineer for many years, and I was one of the first people in the UK to learn Java. I wrote the first commercially available Java course in the UK. I was doing small talk programming. Got a job with a, consultancy, started doing a little bit of consulting and then unfortunately that company – the owner decided to shut it down. So we went and had some interviews and I had job offers to go and be a serious Java programmer, or to join Rational as a consultant. So I started doing a lot of work or consulting around the Rational Unified Process. Met people like Dean Leffingwell when I was working at, Rational Software. Rational was a good place, but that got purchased by IBM. So, me and some of my colleagues decided this was an opportunity to leave. And then we sort of merged. Ivar was also leaving Rational and setting up a consultancy at the same time. So we came together then. So I ended up as Chief Scientist at IJI. Ula Ojiaku: So let's go on to, Better Scrum with Essence. Could you tell us about the course and your involvement with the Essence standard? Ian Spence: So a long, long time ago in a land far, far away, a group of people had started a new company and they had been doing a lot of work with the rational unified process. Not surprising as Ivar was one of them. And we were looking at how can we, what can we do to make this more agile? So we started looking at, is there any way we can have the practice be the first class citizen? So if you look at, Practices say like use cases as a practice, Ivar came up with that. It was the foundation for the Objectory process. It was in the Rational Unified Process. It was in lots of other processes. Most of those have gone, but use cases is still one of the most popular ways for people to capture requirements. I mean, the term use cases actually entered the English language. So practices last a lot longer. Many of the agile practices, people think they're discovering as shiny new things have been around 50 years or more. What we wanted to do was free the practices. So we did, something we called the essential unified process, which actually was made out of practices. And he thought this is a good idea, how can we make this more popular? So Ivar founded this organization CEMA, other luminaries, Tom Gilb, Hollister Coburn was there. They had set some introductory meetings. They were quite successful and, donated the underlying language. Right? So maybe more people could do practices. Ivar loves to talk about the method, prisons and method wars, but (Essence is a way to) basically free the practices. So the owners, the people who come up with a practice don't have to see their work rewritten, rebranded, recast every time someone built a method. So that teams can put together and plug their own way of working. And we've just been working on that ever since, so we've been trying to get a healthy, vibrant practice community. And one of the biggest things that's happened for Essence in the last few years is Jeff Sutherland's involvement. So scrum is described in the scrum guide as you know, 19 pages or something, maybe a few (pages) less in the last version, very succinct, very accessible, very good. Lots of good scrum training. And Scrum is in SAFe. Scrum is in LeSS, Scrum is in Scrum at Scale. People use Scrum in software, they use it everywhere. But if you look at the numbers over 50% of the people who say they're doing scrum are failing or doing it badly. So Jeff is very keen to find any way that can help people do better Scrum. Ivar and I went out to Amsterdam, met Jeff introduced him to the idea of Essence and he got the idea very quickly. He liked the idea. And I worked with him to create the first set of scrum essential cards. And these have been around; they've escaped into the ether. Lots of people have them and use them. But Jeff really liked the cards. He started using them in his training courses and he found that just as a simple, an active glossary, you can engage with, you can do lots of exercises. He likes to play a game he calls build your own Scrum. So he gives people the cards, but no context, and they have to assemble Scrum and a lot of the time, somebody on one of Jeff's course that he learned more in the hour, they spent doing that than he had in the last three years doing scrum. The idea is to bring practices to life and make them more accessible and actionable to people. You know, having things on cards, isn't a new idea. People have done that for years, but there's a language and semantics behind these cards that allow you to compose practices together. You can actually execute the language so you can generate the task. It's possible to generate the tasks from the Essence definition. If you want it to go down that route, there are checklists to help with quality. There's also the other thing we have, which we call the kernel, which is… ( holding a little card up to the camera). This defines what it entails to do software engineering, not how to do it, just the what, and that defines the methods space for software engineering. So when you load up practices into the kernel, you can see where you haven't got anything where there's things missing. You can use it to try and get balanced between the seven key aspects identified in the kernel. So, you know, as you're building your solution, are you keeping your stakeholders on board? Do you know what the requirements are? Have you got a healthy team? So much can be done with it. The Scrum Essentials are literally a hundred percent aligned with the Scrum guide, but they bring it to life. You can interact, you can play games and you can say which bits you like, and you don't like. You can look at the connection. So a really good aid for teams starting out, or just to refresh the Scrum - revisit what you're doing. A lot of people are using them and coming up with new games and ways to play them. And the, the goal is there to be a viable set of practices. And then, you can pull them together. You know, a lot of teams mix Scrum and Kanban together. Wouldn't it be great if you could take David Anderson's Kanban practice and Jeff's scum practice and have the pieces there. so you could, you could see how they fit together, where they reflect, you could merge items together. You know, I don't really care what you call the person who facilitates the agile team. You call it a scrum master. Do you call it a flow master? Do you call it a team coach, an agile coach? I don't care. What's important is that someone is playing that- has those accountabilities. Agile teams really benefit from someone who's looking, being the conscience of the team, helping them to improve. Recently I ran some workshops at the SKA. Like I say, they're very nice, cause I'm allowed to talk about them. We used Scrum Essentials - one of the scrum practices we've developed with Jeff called the scrum accelerator to help their scrum teams within a safe environment, get better at Scrum. Right? So you can take things from different places and mix them together and benefit from that knowledge. And that's, that's really what it's all about. It's a kind of Ivar's 'change the world' mission. We don't make a lot of money from the cards - we give them away for free, but hopefully it's helping people get better. And that the idea of Essence will spread and every team will be able to pick up and play with the right practices and organizations will be able to establish the kind of common operating model they need. So they have a local vocabulary within their organization, but the teams can then pick up whatever practices are going to help them the most. And even organizations, if they want to, they could mandate some practices. Most companies mandate some financial and accounting practices, because if you don't, you might well not be a legal entity and things like that. Safety critical you have standards. So we can do all kinds of great stuff. Quality checks, checklists, build life cycles. But the idea is to stop having these big descriptions of everything, which will never last because you know, which practices are improving change in new ideas all the time and have something where the way of working for the organization is as agile and as flexible and learning as much as the people in the organization as a whole. And that's the end game. It fits very well with scrum, because to use a scrum practice, you've got to pick a load of other practices. You don't have to do user stories, you could do use cases or other stuff. And it works really well with Kanban because it's all based on the idea of evolution. Ula Ojiaku: I'd have to say, having used the scrum cards that you've talked about, they are really very helpful and it does, I can testify in the sessions I've run, you know, with the teams, I support. It kind of brings things to life and it just helps. They're not wondering, 'oh, what's a daily stand up. Oh, what's a retrospective', because the definition is there you know, it's clear for them to just read and do the exercises. And one of the things I'm also in the process of trying out is designing an exercise for a team that wants to maybe start adopting some scrum practices, but they are Kanban. kind of build your own scrum, you know, pull what practices you want and don't take anything else - no more, no unnecessary overheads. I know that you have a (Better Scrum with Essence) course coming up. Do you want to tell us about this and what the, audience might expect to experience on your course? Ian Spence: Well, as you mentioned, you went on the alpha course. Ula Ojiaku: I was and I thoroughly enjoyed it Ian Spence: So it's covers quite a lot, but I did one with Jeff Sutherland on Better Scrum with Essence. You (Ula) are one of the very select few who got to go on the course and the course is, basically it doesn't teach you Scrum and it's not an alternative scrum master course. It teaches you how to use the scrum practices to play games. It covers sort of learning games, things you could use just to learn about Scrum. It covers, uh, how you can use the kernel to understand where you are. It covers the scrum accelerator and other games you can play to improve Scrum and it does cover some scaling stuff, how you can use some of Jeff's Scrum at Scale ideas, just to assess and play around with things. , you can use Scrum Essentials, you can use this with teams using SAFe -anyone, any scrum team, whether they're doing software can benefit. One of my colleagues is working at the Royal Navy, 30,000 people learning about Scrum and he's been using the cards an awful lot too. And they're not doing software development. And a lot of it is hands-on because you start playing the games. Actually, the one we're going to deliver in November is going to be a bit longer so it's very much playing games, exploring things in your groups rather than being lectured. And a lot of the games are transferable to any practice, but it's particularly useful, given that we have the access to the Scrum practices that Jeff helped us develop. So a great course for any coach, any scrum master, or any, we used to call people, call them process freaks. So if you're really interested in the ideas of Essence, this is a great way to, to learn the practicalities and how Essence would help you before you start going into the language and how to write things in Essence, but you know, people can produce their own practices. There are companies out there who are using these ideas to document their own ways of working. And it's interesting because the course would have been so much better if we'd been able to be face-to-face we'd have had so much fun playing the game. There would have been things stuck on the walls everywhere. It would have been great, but it works well online. We use Mural boards and stuff. So when people leave the course, they've got the cards, they've got the templates. You can literally, the next day I've known people go and start using the stuff that they've learned so that that's great, but you can sit down and very simple in an unobtrusive way with a team, find out which bits of scrum they like which bits they don't like, which bits they're doing, which bits they're not doing and get those conversations started. Um, I did it with a team recently. They didn't have any Sprint goals. And they didn't know anything about product goal, which was introduced in the latest scrum guide. So that uncovered that in a way that was sort of non-judgmental. And then we could talk about, well, you know, how do you think it would be useful? Well, why don't you try having some things like that? You know? And if, if we say daily, stand up, we hate it. Well, there you go. There's a, there's a, that's straight away. You've got something to think about how to improve and it gets you away from all of the ‘mad, sad, glad' and all of that. And you could be proactive. One of my favorite things is just, uh, in a retro pick a card and say, ‘well, how's this one going?' So you don't have to look at everything just randomly pick one and have a discussion about it and see if we're doing it well, if we could improve. If you were a new team, and you're coming together for the first time, Scrum is a great way to start building that team working. Right. But scrum does not give you all the processes and practices you need, but some of them you'll have in your heads. Some of them, you can pull it and as you go forward, you might move away from Scrum that's fine. But if you start, if you don't do all of the essential things, then you're not doing Scrum - we're doing something else, but that's fine. It's Scrum-like as opposed to Scrum but at least everyone will know you've got this different. We can start to share those values and we can start to have stuff to build, to build out on that. And it's the same with, with other practices. Essence is quite big in the academic community. There's a whole community of university lecturers, building courses, based on essence to teach software engineering and to be able to teach software engineering in a way that's independent of the practices, some of the management practices. So they can teach software engineering and they can use scrum as a tool, but they get that nice separation so that people know what's going on. Ula Ojiaku: There's something you said earlier on about, teams being able to choose their practices and evolve. And you said something that some people might find heretic, which is that, you know, as they evolve they might move away from scrum practices. Could you expand on that? Ian Spence: Uh, well, there's two sides to this. If you, if you're doing scrum, you should be doing scrum. Well, there's a lot of people out there blaming scrum and saying it's not working and they're not, they've never done it properly. They've always done some spray, you know… water, scrum, fall, or whatever. so it's nice if we can actually have meaning behind the words we use and the practices. A lot of the time people say they're doing one thing as an excuse not to do another, right? But software development should be a profession. People should be professional. We should maintain certain standards. And if we say we're doing X, we should be doing X. But a lot of agile coaches are familiar with Shu Ha Ri. . This comes from martial arts and in martial arts Shu - you are studying the standard forms and you're doing them by the letter. And that's how you build your muscle memory. That's how you build your basics. And then when you get to Ri - you start to be able to mix and match the forms and adapt them a bit. When you get to Ri - you have transcended. If you're starting out as agile, basic forms, you need to learn as a team, Scrum and Kanban. I think every Agile coach should have their Scrum and Kanban experience. They should have the experience of doing it. Right? And, um, the cards are to help the teams get that, get that muscle memory. And then when you go up the levels, at some point, you might get to the Ri level and transcend that's when you, uh, that's when you can really invent new forms, that's when you can pick up the existing forms and put a twist on them, but it takes many years to get there. And seriously, I don't believe there are any, any shortcuts. Right. And a lot of people seem to forget how they got where they are. Practices and frameworks are where you start even things like the Scaled Agile Framework. But for me, that's not an end point it's a starting point because if you're Agile, you're inspecting and adapting. So you have to inspect and adapt your way of working, right? Now, the problem is with anything that's popular, many people have inspected and adapted it and broken it. One of my SAFe training courses, I did, someone came along from this major company and they said, well, the team have told me they're doing SAFe and she listened and she enjoyed the course and she went back and said, ‘you're not doing SAFe but you ought to be doing SAFe. So we're going to get these people to come in and help us.' So I went in to do some coaching. Now, let's say I was told that there were eight agile teams . Now, the person who was like the lead agile person in the technical side of the organization. ‘What teams have you got?' By the time they've got to team number 15, which is two testers working alone. They, they were so agile. They had self organized themselves out of agility. to get them go back again, they got put back into scrum teams and then we did the PI planning and they went and they actually delivered the MVP that they'd missed a date for three times before. So it was a very successful adoption. But what the practices do is they keep you on the straight and narrow. So master the form and then as you go up from Shu to Ha to Ri, you will be able to start adapting and inventing new practices. But you don't get to that state without going through the hard work of learning, the basic forms and the basics. I have delivered, SAFe training with Dean Leffingwell. And I delivered Scrum at Scale training with Jeff Sutherland. And I've had some very, uh, interesting experiences where people on Scrum at Scale are trying to bash SAFe; they're more similar than they are different. Your job, as a coach, isn't to rip the foundation out and say to people ‘you're not agile, you're doing SAFe. You're not Agile, you're doing that.' What your job is, is to say, ‘Ah, you're doing great. What could we do better?' And if we bring some ideas, what are the other frameworks in… Lots of great ideas in SAFe, lots of great ideas in Scrum at Scale, lots of great ideas in LeSS - you're looking to improve. And, you know, if you are still doing those essential things from that framework from that practice at least you've got the commonality that people need to work as a large organization. You can start to evolve and play around and then practices can move about . I see all the frameworks as a starting point. SAFe is brilliant for lifting and shifting large numbers of traditional people and making them all agile. Ula Ojiaku: This brings me to a question really. You mentioned earlier on, , that organizations, potentially can build their own Agile framework from the ground. Ian Spence: Um, well we have to be careful when we say Agile framework. An agile framework is a pre-constructed set of practices and a reference model to help organizations create their own operating model. So every organization needs, their own operating model and that could include mandating frameworks and practices, but everyone, you know, you get your competitive advantage by having your own way of working. All right. So as organizations evolve from that standard model, that's useful in many contexts and create the one that's working specifically, uh, you know, optimized for ourselves. And reflects our learning and our skills and our recruitment policies and all those things that are part of a healthy organization. Ula Ojiaku: Thank you for clarifying Ian, however, would I be right in the understanding that what you're saying is for it to work, that has to be a shared language across the board as a fundamental… Ian Spence: I'm going to do a conference talk in Russia called, um, Agile Horror Stories. About how things go wrong. And one of the ways things go wrong is people take a challenge and blow it up and they start blaming other parts of the organizational structure. They'd start blaming all kinds of things for their inability to achieve the goals and outcomes that they had, you know. You don't have to change HR to go agile, but if you go agile, you can change HR to benefit things. So you've got to look across what, you know, what's the scope, what, what's the challenge, what commonality you need. No organization needs to have everything defined in the same way, but there are, if you want to do, you know, effectively portfolio management across the piece, you need some things that roll up and down across the backlogs and stuff like that. Then if you're going to go and talk to people, you need some consistent positions in the organization. So you know who you should be talking to, right? You shouldn't have to redefine the positions every time you changed the practice right. I did a talk at the SAFe summit a few weeks ago on the idea of the dual operating system. Now, a lot of agile people - I've seen a lot of articles - they said, ‘oh, we don't need any dual operating systems.' And what their people are showing is they haven't understood what it is. We want the agile, the value streams, which flow across our organization to work like a dynamic network. Self-organizing, self-determining we want that right now. Every organization, every human social structure will have a hierarchy in it. If you don't have a dual operating system where you separate the functional hierarchy or position in the organization, from the value streams on the network, the value is never going to have that beautiful unimpeded flow. Ula Ojiaku: Yes Ian Spence: What people are doing is they are not creating a network. They're creating a new hierarchy, right? And again, all these opposition are in pointless fights about stuff right. Now in the latest scrum guide they deliberately said, Scrum Master is not a role. It's a set of accountabilities. Basically, it's a card that someone picks up and goes, oh, I'm going to be the scrum master. I know people who act as scrum masters, who are, very senior in an organization because they run their leadership team. They run their lean portfolio management group as a Scrum. I worked at the, Gibraltar financial services commission where they did scrum all across. This is the business of regulations. They're not software. The first scrum team was the leadership team. And they were great. Every day, you'd see the CEO running to the daily stand up. It was brilliant. All right. And they were leading from the front, but you know, the person who was the, Product Owner for that group was the CEO and that's their position and that's their title. And they took on the accountability of Product Owner for the leadership team. And they had someone who was a senior coach who took on the role of the scrum master for that. But she was mainly coaching all the other people in Scrum. She was a scrum master for that particular group. So, you know, no, no changes of job titles. No, disenfranchising of people to start with, but yes, as you become more agile, you will improve everything, including the hierarchy. So yes, a lean hierarchy is better, but the big mistake too many people make is they create these sort of agile hierarchies and they do it and they haven't even dislodged the old one. So now they've got two hierarchies. So it's like, we don't need a dual operating system. We've got four hierarchies already. It's just crazy stuff. Ula Ojiaku: Some of the pitfalls you've mentioned, most recently being the one about agile hierarchy and multiple hierarchies instead of adopting the concept of dual operating systems in the spirit that it's meant to be, how can leaders in organizations, that have gone through transformations, recognize this sort of pitfalls and avoid them or remedy them if they've already kind of fallen into a rut. Ian Spence: I mean, the whole leadership question is an interesting one, particularly with some of the political leadership we're seeing in the world today. Um, but the, the idea of the leader that serves , of, uh, leaders who are empowering and delegating and stuff like that, um, is incredibly, incredibly powerful. So what leaders need is the agile mindset. Now, when you're looking at practices, right, there are millions of scrum teams in the world. So the higher up as a leader, the more it's about your mindset, your personal skill, you're not following practices. You're not doing routine type work in the same way. So what you've got to do is have that lean and agile mindset. Now, if you are leading a change, symbolic leadership is incredibly important. So you've got to lead by example. Um, you've got to understand the, the mindset and the principles. You've got to focus on outcomes, the real business outcomes, not output. You've got to learn how to use metrics and stuff like that, but you've got to go on a journey with your teams. You've got to do that kind of stuff. Um, And, you know, I've coached quite a lot of that. The biggest challenge I find when teaching, you know, leadership is something that you see at all levels of an organization as well. So every agile team will benefit from some agile leadership. Coaching is not something that's only done by coaches. Every good leader will… certainly a good agile leader will have coaching capabilities… will be developing their people. So you've got to learn about, about that kind of stuff. But the biggest problem I found when teaching, when coaching senior people say portfolio managers and stuff was basically just never turn up. they're too busy and that's not good. Don't be so busy that you haven't got time to get better. So take time to learn, take time to do experiments, do new practices. You've got to get into that. I mean, delegating authority is doing that. Doesn't mean I'm neglecting your own accountability and responsibility. So transparency and empowerment. Agility is there to empower leaders as much as the people being, led. And that's important. So all of these things can help you as an agile leader in agile, organization, you can be a better leader because you can really decrease the decision latency. You can spend much more of your time. Um, looking forwards, planning, forecasting, steering, creating the buzz, the vision and less time looking backwards. If you're learning to be an agile leader, don't get caught up in all the framework wars and all of that. It's about the mindset and about empowerment, autonomy, purpose, and all those, all those good things. I highly recommend... there's a video they use in the Scaled Agile course. David Marquee, a model of leadership, the nuclear submarine. Yeah. Yeah. So if you don't mind, um, all male or military type examples. It's a great about that leadership by intent and serves the those things. So as a leader, let's become about leading rather than chastising and administering. And management is incredibly important. Um, Google did some experiments where they tried to take a, we don't need no managers. They tried to get rid of the managers. Nobody was happy. So they bought them back. What they discovered was people like good managers. And I would assert, and I'm probably not the first person to assert this, but I can't attribute other assert anyway. Um, it's better to work for a good manager in a bad organization than a bad manager in a good one. And if you've ever worked there, I know people who have their whole career has just been moving, following a good manager anywhere. They went, wherever I go and stuff like that. And often they've gone to a bad company, but you know, you will be looked after because they have a good manager. So good managers develop the people and skills for sustainable organizations. They set the vision, they make the decisions quickly. Um, they involve more people in that decision making, but they keep their accountability, they keep their responsibilities. They don't pass the buck… Ula Ojiaku: If it goes well, it's the team. If it goes badly, the manager takes the bullets. Ian Spence: Yeah. The best managers to work for barely take that much credit. they get the credit because they've created that environment for everyone else to thrive. And, and, you know, the agile mindset, if you look at the qualities that Google said, a good manager needs, and if you compare it to the, you know, agile mindset, agile values, stuff like that, very closely aligned, they haven't normalized the vocabulary. People use the sport analogy and I'm a big arsenal fan. And I'm a big Arsene Venga fan. He would empower his players and send them out to play. He didn't have rigid systems. Jose Marino was the opposite kind of manager, right. The opposite kind of coach. But they were both fairly successful. Agile leadership is not the only style of leadership. Right? Many, many big things have been achieved by bad leaders, doing things I personally would consider unethical and stuff like that. Ula Ojiaku: But the question is how sustainable is it? People don't remember what you do per se, but they will always remember how you made them feel when they worked with you. Ian Spence: Yeah. There's stuff like that. But, um, I talked to David last week and he said that the, um, the longest living successful organization is the Roman Catholic church. Right. They go back thousands of years, and this is still the same organization and they have changed, changed considerably. But I wouldn't say necessarily of a particularly agile organization, they have quite rigid rules, but their leadership has, has, has learned and developed and listened to people and changed markets and all kinds of stuff over the years. So lean and agile leadership… it's what a lot of our organizations benefit from and need. So in basic learn about it and hopefully you're going to very successful. Ula Ojiaku: Where can the audience reach you if they want to get in touch with you? Ian Spence: well, I'm on LinkedIn. And that's the best way to contact me personally. If you want to investigate the Essence stuff, or get a hold of the scrum cards or the other cards. Then the Ivar Jacobson website. is the place to go. You can freely download that stuff and has articles about that, um, as well… Ula Ojiaku: Okay. All right, many thanks. And could you remind us the date of your Better Scrum through Essence course? Ian Spence: Possibly it's, uh, the 23rd of November. And it's a online course and it will start at nine o'clock each day, UK time. Ula Ojiaku: Okay. We'll have the Beatles and the show notes. So thank you so much again, Ian, for this. Do you have any final words of advice for the audience before we close this out? Ian Spence: The only final word of advice is stay be a lifelong learner, relentless improvement. That's something you should be looking at. So be, be curious, explore new things. Don't get you to let yourself get trapped in any of these, any of these boxes. And, uh, my other bit for the agile leaders is. If you are investigating agile, don't just allow it to clutter up what you say with more meaningless management speak. Okay. Keep it, think about it's about getting good outcomes, creating healthy, sustainable team environments, getting the flow of value, watch out for the buzzword bingo. Ula Ojiaku: Thank you so much, Ian. I've really enjoyed this conversation and I hope we'll get, to have you back on this, show some other time. That's all we have for now. Thanks for listening. I'd love to hear from you so please drop me an email at ula@agileinnovationleaders.com. Take care and God bless!

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Let's talk about SAFe

Play Episode Listen Later Nov 9, 2021 38:17

Organizations that want to be more agile will often create small, autonomous teams that can deliver faster. The structure for those teams often looks similar to those defined by SCRUM. However, what happens when many SCRUM teams, maybe 20, 30, or more, need to work on coordinated release efforts? That is a problem the Scaled Agile Framework (or SAFe) may need to answer. In today's podcast, I speak with Sander Dur, Agile Coach, SCRUM Trainer, Licensed SAFe Trainer, and the Podcast host at "Mastering Agility". Sander will walk you through a lightweight conversation of what SAFe is, introducing some of the differences between SAFe and SCRUM, and then we talk about what it means to move toward agility. Sander's LinkedIn: LinkedIn Mastering Agility: Website Sander's Medium: Website SCRUM: SCRUM

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#neuvottelija 95 - Ketterä kehitys ja SAFe (Rami Sirkiä)

#neuvottelija

Play Episode Listen Later Aug 20, 2021 29:45

Nitor Deltan toimitusjohtaja Rami Sirkiä, KTM, keskustelee ketterästä kehityksestä ja erityisesti skaalautuvista agile-kehitystyökaluista kuten SAFe:sta. Digitaalinen insinööritoimisto Nitor on Suomen kannattavimpia ja parhaiten kasvavia ohjelmistokehittäjiä. Se on erityisesti suurten ja keskikokoisten yritysten strateginen lean-kehityskumppani ja toimii Suomessa ja Ruotsissa. Jaksossa käydään läpi erityisesti #neuvottelijat-yhteisössä heränneitä kysymyksiä siitä miten monimutkaisuutta voidaan hallita sprinttitiimien määrän ja toisiinsa liittyvien kehityshankkeiden määrän kasvaessa uhraamatta ketterän kehityksen filosofiaa. Sami tunnustaa olleensa nuorena C64-konekielinörtti. :) 00:00-00:51 Rami Sirkiä intro: Ketterän kehityksen periaatteet. Miksi johto kokee skaalatut agile-mallit haastavaksi? DevOpsin merkitys kehitystyössä. 00:52-29:46 Rami Sirkiä ja Sami Miettinen keskustelevat mm. Scaled Agile Framework 5.0:n keskeisistä teemoista, ketterästä kehityksestä, enterprise-wide agilesta ja heimomallisesta kehittämisestä ja DevOpsin merkityksestä versionhallinnassa ja uusien ominaisuuksien tuotantoon ottamisessa. #neuvottelu #myynti #ict #SAFe #yritykset Facebook - liity #neuvottelijat-ryhmään https://www.facebook.com/groups/neuvottelijat Kaikki #neuvottelija -jaksot ja haku: https://www.dcmcapital.fi/neuvottelija

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Ep. 17 | Transparency, Collaboration & Scaled Agile (feat. Hari Khanal)

The Agile Coach Podcast

Play Episode Listen Later Jul 23, 2021 38:59

One of Agile's key principles is customer collaboration, and a great way organizations can exhibit this principle is by implementing the Scaled Agile Framework (or SAFe). In SAFe, you're not just working with one team, but many teams, which creates dependencies and a more transparent and collaborative work environment. In today's podcast, we sit down with Agile team facilitator, Hari Khanal, and dive into the world of Scaled Agile, addressing topics such as the role of a scrum master in SAFe, PI Planning in a remote world, unlocking intrinsic motivation and more. Our Speaker: Hari Khanal Hari has a passion for serving others and bringing people together, and it was this passion that drove him to leave his job in sales to pursue a career in Agile. He currently works as a scrum master, coach and facilitator for multiple organizations as well as runs his own companies outside of his career. We are proud to introduce Hari Khanal. To connect with Hari, check him out on LinkedIn: https://linkedin.com/in/hari-khanal Support this podcast: https://anchor.fm/theagilecoach/support

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Free Webinar: The True Meaning of Agility with Dawn Haynes

RBCS Podcast

Play Episode Listen Later Jul 14, 2021 51:33

We are inundated by scads of mixed messages about software development, testing, quality, and delivery today. There are the Agile Manifesto and principles, SCRUM, Kanban, Scaled Agile Framework, the book - How Google Tests Software, the tech talk - Test is Dead, murmurs about achieving 100% automation, goals of delivering faster and more frequently to customers, the idea that we can solve every problem with DevOps, and so on. Some of these messages leave organizations confused about the value of testing, and testers wondering if they have a career path at all. We indeed are at a critical juncture in the quality and testing space, and if we aren't careful, we could be joining the dodo and the dinosaurs. How will we survive all this? Dawn believes the heart of the issue is in becoming truly agile in our beliefs, approaches, and attitudes about testing. Without the flexibility to serve the needs of our teams and organizations TODAY (and tomorrow!), we should be concerned. So, what is the true meaning of agility for testers? Does it mean doing "Agile" things? Following SCRUM? Doing DevOps? Etc.? Dawn doesn't think so. Please join Dawn to take a deep dive into what true agility could look like for testers and teams moving forward!

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HOW THE SCALED AGILE FRAMEWORK WORKS?

ALEPH - GLOBAL SCRUM TEAM - Agile Coaching. Agile Training and Digital Marketing Certifications

Play Episode Listen Later Jul 12, 2021 7:11

For more videos visit us at www.aleph-technologies.com Before we start, I need to state that #SAFe is a proprietary trademark, and many of the images and information used in this video is property of Scaled #Agile, Inc. If you wish to view everything in more detail, please visit www.ScaledAgile.com. The first and arguably most important aspect of #SAFe is the Seven Core Competencies, and an inseparable aspect of #SAFe. These are a set of seven essential Competencies of #SAFe that make up what not only allows for #agility but also allows for #Agile to be scaled up. These seven are Enterprise Solution Delivery, #Agile Product Delivery, Team and Technical Agility, Lean-#Agile Leadership, Continuous Learning culture, Organizational #Agility, and Lean Portfolio Management. What do these seven competencies mean? Let me tell you. Enterprise Solution Delivery is all about applying Lean-#Agile principles and practices to the development, deployment, and operations of massive-scale software applications, networks, and systems. It's essential to keeping agility on a large scale. #Agile Product delivery is focused on a customer-centric approach to building and releasing quality products and services consistently to consumers, allowing constant improvement and flow of feedback. Team and Technical #Agility is the oil that makes businesses work-- it's focused on improving communication and agility within the teams and between employees, a set of practices #Agile teams can use to create high-quality solutions. Lean-#Agile Leadership is focused on those who drive organizational change and ensure smooth operation by cultivating positive #Agile practices and culture, particularly through leading by example. Continuous Learning Culture is a set of practices and principles that encourage the cultivation of knowledge, competence, motivation to perform, and innovation within individuals of an organization. Organizational #Agility is about how Lean-thinking people and #Agile teams optimize their business processes and evolve strategies with clear and easy-to-understand commitments and goals, as well as enabling quick adaptation needed to capitalize on new opportunities. Lean Portfolio Management is the practice of aligning strategy and execution by applying Lean principles to strategy and investment funding, managing a set of development Value Streams. You may be able to see why these Seven Core Competencies are so important. This makeup what's newest in #SAFe 5.0-- Business #Agility. This ensures quick response time, ease of improvement, and increased employee and consumer satisfaction-- even for large organizations. Despite seeming like a lot, that's just a fragment of what makes up #SAFe. There are multiple different configurations of #SAFe to apply to every business situation. The first and most basic configuration of SAFe-- available for large-scale, but not massive, organizations-- is Essential #SAFe. This has three components as part of it, these being Vision, Roadmap, and System Team. The Vision is a description of the future state of the Solution that's under development. It reflects the needs of the customer and Stakeholders. #scrumorg #agile #scrummaster #scrum #productowner #scrumalliance #productmanagement #psm #agilecoach #scaledagileframework #devops #scrumtraining #productmanager #itbusinessanalyst #businessanalyst #agileproblems #itbusinessowner #developmentteam #scrumteam #agileprocess #scrummasters #scrumdotorg #agil #certificacaoscrum #retrospectivas #teambuilding #agiledevelopment --- Send in a voice message: https://anchor.fm/aleph-global-scrum-team/message

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SCALED AGILE FRAMEWORK - ESSENTIAL SAFe

ALEPH - GLOBAL SCRUM TEAM - Agile Coaching. Agile Training and Digital Marketing Certifications

Play Episode Listen Later Jul 12, 2021 5:11

#Essential #SAFe is a configuration of #SAFe that includes the bare necessities for implementing the #SAFe framework into an organization, with the most minimal elements needed to be successful. If you've seen the video on this channel where I go over each configuration of #SAFe and a more in-depth look at the components of the framework. In this video, I'm going to show you what goes into the Essential #SAFe configuration. Essential #SAFe starts with the support of Business Owners. These are a small group of stakeholders who have the primary business and technical responsibility for a return on investment. They are key stakeholders on the #Agile Release Train who evaluate fitness for use. They ultimately steer the #ART where it needs to be to successfully accomplish its goal. The #ART is then supported by the #RTE, Product Management, and a System Architect/Engineer, who work together to ensure the #ART functions as intended. Under the #ART team, you have the bread and butter of the #solution development; The essentials of Essential #SAFe are built around principles, such as Customer Centricity and Design thinking, as well as systems to develop software through Program Backlogs, Team Backlogs, #ScrumXP, and other developed systems like the Continuous Delivery Pipeline. Customer Centricity is built on the knowledge of Customers being the ultimate beneficiaries of the value of the business solutions that are created and maintained by the portfolio value streams. Customer Centricity is a mindset and way of doing business that expressly focuses on creating positive experiences for the customer, a deeply-integrated mindset that thinks about how the software will be integrated with the end user's needs, rather than how they can use it as an afterthought. This in turn generates higher profits and better employee engagement, as developers are more likely to enjoy developing a product that they know the end-user is going to like. Design Thinking is a customer-centric development process that creates desirable products that are profitable and supported over their lifecycle, as opposed to a haphazardly designed product that is almost impossible to work on after being shipped. Program backlogs are holding areas for upcoming features, addressing user needs, and delivering business benefits for a single #ART. Product Management has responsibility for the Program Backlog, ensuring the items result from research and collaboration with stakeholders, part of the Continuous Exploration process, part of the Continuous Delivery pipeline, which we'll get into in a moment. Team Backlogs contain user and enabler Stories that originate from the Program Backlog, as well as stories that arise from development within the team. The Product Owner is responsible for the allocation and balance of the Team Backlog in a way that benefits both the team and the #ART. #ScrumXP is a lightweight process designed to deliver value for self-organized teams within #SAFe. It takes effective, powerful #Scrum practices and combines them with Extreme Programming practices. #ScrumXP details two essential characteristics of Team and Technical Agility, where #Scrum provides guidance for team #agility and XP for technical practices. #scrumorg #agile #scrummaster #scrum #productowner #scrumalliance #productmanagement #psm #agilecoach #scaledagileframework #devops #scrumtraining #productmanager #itbusinessanalyst #businessanalyst #agileproblems #itbusinessowner #developmentteam #scrumteam #agileprocess #scrummasters #scrumdotorg #agil #certificacaoscrum #retrospectivas #teambuilding #agiledevelopment --- Send in a voice message: https://anchor.fm/aleph-global-scrum-team/message

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SCALED AGILE FRAMEWORK - LEADING SAFe (SA)

ALEPH - GLOBAL SCRUM TEAM - Agile Coaching. Agile Training and Digital Marketing Certifications

Play Episode Listen Later Jul 9, 2021 1:04

Ready to take a dive into #SAFe? If any of these *actor gestures to a list of roles on the screen* match your current role, then Leading #SAFe is for you. During the 2 day training, you'll be engaged with activities that teach you all about Lean-#Agile Leadership, Team and Technical #Agility, #Agile Product Delivery, and Lean #Portfolio Management. By the end of the course, you will understand the Seven Core Competencies of the Lean Enterprise, the principles of the Lean-#Agile Mindset, how to coordinate multiple #Agile Release Trains and suppliers with a #Solution Train, and Continuous Delivery Pipeline. You'll also learn to build up teams to their full potential by setting goals and purpose. You may be thinking “Am I qualified for this course?” and the answer is “yes”! There are no requirements to attend but it's highly recommended that you have some experience in #Scrum and more than 5 years of experience in software development, and product management. Call to action? Visit our website to learn more. #scrumorg #agile #scrummaster #scrum #productowner #scrumalliance #productmanagement #psm #agilecoach #scaledagileframework #devops #scrumtraining #productmanager #itbusinessanalyst #businessanalyst #agileproblems #itbusinessowner #developmentteam #scrumteam #agileprocess #scrummasters #scrumdotorg #agil #certificacaoscrum #retrospectivas #teambuilding #agiledevelopment --- Send in a voice message: https://anchor.fm/aleph-global-scrum-team/message

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SCALED AGILE FRAMEWORK - PRODUCT OWNER/PRODUCT MANAGER (Español)

ALEPH - GLOBAL SCRUM TEAM - Agile Coaching. Agile Training and Digital Marketing Certifications

Play Episode Listen Later Jul 8, 2021 1:33

¿Se pregunta si la certificación #SAFe #Product #Owner / Product Manager sería beneficiosa para usted? Si está en alguno de estos trabajos, * el actor hace un gesto hacia una lista de roles en la pantalla * y luego el Propietario / Gerente de Producto #SAFe fue creado pensando en usted. A lo largo de la capacitación, participará en conferencias y actividades que le enseñarán sobre planificación de #IP, iteraciones ejecutivas, exploración de las necesidades del cliente y aplicación de #SAFe en la empresa Lean. Después de 2 días, aprenderá a colaborar con Lean #Portfolio Management, crear un plan de acción y cómo trabajar con la Planificación del incremento del programa. Comprenderá cómo los principios y valores de #SAFe Lean-#Agile se relacionan con su rol como propietario o gerente de producto. Puede estar pensando "¿Estoy calificado para tomar este curso?" Y la respuesta es "sí". No hay requisitos previos para asistir, pero se recomienda encarecidamente que ya tenga una certificación #SAFe líder, que haya trabajado en un entorno #SAFe y que tenga experiencia previa con Lean, #Agile u otras certificaciones relevantes. Visite nuestro sitio web para obtener más información. #scrumorg #agile #scrummaster #scrum #productowner #scrumalliance #productmanagement #psm #agilecoach #scaledagileframework #devops #scrumtraining #productmanager #itbusinessanalyst #businessanalyst #agileproblems #itbusinessowner #developmentteam #scrumteam #agileprocess #scrummasters #scrumdotorg #agil #certificacaoscrum #retrospectivas #teambuilding #agiledevelopment --- Send in a voice message: https://anchor.fm/aleph-global-scrum-team/message

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SCALED AGILE FRAMEWORK LARGE SOLUTION SAFe

ALEPH - GLOBAL SCRUM TEAM - Agile Coaching. Agile Training and Digital Marketing Certifications

Play Episode Listen Later Jul 8, 2021 4:31

#SAFe allows for multiple configurations to fit every businesses' specific situation. These configurations are: Essential #SAFe, Large Solution #SAFe, Portfolio #SAFe, and Full #SAFe. This video is part of a series where we go into the specifics of each configuration and see what makes them up. In this video we'll be exploring Large Solution #SAFe, a configuration providing enterprises the ability to build large and complex solutions. Before we start, I need to state that #SAFe is a proprietary trademark, and many of the images and information used in this video is property of Scaled #Agile, Inc. If you wish to view everything in more detail, please visit www.ScaledAgile.com. Large Solution #SAFe utilizes everything Essential #SAFe offers, building on it with additional roles, practices, and guidance to build large-scale applications and networks. As with every component of #SAFe, Large Solution #SAFe starts with the people needed to make it happen. These are the #Solution Architect/Engineer, #Solution Management, and #Solution Train Engineer. ● The #Solution Architect/Engineer is responsible for defining and communicating a shared technical and architectural vision across a #Solution Train to ensure the #solution under development fits its intended purpose. They analyze technical trade-offs and work to make the end product of quality and fitness. ● Product Management supports building desirable and feasible products that meet customer needs. They utilize a customer-centric mindset where the customer is at the center of every decision, supported by the tools and techniques of Design Thinking. ● The #Solution Train Engineer is a servant leader for the Solution Train, facilitating and guiding work across all #ARTs and suppliers in the Value Stream. They don't manage teams; rather, they steer the entire #Solution Train in the right direction, so that they work as efficiently as possible. After #Solution Intent, items decided upon are placed into the #Solution Backlog. This is the holding area for upcoming Capabilities and Enablers, each of which can span multiple #ARTs and is intended to advance the #Solution. #Solution Management is responsible for the #Solution Backlog, placing items in them that result from research activities to collaboration with stakeholders. The #Solution Train is next, pulling items from the #Solution Backlog. This train builds large and complex #solutions, possibly requiring thousands of people to develop. These could be anything from commercially-available cars to defense systems for militaries. The #Solution Train provides roles, events, and artifacts necessary to coordinate building important systems, where any mistake or slip up could have dire consequences. Within the #Solution Train, there are Suppliers, internal or external organizations that develop and deliver components that help #Solution Trains. Suppliers support high-value solutions by providing unique competencies and distinctive skills. They provide the expertise that can accelerate solution delivery. Within the #Solution Train, there are #Solution Demos, where development efforts show results to stakeholders. It's an essential part of the train, offering feedback and objective evaluation for the #Solution. Within this, new capabilities, compliances, and overall fitness is demonstrated. There you have the components of Large Solution #SAFe. As with Portfolio #SAFe, this is in conjunction with the Essential components of #SAFe as well as part of Full #SAFe, which is all the configurations combined. For more information on #SAFe and Agile, don't forget to subscribe, and remember to be #Agile. --- Send in a voice message: https://anchor.fm/aleph-global-scrum-team/message

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SCALED AGILE FRAMEWORK - LEADING SAFe (Español)

ALEPH - GLOBAL SCRUM TEAM - Agile Coaching. Agile Training and Digital Marketing Certifications

Play Episode Listen Later Jul 8, 2021 1:19

¿Listo para sumergirse en #SAFe? Si alguno de estos coincide con su rol actual, Leading #SAFe es para usted. Durante el entrenamiento de 2 días, participará en actividades que le enseñarán todo sobre Liderazgo Lean-#Agile, agilidad técnica y de equipo, entrega de productos ágiles y gestión de portafolios Lean. Al final del curso, comprenderá las siete competencias básicas de Lean Enterprise, los principios de la mentalidad Lean-#Agile, cómo coordinar múltiples entrenamientos de liberación ágil con una serie de soluciones y para entrega continua. También aprenderá a desarrollar equipos a potencial completa estableciendo objetivos y propósitos. Puede estar pensando "¿Estoy calificado para este curso?" Y la respuesta es "sí". No hay requisitos para asistir, pero se recomienda que tenga experiencia en #Scrum y más de 5 años de experiencia en desarrollo de software y gestión de productos. #scrumorg #agile #scrummaster #scrum #productowner #scrumalliance #productmanagement #psm #agilecoach #scaledagileframework #devops #scrumtraining #productmanager #itbusinessanalyst #businessanalyst #agileproblems #itbusinessowner #developmentteam #scrumteam #agileprocess #scrummasters #scrumdotorg #agil #certificacaoscrum #retrospectivas #teambuilding #agiledevelopment --- Send in a voice message: https://anchor.fm/aleph-global-scrum-team/message

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SCALED AGILE FRAMEWORK - PROFESSIONAL SCRUM MASTER (Español)

ALEPH - GLOBAL SCRUM TEAM - Agile Coaching. Agile Training and Digital Marketing Certifications

Play Episode Listen Later Jul 8, 2021 1:17

¿Se pregunta si la certificación Professional #Scrum #Master sería de beneficio para usted? Si alguno de estos * gestos de actor para una lista de roles en la pantalla * coincide con su trabajo actual, entonces Advanced Professional #Scrum #Master se creó teniendo en cuenta su posición. A lo largo de los 2 días, participará en conferencias y actividades que le enseñarán todo sobre temas como #Scrum, la definición de terminado, la ejecución de un proyecto scrum, el trabajo con personas y equipos, y #scrum en su organización. Al final del curso, debe tener una comprensión profunda de todo lo mencionado anteriormente, así como los valores de #Scrum, los artefactos, el asesoramiento y la tutoría, la previsión y la planificación de lanzamientos, la gestión de riesgos técnicos y mucho más. Puede estar pensando "¿Estoy calificado para tomar este curso?" Y la respuesta es "sí". No se requieren requisitos previos específicos para asistir a esta clase, pero se recomienda que tenga experiencia previa con #Scrum. #scrumorg #agile #scrummaster #scrum #productowner #scrumalliance #productmanagement #psm #agilecoach #scaledagileframework #devops #scrumtraining #productmanager #itbusinessanalyst #businessanalyst #agileproblems #itbusinessowner #developmentteam #scrumteam #agileprocess #scrummasters #scrumdotorg #agil #certificacaoscrum #retrospectivas #teambuilding #agiledevelopment --- Send in a voice message: https://anchor.fm/aleph-global-scrum-team/message

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WHAT IS SCALED AGILE FRAMEWORK (SAFe)? WHY SAFe?

ALEPH - GLOBAL SCRUM TEAM - Agile Coaching. Agile Training and Digital Marketing Certifications

Play Episode Listen Later Jul 7, 2021 4:02

For more videos visit us www.aleph-technologies.com In the world of #Agile, it's hard to have not heard of #SAFe. One of the leading frameworks for enterprise-scale #Agile, it's been widely adopted within the past decade when it was first introduced. It's constantly evolving and adapting with the times, now on its fifth full iteration. It's worth asking, why has #SAFe exploded in popularity? What is #SAFe? #SAFe is an acronym, standing for Scaled #Agile Framework. #SAFe is just that-- an #Agile Framework existing to scale #Agile up to an enterprise-level for large organizations where traditional #Agile might otherwise fail. It works by building everything around the Seven Core Competencies of the Lean Enterprise, these competencies being Lean-#Agile Leadership, Team and Technical #Agility, #Agile Product Delivery, Enterprise Solution Delivery, Lean #Portfolio Management, Organizational #Agility, and Continuous Learning Culture. Since the time Scaled #Agile released #SAFe 4.6 in late 2018, they were taking feedback and analytics and developing something new that would sharpen the efficiency of the framework, as well as allow increased flexibility in business decisions. Implemented in 5.0 and shaking the foundations of #Agile, Business #Agility was introduced. It requires that everyone involved in delivering solutions-- like IT, #marketing, support, compliance, and more-- use Lean and #Agile practices in their own departments to continually deliver innovative, high-quality products. Like Scrum, #SAFe prides itself in its ease of use while remaining difficult to master. Mastery of these competencies enables enterprises to make decisions and react appropriately to turbulent situations, like a rapidly changing #market, developing technologies, and customer needs. Each of these Seven Core Competencies is built around providing businesses a safe, stable way to ensure employee contentment, client satisfaction, flexibility, and effective communication. #SAFe is widely supported with over 350 Scaled #Agile Partners across the world. Rigorous testing and education ensure that those who spread #SAFe's word-- #SPCs-- are of high quality and teach everything needed to know to implement #SAFe successfully. Ever since its inception, #SAFe has been constantly updated and adjusted to match changing conditions in the world of business, being consistently supported by Scaled #Agile to fit every business need, even when it may differ wildly from the ‘norm'. Scaled #Agile has the numbers to back up why so many businesses are scaling #Agile using #SAFe. Numerous case studies have shown that enterprises, both large and small, are greatly benefiting from #SAFe implementation. This includes a 20-50% increase in productivity, 25-75% improvement in quality, 30-75% faster time-to-#market, and a 10-50% increase in employee engagement and job satisfaction, which affects all other aspects of the company. This has led to #SAFe being #implemented in seventy percent of Fortune 100 companies. So, why should you choose #SAFe? Many would say the evidence speaks for itself, but it's important to keep asking and learning. #SAFe provides a highly effective and efficient platform for installing #Agile in organizations both large and small through techniques and elements both new as well as tried-and-tested. It has a flexible but sturdy system of seven core competencies that can apply to any business situation. Because #SAFe is so widely adopted, it will be supported and developed for years to come. --- Send in a voice message: https://anchor.fm/aleph-global-scrum-team/message

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Agile at Scale

Agile4Life

Play Episode Listen Later Jun 10, 2021 34:46

On today's podcast we are going to talk to our next guest, Bernard Williams, about his experience developing scaled agile, meaning agile when you want to practice agile on a grander scale then just a single team. This is often the case when there are lots of moving pieces, when one thing is dependent on another, when timing is complex, and you need a birdseye view of all the complexities. Moriah and Bernard met recently at a training session covered SAFe, which stands for Scaled Agile Framework. This is an approach to applying the Agile principles we talk about each week when things get really big. For our listeners who are more interested in personal agile this episode will probably lean a little more toward professional agile. So we'll understand if this isn't your cup of tea. That said, things can get pretty complex in our personal lives so maybe there will be some nuggets for you if you keep listening.

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S1E010: Tolu Fagbola on Applying Agile Effectively for Organisational Change

Play Episode Listen Later May 30, 2021 33:42

For the episode show notes and full interview transcript, go to www.agileinnovationleaders.com Bio: Tolu is the Founder of Career Transitioners where he's also a Lead Trainer (Business Analysis/Architecture and Agile). With a keen interest in using Agile approaches to help organizations go through change, he also consults for clients and has worked on Digital Transformation programmes with Organizations within multiple sectors including Banking, Telecoms, Housing, Energy & Utilities and Transport. Currently working towards a PhD in Education, Tolu holds a MA in Communications Management and an MSc in Organizational Behaviour and holds numerous Professional Certifications including BCS Diploma in Business Analysis, BCS Professional Certificate in Business Architecture, APMG Foundation and Practitioner Certificate in Agile PM, ScrumStudy SCT (Scrum Certified Trainer) and more. Tolu has been happily married for 9 years and is a proud father of two daughters (ages 6 and 1). Book/ Article: Flow: A Handbook for Change Makers by Fin Goulding & Haydn Shaughnessy Article about Flow https://itrevolution.com/fin-goulding-flow-taking-agile-forward/ Email/ Website/ Social Media: Email: tolu@careertransitioners.com Website: careertransitioners.com Twitter: @ctransitioners Instagram: @ctransitioners Facebook: https://www.facebook.com/careertransitioners/ Interview Transcript Ula Ojiaku: 00:04 Hello and welcome to the Agile Innovation Leaders podcast. I'm Ula Ojiaku. On this podcast I speak with world-class leaders and doers about themselves and a variety of topics spanning Agile, Lean, Innovation, Business, Leadership and much more – with actionable takeaways for you the listener. Hello everyone! This episode marks the end of Season 1 of the Agile Innovation Leaders podcast. However, it's not a final goodbye because we are already working on a new and improved Season 2 with an exciting line-up of guests. We'll share more about this in due time. But all you need to know is that after this episode, there will be a bonus episode where I summarise Season 1 and then a brief break before we launch Season 2. Again, we'll give you more details in due time. My guest for this episode is Tolu Fagbola. Tolu is the founder of Career Transitioners, a training organization accredited by the BCS (that is, the British Computer Society). Tolu himself is a Lead Trainer at Career Transitioners. Tolu is also a SAFe Program Consultant and a Lean Agile professional who has worked on multiple digital transformation programmes with Organizations within multiple sectors including Banking, Telecoms, Energy & Utilities and Transport. During this conversation, Tolu candidly shared some of the lessons he and his team learnt from a ‘failed' programme that they were involved in many years ago. He also shared his view on the importance of leadership and organizational buy-in for a successful transformation effort. Without further ado ladies and gentlemen, my conversation with Tolu. Enjoy! Ula Ojiaku: 02:20 Thank you so much Tolu for making the time for this conversation today. Tolu Fagbola: 02:23 You're welcome Ula; it's good to be joining you today. Ula Ojiaku: 02:27 So, could you tell us a bit about yourself, please? Tolu Fagbola: 02:29 Sure. I have been into Agile for about 10 years, I kind of stumbled into Agile when I decided that being a trainer was not enough. So, I was and still am a training and development professional. So, started off my career in the telecoms industry, leading companies' operational teams, and I moved into training and development. And at a point I got scared that computers were going to come in and take my job away. So, I thought I'd better get on board, this ‘IT thing' before I become obsolete. So, I got into e-learning, and I got interested in e-learning development and content development. So, I got into some developing, learning management systems for organization. And the first ever learning management system I helped develop for banks went atrocious. It was the traditional waterfall approach. We had a team of developers, who were amazing at what they did but it was just horrible. We had no requirements, we had no stakeholder buy-in, we had no commitments, we just overran and the plans were just atrocious. So, from that point on, I had to learn the hard way that Agile was a much more effective way to deploy solutions and engage in almost any kind of organizational change that involves technology. So yeah, that's kind of how I got into Agile and since then, I've been working with Agile teams and the training on Business Analysis, and Agile. I'm a big advocate for Agile business analysis and business analysts within Agile teams, because I think they are the glue between organization strategy and the development teams. So that's been my sort of journey over the last few years. Ula Ojiaku: 04:35 It's an interesting story, so thanks for sharing. You said you had a failed project. So, it seems like that was the tipping point for you into Agile… Tolu Fagbola: 04:44 It was an eye opener, because there were so many reasons, the program failed. And apart from being naive and inexperienced, and very excitable because we were focused on the product, without considering the organizational context and a cultural context, as well. Just to give you a little bit of background, I deployed these solutions within banks in Nigeria, so I didn't consider the cultural elements of deploying or working on projects that had to do with technology. Yeah, and I learned a lot from that experience. And I think it's made me a much more rounded Agile practitioner today. Ula Ojiaku: 05:29 Could you tell us a bit more about what you learnt? What were the key learnings? I gather that you said there was no consideration for the cultural context… Tolu Fagbola: 05:37 Yeah. So, more than 10 years ago now, we… when I say ‘we', I mean myself and my team had already, sort of introduced this idea of rolling out a Learning Management System within the organization. And it was signed off and it was agreed, costings agreed, and we thought it was just going to be a matter of deploying the solution within the organization's servers and the optic will be great, and it will be all fine. But we didn't consider things like organizational change, the fact that a lot of people within our organization were banking on, taking training on-site, in person. And moving to an e-learning model was going to be a significant cultural change to them, apart from the fact that they get to go away from the desk, sometimes they get stipends, they get lots of perks… Now, you know, moving to an approach where almost 50% of all the training that they would have had, will now be at their desks, or at home, via an electronic medium was quite a significant change from the users perspective. Also, from the… Ula Ojiaku: 06:54 That wouldn't have made you popular… Tolu Fagbola: 06:57 Yeah, absolutely. It made perfect sense for us, it made perfect sense for the business – they were cutting a lot of cost. It made sense financially and technologically. But culturally, from a user's perspective, it really didn't go down as we imagined. So little things like, sort of mapping out a user journey, we failed to consider, to understand what the process was for the students or candidates or employees to come to a training course, to take the course, to get feedback, to get the next course, to get to their appraisal done, and all the other impact that that one learning event will have on them. So… learnt a lot in a lot of ways. Another thing that I think was really pertinent learning for me particularly was the impact of operating models. Ula Ojiaku: 07:55 Yes… Tolu Fagbola: 07:56 …or the significance of operating models when going through organizational change, because that's what it was. It was a significant change for them. But it seemed like an IT project, but it wasn't an IT project, there was a business change product that leveraged IT. So, understanding the change to the organizational model, the operating model, the fact that they needed to have an administrator, the fact that they needed to have access, user control, the access rights, the fact that they needed different ways of evaluating learning, all of those things we'd totally left to the business, and they had no clue what they were to do. So now I'd have done it very, very differently. So yeah, I'll say I learnt a lot from that one experience. And the next program was definitely a lot smoother in the sense that, I knew exactly what I needed to do. I mean, the learnings that I needed to have, and I knew how I could sort of get my stakeholders' buy-in from the start and sort of build stability and develop incrementally and iteratively. Have little releases quickly and get feedback very quickly and, and increase the uptake of the solution in a way that delivers value to the business and to the users. So, it was a lot different the second time around, it still had its own challenges, but yeah… Ula Ojiaku: 09:21 Yes. I can imagine. I've also been involved in some less-than-ideal projects. And yes, it makes a whole lot of difference involving all the stakeholders especially the end users right from the onset, so that everyone is at the same table, because there are usually contexts that we would miss if they're not involved right from the onset. So, is it all work for you then, Tolu? What leisure activities do you do? Tolu Fagbola: 09:52 I do much reading these days, anything outside of my academic journals and books is… (a luxury). I probably don't have a lot of time on my hands to do much else. So, I'll give you a little picture of my life at the moment. So, to work nine to five as a consultant, run a training business in the evenings, developing a learning management system for the commercial market - got a team working on that, and I spend pretty much all of my weekends working on my doctorate and doing a doctorate in education. So I'm in the library reading or writing a thesis or doing some research. So yeah, (I'm) pretty maxed out at the moment… Ula Ojiaku: 10:41 I can imagine and with a lovely young daughter as well. So… Tolu Fagbola: 10:44 I've got a four-year-old, she's going to be four next month, so I have to schedule time to take her to bouncy castles. Cos she doesn't forget now. (She's like) ‘Daddy you promised me you were gonna take me to bouncy castle tomorrow. It's tomorrow now…' You put in time for that. I'm a massive sports fan and I'm into boxing. The only sport that I have time to watch right now is boxing. Ula Ojiaku: 11:14 Yeah, interesting. My late dad also liked two sports and boxing was one of them; football was the other. But what's the attraction - because I still don't get it? Tolu Fagbola: 11:25 Okay, so yeah, boxing. It's amazing. All you need to do is watch the next Anthony Joshua fight and you'll know what I'm talking about. When we're fighting our first live in New York Madison Square Garden, and I'm going to be there. Ula Ojiaku: 11:40 Oh, really? Wow! That's serious then! So, no PhD thesis work…? Tolu Fagbola: 11:45 June is my celebration month. Because it's my birthday, it's my wife's birthday, it's our anniversary. So, the first couple of weeks in June is always a holiday. Ula Ojiaku: 11:57 Nice. Tolu Fagbola: 11:57 That's the only break we're probably going to get through the year. Ula Ojiaku: 11:59 Well, congratulations to you and your wife in advance. So hopefully your wife is also going with you to Madison Square. Tolu Fagbola: 12:06 Well, I've told her that I'm going and if she would like to come… Ula Ojiaku: 12:09 You've ‘told her'!!! That doesn't sound like… Tolu Fagbola: 12:16 She says she will, but I'm not sure she would like to, to follow through. Yeah, no, she's definitely gonna come. Ula Ojiaku: 12:24 Okay, there was a silence before you now said, ‘I've told her…' It reads a lot to me... Let's move swiftly on - on to other topics. What would you say is your preferred Agile framework and why? Tolu Fagbola: 12:39 I can't say I have a preferred Agile framework. I'm a real strong believer in adapting the style, the approach, the framework to the context. So, depending on the organizational problem, or the problem we're trying to solve, I always look for the right approach or the right framework. I think every single Agile method out there has something to offer. And I don't think there is one method that trumps all, I don't think there is a one size fits all approach. I can tell you the approaches that I have used extensively as opposed to the one that I prefer. So, Scrum is the one that I will say I've used extensively. I'm currently working in a Scaled Agile environment right now. SAFe - Scaled Agile Framework. I'm not sure if you're familiar with that approach. So… Ula Ojiaku: 13:35 Yeah, I'm an SPC …yeah Tolu Fagbola: 13:40 Oh - impressive! So, you know what I'm talking about. I'm currently working in the Scaled Agile Framework and I'm working as an Agile Coach right now, looking after a couple of Scrum teams, running the PI events and coaching the organization. That the teams are mature, but the organization itself is not very mature. So, there's a lot of work to do on that front. So, we've adapted a little bit. It's not 100% SAFe, but mostly SAFe. We do the PI, programme increment events, we have epics features stories, and we have multiple Scrum teams. And, you know, we have system demos, we have the Agile release train… We have a lot of the elements of SAFe and it works perfectly well for organizations looking to the, you know, what it says on the tin – scale agile and use multiple teams. And it's much more effective for enterprise level approach than let's say Scrum, which is amazing for individual teams. But a lot of teams have challenges with issues from outside of the team. So, Scrum doesn't account for a lot of issues that are, that reside outside of the team. So, I'm an advocate for SAFe, I'm an advocate for Scrum, Kanban in very volatile environments with lots of moving BAU activities. I'm an advocate for Lean. There's a new one that I'm high on right now, it's called Flow, I'm an advocate for Flow because… Ula Ojiaku: 15:22 Flow? Could you tell us a bit more about Flow? Tolu Fagbola: 15:26 Yeah, well, Flow is considered post Agile, where it looks at the challenges that executives within an organization have and guides them through visualizing a lot of their business problems and challenges. And it uses a lot of design thinking processes, uses a lot of very genuine customer centric approaches, and really guides the executives upstream in a way that allows them to articulate the business problem. And the way they would like to solve those business problems very concisely, effectively, efficiently before the midstream teams; like Scrum teams, kind of pick it up and deploy. I like what Flow is doing in terms of the very visual elements that they adopt. So yeah, I'm a big, big advocate of a lot of Agile approaches. And I think they all have something to offer. And I think the strength of a good Agile practitioner, is to know which approach that suits the right business problem, and be able to support an organization, regardless of the approach they choose to use, even if it's not Agile, or a framework within, you know, the Agile family. Ula Ojiaku: 16:51 I agree with you, my, what, the phrase I use is that, you know, these frameworks and methodologies are really to be considered as tools in a toolbox. So you know, you pull out the one you need depending on the context of the task of the objective at hand. So, that brings me to the next question, do you think that… So, for example, if an organization starts off with Scrum, must they stick with Scrum all through the lifecycle of a program or a project? Or is it possible to, at various stages, maybe change or even mix frameworks? Tolu Fagbola: 17:28 I think that's a loaded question. There's lots of different elements to that question. So, I'll answer some parts of it. The part about, should organizations change their approach midway through program? I think that's a very interesting question. I'm a big advocate for being clear on how you're going to do the work. You've committed to an approach, then I believe you should follow through until it doesn't serve you anymore. On the other hand, there is the concept of Agile being adaptable and flexible. So, organizations really should, in my opinion, be flexible and really look out what approach works best for that period, and for that particular business problem that you trying to solve. So, I think, it almost has to be on a case by case basis. And I don't think there should be a rule that says you should or shouldn't, when it comes to Agile, because environmental context changes all the time, and organizations needs to be flexible and adaptable and nimble. And you've got to be decisive and, but also reduce or minimize the risk and minimize the chaos, and give the teams and the individuals some sort of stability from the perspective of, should I call it the cadence of the work within. Because a lot of the things that Scrum sort of advocates is that you get better and better and you get more effective, the more you get into a rhythm. So that rhythm I think is important. So, I don't think organizations should stop and start without just cause. I do think they should be flexible and adaptable depending on the context. I don't know if I answer your question the way you'd like… Ula Ojiaku: 19:31 No, no! It's not about how I like, it's about, you know, your view. You said, organizations should be committed to following a framework or course of action until it no longer serves them. What will be the indicators, you know, that's maybe an approach is no longer serving …? Tolu Fagbola: 19:48 For me, the biggest indicator will be size of the personnel. Let's say you were a 10-person team, and you had to double or you're doing so well, your product is selling so well, you've had to double in size. Well, you kind of need to have guardrails now, for where you could either let the team do certain things, but now you need to maybe adapt a framework, maybe you do something slightly different. I think the size is probably the biggest indicator, for me, of when you need to change. On the other hand, significant political factors, or external factors that you have to react to that are significant, not just because our competitor is doing a little better this quarter, we've got to change our approach. Ula Ojiaku: 20:40 Do you have any… what kind of (example)? Tolu Fagbola: 20:43 Ermm, Brexit. Well, let's say, something like a political factor like Brexit, yeah. Now you've got to prove the whole new business model while you were doing something for competition locally, now you're going to do it internationally. You kinda need a slightly different approach for stuff like that. Or, you know, there's a new entry in the market and it's really sort of having an adverse effect might need to change the way you do things. So, a significant external factor, I think, will be another indicator for me, doubling the size or significant increase in personnel will be an indicator. But reasons like new manager, I don't think should result in changing your Agile approaches, because a new manager likes Kanban, the old one likes Scrum. I don't think that should stand in the way. Ula Ojiaku: 21:32 That's a brilliant response to the question. I'm sure that the audience… you know, there might be people with different view points, as well as people who agree with what you say. What would be your tips for effectively managing Agile teams? Tolu Fagbola: 21:49 For me, I think the one thing that I've learned a lot over the last few years is being disciplined. Where Agile almost has this paradoxical effect, where it promotes flexibility and agility and being nimble. But it, on the other hand, it could potentially create a lackadaisical approach. So, being able to kind of find that balance where you're able to be disciplined and committed to the process that you've chosen to follow. It's very easy… So little things like protect the team or only the team should speak out daily stand ups, it's so easy to let it go out of hand. It's so, so easy, where a solution architect might just decide to come in, but they can't help themselves, and they've just got to say something, then it becomes a habit, and then, it affects the morale of the team, and then the team are not empowered anymore, and then, the team starts to look to that solution architect for decisions. And all of a sudden, you've lost the whole essence of why you're doing what you're doing in the first place. So being disciplined, I think is one of the things that I will always say should be something that a Scrum Master should have on their priority list. And it's very easy to be not disciplined, which is why I've kind of made that a point to be disciplined. Ula Ojiaku: 23:29 How can you blend being disciplined with the notion that the Scrum Master is a servant leader? Tolu Fagbola: 23:35 Yeah, I think that's a very interesting question. For me, the concept of servant leadership is exactly what it says on the tin: being able to support the team in a way that's coaching rather than telling or managing. So, when you are doing that, with the team, you're being a servant leader to the team. Now, some of the things that we do as Scrum Masters or Agile practitioners are things that we commit to outside of the team. So maybe the relationship between the Scrum Master and the Product Owner might still have that element of Scrum, of servant leadership. But also consider that the Product Owner also needs support and also needs coaching as well. And also, not let the Scrum Master be the non-servant leader. And I've seen situations where product owners direct the team in a way that's not Agile, and kind of threw stuff into the mix, mid sprint and stuff like that. So being able to find that balance between coaching and ensuring that the team are protected as well as ensuring that the team follows the process and the organization also follows the process. So yeah, it's a hard thing to balance but having that at the back of your mind as an Agile practitioner, a Scrum Master is very, very important. Being able to still be a servant leader, but still be strong enough to be able to protect the team and being able to protect the team means having to have very difficult conversations with managers or executives outside of the team or having to sort of coach leaders of an organization about what the team are doing. They could be very difficult conversations but your servant leadership, in my opinion, is to the team. And to the organization it's more of a coach, rather than a servant leader to the organization. I believe your duty to the organization is to coach the organization and help them understand what the team has committed to, and what the team are doing and how the team is doing it. But it does require some level of strength and gravitas and some level of ability to be able to get that, that ability for the team to trust you as a Scrum Master to be able to protect them. I have seen Scrum Masters that are amazing with the team but don't have confidence that they can protect them outside of a team. The team don't have confidence that if they go to that PI meeting or go to that manager's meeting, they would not come back with 20 more tasks to do. To be able to have that balance of servant leadership and strength outside of the team I think is really, really important. And understanding the process is really important. And that's why I said discipline. So, to understand what the commitment is that you're making, that I think it really does help. Ula Ojiaku: 26:33 It's all well and good and I totally agree with what you've said. However, in the, say… spirit of being disciplined and protecting the team and you're speaking to say, leadership. Where does leadership buy-in come in here because if they're not involved, you think you can still be as effective as an Agile coach or Scrum Master in an organization? Tolu Fagbola: 26:56 Yeah, I think that's a very interesting question and that's always going to be a very tough question. And depending on the kind of organization it is, the level of organizational support will vary. And for me, I believe it's really important to have organizational support. But in my experience, it isn't the norm to have organizational support right from the top. It is, in my experience, not always the case that you will have organizational support all the way to the top. It's amazing when you do. One of the teachers that have worked for a few years ago, had Lean, they adopted Lean from top to bottom. And he would come to the boards and would be part of the teams. That was great. Everybody knew what it was, and they were committed to it. And it was very productive. On the other hand, I can say it's not very many organizations are like that. Most organizations that I've worked with, will say they are adopting an agile approach at a sort of board level or senior management level. But what they really are doing is developing solutions using Agile teams. So, the decisions, the program level activities are not quite Agile, except of course, they started something like SAFe. They usually still use the traditional way of work breakdown structures and project management and all of that stuff will exist. And most times Agile teams are fighting against the tide each time within their teams. They're doing great within the teams but the challenges come from outside of the team. So yes, it's great to have organizational support but I think we're still a way from having most organizations commit to Agile from the top all the way down to the bottom. I think most, most organizations still find difficult to let go. I think it's a word I like to use for that, and for us as Agile practitioners it's to continue to coach and have the ability to positively influence them and help them understand that there are other Agile approaches that they can adopt, that will serve them well, strategically - at a strategic level. Because I think that's where the challenges are, they don't realize that there are Agile approaches that work at a strategic level. For most strategic level stakeholders, Agile is for development. Agile is for teams, Agile is for downstream activities. They sort of do what they do organizationally. And you know, they've always done it that way. So that, that's the way it's always going to be. So, it's being able to educate them a little bit and help them understand that there are other ways to do it. And it will have a positive impact on the teams that already have working in an Agile way. Ula Ojiaku: 29:59 Interesting! So, how can the audience reach you or find out more about what you do? Tolu Fagbola: 30:04 Yeah, e-mail is probably the best way to reach me and, once in a while, Instagram, Twitter... Ula Ojiaku: 30:14 Ok. We will put these in the show notes. So, you said e-mail, Instagram and Twitter. What's your e-mail address please? Tolu Fagbola: 30:21 E-mail is tolu@careertransitioners.com, tolu@careertransitioners.com Ula Ojiaku: 30:29 Can you spell that please? Tolu Fagbola: 30:30 Career as in, ‘C-A-R-E-E-R'. Transitioners as in ‘T-R-A-N-S-I-T-I-O-N-E-R-S'.com. Okay. careertransitioners.com Ula Ojiaku: 30:46 Altogether, no spaces? Tolu Fagbola: 30:48 Altogether, no spaces or hyphens. Ula Ojiaku: 30:51 Okay. Twitter? Tolu Fagbola: 30:55 Twitter, ctransitioners, Instagram, ctransitioners, @ctransitioners, and Facebook, careertransitioners. Ula Ojiaku: 31:06 Okay. We'll put these in the show notes. Is there is anything you'd like to say in conclusion? Tolu Fagbola: 31:11 Yeah, sure. The one thing I like to say is, to anybody who's looking to get into Agile is that, I believe that Agile isn't one method, framework, technique. And it definitely isn't IT. Agile is a philosophy. Agile is a way of thinking. Agile is a way of working. And understanding what Agile is, is really important. And to really, truly embody the Agile principles and Agile Manifesto, and understand as many tools and techniques within the Agile family as you possibly can. I always tell my students, start with Scrum, and then build on that. And yeah, you can grow from that. Ula Ojiaku: 32:03 Great. So, the other thing is, you mentioned you run some training events. Are they public? And where can one find out your schedule? Tolu Fagbola: 32:12 Yes. So, website http://careertransitions.com. We've got our courses out there. We're a BCS certified training provider as well so we run a lot of courses in Business Analysis, Scrum, Agile, BA. I'm a big advocate of business analysis within Agile environments, and the role of BAs within Agile. I think it's really, really important to have someone a role that can bridge the gap between strategy and IT or strategy and the development team. Ula Ojiaku: 32:47 Business analysts are very important. Definitely. Thank you so, so much Tolu for your time. It's been a great pleasure speaking with you. Have a great rest of your day! Tolu Fagbola: 32:58 Thank you. Ula Ojiaku: 32:59 That's all we have for now. Thanks for listening. If you liked this show, do subscribe at www.agileinnovationleaders.com. That's agileinnovationleaders.com or your favorite podcast provider. Also share with friends and do leave a review on iTunes. This would help others find this show. I'd also love to hear from you so please drop me an email at ula@agileinnovationleaders.com. Take care and God bless!

Delivering Value Using Scrum with Andrea Floyd

ALEPH - GLOBAL SCRUM TEAM - Agile Coaching. Agile Training and Digital Marketing Certifications

Play Episode Listen Later May 28, 2021 34:00

This week, Dan is joined by fellow AgileThought colleague and return guest, Andrea Floyd! Andrea is an enterprise agile transformation consultant at AgileThought with over 25 years of experience in software development and management. She is an innovator who has led multiple organization-wide scaled agile implementations, and she has also architected innovative solution strategies and roadmaps across many frameworks (including Scrum, Kanban, and the Scaled Agile Framework). In their conversation today, they discuss delivering value using Scrum — what it looks like, why it is important to focus on, how to introduce the concept of value delivery in the product life cycle, and how to begin measuring the value of what you’re delivering. Key Takeaways Why is delivering value using Scrum important? People want to know why they’re doing what they’re doing (and understanding how they are delivering value using Scrum answers that question) Understanding what value you’re bringing ensures that you’re working on the right thing/s at the right time In order to make certain business decisions, it is key to measure: “Are we getting the outcomes that we’re seeking?” and, “Are we actually making a difference in the eyes of our customers or users?” Do they see and feel what we’re providing and delivering in terms of capabilities is valuable? How and when to introduce the concept of value delivery in a product life cycle: There are a few entry points to consider At the organizational leadership level, they need to be outlining what they feel is valuable to the organization If leadership outlines what is valuable to the organization, everybody is able to check in with that Someone at the top of the organization should be setting the alignment (and allowing it to cascade down through the organization) At a product or a project level, you should start thinking about delivering value by encapsulating it in features (and having those features be on your product roadmap [which will then inform and drive your product backlog]) At a product or team level, apply your focus to talk about value at the feature level (think about the mechanisms to timebox features) Tips, tools, and techniques to measure the value of what you’re doing: Answer the question: “Have we moved the needle in anybody’s world? How so?” Organizations should be embracing transparency and trust so there is more access to communication (and so people know the context they’re operating in) Consider looking at how you do your portfolio management and have that work be hand-in-hand with investment decisions (which then will influence how you organize around the work or the product) Leverage techniques in work management tools (such as Jira, Azure DevOps, etc.) where you can put effort at a feature level (just like you would do at a story level) Use some form of relative sizing to forecast based on what you know today If you are able to do feature points, map the features on the product roadmap Leverage product goals to help your team ensure that the emergence of their product backlog aligns with the product goal Use product goals to help you focus on the right items (in the right sequence) in your backlog, and refine those features so that your team can communicate to stakeholders and leaders how they are doing as they move forward Leverage timeboxing — it is critical You should be able to explain to your team why you are working on something (if you can’t, push it down on your backlog until you can) How do we know when a feature is ready to be consumed by a team? It is important to have a definition of “ready” so that the team is on the same page Ideally, you have fields that indicate the state of readiness a feature needs to be at before it’s eligible for consideration to begin working on Ask: “What does ready look like for a feature?” and “What information needs to be present?” Collect data and measure: “Are we getting value out the door?” and “Are we getting value into the hands of our customers or users?” There should be a level of accountability on the people that are responsible for refining the backlog (if you want to make the cut, make sure that everything is clear) Tips regarding features and value delivery: Business decisions have to be made — that means you’re going to have to get comfortable with forecasting (and forecasting gets easier with the more data points you can reference) Having an understanding of velocity is important because it is helpful in forecasting and understanding if you’re biting off more than you can chew Andrea recommends having your product roadmap at a feature level and having a strong partnership between the product ownership and the team to help forecasting at a feature level Andrea recommends having the roadmap be based quarter-by-quarter, one year out How to know when you’re done with a feature: Use the definition of “done” at a release level (this is where you can articulate what features are eligible for release based on the release definition of done) Mentioned in this Episode: Agile Coaches’ Corner Ep. 132: “Waterfall to Scrum: How to Measure the Value of Agility with Sam Falco” Jira Azure DevOps The Scrum Guide Azure Coaches’ Corner Ep. 118: “Big Room Planning 101 with Andrea Floyd” Agile Coaches’ Corner Ep. 29: “How to Combat Cognitive Biases for Effective Agile Teams” Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!

business tips touch leverage measure organizations delivering floyd collect agility scrum waterfall kanban jira delivering value azure devops scaled agile framework agilethought

Scaled Agile SAFe Inspect and Adapt Event Scaled Agile Framework

Play Episode Listen Later May 11, 2021 3:09

#SAFe #inspectandadapt #agile The #Inspectandadapt is a significant event, held at the end of each #ProgramIncrement, where the current state of the #Solution is demonstrated and evaluated by the train. after this evaluation, the teams reflect on the #backlog items and identify things to be improved, thus upholding the #agilemanifesto principle of continuous improvement and adjustment. This is additionally one of the four pillars of #SAFe. These opportunities should occur continuously throughout every #programincrement, but having additional structure and synchronization allows time to be allocated towards identifying and applying #improvements across many different teams. All #ARTstakeholders participate along with the #AgileTeams in the I&A event. The result is a set of improvement #backlog items that go into the #ProgramBacklog for the next #PIPlanning event. in this way, every #AgileReleaseTrain improves every #PI. For #LargeSolutions, a similar I&A event is held by the #SolutionTrain. The I&A event consists of three parts: #PISystemDemo #Quantitative and #qualitative measurement #Retrospective and problem-solving workshop The #PISystemDemo is there to show all the features that have been developed within the #AgileReleaseTrain over the course of the #ProgramIncrement. The audience of this demo typically includes the #customer, #portfoliorepresentatives, and more. This means the event follows a more formal pattern and requires time for preparation and staging, though still timeboxed, with an emphasis on keeping #stakeholders engaged to provide #feedback for #improvement. During the second part of the I&A event, teams review the metrics that had been previously agreed upon to collect and discuss the data to decide upon the actions that should be taken moving forward, like realignment or improvement. The #ReleaseTrainEngineer and #SolutionTrainEngineer must prepare for this in advance by gathering the relevant information and analyzing it to ensure the data is accurate, before working on a presentation for the #ART to look over. The teams then have a brief retrospective to identify significant issues that may have come up during the #PI, allowing time to address them, or at least come up with a plan to utilize moving forward. The #teams can provide members to develop new problem-solving teams, or existing teams can choose to tackle them. The combination of different members from existing #teams allows for a greater diversity of thought, however, and helps develop solutions faster. For addressing systemic problems, a structured, root-cause problem-solving workshop is held by the #ART. This kind of from-the-ground-up analysis of the problem allows the #ART to see what's causing the issue and gives them greater flexibility to actually solve the problem, not just the symptoms. --- Send in a voice message: https://anchor.fm/aleph-global-scrum-team/message

art safe event solution pi adapt retrospective inspect scaled agile framework

S1E007: William Korsinah on Delivering Value to Customers Using SAFe

leaders sequels product owners scaled agile framework

Play Episode Listen Later Apr 19, 2021 35:03

Bio: William Korsinah is a leader, Agile Coach, trainer, and consultant with sound commercial skills and business acumen. With experience gained from the Ministry of Defence (MOD), public and private sectors and exposure across strategy, portfolio, product and project lifecycle, from initiation to close, he has the ability to effectively promote organisational objectives to a range of audiences and inspire stakeholders. William is the Founder and Director of Lean Icon Technology and Training Ltd, an organisation with a presence in Ghana and the UK specialising in: Agile Project Management & Delivery Strategy & Business Planning, Effective Communication, Stakeholder Management Team Formation & Development CRM, Process Engineering Business reports and data Insight Training and Coaching. Website/ Contact/ Social Media: Email: william.korsinah@leanicontechnology.co.uk Website: www.leanicontechnology.co.uk LinkedIn: http://linkedin.com/in/williamkorsinah/ Twitter: @william.korsinah Books: The 1-Page Marketing Plan: Get New Customers, Make More Money and Stand Out From the Crowd by Allan Dib The 7 Habits of Highly-Effective People by Stephen R. Covey How to Have a Good Day: The Essential Toolkit for a Productive Day at Work and Beyond by Caroline Webb Leading Change by John P. Kotter Business Model Generation: A Handbook for Visionaries, Game Changers and Challengers by Alexander Osterwalder and Yves Pigneur Resources Mentioned: Scaled Agile Framework (big picture) https://www.scaledagileframework.com/ Portfolio Canvas https://www.scaledagileframework.com/portfolio-vision/?_ga=2.28959996.1785629069.1618711092-789794333.1552987440 Business Model Canvas: https://www.strategyzer.com/canvas/business-model-canvas Alexander Osterwalder episode: http://podcast.agileinnovationleaders.com/website/s1e003-alex-osterwalder-on-the-3-characteristics-of-invincible-companies-and-how-he-stays-grounded-as-a-leader Interview Transcript: 00:00 Ula: 00:04 Hello and welcome to the Agile Innovation Leaders podcast. I'm Ula Ojiaku. On this podcast, I speak with world-class leaders and doers about themselves and a variety of topics spanning agile, lean innovation, business, leadership and much more – with actionable take-aways for you, the listener. My guest for this episode is William Korsinah. William is the Founder and Director of Lean Icon Technology and Training, an organisation with a presence in Ghana and the UK. He is an Agile Coach, Trainer and Consultant and his motto is ‘Never stop learning because life never stops teaching'. I enjoyed speaking with William about his background (including his time with the British Army). We also touched on a few agile frameworks and his view on value delivery using the Scaled Agile Framework. Without further ado ladies and gentlemen, my conversation with William Korsinah. Enjoy!! Thank you very much for joining us, William Korsinah. Could you tell us a bit more about yourself? Who is William Korsinah? William: 01:15 Thank you, Ula, for inviting me. It's an absolute pleasure for me to be on air with you. Myself, I'm a training Agile Consultant, and a Coach who's been working with organizations for the last five years. Prior to that, I worked as a Product Director for a company based in Bristol, went on to work for One Housing as a Business Analyst and Consultant within an agile team. And I worked as a strategy analyst and I served in the army. All these experiences I bring to the table when I'm sharing on Agile and how organizations should take on change at different stages of their transformation lifecycle. Ula: 01:57 You told me you had been in the army. Can you tell us what made you to sign up in the first place, and what was your experience? William: 02:05 So, when I finished Uni in Ghana, I had two options: whether to join my dad in his shipping business, or to follow my friends who were having a good time in the army. And I think youthful exuberance led me to sign on to the British Army. I look back on it as a great experience, having this passage regiments in Colchester, and all those experiences helped drive the way I approach things today. So, the Army's been a good experience. I could have joined dad in his business but I think the army was the right choice at that point in time. Ula: 02:43 And how long did you stay in the army? William: 02:44 For four and a half years, I served for four and a half years. Yeah. Ula: 02:48 Wow! I did have thoughts about joining the military. Because in Nigeria, I did my first degree in Nigeria, and I graduated with a degree in Electronic Engineering. And there is a mandatory paramilitary training graduates are expected to go through in Nigeria - the National Youth Service Corps. I found out that on doing that, you know, the first few weeks of joining the Corps, you went through drills and early morning jogging and all those... I really quite enjoyed it and I thought maybe I should I join the army. But I think other things called... But how do you think that has helped to shape you into the Lean Agile professional, that you are now. William: 03:30 With the army, the experiences like you talked about: waking up in the morning, being disciplined following processes. Some people might consider that as too structured. Within the structure as well, it allows you to think out of the box. The military experience has given me a structure for some of the things I do and it gives me a wakeup call when I have to rethink about things and say okay, how would I do it differently? How would I do it in a very structured environment? How would I do it, if I didn't have limits? So, with those experiences, I'm able to bring in diverse ways of looking at things; from a civilian perspective to a military perspective - wearing those hats. So, the experience from the army has shaped my thinking and it also helps me stay more disciplined in my approach and follow things through. Ula: 04:23 You are a SAFe Program Consultant as well, and you teach a number of the SAFe courses. So, for the benefit of the audience SAFe, is an acronym for Scaled Agile Framework, which is one of the well-known and popularly implemented agile frameworks. Now, in terms of delivering value with the Scaled Agile Framework, what are your views on this and how are enterprises and organizations potentially in a position to benefit from this? William: 04:56 As we look at today's organizations and being able to deliver change that brings value not only to the organization, but to the customer, there are various tools, and there are various methodologies and there are various processes. Looking at all these and seeing which one best fits into our organization. Over the years most organizations have worked with waterfall or predictive approach to delivering projects. In delivering projects, you need to have a look at what's the best tool. You can't use a hammer to screw a nail into a wood; you need to use the hammer to hammer the nail into the wood. And when we look at the Scaled Agile Framework, for large scale organizations that are delivering change, with system engineers, and various roles involved, we need to reconsider what tool works best. There's Agile: Scrum, there's XP, there's Kanban, There's DSDM. All are great for small teams. Ula: 06:03 What is XP in full? What's DSDM - because there might be people listening who are new to these agile concepts, please? William: 07:15 XP is Extreme Programming. Extreme Programming are practices that software engineers or systems engineers use to bring in better quality into the process. There are some practices like pair programming, where two people sit together and review their work and make sure that they are bringing in the best quality into that particular work. There are also items like test first, where we continuously test throughout the process. And then some other areas like using user story mapping, pre planning, iterations. All these practices help bring better quality into the process. When you talk about DSDM, Dynamic Systems Development Methodology as an agile framework, it's now known as the Agile Business Consortium. And they also have a systematic approach to helping teams deliver value. You first look at the feasibility plan; when it comes to delivering the work, you're also looking at iterations, how you go through the step-by-step approach, to be able to deliver an outcome to your customer and being able to invite the customer at various stages to be a part of the review process. DSDM incorporates elements of iterative ways of working. This helps agile teams to deliver value to their customers or organizations. And I've touched on Kanban, Kanban is a way of working that existed in the 1950s and 60s used by Toyota Production System. And the word Kanban is a visualization board or signboard in Japanese. Teams use the Kanban board or the scrum board to help them visualize the flow of work. And it helps teams reduce multitasking, so that people can focus on a piece of work at one point in time. All these practices have been considered by the Scaled Agile Framework. And it's like, you look at all the practices and bring in the best into one framework for large teams. And that is the way organizations can use the Scaled Agile Framework to deliver value to the customer, the organization and to the board. Ula: 08:20 Before I interrupted, you were talking about using the right tool for the right work. So, could you explain how SAFe could be the right tool and in what context this would be the case? William: 08:35 Okay, so if you look at the Scaled Agile Framework, organizations that are delivering change would have… change which would affect software, they will have change which will just be people change. And they would have strategic change, and all other forms of change. The Scaled Agile Framework has got four configurations that allow organizations to rethink their initiatives and at the portfolio configuration, that is where all the strategic initiatives are held, so that teams can deliver value by first seeing it from a high level. And then you've got large scale for large teams who are building cyber physical systems. And then you've got the programme layer and a team layer. All these help teams to work together. It (i.e. the Scaled Agile Framework) being a tool, works best for teams that are bigger than, I would say more than 100. They need to reconsider what tool they are using. In using it for smaller teams of 10, there are elements of the Scaled Agile Framework that can be used for a small team of 10. But scaling it up, when you've got 100 to 200, Scaled Agile helps teams get the alignment and synchronization throughout the process and that's a key driver for predictability in teams to senior stakeholders. Hence, the SAFe framework is a better tool to be used when working with large teams. And some bits of it can be adjusted for small teams when delivering change. Ula: 10:13 That's interesting. Now you said based on the various configuration. So, at the team level, there are some schools of thought that it's not much different from Scrum as we know it, implemented with Kanban. What's your view on this? William: 10:30 At the team level, Scaled Agile uses Scrum. Scrum as a framework, I would say unless the Agile Coach has considered all the other frameworks and adopted Scrum properly, they would miss out on looking at a framework that brings synergy. When you take a look at the Scaled Agile Framework at a team level, the chart provides you with all the bits that are needed to make the team level work. If you are working on a particular piece of work, let's take it outside of Scaled Agile, let's take it outside of software. If you wanted to build a small piece of table you need to bring all the resources together. And when you bring all the resources together, at that particular point in time, you're able to select and pick which one is best. But if you are working against time, and you've not got all the resources together, you might delay or you might not accomplish it. The Scaled Agile Framework at a team level makes sure that you take a look at all the necessary frameworks that would make the team a successful team. Having teams alone, becoming high performing teams requires you to rethink about the entire process. Not only does it touch on culture, but bringing in the right tools or systems and making sure that teams believe in where they're going. And I in my view, see the Scaled Agile Framework as one that brings things to light, whether at the portfolio, programme and at the team level and the team will now feel a big part of what's happening. Not only would they feel like, “Oh, I'm a software engineer, or I'm a UX or business analyst, I'm doing this to help or to get my career up”. But all the practices within the team level brings everyone together to deliver value to the organization. Ula: 12:22 So, for the audience's benefit – because some people listening might not be that familiar with the Scaled Agile Framework, I will be putting a link to the diagram you were referring to in the show notes. William: 12:36 Yeah. Ula: 12:36 You mentioned that there's a portfolio level at the top and then at the bottom, (of) the configuration diagram, there's the team level. Now, there have been arguments that SAFe advocates for top-down approach in terms of implementing it and others arguing that a bottom up approach - implementing SAFe from a team level and then building up on an incremental basis would be better. What's your view? William: 13:04 So, this (is) one question that I've been looking at for the last few months and I've had a few people ask me. Quite recently, a friend was delivering a speech at a conference and someone said, “If we are not having the right purpose, it's because the leaders don't know where they're going and they've not set a clear vision, they've not set a clear value, and a clear mission.” So, when you approach change from a team level, and the senior stakeholders have not bought into it, it brings us back to the same point: Who's going to sign the budget? Who's going to approve the work that you're working on? Who's going to make sure that you don't get all the obstacles or impediments that are in your way removed? So, (implementing SAFe solely) from a team level (it) is great; the team will have to celebrate all the success. But from a portfolio, director or C-level - which I am highly in favor of - that we first trained our leaders to understand the framework and I've delivered such training and leaders have found it useful that, “if we had known this, we would have sung the same song with the teams and we would have known their pain points, and we would have helped them in the right direction.” So, having the right alignment with our purpose, with our mission; with our values requires the leaders buying into any framework. If we take SAFe out of the question, whatever we do within the organization, without a leadership buy-in being incorporated in our strategic initiative, that initiative would, in my words, fail. Though we can have the best intentions, if you don't have leadership buy-in and support, it's like going round in the maze, and not getting out. My view for those who are saying, “it should be from the team level” is, “yes, we want team buy-in but we want people with direction-setting responsibilities buy in earliest, so they can incorporate it in their agenda.” It won't be the team's agenda that drives value or drives the strategic benefits. It's the organization's agenda, working together with all other teams like marketing, finance, operations. When you get all of us working together, that delivers value to the organization. And I look at it from the Japanese word “Gemba” The Japanese word “Gemba” says go out to the workplace and see what's happening in the workplace. And the workplace is not just an agile team, or the team that's using Scrum. It consists of HR, consists of all other teams. And if we only say we are going use only Scrum in our team, what about HR? Could they also use their own framework? And leadership buy-in is very necessary. And I think it's the best approach for getting things done. What are your thoughts on it yourself? Ula: 15:54 So, I would agree with you. I would say that it's not a one-size-fits-all framework. So, some organizations might feel it doesn't work for them. SAFe lends itself to a top-down approach; getting the buy-in of leadership. As you rightly pointed out, without that alignment with strategy and the direction of the organization, the teams could well be wasting their efforts working on the wrong things, even if they're working well together. But that defeats the whole purpose of the organization's existence. With respect to delivering value then, from whose perspective should we define value and how can we go about making sure we are delivering value using the Scaled Agile Framework? William: 16:42 Okay. Deliver value within such large initiatives. First, we're looking at our vision, mission getting into alignment. Once we get an alignment, and we know who our customers are - we could have two groups of customers, our internal customers and our external customers, they need to see the value coming their way. And for us to be able to get to that end point of delivering value, our systems must work. And our systems must be able to help us with that consistency, and precision and reliability to deliver that value. In the Scaled Agile Framework, it also talks about value stream mapping. If you don't know your value stream, you don't know whom you're delivering the value to. So being able to knuckle down, reflect on who receives the value. Who should we be thinking about? Everyone sees the customer. Everyone talks about the customer. Richard Branson comes from talks about this from a different perspective. He says, “look after your staff, and then your staff will look after your customer.” And I think another quote also says the customer is the boss. So, whether we take the customer being an internal person or an external person, we want to know what value is to the customer. If we know what value is to that particular customer, that value must also align with our strategic direction, our systems, and how we intend to deliver it through our teams. A customer's value, which is far and above our organization, would always mean we feel (defer) to the customer. So, we need to be able to identify what our current value stream is? What type of value we are delivering to our customers? And sharing those particular values to the customer so that they know what our expectations are and we also know their expectations because (if we have) a customer with a high expectation, and we (come) with a medium expectation, we've missed the mark. Putting in place an alignment from vision, having the right systems and having the teams knowing our value stream - well, the end outcome should be to the customer (‘s benefit). That helps anyone to use the Scaled Agile Framework. Back to your question of teams driving change. We need teams at that layer to be able to know what system they are working in, how the system is aligned to our strategic team. And, as they knew the direction, they are able to also identify the value needed to be delivered to the customer. Ula: 19:22 Okay. You mentioned earlier on in our conversation that you'd done some work with some organizations. Could you give me an example of how you went about working with these organizations to define what the value was, and how you went about delivering it and how you recognized if and when the value had been delivered? William: 19:46 Okay, so Hodge Bank based in Cardiff on their Agile Transformation journey, and for them, why I throw them an example is, they started with a pilot of an agile team. They are now at the place where they've got 8 teams and they are looking at using the Scaled Agile Framework. And I like to give credit to, I'll say, the director of projects, who's done a very good work. And it's quite interesting, but (they) took a step-by-step approach in saying, “we need to deliver value but how should this value be connected in our ways of working?” And for them, I talked about using the Balanced Business Scorecard as a strategic tool to help us identify our value. The Balanced Business Scorecard as a strategic tool has got areas of the mission, vision, talks about the strategy. As part of the strategy, we've got objectives; we need to set clear objectives. When we set clear objectives, we are able to identify whom our customers are. With our objectives, we can identify critical success factors, key performance indicators, and initiatives that helps us deliver value. SAFe has brought in the portfolio canvas. Portfolio canvas does the same thing of identifying our current organizational system, how various things fit in to help us deliver value and it's similar to the Business Model Canvas used by most organizations and when you use such a tool, it can help you identify value. Using the Balanced Business Scorecard at Hodge Bank has helped the team look at their… relook at their strategy, put things in place that will help them deliver value to the customer. Yeah. Ula: 21:42 Okay. Now as you mentioned the Business Model Canvas that was developed by Alexander Osterwalder, and it's quite popular in the Lean Startup circles. In terms of your experience with Hodge Bank, what would you say you learned from the whole engagement? What are the key learnings for you? William: 22:03 One of the key learnings for me was: change, it's not overnight. Secondly, building the teams requires time and training. Thirdly, having a clear alignment with where the organization is going, and bringing all the other executives on board. I've had to train a few members of the teams and training them gives me the opportunity to listen to what's happening in their organization. And Justin, who's the Director of Strategy takes a very focused look at how he could create an environment that makes the teams become high performing teams. And I think those learnings I've reflected on and have been part of some of the things I teach other teams to be able to adopt the frameworks they are working on. Ula: 22:58 Hmmm – interesting! So, for, say, a listener who is part of an organization that's currently considering the option of starting an agile transformation, how should they start? What would be their first few steps? William: 23:15 So, for organizations who are going through the point where they see it as a need to move from where they are, to where they want to be, is first to carry out the gap analysis of “who we are (and) what's our current state?” Or, “what's our current state and where do we really want to be?” and then build a roadmap of steps that will get you there. When using the Scaled Agile Framework it's quite interesting how the Scaled Agile Framework has also talked about adopting change at the various stages to where you get your first planning event. It talks about having a clear vision, once you have that clear vision, you train your consultants, you train your leaders, and then you train the various teams and members of the teams to have that single voice. If everyone can sing the same song or say the same words, and we all can understand ourselves, then we are able to take the next steps to help us deliver the necessary change. First, identify where you want to go. Secondly, train all the team members. Thirdly, bring the leaders on board as early as possible. Without they (the leaders) supporting and helping you drive that change, that will be another project that's failed. And at the Project Management Institute where I was Director of Communication, we've seen, we've carried out lots of surveys and seen over and over again, why projects fail. Projects fail for many reasons. It's not the adoption of a tool or process. It's the fact that one, leaders have not been brought in, there is not a clear roadmap. There's not a strong vision that brings people to that particular roadmap and aligns all the teams to believe in that change. And without having that clear vision, purpose, to bring people on board, such change initiatives do not last and do not bring value to the organization. Ula: 25:23 That's great. So basically, it's more about having a vision and clear direction of where they want to get to and what the milestones would be to your ideal state. William: 25:35 If you don't have a clear direction, anywhere could be your destination. And that's very important. You have a clear direction. It needs a roadmap for it to be a success. Ula: 25:47 Given your varied background, how did you get into this Lean-Agile area (of work)? William: 25:54 Going into this area, having studied Psychology and Philosophy, been into the army, there are other things I said I want to be when I grew up. I want to be a Trainer or want to be a Coach. Over the years, my experiences has formed all those thoughts. Now, I'll say, it's been credit to the mates whom I've come across during my journeys, and the coaches who I've worked with, through the journey, and being able to learn from their experiences on what's happening, and where career-wise things are going, that helped me re-adapt my roadmap at various stages. So, having that clear roadmap, adapting it, being flexible to changes and to getting into effect, left the army, was lucky enough to get a role into the Housing Association - after being a salesman and taking a few other roles, I got into a Housing Association. Luckily, I was made a team leader. And during that roadmap, I've always wanted to go into change. So, an opportunity came and I went to work with a transformation team. Working with the transformation team, and having my roadmap made me identify the key things I wanted to do. Then I was also into public speaking, the president of a club, helping form a club. So, the training aspect came out of the public speaking and working in transformation and change, seeing lean, agile, seeing the way people are doing things, and how things could be improved - those are the things that led me to coming back to look at my vision of helping people go through better change. And I think all this, there's a lot of things that have shaped me in getting to this point, not just one activity or… Not climbing the ladder - sometimes I've fallen off the ladder. Ula: 27:54 Haven't we all… William: 27:57 Yeah, yeah. So, it's been a result of many events, that shaped my learnings into becoming a Consultant and an Agile Coach today. Ula: 28:09 That's interesting. So, you are the Director and Co-Founder of Lean Icon Technology UK and Ghana, and some of the things you've described, you also offer those services as well as public trainings to individuals and organizations, right? William: 28:27 Yes. Ula: 28:28 Now what's your typical workday like? William: 28:31 Typical workday is… interesting, because it starts as early as it can. And it could finish very late, after put my son to bed, (I'd) still be working till the morning and wake up either early or late to continue. That is a typical wake day in the office. If I'm not in the office, I'm either on a client site, and that's also either delivering training or supporting a team. So, it's such a varied day, and I always say it's interesting, and even though I have a a Kanban board I always look at, sometimes I come back and I've missed certain activities. And this is the life of a business owner or an entrepreneur. You don't know how you put the puzzle together, but things work together to make things a success. Ula: 29:18 Well for me, in addition to having a Kanban, you know - what's the backlog of items, what's in progress, what's been done - using the 80/20 rule, you know, the Pareto principle, focusing on the 20% of those activities that would give you typically 80% of your results. And I'm actually currently listening to an audio book, The One-Page Marketing Plan which gave me a new concept. So, taking the 80/20, out of that 20(%), there will also be a 20%, that will give you another, you know, kind of so if you take 20% of that 20%, that's 4%, that will give you the 64% outcome. So, (it's) more of narrowing down and focusing on the activities that give you the most desired outcomes, if that makes sense? William: 30:04 It does. Ula: 30:05 Part of the puzzle now is, how to know which ones, especially for entrepreneurs and business owners like us, you know, it's almost like there is a part of it, that's trial and error, as well as following a structured framework. How have you gone about trying to identify which parts of your daily activities are most worthwhile or are of higher priority than others? William: 30:33 What you've said, is something that I've seen in many (books): The (7) Habits of Highly Successful People; How To Have An Effective Day; Driving Change… And for myself, I look at activities and tell myself, “look, you've got all this to do.” And I tried to write them before I go to bed. So, I have a clear and sound sleep. And when I write them, before I go to bed, I come out and say, “look, I'm not going to touch a few things now, I'm going to touch a few things later.” Once I touch the things that are very relevant to me, which are considered to be the 20, then I can also focus on the 80 of what I need to do. In looking at some (tasks), you just know that you have to delegate - some of them are out of your remit. And one that is always out of my remit – and it really gets to me that I'm unable to do that - is being able to design and create beautiful poster diagrams, and I have to outsource this and pay for it, which sometimes eats into the entrepreneur's budget. So, there are things that you really want to do to help the business grow, and there are things that you also have to outsource. Writing my agenda before going to bed, and identifying things that I have to outsource helps me work around the busy schedule. And not everything you can do, not everything you can put into the 20, somethings you could put into the 20, but are out of your remit. That's been one of the few things I also find challenging - delegating, or trying something new, because they say if you never tried, you don't succeed. But if you try as well, and it's not the best outcome, you're not meeting your customer's needs. I think is always a balancing act, getting to that point. Yeah. And the 80/20 definitely works if you can identify your highest priorities, work on those first, and then look at the others later. Ula: 32:35 That's great. I smiled when you mentioned creating attractive posters and all that. I'll give you a simple tip. If you want to have a go at creating posters and all, there's this tool called Canva. William: 32:49 I'm using Canva. Ula: 32:50 Oh, you are! Okay. You are already ahead of the game. Yeah, it's made things a bit easier. But then there are times when you need to just call in the professionals. So, for the designers out there, we're not trying to take your job away or anything. We're saying there's still a need for you. Great, it's been wonderful speaking with you, William. So, before we sign out and I have learned a whole lot really speaking with you. It's worth mentioning that you're the one who trained me, when I took the Leading SAFe course. And of course, I wouldn't have been inviting you to the podcast if not that you really made a great impression on me. You were knowledgeable, you were clear in the way you really handled the class and answered our questions. So, thanks for that. But before we sign out, how can they (the audience) get in touch with you? William: 33:38 I think first, they are listening to my voice …they should always should reach out to Ula… …at Mezahab Group and I'm on LinkedIn, I'm on Twitter, and I'm on Facebook at William Korsinah… Ula: 33:52 Okay William: 33:52 … and on other platforms. I know Ula will be adding it to the podcast as something for people to look at. Ula: 34:01 Yes, I will. William: 34:02 I will definitely welcome any questions that anyone would like to post or send my way. Thank you Ula for inviting me, though. Ula: 34:11 No problem at all. Thank you so much, William. And I hope you have a good rest of your day. And thanks once more. William: 45:28 Same to you. Ula: 34:20 That's all we have for now. Thanks for listening. If like this show, do subscribe at www.agileinnovationleaders.com. That's agileinnovationleaders.com or your favourite podcast provider. Also share with friends and do leave a review on iTunes – this would help others find this show. I'd also love to hear from you so please drop me an email at ula@agileinnovationleaders.com . Take care and God bless!

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The sequel: Product Owner AND leaders in the scaled agile framework

Planet Product Owner

Play Episode Listen Later Apr 19, 2021 43:18

After a wildly successful episode last time, I have put together a few items and topics to follow up on for a product owner and your leadership in a scaled agile framework. But this episode may be a difficult conversation for organizational leaders who are considering moving toward that framework. There’s a lot of defense for the product owner that is often overlooked..which is a totally different episode. --- Send in a voice message: https://anchor.fm/planetproductowner/message

Gestão de Projetos Ágeis Complexos - SAFE

SALESCAST

Play Episode Listen Later Mar 8, 2021 97:33

Você conhece ágil escalado ou SAFe? Não sabe se é de comer ou passar no cabelo? Venha conosco nesse bate papo bem discontraído com o Leonardo Barreto (Analista Salesforce na Raízen) e Bruno Passos (Product Owner na Raízen) que compartilham conosco todo seu conhecimento sobre metologia Ágil, falando especificamente do Ágil Escalado (SAFe). Uma bela oportunidade para ganhar conhecimento no tema! #salesforce #agile #safe Assista no Canal Salesforce Brasil: http://bit.ly/agilesafe Ouça no SalesCast Podcast: Gostou do conteúdo? Se inscreva, curta e compartilhe nossas redes sociais para não perder todas as novidades! Canal Salesforce Brasil: https://campsite.bio/canalsalesforcebrasil SalesCast Podcast: https://campsite.bio/salescast ⚡ Oferecimento: Innolevels http://www.innolevels.com.br/ _

safe ps uma voc ra agile gest venha projetos geis scaled agile framework

Big Room Planning 101 with Andrea Floyd

Play Episode Listen Later Feb 12, 2021 32:43

Today Dan Neumann is joined by fellow AgileThought colleague and return guest, Andrea Floyd! Andrea is an enterprise agile transformation consultant at AgileThought with over 25 years of experience in software development and management. She is an innovator who has led multiple organization-wide scaled agile implementations, and she has also architected innovative solution strategies and roadmaps across many frameworks (including Scrum, Kanban, and the Scaled Agile Framework). In this conversation, Dan and Andrea explore the topic of “Big Room Planning” — what it is, when you would use it, and how to do it. Andrea also shares the benefits of it as well as some advice on how to do it most effectively in your organization. Key Takeaways What is Big Room Planning? The “what”: Big Room Planning is for when you have a need to bring together multiple teams to collaborate and get alignment on how they’re going to work together to achieve a set of objectives and/or goals for a certain time increment It is an event where you bring teams together to have a collaborative conversation and create a forecast on what you hope to achieve in a given amount of time In this conversation, you identify measures and/or time frames where you can have check-ins in order to see how you’re progressing or where you need to make some shifts It is called Big Room Planning because it implies you would use this technique when you are trying to coordinate across interdependent teams or teams that have a level of impact on one another It’s all about coming together and being able to see potential points of intersection Big Room Planning gives the opportunity for different teams to see the different challenges they are encountering and reach their destination together What Big Room Planning might look like: It can be as “big” or “small” as necessary Though it is more beneficial to do it in person, you can use Zoom or Microsoft Meets to hold this event It is a big commitment and can run from two to three days, depending on where the organization is at in your product lifecycle and your path forward Other great collaboration tools: MURAL and Miro The benefits of Big Room Planning: The “why”: it is essential to help in achieving alignment and a shared understanding so all teams can move together in the same direction It’s important to plan as a collaborative enterprise so that you can sequence work, have the necessary conversations about timing and dependencies, and make everything visible This forecasted plan arms the business decision-makers with the right information, transparency, and openness to converse with anyone in the organization How do you adapt Big Room Planning to “Small Room Planning”? Even if you’re an individual team, it doesn’t mean that there is not a need to forecast when features are going to be understood You can do this for a single team and use feature points to give an understanding of the complexity and plot them on a roadmap What can make Big Room Planning more effective: Roadmaps Milestones Program boards Feature points (which can help you understand the relative effort and complexity of those features [just like when you do sprint planning and you have story points, feature points help you understand your capacity and your availability for your team/s]) A true commitment and investment of everyone involved is key for a positive outcome It is important to understand the “what” and the “why” Making everything visible so all teams can see how things are progressing Establishing a working agreement is very helpful in coming up with your operating guidelines, what the outcomes you’re seeking are, and structuring out meeting times Mentioned in this Episode: AgileThought.com/Events — Visit for AgileThought’s upcoming virtual events & RSVP! Agile Coaches Corner Ep: “Agility: Not Just an ‘IT Thing’ with Andrea Floyd” Agile Coaches Corner Ep: “Getting to ‘Finish’ as a Scrum Team with Andrea Floyd” Agile Coaches Corner Ep: “Reasons Why Agile Transformations Don’t Stick with Andrea Floyd” SAFe Zoom Microsoft Teams Agile Coaches Corner Ep: “Setting Up Working Agreements with Christy Erbeck” MURAL Miro Turn the Ship Around!: A True Story of Turning Followers into Leaders, by David L. Marquet Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!

zoom planning leaders touch finish establishing feature true stories floyd rsvp scrum mural kanban big room ship around scrum teams turning followers scaled agile framework agilethought david l marquet

S1E002 Darren Wilmshurst on Digital Disruption and Applying the Agile Manifesto and SAFe Principles to Transform Organisations

The Agile Marketing Experience with Rocket Walk

Play Episode Listen Later Feb 7, 2021 37:57

Bio: Darren has a background in commercial management, being an Associate of the Chartered Institute of Bankers following sixteen years in Retail Banking. This culminated as a Senior Personal Banking Manager within the Guildford Group of Branches, which was comprised of 9 branches and 140 staff. A career change into IT in the late 1990s has led to a number of roles within IT including three Head of Department positions covering the complete spectrum of IT. Also, as an accomplished Project Manager and a Prince2 Practitioner he has a phenomenal record in delivering complex programmes and business transformations and an impressive record of negotiating and implementing multi-million pound contracts including Outsourcing, Off-shoring and ERP systems. He is also a Chartered IT Professional. Darren is now a Director of Radtac, a Global Agile Consultancy Business based in London. In addition, he is DSDM Atern Agile PM Practitioner, APMG Facilitation Practitioner, PRINCE2 Agile Practitioner, Certified Scrum Master, Kanban Practitioner. Darren is an active agile practitioner and coach and delivers training courses in Leading SAFe and more recently, Darren is now a SAFe Fellow, one of about 30 worldwide. He is also a SAFe Program Consultant Trainer (SPCT), contributor to the SAFe Reference Guide 4.5 and founder of the London SAFe Meet-up Group. Finally, he is the Treasurer of BCS Kent Branch and co-founder of the Kent Scrum User Group. Also a co-author of the BCS Book “Agile Foundations – Principles Practices and Frameworks”, a reviewer of "Valuing Agile; the financial management of agile projects". Books/ Resources: Tribal Unity by Em Campbell-Pretty Leading Change by John P. Kotter The DevOps Handbook: How to Create World-Class Agility, Reliability, and Security in Technology Organisations by Gene Kim et al Agile Foundations – Principles, Practices and Frameworks y Peter Measey, Darren Wilmshurst and Radtac SAFe Reference Guide 4.5 by Dean Leffingwell SAFe 5.0 Distilled; Achieving Business Agility with the Scaled Agile Framework by Richard Knaster and Dean Leffingwell * NOTE: * As of the time of publishing this episode, the most-current version of SAFe is 5.0 and so I would recommend getting this version. Websites: The Agile Manifesto: https://agilemanifesto.org/ SAFe Principles: https://www.scaledagileframework.com/safe-lean-agile-principles/ Darren's social media profiles: LinkedIn: https://www.linkedin.com/in/darren-wilmshurst-89b0931/ Twitter handle (for fellow Arsenal fans!): @dazzawilmshurst Interview Transcript: Ula Ojiaku: [00:27] My guest for this episode is Darren Wilmshurst. He is the director and head of consulting at Radtac. Darren is a Scaled Agile Framework Fellow, an achievement realized by less than 30 people globally. He's also an SPCT - that is, a SAFe Program Consultant Trainer. Darren trained me as an SPC, and I am honored to call him my mentor as well. This episode, be aware, was recorded before the COVID-19 pandemic so parts of our conversation about travel around the world, conducting a big room planning with all team members physically in the same space might not reflect the current pandemic situation as people aren't traveling as much. And of course, there's social distancing in place, and people are working more remotely than ever. The release of this episode coincides with the 20th anniversary of the Agile Manifesto. Darren and I talked about the Agile Manifesto. And in my opinion, the pearls of wisdom that he shared about applying the values and principles are as valid as ever. Without further ado, ladies and gentlemen, my conversation with Darren Wilmshurst. Enjoy! Main Interview Ula Ojiaku: [01:51] Thank you so much, Darren, for making the time for this conversation. Darren: [01:55] Real pleasure to join you today. Thank you for inviting me. Ula Ojiaku: [01:58] Darren, why don't you start off by telling us a bit about yourself? Darren: [02:02] Oh, yeah that will be good, I have a probably interesting background. Because I spent 16 years in retail banking, I was a bank manager. And banking was all good until the first week of November 1997. Not that I remember the (exact) date. But that was the date that the bank decided to automate my job. So, some bank managers were really good at lending. Some bank managers are really bad at lending. And they wanted to manage the credit risk to 1% of the portfolio. And they can't do that with individual discretion. So, on that date, everything was credit scored. If you wanted an overdraft, (a) personal loan or mortgage, everything was credit scored. I went from being a bank manager of nine branches and 140 staff to being a sales manager, selling financial products, and not something I really wanted to do. So, I made the entirely logical leap from being a bank manager into IT, because that's where my job got (absorbed). I started off as a business analyst, I did some testing, test management, did project management, and then I joined an outfit called, P&O Ferries. And I did a number of ‘Head of …' roles: Head of Programme Management, Head of Development, Head of Delivery as well as Head of Operations, Infrastructure Networks and that sort of stuff. As well, I was just really fortunate to work with some really inspired CIOs during that time, who introduced me to agile probably back in 2003, 2004. And I was just given the environment to experiment with lots of adoption to patterns and practices as well, some that went well, some didn't, we learnt loads as well. But I found it was really hard initially. I think we did our first sort of agile project about 2004. And I'd gone away and read a book and gone to a conference and got inspired by this new way of working. But I came back to the office and (it appeared) my colleagues had read a different book! And we ended up in almost like these ‘agile wars', you know, where we're arguing about whether we all call it a sprint and iteration increments a time box, and I got really fed up with that. So, I got an outfit called Radtac to help me; a guy called Peter Measey. I just need to help us to get to a common foundation. And the first thing we did was just an education event where we got all the guys in the rooms, ‘look, this is the way we're going to work, this is what we're gonna call stuff, we're gonna at least get a common taxonomy in terms of what we mean by these things.' And that made a difference as well, then, you know, implementing it was still hard. So again, got Radtac to help with some of the practices and help them refine those as well. And then I got to a point, I don't know, about seven years ago, where I'd spent almost 30 years in the corporate world and just wanted to do something a bit different, wanted to go and explore my passion a bit more, not about agile, but more about trying to make organizations more effective. And funnily enough, I spoke to Peter Measey again at Radtac, and joined them back in 2012, as a director, and to grow their consultancy practice. So, I went from the corporate role to the dark side of consulting, and that was quite a change. For me, personally, I'd lived, about 25 minutes from my work. And that was right from the time I left my house to when I had coffee on my desk in my office. And now suddenly, I was traveling around the country and around the world. And my children were quite young that time (11 & 13) and that was quite hard in the first six months. I wasn't quite sure this was for me, but I just wanted to explore that passion for that change was hard for me. And then I think I was working with a client down in Bristol, and they started talking about this thing called SAFe. And this guy called Dean Leffingwell. And I hadn't really heard much about it and what it was as well. And then almost coincidentally, I heard that Dean was running an SPC course in London in October 2013. And I thought, okay, I want to go to that. So, I went to that course - I was not convinced. I always remember Dean talking about this two-day PI planning event and he'd said, ‘we can get everybody in the room together.' And I said, ‘what, everybody?' And he looked at me quizzically ‘Yes, everybody, that's everybody that wants to know; not just the developers - Scrum Master, Product Owners…' ‘All of them coordinating live - the planning was with everyone in the room together?' ‘Yes.' So, two days, I think you'll never get that, you know, the conversations that you will need to have, in order to get two days to where people get together for planning out will never happen. So, I sort of remained skeptical. I started running some training courses in 2014. But the interest in the UK was quite low, to be honest. 2015 first off, much the same. And I think towards the end of 2015 people started saying ‘Actually, I'm really interested in the SAFe stuff.' So, we did more training courses. And then I did my first (SAFe ART) launch and that's where my skepticism turned into ‘Oh my - this is an amazing event!' because you know, getting all those people in the room together, when you create those social bonds, that networking, that alignment and where you resolve difficult problems together is huge. I became an advocate so much so I got asked to join the SAFe Program Consultant Trainer program. Ula Ojiaku: [07:07] You said that you were skeptical about bringing everybody in the room for two days. How did you get to convince your first clients to do that? Well, how was it for you? Darren: [07:20] I think I was lucky because my first client was coming, over to my public courses. I think it was like April, this delegation of about four of them. They said ‘we love this. We want to do it'. And they said, ‘we're going to start small, we're not going to start with no massive teams.' I think we started with four teams. And just on the tipping point, really just say, we want to prove it out. So, I need to start with four teams. And two teams were in India and two teams were in the UK. So, my first one was distributed, which was fine, but yes, I think for them, it was like they were sold on it. And they wanted to start small. I think it was easier for me in terms of they were already bought into it. And they wanted to run it and have smaller teams make it an interesting first planning event. But, you know, we had some issues running it distributed. I think it should have taken two and a half days. And it ended up taking three and a half days. Ula Ojiaku: [08:08] Oh, okay. Well, it was a first wasn't it? Darren: [08:13] Yeah. I think the issues with that one there was a couple of things was, first of all with, because it was my first PI planning, I think that's a real red line for me when we try to do asynchronous planning. Number one, you need to have a co facilitator in each location. I didn't, I was in the UK. I wasn't in India, and it was all new to them. And they really struggled as well. Secondly, we tried to do what I call asynchronous planning. So, in the morning, we did all the briefings. And we got to lunchtime. And then we started out in the UK, we started off draft plan in the afternoon, by which time they (the teams in India) had gone home. So, they came back in the morning, and they did their draft plans. And then we tried to bring them together. It just didn't work. I mean, the whole point of the planning is to understand the tensions and the dependencies between the teams. Of course, we're doing that asynchronously. So not only did they weren't sure what they were doing, when we tried to bring the draft plan together, they didn't work. So effectively, we lost that first round of planning. So, we said, okay, we need to find a way of overlapping. So, on day three, the UK guys came in a lot earlier. And we asked the guys in India to stay a little bit later to share the pain. And then we've got an overlap. And we've got our plans together. But we effectively lost that first round of panning because there was no support. And it wasn't synchronous. Ula Ojiaku: [09:26] So, on the third day, did you manage to find someone who would facilitate on your behalf in India or you still had to do that yourself? Darren: [09:35] Yeah, I did it myself. We had video links and stuff like that (to connect with the people in India). But I recognised that they were struggling. The second time around, we made sure that we had facilitators in both locations - really important. Ula Ojiaku: [09:58] That's quite interesting. If you don't mind, I'm just going to go back a bit to the point where you said your tipping point was after about 30 years in industry. You wanted a change, which was when you made the leap into consulting. There might be some people listening who are considering making that same leap. So, what made you decide to go for it? And what was the last straw that broke the camel's back (if there was any such thing)? Darren: [10:27] I don't think it was a midlife crisis. I wanted a new challenge. And it was at that time, I'm like, well, if I didn't do it now, it would never happen. I think I'd gone through, you know, so many organizational reorganizations and restructuring. I just, I couldn't face another one of those. (I thought to myself) ‘well, if I'm going to make the break, this is the time to do it as well.' And I had the opportunity with Radtac to join them and help grow that particular organization as well. So, I think it was an alignment of moons - I needed to change. I'd spent 30 years and in the corporate world and didn't really want to go through another reorganization. And this opportunity presents itself as ‘Okay, well, let's give it a go and see how it goes.' Ula Ojiaku: [11:04] Would you say there was an element of you know, wanting to be a bit more in control of your destiny and not just being at the whim of maybe reorganizations that tend to happen in larger organizations more having some sort of direct say in the direction of things with your career? Darren: [11:20] Probably not, I think because again, I was very senior manager at P&O Ferries. I reported the Board Director. I helped shape a lot the restructuring that happened within P&O Ferries as well. I had a lot of influence and with that organization, I just think it was just about really just exploring my passion and just trying to do something different. I always thought there's just something there's one more thing left in me and I thought this was it. Ula Ojiaku: [11:43] Okay. You said your children were young and the first six months you weren't sure in consulting whether it was for you. So, what made you change your mind? It's definitely evident that you're doing something you're passionate about. What made you decide, ‘Right! It is for me'? Darren: [12:00] Again, my children were like 11 and 13. Both of them are serious swimmers. My son was a national swimmer, he was training about 17 hours a week. So that's four mornings at five in the morning (and evenings as well). My wife was working full time as well. So, it's just it was just again, with me being away traveling and not knowing what time I'll be home. That was the bit that was difficult because at least at P&O Ferries, I know what time I left for work and what time I got home. I could be quite predictable, (but in the consulting situation) I was less predictable. So, we had a long conversation, and my wife decided to temporarily give up her job. And she's a teacher, in order to support me and the children as well. That was a life changing decision that we had to make as a family. So, I'm really grateful for my wife saying, ‘Okay, I'll take a little sabbatical to get us through this.' And we tried to get some normality back to our lives as well. Ula Ojiaku: [12:50] It's really refreshing to hear this because it almost seems like - looking outwardly - everyone has it all, you know. You have to make some sacrifices, compromises to be able to achieve a goal. Darren: [13:03] It's a good question. Because a lot of people say to me, I'd love to become a consultant. And I talk to them about that. ‘Well, you need to recognize that, you know, you could be anywhere now - what's your flexibility?' I could be in the UK, I could be overseas, if it's (my client appointment is) on a Monday, I'm probably flying on a Saturday or Sunday to get to locations. So, I'm there on Monday morning as well, it sounds so glamorous that you know, I travel the world and people see you know that you travel all the time. But funny story was I was due to go to Dubai. And my wife was teaching at the time. And it was the last week of the school term. And my wife was going to finish on the 13th. I was going to Dubai the following Monday. So, I texted her at work and said, ‘Look, you know, I'm going to Dubai next week, do you fancy coming with me?' And she texts back to me saying ‘No, I want a new kitchen!' Okay. About 15 minutes later, she gets back saying ‘No, no, no, no, no, I'm coming!' She came home and said ‘I was in the staff room when I got your text. And I laughed. And when my colleagues asked why, I told them you'd asked if I wanted to go to Dubai next week, and they said, ‘what did you say?' She said, ‘I'd said I wanted a new kitchen?' Yeah. (Long story short) She came with me (to Dubai). We flew out on the Monday -arrived in the afternoon for a two-day training event. I went into the office that Monday afternoon, just to check the office. And then I got up at seven. I was in the office at eight again, I forget how many hours I had three or four hours behind. So, it's like quite early in the morning - training from eight to six before going back to the hotel. And Jo goes, ‘wow, is that what you do?' Yeah, yeah (I say). ‘So, you got really early in the office training all day. So, what do you do now?' I'll have a meal for one in a restaurant, then I'll come back to my room. I do my emails. And I go to bed. Yeah. And I get up the following morning, exactly the same - finish at six, got home, pack my bag, have a meal, go to the airport, fly home ... And that's what you do. I said that's exactly what I did. It looks glamorous, but it's literally planes, hotels, offices. I hate eating on my own. If I'm on my own, I'm not a great explorer either. So, I know some of my colleagues are really good at going out and seeing the sights. So, if you're training all day, you've still got other responsibilities that you need to catch up with as well. So… Ula Ojiaku: [15:17] I can imagine as a head of consulting, it's not just the training, you still have to attend to other official type things. Yeah. Darren: [15:25] Good work for the company that I have to do stuff like that. Ula Ojiaku: [15:28] Oh, wow, I get the impression you are someone who's always out to learn to improve yourself. So, you're not resting on your oars even though you are at this level. Have you at any point in time felt like ‘I think I've learnt enough'? Darren: [15:41] It's also the reverse. I was never a reader. I've always been a numbers person. So, I went to university to study maths. I was one of those kids at primary school where you'd be given a book at the beginning of the week to go away and read it. I get to the end of the week; I'd hand back my book to Miss (his teacher) who'd ask ‘have you read the book Darren?' And I'd go, ‘Yes, Miss…' - I hadn't. And I've never been a great reader. I just wasn't. What I do is probably over the last six years now I've read more than I've ever read. And even so, when I go on holiday, my daughter teases me because, you know, I don't take fiction books on holiday or biography books. I take business books on holiday. Ula Ojiaku: [16:21] I do that as well (laughs) Darren: [16:22] I have a picture my daughter took of me lying in a pool reading a business book. And every time I go on a course, someone will always recommend a new book I haven't read; so I have a backlog of books that I still need to buy and read as well. And there's a couple of books I'm rereading at the moment because… Some of my colleagues are good at the audiobooks; I need to see it. I'm a real visual reader. Ula Ojiaku: [16:46] Okay, okay. Darren: [16:47] …(still on his preference for physical books) …I'm getting down. I'm just highlighting, you know, the bits that character. This is a nugget as well. So, I can flick through that book and, and use those quotes as anecdotes during the trainings that I do as well, so. Ula Ojiaku: [16:58] Okay, so when you mean the visual, would an Amazon Kindle do for you or not? It has to be like a physical book, right? I like physical books; I mean and given that I tend to commute a bit, as well listening to audiobooks. But yeah, I've learned to blend all of them in depending on where I find myself. If you were to gift a book to someone who's aspiring to develop as a lean agile professional, which one would you, one or two, would you gift to the person or recommend to the person? Darren: [17:40] There's essentially a part of them beyond the roadblock is you sometimes just don't get chance to take time out and reflect and write. And I'm a bit frustrated at the moment that I haven't written a blog for a while and stuff like that. So, at the end of April, I'm going to do like a little mini retreat, I'm going off to Finland with Virpi, a fellow SPCT. And we're gonna have a little SAFe retreat, and we want to go away and write a couple of blogs and stuff like that as well. And one of the blogs I want to write is my top three books, top three videos, top three white papers. I think I'm almost there. One (of my top books) is the Tribal Unity by Em Pretty-Campbell. It's about how to get to how to go about forming teams and get them self-organizing. It's a short book. So, it's a really good brief read. Leading Change by Kotter, I think is another book that's just so critical. I think he wrote the book in 1995. I may have got that wrong. But he's rewritten the preface, because he's saying although this book was written over 20 years ago, it's still relevant. Now I find it amazing that the same challenge is still appearing now, even though they haven't learned from 20 years ago. And I think my favorite book of last year was The DevOps Handbook by Jez Humble and that was interesting for me, because for, two reasons. One, it's quite a thick book. Not, it's not small, but it's quite daunting to look at it. And also, you think, oh, I'm not particularly technical, but someone really encouraged me to say, ‘no, read it and actually read it in small batches, reach 25 pages a day.' What a good idea! And what I found was that it was just there was so much goodness in there in terms of there's some technical stuff that you can, you can skim over. But in terms of how to adopt it, some real stories about organizations that have done this as well. And for me understanding that actually, it's not just about automation, there's so much other stuff that you need to do in terms of re architecting and telemetry and stuff like that. Well, for me, that was my book next year. And if we're going to get to this organization where there needs to be more responsive, and they need to get their products to market quicker, they need to find a way to be able to do that without being on very slow, manual downstream processes and practices. Ula Ojiaku: [19:43] We're going to put the links to them (the books mentioned) in the show notes. And it's worth mentioning as well: I mean, you're a co-author of the BCS Agile Foundations book. Darren: [19:51] I think it was them BCS (who) approached us to run an effectively agnostic agile foundations course. We created the course and the exam materials for that. And then they said, ‘well, can you create a companion book for it as well?' As Radtac, a small group of three to nine people that we were at a time, we wrote a book together. And again, we tried to follow our agile principles. So, we had a Trello board. And we agreed and we broke it down into chapters, and then and into sections and who wrote each of those sections. And it was an enlightening experience to do that. I was quite privileged to be one of the co-authors of that as well, I reviewed a book on Agile financial management which was quite cool as well, again, that was in an agile way, you can check it out every two weeks, we were spending every two weeks to do that, as well. And also, I was one of the accredited contributors to the SAFe Reference guide as well, of which I'm really proud of as well. Ula Ojiaku: [20:36] Your last response actually nicely segues into the second part of this conversation, which is to talk about one or two lean agile related topics. You said (something about) the importance of applying agile ways to businesses to make sure that they are delivering value to customers in the shortest possible time; you know, on a consistent and predictable basis. Could you elaborate on that? Why is it important in this day and age for businesses to be agile? Darren: [21:07] I think for me now we're seeing a lot of digital disruption. The one I want to talk about is Blockbuster. That's an old story now, I think Netflix came knocking on their door over 10 years ago and said ‘look, you know, you've got a great high street presence. We've got this idea about streaming videos online. Do you fancy buying us for some silly amount of money? Really small amount of money', and Blockbuster said ‘No, no, we're okay. We're doing great in the high street.' ‘The broadband speeds won't be big enough to stream videos that will never work. We're fine.' ‘Netflix came back a year later and (made the same offer to Blockbuster who refused). And Netflix well… amazing; Blockbuster is not around anymore. I've probably had two or three more recent examples of different digital disruption: HMV - they got placed out of bankruptcy five years ago, someone bailed them out. It looks like they're gonna fold again, and they went on to the high street and said, well, why don't you go into HMV and buy videos and CDs? And the answer was, ‘well, we stream it, we download it. We don't need to do this (buy physical CDs and DVDs) anymore.' My daughter's just doing a level a moment and she's gonna go off with some friends to Magaluf with her girlfriends - much to my horror. Oh, well. Ula Ojiaku: [22:13] Oh well, ‘bank of daddy' (laughing). Darren: [22:15] No, no she's paying for herself. So, traveling, she went on to a well-known high street travel agent and said, we want to go here, this is what we're gonna do and stuff like that. And they said that that's going to be about 750 pounds per person. ‘Thank you very much.' She came home, good girl, went online, got exactly the same deal same hotel, same flights, all inclusive. Plus, airport transfers, which wasn't included, plus some club tickets for 350 pounds per person. Ula Ojiaku: [22:42] Wow! Darren: [22:43] Wow. And then the final one is that we were thinking about selling our house. And we moved about nine years ago – it was the last time we had moved. So, we got a guy around to evaluate our house. So, we asked him ‘what's your fees?' expecting him to say, you know, it's about 2% plus VAT, and then we'll get into that haggling situation where I try and beat him down so we're at 1.75%. And he said to me, it's 1% Darren. That was it. Why is it 1%? He said, ‘Purple Bricks'. So, you know, I think you know, what we get into a situation where, you know, there's a lot of disruption. And these guys are firing up stuff much, much quicker, we need to be able to get out our products and our services to market faster. And also, to get that feedback. And we don't want to create, you know, work on a ‘great' product for three or four years, get the market and find out that it's not required. that people won't buy or sell isn't already limited as well. And we need to find a way of having a hypothesis about our product or services and testing and getting feedback on it as quickly as possible. And potentially as well getting the value as soon as possible before someone else does. So, for me it's about that improvement process of making our work transparent getting inspected, if it's okay, we carry on if not we pivot without mercy or guilt. And having that short feedback cycle, as well try to shorten that feedback cycle as much as we can. Ula Ojiaku: [24:02] Am I right in the understanding that the feedback cycle would include the customer as early as possible in the process? Darren: [24:11] Most of the time that might be a proxy for the customer. But if we get to the real customer, then that's so much the better because that's the real acid test of ‘would you use this? Would you buy this? What would you pay for it? Oh, am I doing the right thing?' Ula Ojiaku: [24:24] Very interesting! The International Consortium for Agile maintain that there's a difference between being agile, and doing agile. In your view, which one should come first? Darren: [24:36] I think there is difference. I go into organization and say there are no we're using JIRA. So, we must be agile. Okay, you know, it's a tool. There are lots of tools out there that can help, but I'm not sure in terms of agile, okay, well, then we're doing this practice of doing a stand up every day, just as a practice. And as some of those practices will certainly help you in terms of ways of working. But for me, and I think those things, though, about doing agile, you know, the tooling and the practices, I think they're starting points, they're very visible, because you can see those things, you see that tooling to see those practices. But in terms of being agile, or adopting agile, they're less powerful. For me the values, the principles, and the mindsets, which are less visible, are more powerful in terms of the overall adoption as well. I've seen too many people that just use the tooling and feel like they're just cranking the handle with the practices, really understanding why they're doing it, that they're doing it not being it, I think it's not a case of one or the other, I think the two need go hand in hand. But you need to explain, okay, these are great ways of helping you in your ways of working. But you need to understand some of the other things that need to go without the values and principles and the mindset changes as well. Ula Ojiaku: [25:50] Okay. And when you talk about the values of principles, are you referring back to the one that originated from the Agile Manifesto in 2001, or is there any other…? Darren: [26:00] Yeah, I think you're right when I started out, they were the ones I used to reference the most. And they were written in 2001. They're still relevant today. I wish they would just turn off some of the software language a bit more. And I think it's much more applicable to the wider organization, not just software development, I recognize that these guys came from the software industry as well -so, I get that but it'd be nice to do that (tone down the software language of the Agile Manifesto). I'm a big fan of the SAFe principles. And when I go in now (to client meetings) to be exact, I don't really talk about agile, because a lot of them will have a preconception of what they think it is and what they've heard. So, I talk about the principles that we need to base our decisions on economics. And they go ‘Yeah, we do'. So now what are the best positioned to be able to evaluate lead, we think about the whole system end-to-end; system thinking rather than optimizing individual teams or departments, because that can sub optimize the whole system. When you think about systems as well, we're working in a very complex environment. So, we can't assume that we know everything upfront. So, we need to assume variability and some way to preserve options. But there's a cost of doing that as well. And we don't want to have too much work in our system, we need to make sure that you know that we've got good flow for our system, by putting too much work into our system, it clogs it all up. So, we do that as well. And then we'll talk about, you know, we still need to plan. So, we know, we need an arrangement as a working at scale, and how we do that. So, we need a, sort of, big planning event. We need to make sure that we invest a huge amount of money and time and to help people. And we need to make sure that we find a way that they are sufficiently motivated. They have enough purpose, autonomy and mastery in their job that they go, ‘this is a great place to work, I don't want to go anywhere else as well.' And part of that comes with, you know, empowering them and decentralizing control so that people have the freedom to make decisions. So that's this little narrative that I have, and that's very much aligned to those same principles that you and I did last December. (Darren was referring to the SPC course he'd taught in Dec 2018 which I, Ula had attended). Ula Ojiaku: [27:57] Yes. This segues nicely into my next question. So, you said when you speak to executives, and I would assume large scale enterprises, about SAFe, you talk about the value and the principles. Now, even in the name SAFe, which is Scaled Agile Framework, it's more about applying agile principles and methodologies and tools at scale. Darren: [28:20] Yeah. Ula Ojiaku: [28:21] Question now is, ‘can a small enterprise apply SAFe?' Darren: [28:27] Can you describe it? What do you mean by small enterprise? Ula Ojiaku: [28:30] An organization that has up to maybe 10s, or a 100s of employees and wouldn't have as large a scale of operations as multinationals? Darren: [28:39] I think the key thing is, what we need to consider is that we're, we're moving away from a project-based organization to a value stream-based organization. So, in the old world, again, again, my heritage was project/ programme management. But those are temporary organizations, so and we fund them accordingly as well. And that's a bit of a nightmare for me as well, because trying to understand how much money we need for a project is difficult to work out. Most projects of that traditional era, tend to be over budget, by almost 200%, I think, standard report, last one was about 188%, over budget over time, as well. So that's always difficult as well. And then you've tried to merge in multiple projects at the same time. And if a project is late, once you finally start this project over here, but you've got people over there that need to be over here. So, you end up with this, this constant trying to align your people to the right project all the time. So all I found I was doing with project was that I was cosntantly trying to move the people to the work and doing that all the time - just shuffling around all the time and the amount of task switching and the amount of overhead trying to do that as well was difficult. The project would be late, trying to get the funding was always difficult. So, we moved to a much more value stream-based approach where we said actually, what we're going to do is create stable teams, and we're going to align our teams to a product or service. So, there will be long lived teams. And effectively what we do is fund that team, which is actually the capital cost of those people. And all that we have to do is we bring the work to the people rather than the other way around. And all I have to do or I have to coach is how to prioritize that work. And it's much easier to prioritize that work than anything else… That was a long prelude to the answer. (Laughs). Ula Ojiaku: [30:17] So useful; it is useful. Darren: [30:19] So, first of all, though, we're going to align teams to our products. Now, if we got a product that only requires another three to nine people, then we don't need a scaling framework. Actually, if you've got two or three teams all working on the same product, and probably we don't need a scaling framework. There are probably tools and techniques that we can take from SAFe but they can probably find a way to collaborate and align without a formal framework. The Tipping Point is once you get to 4-5 teams all working on the same thing, how do we make sure that they can collaborate and align (are going) in the same direction? And I think for me, that's the tipping point, it's not so much the size of the organization, have we got at least five teams all working on the same thing, a product or service that requires alignment? That's the tipping point for SAFe as well. So, it doesn't have to be in a large organization or small. That's the tipping point. And what I sometimes see is that okay, well, we've got 10 teams, we're going to use SAFe to help coordinate them. But they're all working on different things. If they're all working on different things, have different teams. Just have individual teams working on those individual projects. You don't need to coordinate them (if) there's no coupling or no dependencies, then why would you want to do that? And I sometimes see organizations using SAFe as a framework for organizational design. It's not (an organizational design framework). It's a framework to get alignment across multiple teams all working on the same value stream. Ula Ojiaku: [31:40] That's nicely put, and I believe it would clarify the false notion for some people in terms of using SAFe for uses that it wasn't intended for. It's more about delivering value and creating alignment across all levels in an enterprise. Radtac is a lean company from what I could see of the organization. However, for the size of your company, you are making a lot of impact in this sector. What would you say is your secret? Darren: [32:10] That's a great question! I suppose it's, ‘you're only as good as your last engagement.' I'd like to think that actually it's our reputation precedes us as well. A lot of work comes to us, we don't go to it. We don't have a business development function, because most of the work will come to us through our reputation. So, I think if we try to live by our own values, and both as, in terms of how we run our company, and how we work with our engagements; we try to deliver agile in an agile way. And if we're not adding value to an organization, then we don't need to be there anymore, as well. And also, the fact that we have a really odd business model in terms of my role in organizations to make myself redundant in the organisation because I need to make sure that I transfer the capability and knowledge to organization. The last thing I want to be is their ‘agile crutch' where you know, if I walk away, everything falls over. So, I think that's probably an unusual for organizations. That said, I have a business model to make myself redundant; I have a business model to work in small batches; I have a business model to try and create value. If I'm not adding value, then I won't be here anymore. And I think that really resonates with organizations, and most of our business comes through referrals and direct recommendations as well. So yes, that's the secret. It doesn't seem like much but it feels like it's working! Ula Ojiaku: [33:31] No, it does say a lot, because I have worked in consulting as well – a while ago. And it's not what I, the impression I have of the consulting industry, which is more about you know, find more work, make yourself indispensable, weave yourself into, you know, the client's organization such that they can't do without you. So, it's liberating to see a different approach where your aim is to empower the organization so they can get on and continue without you. Darren: [34:01] And I think you're right, yeah, it's almost the opposite. I don't want to make myself indispensable. I want to be able to walk, well, allow them to grow and explore themselves as well. Yeah. But I find it that clients that I started working out with around September 2012 – they still come back and say, look Darren, we tried, it didn't work. So, I go back down and do some little check or audit check, or health check. And, say Okay, we'll try this and try that. So, I'm really privileged that over the last seven years, not only have I worked with some great companies, but I've worked with some really great people that I know. Even though I would say that they are clients, they are friends, as well. Ula Ojiaku: [34:36] So now that's fantastic. And which brings me to… in terms of delivering client work, what I'm getting from you is that it's also important to cultivate good working relationships with them. Because it's not just about the work, it's about, you know, the people are trying to understand them, and making sure you're adapting yourself to them and making the whole engagement work for them on their terms. Darren: [34:59] You and I were both on the other side of the fence, you know, we worked in the corporate world. You know, I worked with lots of third parties and stuff like that, as well. And yeah, you know, you bought that capability. But you ‘bought' the people. People buy people and for me that that relationship with my client is really important as well. It needs to be open; it needs to be transparent, and be honest. And sometimes you can have difficult conversations as well. But for me, it's ‘people buy people' at the end of the day. Ula Ojiaku: [35:22] Thank you. That's something I definitely take to heart. So, a few more things than just to wrap up. Do you have any ask of the audience? You know, how? How can they get in touch with you if they want to say hello? Darren: [35:37] And I will say that the easiest way to get hold of me is on LinkedIn. I always used to say there's only one Darren Wilmshurst on LinkedIn. I'm not entirely sure that's true anymore. But there's only two or three of us anyway. So, Darren Wilmshurst, LinkedIn, just connect with me. That'd be really good to getting feedback on this today. That'd be great. Any questions do that as well just ping me in the links as well. If it gets too complicated, I might revert to email that might be easier sometimes. But yeah, just find me on LinkedIn. That's where I tend to be most active. So that's where I publish my blogs and stuff like that as well. Ula Ojiaku: [36:09] Fantastic. So, you're not on Twitter or any other social media? Darren: [36:13] I am on Twitter. I'm gonna ask others my age. I don't tweet as much. But eh, @dazzawilmshurst (is my Twitter handle) but generally speaking, LinkedIn, is your best bet to probably get through to me. I think you've got an option to publish right through to Twitter as well. So, I tend to use Twitter to follow my other passion, which is Arsenal. Ula Ojiaku: [36:38] So, while there might be other Arsenal fans listening, you will never know, we wouldn't know until we do that. So, we will put the links in the show notes. So, thank you for that. It's really been a pleasure speaking with you and you know, learning from you, as usual. And thank you so much for making the time. Darren: [37:03] And thanks for inviting me. It's been great chatting to you, this morning as well. Thanks for coming on my course last year as well. It's great to have you on the course as well. Ula Ojiaku: [37:11] That (attending Darren's SAFe Program Consultant (SPC) course) was one of the best decisions I made last year. So, thank you!

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Taking an Enterprise Agile with the Scaled Agile Framework

Play Episode Listen Later Oct 20, 2020 38:46

In this episode of The Agile Marketing Experience with Rocket Walk, we sit down with Hannah Bink and Melisa Reeve from Scaled Agile to discuss their experience with taking entire companies agile at the enterprise level. Topics include: - The Scaled Agile Framework (SAFe)- Why every company is now a software company- How daily standups and backlog refinement keep teams focused on their highest priority items- How implementing Agile reduces stress in work relationships, and more- The books and resources that will help you get started with Agile todayIf you'd like more information on Agile Marketing, or if you are interested in appearing as a guest on our show, please contact us at info@rocketwalk.com or visit our website, www.rocketwalk.com

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#021 - Die 5 Herausforderungen agiler Skalierung (Multi-Team Scrum)

Der Agile Growth Podcast

Play Episode Listen Later Oct 19, 2020 23:47

Wenn mehr als elf Menschen an einem Produkt arbeiten, wird es kompliziert. Der Scrum Guide schweigt dazu, doch es gibt mittlerweile viele Erfahrungen und Frameworks dazu: Sei es Large Scale Scrum oder das Scaled Agile Framework - wir tauchen ein in die fünf Herausforderungen skalierter Produktentwicklung.

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Virtuelles PI - Planning Mit Verteilten Entwicklerteams

Agile Amped ASG

Play Episode Listen Later Sep 24, 2020 21:47

Dieses Jahr war anders als erwartet. Wie kann man ein zentrales Planungsevent organisieren, wenn die Teams in verschiedenen Ecken der Welt verteilt sind und physisch nicht zusammenkommen können? Unser Host Alexander Böser spricht mit Kirsten Lange, Release Train Engineer bei einem großen Transformationsprojekt im Rahmen des Scaled Agile Framework. Im Unternehmen stand man vor der großen Herausforderung, eine Woche nach dem Lockdown ein virtuelles PI-Planning mit mehr als 550 Personen in drei verschiedenen Zeitzonen zu koordinieren. Obwohl virtuelles arbeiten und Konferenzen zum daily business gehörten, ist diese Veranstaltung eine besondere Herausforderung. Was für Tools nutzt man? Wie geht man mit Abhängigkeiten zwischen 30 Teams um? Best practices, Tipps und Erfahrungen hört ihr in der neuen Folge von Agile Amped!

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Genau Mein Agil Podcast - #21 SAFe: Scaled Agile Framework

GenauMeinAgil-Podcast

Play Episode Listen Later Sep 21, 2020 23:25

In dieser Folge des "Genau mein Agil - Podcast" geht es um das agile Skalierungsframework SAFe. Hierzu spreche ich mit Martin Schenkenberger, selbstständiger Agile Coach, Scrum Master und Product Owner, über das Scaled Agile Framework, kurz SAFe. Es geht uns hierbei um die Strukturen, die Vor- aber auch Nachteile und was in bzw. hinter diesem Framework alles steckt. Auch spannend ist dabei natürlich, inwiefern es zu "Genau mein Agil" passt? Wenn auch ihr euch dieser Fragestellung nähern wollt, dann hört rein. Shownotes: LinkedIn-Profil: https://www.linkedin.com/in/martin-schenkenberger-96541088/ Wenn euch diese Folge gefallen hat, gebt mir euer Gefällt mir, Daumen hoch oder die 5 Sterne auf Apple Podcast, Spotify, Deezer & Co – und teilt und liked uns auf Instagram, Facebook, LinkedIn und Twitter!

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Em Campbell-Pretty on Scaling Culture and Greg Koeberger on Building a Culture you want to Work in

Engineering Culture by InfoQ

Play Episode Listen Later Sep 4, 2020 32:31

In these two episodes Shane Hastie, Lead Editor for Culture & Methods, first spoke to Em Campbell-Pretty about cultural change, the Scaled Agile Framework and her role as a SAFe Fellow. He then spoke to Greg Koeberger of readme.io about building a culture you want to work in. Listen to the podcast for more. Curated transcript and more information on the podcast: https://bit.ly/3brfO9m Follow us on Facebook, Twitter, LinkedIn, Youtube: @InfoQ Follow us on Instagram: @infoqdotcom Stay informed on emerging trends, peer-validated early adoption of technologies, and architectural best practices. Subscribe to The Software Architects’ Newsletter: www.infoq.com/software-architects-newsletter/

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Podcast: Das Scaled Agile Framework und typische Herausforderungen bei der Implementierung

Podcast – Nachrichten, Tipps & Anleitungen für Agile, Entwicklung, Atlassian-Software (JIRA, Confluence, Bitbucket, …) u

Play Episode Listen Later Aug 26, 2020 21:12

Welche Rolle spielen Hierarchie- und Kulturaspekte bei der unternehmensweiten Agile-Transition? Welche typischen Stolperfallen lauern bei der Skalierung nach dem Scaled Agile Framework? In unserer neuen Podcast-Folge widmen wir uns den praktischen Herausforderungen bei der tatsächlichen Implementierung von SAFe und zeigen Lösungsansätze auf.

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Podcast: Das Scaled Agile Framework und typische Herausforderungen bei der Implementierung

Kickass Software, Rock 'n' Roll Teams - Der Podcast von Seibert Media!

Play Episode Listen Later Aug 26, 2020 21:12

safe herausforderungen welche rolle implementierung hierarchie skalierung stolperfallen typische podcast das scaled agile framework

Podcast: Das Scaled Agile Framework und typische Herausforderungen bei der Implementierung

Podcast – Nachrichten, Tipps & Anleitungen für Agile, Entwicklung, Atlassian-Software (JIRA, Confluence, Bitbucket, …) u

Play Episode Listen Later Aug 26, 2020 21:12

safe herausforderungen welche rolle implementierung hierarchie skalierung stolperfallen typische podcast das scaled agile framework

Podcast: Das Scaled Agile Framework und typische Herausforderungen bei der Implementierung

Nachrichten, Tipps & Anleitungen für Agile, Entwicklung, Atlassian-Software (JIRA, Confluence, Bitbucket, …) und Google Cl

Play Episode Listen Later Aug 26, 2020 21:12

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Podcast: Einführung in das Scaled Agile Framework (SAFe) mit Dr. Thorsten Janning

Podcast – Nachrichten, Tipps & Anleitungen für Agile, Entwicklung, Atlassian-Software (JIRA, Confluence, Bitbucket, …) u

Play Episode Listen Later Aug 19, 2020 22:23

Wann und warum entsteht in Organisationen das Bedürfnis, über Scrum und Kanban hinaus zu denken? Was führt das Scaled Agile Framework zusätzlich ein, um eine strukturierte Skalierung zu erreichen? Wie grenzt sich der Ansatz von alternativen Modellen ab? Und inwiefern ist SAFe eher als Werkzeugkasten denn als starrer Prozess zu verstehen? Antworten auf diese und weitere Fragen bietet unser Interview-Podcast mit Dr. Thorsten Janning, einem der führenden Scaled-Agile-Experten.

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Podcast: Einführung in das Scaled Agile Framework (SAFe) mit Dr. Thorsten Janning

Kickass Software, Rock 'n' Roll Teams - Der Podcast von Seibert Media!

Play Episode Listen Later Aug 19, 2020 22:23

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Podcast: Einführung in das Scaled Agile Framework (SAFe) mit Dr. Thorsten Janning

Podcast – Nachrichten, Tipps & Anleitungen für Agile, Entwicklung, Atlassian-Software (JIRA, Confluence, Bitbucket, …) u

Play Episode Listen Later Aug 19, 2020 22:23

safe bed antworten wann prozess einf ansatz organisationen scrum thorsten kanban modellen skalierung interview podcasts werkzeugkasten scaled agile framework scaled agile framework safe

Podcast: Einführung in das Scaled Agile Framework (SAFe) mit Dr. Thorsten Janning

Nachrichten, Tipps & Anleitungen für Agile, Entwicklung, Atlassian-Software (JIRA, Confluence, Bitbucket, …) und Google Cl

Play Episode Listen Later Aug 19, 2020 22:23

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Agility: Not Just an ‘IT Thing’ with Andrea Floyd

Play Episode Listen Later Jul 17, 2020 30:07

In today’s episode, Dan Neumann is joined by return guest, Andrea Floyd! Andrea is an enterprise agile transformation consultant at AgileThought. Andrea has 25 years of experience in software development and management. She is an innovator who has led multiple organization-wide scaled agile implementations, and she has also architected innovative solution strategies and roadmaps across many frameworks (including Scrum, Kanban, and the Scaled Agile Framework). Dan and Andrea will be discussing the premise of agility and the common misunderstanding that it is only an IT ‘thing’ and is software-centric. Andrea explains how agility addresses needs across the enterprise and that it is about collaboration with many different areas of the business beyond IT. She shares how a shift from software agility to business agility drives the enterprise; and talks collaboration, feedback loops, design-thinking techniques, the importance of being customer-centric, applying agility across the organization, and key considerations around bringing the technology side and business side together. Key Takeaways Considerations when shifting to a more business agility: Be careful not to create “us vs. them” scenarios (‘us’ as in the technology side and the ‘them’ being the business side) As leaders, it is important to open up about the way you think about Agility and the principles It is important to create a united effort of working together to achieve the desired outcomes (moving from ‘doing’ to ‘understanding’) Be aware of cognitive biases, for instance, the ingroup and outgroup bias (where people tend to ascribe positive behaviors/attributes to people they consider to be in their group vs. ascribing/amplifying negative behaviors/attributes to people they consider to be outside of their group) It is important to expand your ingroup bubble to at least your whole company (which would lead to more interpretation of positive intent and better collaboration) It’s not about the individual developer getting to done; it’s about the team getting to done Being more inclusive and valuing what every individual is bringing to the table has an incredibly profound impact Key pieces in shifting from a software (or IT-centric) view of agility to business agility: Start to reimagine roles and how you operate together The business side needs to welcome the technologists to their side/domain and vice versa Everyone needs to understand that there is huge value in understanding their customers/users and understanding the ‘why’ behind delivering Allow people to be free and feel safe enough to create and innovate Invite everyone into the full conversation Truly value being engaged Work towards building empathy between the people building the software and the people who will be using it Apply the Agile principles, practices, and mindset pieces across the organization Understand the ‘why’ behind why you’re doing agile practices as well as the intention behind them Key places to have dynamic conversations with technology and the business: Through backlog refinement — the inclusiveness comes from the product owner being able to articulate Come up with a more creative ‘how’ or an ‘incremental how’ The product owner can communicate “no” or “not yet” to their stakeholders The software on its own is not the product; there are other key pieces that create the ‘shrink-wrapped’ product “When we think about business agility, what we want to do is understand what it takes to really get that product into the hands of our customers” How you coordinate across the teams so you get that “shrinkwrapped product increment” is important Think beyond just getting the software to ‘done’ Key points around accelerating the value chain: Look to make ‘idea to value’ as short of a line as possible Reference The Age of Agile’s three laws of business agility: the law of the customer, the law of a small team, and the law of the network Empower your team and allow for autonomy Feedback loops with your users/customers are key Design thinking techniques are a great way to learn more about your customers/users Empathy is huge — it is the basis for innovation and creativity Mentioned in this Episode: The Agile Manifesto Modern Agile — Joshua Kerievsky The Age of Agile: How Smart Companies Are Transforming the Way Work Gets Done, by Stephen Denning The Decision: Overcoming Today’s BS for Tomorrow’s Success, by Kevin Hart Andrea Floyd’s Book Picks: Shelter in Place, by Nora Roberts Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!

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Getting to 'Finish' as a Scrum Team with Andrea Floyd

SAFe Business Agility Podcast

Play Episode Listen Later Jun 19, 2020 31:53

In this week’s episode, Dan Neumann is joined by special guest and AgileThought colleague, Andrea Floyd! Andrea is an enterprise agile transformation consultant at AgileThought. Andrea has 25 years of experience in software development and management. She is an innovator who has led multiple organization-wide scaled agile implementations, and she has also architected innovative solution strategies and roadmaps across many frameworks (including Scrum, Kanban, and the Scaled Agile Framework). Last week on the podcast, Dan and Quincy Jordan were exploring the topic of getting to ‘start’ as a Scrum team and overcoming the inertia of being stuck. Continuing on this theme, Dan and Andrea figured it would be fitting to discuss what comes after getting to start. I.e., start finishing! So, in this episode, they discuss everything that happens between starting to finishing, getting to ‘done’ incrementally, challenges Scrum teams run into with starting ‘finishing,’ and Andrea’s tips for getting to ‘done’! Key Takeaways Challenges Scrum teams run into with starting ‘finishing’: They get stuck with reimagining the new way of working and understanding how to get to ‘done’ incrementally They face analysis paralysis by overthinking (which prevents them from adapting to this new way of working) They may defer risk due to their fear of failure They have a reluctance to let go of yesterday and falling back on the previous practices they were comfortable with because it’s easier/what they know They take on more work without considering what’s going on with the rest of the team What does “finish” or “done” mean? All organizations have their own, unique definition of ‘done’ Some organizations even have multiple definitions of done for different levels (i.e., ‘done’ at the story level, done at the sprint level, done at the release level, etc. [it depends on their build and release cadence]) Andrea’s tips for teams for getting to ‘done’: It is important for the team to discuss what “finish” or “done” means and to come to a consensus Make the definition of “done” visible in the team room (the more visible it is, the easier it is to refer to and to guide conversations) Get creative in the visibility of your team’s definition of ‘done’ — Andrea suggests making team t-shirts with the slogan, “Our definition of done: ______” Look for opportunities to care and work with your team members to support them in this journey (retrospectives and daily scrums can be great opportunities for positive reinforcement, calling out work well done, and celebrating successes) Work together as a team and help one another Consider adopting a catchphrase for your team such as, “No man/woman left behind” Stay focused on the sprint goal as a team The practices established in Scrum will help you understand the ‘why’ behind what you’re doing and how you’re working Use the Five Whys to understand the root cause of why some team members may be stuck in their ways and not wanting to adapt Get the team to a point where they feel safe and courageous enough to share the challenges they may be facing that are preventing them from achieving their goals Create an environment that feels safe and supports learning, courage, and experimentation Make safety a prerequisite You can achieve great wins as a leader by empowering your team, helping them become autonomous, and teaching them the ability to self-organize Mentioned in this Episode: Agile Coaches’ Corner Ep. 83: “Getting to ‘Start’ as a Scrum Team with Quincy Jordan” The Failure Bow The Five Whys Waco (TV Mini-Series) Tiger King (Netflix Series) Andrea Floyd’s Book Pick: The Age of Agile: How Smart Companies Are Transforming the Way Work Gets Done, by Stephen Denning Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!

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DEEP DIVE: Measuring Business Agility

Play Episode Listen Later Jun 2, 2020 25:15

In this episode of the SAFe Business Agility podcast, Melissa Reeve, SPC, and Inbar Oren, SAFe® Fellow and principal contributor to the Scaled Agile Framework®, take a deep dive into how organizations can measure their progress toward business agility.

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Team Topology

SAFe Business Agility Podcast

Play Episode Listen Later May 5, 2020 18:30

In this deep-dive episode of the SAFe Business Agility podcast, Melissa Reeve, SPC and Dean Leffingwell, Chief Methodologist for the Scaled Agile Framework, explore the correlation between the structure of business and technology teams in delivering value faster to improve business outcomes.

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The Testing Show: Scaled Agile

The Testing Show

Play Episode Listen Later Apr 1, 2020 25:49

In what is proving to be a challenging month for most of the world, we decided to tackle the topic of SAFe, basically the Scaled Agile Framework. Matthew Heusser and Michael Larsen have a chat with Jennifer Fawcett about SAFe. What is it? Why does it matter to your organization as a whole and to testing and testers in particular?

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Reasons Why Agile Transformations Don’t Stick with Andrea Floyd

SAFe Business Agility Podcast

Play Episode Listen Later Mar 27, 2020 23:29

Joining Dan Neumann today is Andrea Floyd, an Enterprise Agile Transformation Consultant within AgileThought! Andrea has 25 years of experience in software development and project management. She’s been an innovator that has a ton of experience leading multiple organization-wide Scaled Agile implementations as well as architecting innovative solutions, strategies, and roadmaps across many frameworks (including Scrum, Kanban, and Scaled Agile Framework). Today, Dan and Andrea will be taking a look at some of the reasons why Agile transformations don’t stick! Sometimes transformations get announced with fanfare… but then die off with whimpers. Tune in so that you can reduce the chance of failure and give your teams the best chance of success! Key Takeaways Top reasons why Agile transformations don’t stick: If the organization doesn’t understand why they’re doing a transformation and how it is going to impact them on an individual level there will be resistance (which will erode the intention behind the transformation) There is a lack of identifying a team of champions throughout the organization The train goes off the track; i.e. the ‘rubber-band theory:’ if you don’t continually reinforce positive behaviors and have a deep understanding of the ‘why’ behind the changes being made, it often becomes a series of checking off the boxes, which leads to a breakdown If someone is not looking for anti-patterns and helping to coach others about the transformation, individuals will go back to their old ways If you don’t put the right investment in your transformation or the change that you’re trying to create, you’re not going to see the results that you’re looking for How to ensure that your Agile transformations stick: You need to have an awareness of why you’re doing a transformation and it needs to be shared enterprise-wide The transformation should be done holistically and in small pockets where you can actually start to demonstrate the value of the transformation You need a perfect marriage between having enterprise-wide support and individuals who are fully on board The message of how the transformation is going to impact individuals in a positive way needs to be reinforced often You want to make sure there is transparency Make what the transformation is trying to achieve and the progress that is being made towards that visible and known Foster a community of believers who turn into supporters Identifying a team of champions throughout the organization, which helps set up the transformation for sustainability (five is usually a good number) Having someone to monitor or provide ongoing awareness around the transformation (i.e. a trusted advisor who can provide support to individuals who are wary about the changes) It’s important for the organization to also take responsibility for moving things forward Show the value and improvement of the transformation sooner rather than later Get people excited about the changes by showing other teams’ success Create a sustainable environment with sustainable practices and people that can actually continue after you leave Mentioned in this Episode: Andrea Floyd Real-World Kanban: Do Less, Accomplish More with Lean Thinking, by Mattias Skarin Training from the Back of the Room!, by Sharon L. Bowman Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!

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DEEP DIVE: Running Remote PIs, ARTs and Teams

Play Episode Listen Later Mar 24, 2020 26:16

In this deep-dive episode of the SAFe Business Agility podcast, Melissa Reeve, SPC and Inbar Oren, SAFe® Fellow and principal contributor to the Scaled Agile Framework®, explore what it takes to run dispersed and remote PIs, ARTs, and teams.

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Episode 11: Was kann SAFe, und was nicht?

Still Day One Podcast (Audio)

Play Episode Listen Later Dec 12, 2019 41:06

Wir werfen einen genaueren Blick auf SAFe, das Scaled Agile Framework. Was kann es, und was kann es nicht? Georg Blume-Schulz hat dazu ein paar Einsichten aus seiner Praxis. Hier kommt die neue Folge von Still Day One!

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Episode 11: Was kann SAFe, und was nicht?

Still Day One Podcast (Video)

Play Episode Listen Later Dec 12, 2019 41:06

Wir werfen einen genaueren Blick auf SAFe, das Scaled Agile Framework. Was kann es, und was kann es nicht? Georg Blume-Schulz hat dazu ein paar Einsichten aus seiner Praxis. Film ab für die neue Folge von Still Day One!

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#48_SAFe - et agilt rammeværktøj til projektledelse

TI Pod

Play Episode Listen Later Nov 21, 2019 27:01

SAFe® står for Scaled Agile Framework og er et anerkendt rammeværk for kollaborativ produktudvikling i store organisationer, hvor flere teams eller afdelinger skal arbejde sammen om større agile programmer. Jeg har inviteret Jonas Högstrand, der til daglig underviser og rådgiver i SAFe® og agile metoder i projektledelse, til en snak om, hvad SAFe® er, hvem der med fordel kan arbejde med det, samt hvordan og hvorfor det virker. Kontakt TI Pod på mail: kurser@teknologisk.dk eller læs mere på teknologisk.dk/podcast

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009: Consumers' trust in reviews and recommendations

Cigar Sense Podcast

Play Episode Listen Later Nov 7, 2019 15:08

David Wells is co-founder, vice president and CTO of Cigar Sense. He is a computer engineer and an experienced business consultant, currently coaching clients in the understanding and adoption of the Scaled Agile Framework. Thanks to his passionate proselytizing for Agility, our baby, Cigar Sense, is a great example of an agile business. David is Franca’s partner in business and in life. The points included in this episode include: The difference between a review and a recommendation Why should consumers care about reviews and recommendations What do consumers prioritize? “Good, fast or cheap”? Transparency? Reliability? Do consumers rely more on sponsored publishers or on user generated content? Taste affinity with reviewer or with professional tobacconist --- This podcast is brought to you by Cigar Sense founders and paid members. With the free Cigar Sense membership, you can obtain personalized recommendations of cigars that best suit your unique individual tastes. In a few simple steps, you can see what your top cigar picks are from the thousands of cigars available on the market. You can also explore sensory and other cigar attributes as Cigar Sense helps you better understand what you like and dislike in a cigar. Visit cigarsense.com and sign up for free today! --- Be sure to subscribe to Cigar Sense Podcast so that you don’t miss a single episode, and while you’re at it, won’t you take a moment to write a short review and rate the show? It would be greatly appreciated!

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Key Areas to SAFe Agile Transformation

ELEVATE to SUCCESS Project Management and Leadership Coaching

Play Episode Listen Later Nov 4, 2019 58:42

Allen Ward joins me today to provide you highlights on key areas of a SAFe Agile Transformation. We will describe the steps, or critical moves an enterprise can take to implement SAFe in a reliable and successful fashion. While every transformation journey is unique, many organizations rely on the Scaled Agile implementation Roadmap for guidance on proven steps to get from Going SAFe to seeing business results. Successful implementations share common attributes: early participation from executive leadership and a workforce well trained and educated in Scaled Agile Framework practices. We'll talk about Value Streams and ART's. Listen in to a SAFe guru. So, come on and check it out. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/infinitybold/support

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Moving Faster with SAFe

Ten Thousand Feet, the OST Podcast

Play Episode Listen Later Sep 19, 2019 25:51

While we've used many different delivery frameworks over the years, OST has grown quite fond of SAFe (Scaled Agile Framework for Enterprise) as a way of bringing business and IT together to move faster and create value.If you've done any research on this methodology, you might be a bit overwhelmed with what it is, how it works and how to get started, so we recorded a quick episode to break it down for you.On this episode, we interview Elizabeth Wilson (Wilson, as we call her) who has helped implement SAFe at several companies while also helping 30+ OST employees get their SAFe certifications.We have experienced the first-hand benefits of working in this cross-functional way and think it's worth considering for your organization.Enjoy!

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Safe Agile Francais - Pourquoi tant de haine ?

Scrum Life

Play Episode Listen Later Aug 16, 2019 7:13

Pour voir la version vidéo : https://youtu.be/Unrb5H1ltkA ----- Vous avez sûrement déjà entendu parler de SAFe, le Scaled Agile Framework. Il y a un véritable mouvement de "SAFe bashing" à son encontre. Est-ce mérité ? Est-ce que le SAFe agile francais est bien agile ou au contraire anti-agile ? Découvrez-en plus dans la description ci-dessous

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Game of Frameworks - Scaled Agile Framework

Agile Uprising Podcast

Play Episode Listen Later Apr 28, 2019 46:47

In this week's Game of Frameworks, the gang sits down with SAFe Fellow Scott M. Frost to chat about the Scaled Agile Framework. We discuss the current state of the framework, hints of where it's going next, and much more. Enjoy! Scaled Agile Framework Website Scott's Twitter

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Podcast#5 - SAFe og Scrum@Scale

Den Agile Podcast

Play Episode Listen Later Mar 4, 2019 72:51

Så er det blevet tid til et nyt afsnit af Den Agile Podcast og denne gang kaster vi os ud i en af de absolut mest diskuterede emner inden for agile kredse: Skalering! Nærmere betegnet begiver vi ud i en sammenligning mellem to ret forskellige tilgange til at opnå agilitet i større skala, henholdsvis Scaled Agile Framework af Dean Leffingwell og Scrum@Scale af Jeff Sutherland. Vi kaster kritiske øjne på fordele, ulemper og potentielle faldgruber ved begge rammeværk, i den, efterhånden, etablerede ”Den Agile Podcast-stil”, hvor Tore tager tjansen som SAFe repræsentant og Martin indtager Scrum@Scale perspektivet. 00:00: Intro 02:18: Gennemgang af SAFe og S@S 09:58: Pros & cons ved SAFe 38:50: Pros @ cons ved S@S 01:05:05: Opsummering

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04. Moonshots and Uncomfortable Silences

Technology Leadership Podcast Review

Play Episode Listen Later Feb 15, 2019 6:58

Mike Cottmeyer on Leading Agile, Daniel Goleman on Coaching For Leaders, Christina Wodtke on Build by Drift, Joe Vallone on Agile Amped, and Cindy Alvarez on Product Love. I'd love for you to email me with any comments about the show or any suggestions for podcasts I might want to feature. Email podcast@thekguy.com. This episode covers the five podcast episodes I found most interesting and wanted to share links to during the two week period starting February 4, 2019. These podcast episodes may have been released much earlier, but this was the week when I started sharing links to them to my social network followers. MIKE COTTMEYER ON LEADING AGILE The Leading Agile podcast featured Mike Cottmeyer with host Dave Prior. To kickoff 2019, Dave and Mike got together to talk about the year ahead. What I liked most about this conversation is how it got into a discussion of how to introduce Agile to an organization that is just beginning to move away from traditional waterfall methods. Mike talked about how meal prep services got his wife interested in cooking for the first time and contrasted this with the way Agile is often introduced to enterprises: exclusively showing the end state and leaving out details about what Agile looks like when you’re just starting. Just as the meal prep services show more respect for people beginning to take up cooking, Mike says that the Agile community needs to show more respect for people beginning their Agile journey. iTunes link: https://itunes.apple.com/ca/podcast/kicking-off-2019-w-mike-cottmeyer/id995790407?i=1000427423678&mt=2 Website link: https://www.leadingagile.com/podcast/kicking-off-2019-with-mike-cottmeyer/ DANIEL GOLEMAN ON COACHING FOR LEADERS The Coaching For Leaders podcast featured Daniel Goleman with host Dave Stachowiak. As a fan of Daniel’s work on Emotional Intelligence, I was eager to hear this interview. Daniel talked about three different kinds of empathy: cognitive empathy, emotional empathy, and empathic concern and compared and contrasted them. I loved what Daniel had to say about distinguishing between a healthy and an unhealthy showing of vulnerability, especially since I read so much advice telling leaders they need to be vulnerable. iTunes link: https://itunes.apple.com/ca/podcast/391-getting-better-at-empathy-with-daniel-goleman/id458827716?i=1000428075330&mt=2 Website link: https://coachingforleaders.com/podcast/391/ CHRISTINA WODTKE ON BUILD BY DRIFT The Build by Drift podcast featured Christina Wodtke with host Maggie Crowley. Christina’s book, Radical Focus, has been showing up on the recommended lists of most of the people I follow, with some saying that it was the first book they read that really showed how to apply Objectives and Key Results or OKRs, so I was quick to hit play on this new-to-me podcast. What I heard was a great conversation on high-performing teams, avoiding traps in setting OKRs, and most importantly, the fact that OKRs are supposed to be stretch goals. iTunes link: https://itunes.apple.com/ca/podcast/build-15-christina-wodtke-on-radical-focus-living-your/id1445050691?i=1000426996091&mt=2 Website link: https://www.drift.com/blog/christina-wodtke-okrs/ JOE VALLONE ON AGILE AMPED The Agile Amped podcast featured Joe Vallone with host Adam Mattis. While there was a lot of talk about the Scaled Agile Framework in this conversation and I’m still working out how I feel about that, there was also a great conversation about lean startup ideas, particularly innovation accounting and Joe provided concrete examples from the SR21 Blackbird to self-driving cars to make his point. iTunes link: https://itunes.apple.com/ca/podcast/innovation-accounting/id992128516?i=1000427846817&mt=2 Website link: https://solutionsiq.podbean.com/e/innovation-accounting/ CINDY ALVAREZ ON PRODUCT LOVE The Product Love podcast featured Cindy Alvarez with host Eric Boduch. Cindy Alvarez is the author of a book in Eric Ries’ Lean series: Lean Customer Development. I loved how Cindy took the old saw about Henry Ford and the faster horse and talked about how maybe Ford should have rephrased the question to get the customers to talk about problems instead of solutions. I also loved her emphasis on good listening techniques and how this can mean having to tolerate an uncomfortable amount of silence. iTunes link: https://itunes.apple.com/ca/podcast/cindy-alvarez-joins-product-love-to-talk-about-customer/id1343610309?i=1000428744289&mt=2 Website link: https://productcraft.com/podcast/product-love-podcast-cindy-alvarez-product-manager-at-microsoft-and-author-of-lean-customer-development/ FEEDBACK Ask questions, make comments, and let your voice be heard by emailing podcast@thekguy.com. Twitter: https://twitter.com/thekguy LinkedIn: https://www.linkedin.com/in/keithmmcdonald/ Facebook: https://www.facebook.com/thekguypage Instagram: https://www.instagram.com/the_k_guy/ YouTube: https://www.youtube.com/channel/UCysPayr8nXwJJ8-hqnzMFjw Website:

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Episode 219: Digital Shopping and Embracing Change with Justin Sessink of Meijer

Integrate & Ignite Podcast

Play Episode Listen Later Oct 2, 2018 29:38

“Embrace the change. Be the change.” Justin Sessink is director of digital shopping and e-Commerce at Meijer, a regional American supercenter chain with its corporate headquarters in Walker, Michigan. He is responsible for leading cross-functional teams to develop and execute Meijer’s overall digital shopping strategy, including technology, operations, fulfillment, and other key aspects of omnichannel offerings. Justin also leads the site merchandising and product teams that support digital shopping. His team crafts the customer experience for Meijer.com as it relates to curbside pickup and home delivery. Justin also served as product manager for e-Commerce technology advancements developed through the Scaled Agile Framework. Listen And Learn: About building customer loyalty by focusing on the customer experience. How he educates his consumers about the company’s innovative digital offerings. The importance of price and value, assortments, and service and experience in the supermarket industry. Why it’s important to not spend too much time trying to perfect something. His strategies for encouraging customer adoption and understanding of the learning curve when it comes to digital shopping. TO LEARN MORE MEIJER CLICK HERE. TO FIND JUSTIN SESSINK ON LINKEDIN, CLICK HERE.

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Agile in Practice: Tips, Tools & Templates

321-Gang

Play Episode Listen Later Aug 31, 2018 29:54

Agile Methodology is a people-focused, results-focused approach to software & systems development that respects our rapidly changing world. It’s centered around adaptive planning, self-organization, and shorter delivery times. While it seems that nowadays most systems engineers & software developers claim they are doing Agile, it is also a well-known fact that many teams are only following part of the practices that characterize Agile systems & software development. Join the Continuous Engineering Experts’ Bryan Smith as he welcomes IBM Solutions Architect, Amy Silberbauer to the show, as she shares with us some tips, tools and templates that you can use to ensure a successful Agile deployment in your organization. Short on time? Just click on any of the links below and jump to that section of the interview: 0:01:32 – How popular are Agile practices in a place like IBM? 0:04:10 – What are the most important concepts to grasp for organizations to implement Agile successfully? 0:06:04 – What are some of the tools specifically in the Watson IoT suite that help support Lean, Agile & SAFe Development? 0:09:25 - Why did IBM adopt the Scaled Agile Framework (SAFe) in their templates and toolset? 0:12:40 – Why would an organization choose IBM tools to adopt Agile and specifically the Scaled Agile Framework? 0:13:14 – How does the IBM CLM suite specifically support SAFe? You mentioned there were SAFe templates built in? How do you apply them and how much does it cost? 0:20:35 – Can the tools and templates provided calculate things like “Definition of Done” or “Retrospectives? --- things of this nature? 0:27:32 – Can you share with us a success story from a customer who wanted to Scale Agile and use IBM’s tooling?

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Dan James - Lean+Agile DC 2018

Agile Toolkit Podcast

Play Episode Listen Later Jun 27, 2018 17:36

Agile at scale can get you to code very quickly, but then sometimes everything comes to a screeching halt. The biggest bottlenecks are often found after teams are done with the code. Dan James of Icon Agility Services joined Bob Payne on the Agile Toolkit Podcast to discuss Dan’s session at Lean+Agile DC 2018: Building a Lean Enterprise with DevOps. Dan and Bob explore “shifting left,” creating a pipeline of smooth handoffs, and decoupling release from deployment. TRANSCRIPT Bob Payne: [00:00:01] Hi, I'm your host Bob Payne I'm here at Lean+Agile D.C. 2018 and I'm here with Dan James from Icon Agility or is that Icon Agility Services. Dan James: [00:00:13] It's the whole name. Bob Payne: [00:00:14] It's the whole name? Okay great. And your talk is on DevOps Transformation, scaling and and other things. Dan James: [00:00:24] Yeah, Extending the Lean Enterprise with DevOps. Bob Payne: [00:00:27] Uh huh.What does that mean when you say that, Lean Enterprise? Dan James: [00:00:31] Well we know that agile at scale can get you to code very quickly and it comes to a screeching halt because we have a wall of confusion - agile wants us to go fast. Business wants us to go fast. But the systems team wants stability right and reliability and security. And so you know our code comes to a screeching halt and may go into a black hole for weeks and months before it is finally releasable. And so what what we help enterprises do is work out the strategy and the tactics before we even talk about tools we get into the tactics and the strategy of creating a pipeline that smoothes out and leans out the handoffs yet to in order to get something delivered. And so we do a deep dive with our clients we go in and do a full technical assessment of of how they're delivering value now. And we show them that their biggest bottlenecks are usually after the agile teams are done with the code and and help them get releasable a lot sooner. Dan James: [00:01:35] And we give them strategies to protect their their product as they're developing it by having you know green blue strategies you know delivery you know being able to separate or decouple release from deployment so we can go to production every day. Right. But it may not be releasable until the business decides we have accumulated enough real value share and then that becomes a business decision. So by separating it also gives us more time to smoke test and do canary releases and other things to ensure that what we have put out there is is sound before we release it to the public. Bob Payne: [00:02:15] Yeah. So..feature Toggles those sorts of... Dan James: [00:02:17] Exactly. And then we also teach the discipline of shifting left in the pipeline back to the teams. The responsibility for initial quality. Bob Payne: [00:02:26] Right. [00:02:27] So we don't want to them to just throw their code over a wall and expect a testing team that had no input on the context of what they're building right to think of all the possible edge cases to test this stuff. And so so we instill in our assessment we uncover all the the practices that need to be fixed before we automate anything and making sure that initial quality I mean if if if you think you can deploy quickly but you're not unit testing your code then we have a big problem. Bob Payne: [00:02:58] Yep. Dan James: [00:02:58] You know the way that agile and scaled agile goes fast is by focusing on the quality. Bob Payne: [00:03:04] Yeah. Dan James: [00:03:04] And then we all go fast, And so that's that's the biggest thing. Bob Payne: [00:03:08] Okay. For me I actually I actually believe the. So if you can't get stuff out it doesn't matter what your strategy is. I believe a lot of that the last mile work will allow us to shift lefter because ultimately I think one of the big problems that most organizations face in any sort of real agility they can get the wrong thing out faster but real business agility would use to use that for learning and it would have huge fundamental impacts on intake funding. You know lots lots of things that at least in the skilled agile framework they talk about but I don't see many organizations actually pulling the trigger on that. There are certainly some in those sort of leading leading organizations will be the the sort of models that that people look at for a little while until it becomes more common. Dan James: [00:04:14] Right. Bob Payne: [00:04:16] A lot of people fail to understand the organizational possibility and the organizational impact of DevOps if done right. Dan James: [00:04:26] Yeah and very often we go into an enterprise and we have to start with the real basics the fundamentals because they want to jump in to Agile because they've heard about it and it's you know their competitors are already doing it. And so they're at a tipping point. But they don't even understand Lean. That's where agile came from. And until they understand Lean and the waste that occurs in all the handoffs between each step in our in our operational value stream they don't they don't understand you know that agile alone isn't going to get you it only gets half of I.T. fixed. But DevOps is the other half of I.T. and. And we're going to show that in our in our speaking slot today we're going to actually show here's the here's the the elemental chart of I.T. in general here all the departments that make a typical enterprise I.T. work only half of it is addressed by agile at scale. Dan James: [00:05:21] So even a scale that only addresses half maybe 53 percent. Right. Bob Payne: [00:05:25] Right. Dan James: [00:05:25] It's the other half that we're trying to get which gets us time to market fixed it gets our products out the door gets the feedback from the customer that we are desperate to get. And it helps us learn and the whole principle of lean is is out learn your competition and then improve them. Share with you with what you learned. And if you can't do that then you know we have to go all the way back to fundamentals. And so sometimes in our transformation engagements we have to we have to go back to the Stone Age of a year 75 years ago and talk about lean to get them to understand. You know it it still applies today and we can't just say OK all our teams are gonna be scrum or all our teams are going to be Kanbun and expect it to solve all their problems and yet it only addresses half of the problems. You know what helps us get to code quick but it doesn't do anything else. No it doesn't. It doesn't get the code out of the black hole you know before it gets released so. So we're here to do that. We go into companies we do a deep dive a discovery an assessment of their of their DevOps side many of which are many of these companies are already doing agile at scale and doing it well but they're still frustrated because nothing's going out the door. And so we we helped uncover what most. Bob Payne: [00:06:43] I might Argue that they're not doing well if they're.. if it's not Going out the door. Dan James: [00:06:48] That that's true. And you know and you know Nirvana here is that the teams themselves have the power to release what they deliver or what they create. Bob Payne: [00:06:56] Sure. Or to have an efficient way for that to that too certainly you know that may be an ideal to aspire to. Dan James: [00:07:06] Sure. The Amazons of the world can do that. Bob Payne: [00:07:08] Right. Well we are actually was just talking with Jeff Payne a little while ago which for us for the podcast listeners doesn't make much of a difference. It's on a different episode. But you know I think the potential for getting something out and getting it out. And you clearly articulated that those can be decoupled. Dan James: [00:07:34] Yes. And and I think there's a lot people are they are way too quick to say ooh that's the next silver bullet teams team managed deployment. And for some organizations it is the perfect solution right. Lean Thinking looks at the entire ecosystem and is and tries to say what is the best solution for this organization. This team at this time with this technology and in so icy team managed deployment as a particular practice that may or may not be optimal in a given situation. So few people are looking in a lean way. They're looking at other people's recipes and that's especially in size fits all right. I think this probably solves a ton of problems that we have with you know safety and risk profiles and and regulatory regulatory. Bob Payne: [00:08:42] Yeah but you know looking at it as the next silver bullet I know I'm always caution even though I to work with organizations help transfer them towards this goal but only in the in in so far as we set a target we move along and steer and bright you know. Dan James: [00:09:01] And I don't know if it's luck or curse that in the last three or four years most of my clients have been in the financial services industry which is highly regulated right. So so I banks and lenders and investment companies and so forth that that are under such regulatory burdens before they can really say anything to the public. And they're under audit the threat of audit constantly and they're scared of the audits that they use that as a wedge issue to prevent agility to prevent improving and and reducing the handoffs between the steps and getting value. Bob Payne: [00:09:38] Even though you have much more closely auditable compliance. Dan James: [00:09:41] Transparency, all that. Yes exactly. Bob Payne: [00:09:45] You know, What I want the the developer to need root password to production to debug a production issue. Dan James: [00:09:58] Right. Bob Payne: [00:10:00] I think I would like the new way is a lot safer and more auditable and you know immutable immutable infrastructure networks are certainly those things provide a higher degree of safety audit ability than we've ever had before. Dan James: [00:10:19] That's right. Bob Payne: [00:10:20] The problem is we need to ensure that teams are actually quite often that that the technique of audit and the things that you need audit need to change compliance are actually more compliance to the the spirit of those regulations than might have been when you had a big stack of documentation right which was only looked at when you need to practice for the auditor. Dan James: [00:10:47] Yes. Yeah and we didn't exactly exactly .. Static documents are obsolete that the day they're published. Bob Payne: [00:10:54] Right. Dan James: [00:10:55] Yeah. So we found many of our clients have they're so afraid of of the regulatory side. Bob Payne: [00:11:01] Yep. Dan James: [00:11:01] That that they're just reluctant to release some of them might release once a year once or twice a year at the most. And they go through this long hardening period where they're there waiting until the code was already written months ago before they even do a threat modeling penetration test against it. You know. Bob Payne: [00:11:20] Thanks for making me snort. You know this hardening thing you know is there some sort of quantum stabilization of the bits in the silicone that I don't understand. Dan James: [00:11:33] And they don't either probably. Bob Payne: [00:11:34] Yeah I always think it's just the bureaucratic way of leaving time for people to raise their hand and say we shouldn't go. Dan James: [00:11:41] Yeah and it comes down to fear. Right. You know that fear of release because they've been burned once or twice in the past when their technology wasn't as good as it is today. And they get burned and now they're they're reluctant to release until they are just 100 percent of you know feeling secure. And so we show them methods of ensuring that the quality is there the threat modeling is already embedded that you know long before it gets even staging. Bob Payne: [00:12:05] Right. And so with the proper strategy you can ensure your quality in smaller pieces and get it to staging or in production but not to release until you have enough business value that you can trust that what's in production is clean and meets the security requirements meets compliance meets all those things. We're just going to have to work in a more agile way to cut things up into smaller chunks Dan James: [00:12:28] Make sure it's tested upfront and early and often through the pipeline both both on the development machines and in the Coupée environments and in system integration environments. Bob Payne: [00:12:39] Yep. Dan James: [00:12:39] And that's what it ensures multiple chances to smoke test this stuff and and make sure it is ready for release and we can be confident in. And then after they've seen a few frequent releases you know then their confidence builds as a as an organization. And the fear diminishes and they realize okay lean and agile and a scaled agile with with not necessarily the brand name Scaled Agile but agile at scale and DevOps is working. And then they they start feeling better. The auditors in many cases you sit down with the auditors face to face they're going to audit on what you say you're going to do great. So it's good to show them that you're going to do a new thing you have to sit down and talk to them and you know work. We're going to do this a new way to please audit us on the new way not on the old way and the transformation becomes less fearful. Bob Payne: [00:13:34] Right. It Can,. Dan James: [00:13:35] It can. Bob Payne: [00:13:35] Depending on your auditor. Dan James: [00:13:36] Exactly so. So we're in the business of helping that transformation and it's a lot that a lot of the transformation is a mindset. It's not so much the practices and the philosophy and the principles and all that even though we do we do preach that. It's just it's more of a mindset. And so we focus on the vertical structure above the teams to make sure they're on board and they understand how to support this. Dan James: [00:14:01] Yeah because a lot of agile failures come from the lack of support from above the teams you know so they the teams are constantly being injected in an artificial deadlines imposed and all the stuff that that kind of ruins Agile you know it ruins Scrum. You know okay, we're right mid Sprint we're going to be changing things. Well, The teams are frustrated and their productivity goes down because we haven't properly trained management and that's what scaling it helps us do it provides the training and the understanding above the teams. Bob Payne: [00:14:29] Yep yeah at LitheSpeed we are focused a lot on leadership and transformational leadership as well. So most of our transformations start with with that sort of sponsorship but we've also started to try to create a path because management and leadership we're not as well represented in early agile thinking mistakenly. I mean Sanjiv wrote the managing agile projects in 2005 and you know we started the agile leadership academy and then follow on. You know we created that. Now we're starting to see things like Certified Agile leadeR and other programs for organizational leadership to really understand this which lean always had nice and is odd that that agile has taken as long to yes the teams and the ecosystem that the teams live in. Bob Payne: [00:15:34] That's right. And speaking of LitheSpeed we're going to be there tomorrow and Friday my cohort from Icon Brian Aho and I are going to be at LitheSpeed. Bob Payne: [00:15:42] Doing the DevOps. Dan James: [00:15:42] And and training the SAFe version, the Scaled Agile version, of the DevOps course, which they accumulated from Icon. Mark Ricks for the last two years has been developing this and he and I and Brian have been teaching this now for the last nine months. But now we get to teach the SAFe version of it. Dan James: [00:16:01] It's now fully integrated into the Scaled Agile Framework they've added a few things to make it integrate a whole continuous exploration. So we turn DevOps into a scientific experiment. Bob Payne: [00:16:10] right. Dan James: [00:16:11] And small experiments just like Toyota did 75 years. Bob Payne: [00:16:15] back to the future, i'm charging my flux capacitor even as we speak. Dan James: [00:16:19] Exactly Bob Payne: [00:16:21] Well thank you very much Dan great great having you here. Dan James: [00:16:24] My pleasure. Bob Payne: [00:16:25] Glad you're able to speak at the conference and come to Agile DC as well if you're interested. That's the large local cross vendor conference. Dan James: [00:16:37] And that's in October right? Bob Payne: [00:16:39] Yeah it is yeah. I'm the chair. Dan James: [00:16:41] Yeah and I'll be out here for the Scaled Agile Summit as well, the global summit in October so. Bob Payne: [00:16:45] Great. Well we'll see you at both those events and thanks. Dan James: [00:16:48] awesome. Thanks Bob. Bob Payne: [00:16:49] You're welcome.

Scaled Agile Framework, Feat. Thierry Cros

Artisan Développeur

Play Episode Listen Later May 18, 2018 16:04

Blog de Thierry : www.toltequeagile.com SAFe: www.scaledagileframework.com

blog thierry cros scaled agile framework

5 Common Barriers to Agile Adoption

321-Gang

Play Episode Listen Later Mar 12, 2018 24:30

Agile ways of working are increasingly sought after by organizations seeking the successful development and delivery of hardware and software. But while the agile approach is a proven one, ‘going agile’ is not a switch you can simply flick to galvanize your delivery teams. Successfully embedding agile methodologies requires effort beyond the development team itself – and while all organizations are different, the challenges they face in adopting a truly agile approach are often similar. Join the Continuous Engineering Experts’ Bryan Smith as he welcomes Kelly Weyrauch, Founder of Agile Quality Systems, as they discuss some of the most common barriers we’ve come across to adopting Agile – together with some thoughts on how to overcome them. Short on time? Click on any of the below links to jump to that section of the interview! 0:01:47 – What are some common challenges in the medical device development field? 0:04:35 – Would it be safe to say that undergoing change ---any kind of change really especially organizational process change is hard? 0:08:01 – Where does the Agile Manifesto come into play here? Are organizations concerned that if they adopt Agile its principles will directly contradict some of their firmly-held beliefs? 0:10:20 – How does compliance and regulations play into Agile adoption? Does the “definition of done” concept play nicely with Agile Adoption and Compliance? 0:13:10 – How does the FDA feel about Agile? Do they support its practice in medical device development? 0:16:25 – Where does the Scaled Agile Framework fit in with Medical Device Development companies? 0:18:18 – What tools are available for integrating Agile into the development process? 0:20:01 – How can organization begin to successfully implement Lean-Agile or Scaled Agile Practices? 0:22:10 – How important is leadership in the successful adoption of Agile? Want to learn more? Register for “Leading SAFe 4.5” and learn how to execute and release value through Agile Release Trains, how to build an Agile Portfolio, and how to lead a Lean-Agile enterprise. Targeted towards the lean-agile leaders in your organization, attendees typically include executives, managers, consultants, Lean-Agile Leaders, and other Agile change agents. http://bit.ly/321Gang_LeadingSAFe

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Regulatory Compliance Meets Lean Agile Development w/ Doctor Harry Koehnemann

LeadingAgile SoundNotes: an Agile Podcast

Play Episode Listen Later Sep 5, 2017 8:19

Dr. Harry Koehnemann is the Director of Technology at 321 Gang and a SAFe Fellow. Harry led a session at Agile 2017 conference entitled: When Worlds Collide: Regulatory Compliance Meets Lean Agile Development. During his talk, he discussed some common mistakes companies make when trying to scale Agile in the face of regulatory compliance. In this interview Harry and Dave discuss his talk at the conference and some of the ways in which compliance requirements can be incorporated into development using Scaled Agile Framework. Click here for an audio only version of this podcast If you’d like to learn more about Harry, you can find him atTwitter: https://twitter.com/harrykoehnemannWeb: http://321gang.comLinkedIn: https://www.linkedin.com/in/harry-koehnemann-7a76191/

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Agile 2017: The ART of Avoiding a Train Wreck w/ Em Campbell-Pretty

LeadingAgile SoundNotes: an Agile Podcast

Play Episode Listen Later Aug 25, 2017 23:06

SAFe Fellow Em Campbell-Pretty led a session at Agile 2017 called “The ART of avoiding a Train Wreck”, which offered guidance on how to better plan Agile Release Trains in Scaled Agile Framework. She stopped by to chat with Dave about her session, and her new book “Tribal Unity: Getting from Teams to Tribes by Creating a One Team Culture”. Em’s book focuses on one of her main areas of passion — creating awesome Agile tribes. During the interview she also offers advice about how to handle cross team dependencies in Agile.

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Agile 2017: SAFE 4.5 Updates w/ Dean Leffingwell

LeadingAgile SoundNotes: an Agile Podcast

Play Episode Listen Later Aug 18, 2017 31:35

Dean Leffingwell stopped by to chat with Dave Prior about some of the changes introduced to Scaled Agile Framework with the SAFe 4.5 update, including the reasons for including the Implementation Roadmap, DevOps and Lean Startup. For more information about Dean or Scaled Agile Framework, please visit: http://www.scaledagileframework.com For information on the SAFe Summit, please visit: http://www.safesummit.com

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Folge 40: SAFe (mit Birgit Mallow) - Agil skalieren, Teil 4

Mein Scrum ist kaputt | Agilität, Scrum, Kanban und mehr

Play Episode Listen Later Aug 9, 2017 62:13

Etwas später als gedacht, haben wir es aber endlich geschafft eine vierte, finale, Folge zum Thema "Agil skalieren" aufzunehmen. Dominik klärt mit unserem Gast Birgit Mallow, selbstständige Beraterin / Agile Coach, nicht nur die Details darüber, wie das Scaled Agile Framework aufgebaut ist, sondern versucht auch direkt zu Anfang mit Birgit zusammen die Frage zu beantworten, warum SAFe so unbeliebt ist. Außerdem erfahrt ihr, was das alles mit Parkplätzen zu tun hat. Hinweis: Im Podcast beziehen wir uns auf SAFe in der Version 4.0. Zum Zeitpunkt der Aufnahme war 4.5 erst seit kurzer Zeit erschienen.

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Podcast 046 - Charles Husemann on Agile Metrics

Cross Cutting Concerns Podcast

Play Episode Listen Later Jun 18, 2017 15:03

Charles Husemann is collecting data about agile processes. Show Notes: Rational Unified Process (RUP) Waterfall development lifecycle Scrum.org Scaled Agile Framework (SAFe) Extreme Programming (XP) Podcast 042 - Arthur Doler on Retrospectives DREAM: Data Rules Everything Around Me (dolla dolla bill ya'll [mildly NSFW]) NoEstimates: Phew. Where to start. Maybe Ron Jeffries blog post about NoEstimates. Velocity Hawthorne Effect Microsoft research paper about TDD: Realizing quality improvement through test driven development: results and experiences of four industrial teams [PDF] "Uncle Bob" refers to Robert C. Martin The Agile Manifesto Book: Coaching Agile Teams: A Companion for ScrumMasters, Agile Coaches, and Project Managers in Transition Gaming Nexus Charles Husemann is on Twitter Want to be on the next episode? You can! All you need is the willingness to talk about something technical. Theme music is "Crosscutting Concerns" by The Dirty Truckers, check out their music on Amazon or iTunes.

Ten Essential Scaling Patterns with Dean Leffingwell

Agile Amped Podcast - Inspiring Conversations

Play Episode Listen Later Jun 2, 2017 28:11

Dean Leffingwell, author, serial entrepreneur, and creator of the Scaled Agile Framework, discusses the "Ten Essential Scaling Patterns We Can (Probably) All Agree On," his keynote presentation for Mile High Agile 2017. The Agile Amped podcast series brings Agile news and events to life. Fueled by inspiring conversations, innovative ideas, and in-depth analysis of enterprise agility, Agile Amped provides on-the-go learning – anytime, anywhere. To receive real-time updates, subscribe at YouTube, iTunes or SolutionsIQ.com.Subscribe: bit.ly/SIQYouTube, bit.ly/SIQiTunes, www.solutionsiq.com/agile-amped/Follow: bit.ly/SIQTwitterLike: bit.ly/SIQFacebook

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Dr. Steve Mayner of Scaled Agile on DOES London 2017

DevOps Chat

Play Episode Listen Later Apr 18, 2017 18:52

Our guest on this DevOps chat is Dr. Steven Mayner who is a confirmed speaker for DevOps Enterprise Summit, London 2017. Steven is of the worlds foremost experts on Scaled Agile Framework. He has helped organizations the world over achieve great results with the SAFe framework. An engaging speaker, you will enjoy this interview.

safe devops scaled agile scaled agile framework

SAFe Implemetation

safe scaled agile framework

Play Episode Listen Later Dec 7, 2016 25:32

This week on the podcast Ryn The Guardian Melberg discusses what is needed to implement the Scaled Agile Framework, the right size organizations and some examples of good and not so good experiences she has had.

When and How to Scale Up Agile

safe agile scale up ryn scaled agile framework

Play Episode Listen Later Oct 26, 2015 39:34

This week on the podcast, Ryn Melberg describes when and how to know the right time to move from Agile to the enterprise wide Scaled Agile Framework, which is also known as "SAFe". To contact Ryn directly visit her web page at www.rynmelberg.com.

Dean Leffingwell Discusses SAFe 3.0, Agile 2015 and Beyond

Agile Amped Podcast - Inspiring Conversations

Play Episode Listen Later Aug 20, 2015 10:57

Widely recognized as a leading authority on software development, Dean Leffingwell is an author, serial entrepreneur, and software development methodologist. He is the creator of the Scaled Agile Framework, and author of five books on software development. His most recent books Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise, and Scaling Software Agility: Best Practices for Large Enterprises, form much of the basis of modern thinking on Lean-Agile software development principles and practices. Catch up with him has he discusses his Agile 2015 experience, the Future of SAFe and trends in the industry.

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The Positive Influence of Agile, Scaled Agile Framework on Corporate Governance

agile corporate governance positive influence ryn scaled agile framework scaled agile framework safe

Play Episode Listen Later Apr 12, 2015 40:16

This week on The Guardian Podcast with Ryn Melberg, Ryn discusses how Agile and the Scaled Agile Framework (SAFe) can positive impact governance at all levels of a company.

3 Ways To Implement Agile and/or Scaled Agile Framework