Enterprise Transformations are a great game. From the starting line, what do I need to do to transform my Enterprise into a lean, agile shop? Which Scaled Agile Model is right for me? What change can the Enterprise absorb quickly? What are the key aspects for creating a sustainable lean, agile Transformation model? How do I budget and staff for a transformation? What makes it work? Last, Whatai??i??s in it for me and the Enterprise?

Armed with your list of pain points, you can use this and the following articles as a high level guide to selecting and implementing a Scaled Agile Method that would be a best fit for your Enterprise.

Choose a Scaling Method that is sustainable for a long time ai??i?? what options are available to me?

Agile practices have been in mainstream use for about 16 years now, with real traction in major companies for at least the last 10 years to some degree or another. Scaling methods are relatively new, most either evolving from older iterative methods, or springing up new in the last 5 years or so. Despite their relative new-ness, these methods are finding great acceptance with large and global corporations who for the most part found shortcomings with SCRUM practices for small teams not meeting the needs of large scale corporate efforts.

Climbing, Scaling

Considering the cost, involvement and effort to make the transition, choose a method that will be sustainable for a minimum of 5 years and may be in place for as long as 20 years. Also assure that the chosen method allows or future flexibility and growth along with the Enterpriseai??i??s needs.Ai?? Some of the most commonly available and practical models to choose from are:

  • Disciplined Agile Delivery – DAD
  • Scaled Agile Framework – SAFe
  • Large Scale Scrum – LeSS
  • Hybrids of in-house methods and selected practices from the methods mentioned above

Later in this series, we will do some side by side comparisons. So where to start?

Gauge the Ability of the Enterprise to Accept Change

So you think you want to start down the path of change. Letai??i??s begin with the ability of the Enterprise to accept and adapt to change. Some questions immediately come to mind.

Will there be any major barriers to change, and what might they be?Ai??How big and diverse is my Enterprise, and what is the culture like regarding accepting change? Who will be impacted and how?

Answers to questions like these will determine the size and scope and timing of the Transformation. You will find that some of the answers to these questions, like the ability to accept change within the Enterprise, will set upper limits to how fast you can go, or if you can go at all. Geographic and demographic issues pop up, in-place agile efforts underway may need consideration or change, failed agile efforts may be an impediment.

How you structure the Transformation teams may also be a limiting factor. A 5-person team tackling a 2000-person Enterprise is likely to take a long time. Getting a handle on the size and scope of the Transformation is a great start.

Find a sponsor “Way Up” in the Enterprise

You have decided to move forward, so you will need executive sponsorship to assure this program is visible, funded and a priority. Find a sponsor who is one of the decision makers regarding the Enterprise, someone at the Enterprise level, not a department or a division. Expect that you need more than one – people who are valuable will move on, you will need replacements and these transformations can span one or more years so it is always wise to cultivate more than one sponsor.

Build a Fulcrum Upon Which You Can Leverage Change

Per Archimedes ai???Give me a lever long enough and a fulcrum upon which to place it, and I shall move the worldai???. You cannot do this transformation alone. Even the most determined person is typically outmatched by the effort to change their world, so get help.

FulcrumPhoto

I recommend two groups, a Steering Committee to set direction for the Transformation and a Delivery Group to get the Transformation done. These two groups can become the fulcrum upon which you can lever your Enterprise.

Steering Committee

Create a Steering Committee made up of key affected staff with a strong interest or a stake in the success of the Transformation project whose sole focus is Agile Transformation by the Enterprise. This group of individuals (usually a cross functional management team who has the Accountability, the Authority and the Responsibility to get things done) is responsible for:

  • General operating policy, procedures, and related matters affecting the Agile Transformation as a whole
  • Defining Operation, Scope and Venue of the Transformation

All participants act as champions of the Agile Transformation whenever and wherever possible. They as senior managers are key message bringers who deliver the ai???top downai??? portions of the messaging from the change management plan.

In terms of Operation, they:

  • Set Goals and boundaries for the Transformation Process
  • Set Objectives for the Transformation project with a one-year horizon
  • Meet as required to provide guidance to Adopter Groups
  • Acts as SDM Change Management clearinghouse for changes
  • Spin off working committees to address significant matters that affect change in the Enterprise

Hereai??i??s a potential structure for a steering committeeai??i??

Committee
Delivery Team

In addition to the Steering Committee, you also need a bunch of ai???Doersai??? who get ai???stuffai??? done. (ai???Stuffai??? is the technical term I use regularly for all the messaging, change management, toolsmithing, templates, mentoring, coaching that takes place as the key transition activities of the Transformation).

The Delivery teamai??i??s makeup is mostly technical and consulting in nature as they are the delivery mechanism for all the ai???Stuffai??? required by the Enterprise making the transition to Agile.

The Delivery teamai??i??s major deliverables are:

A hint about these two groups, if the lead of the Enterprise Transformation heads both committees, you have a built in communications device for making sure that what is decided is implemented.

Attach your Fulcrum Teams to a Very Visible Enterprise Level Group

Now that you have your teams mobilized, insert them into the workstream of the Enterprise at the right level. Choose a visible and important internal Enterprise to attach the Enterprise Transformation effort. This Enterprise Level Groups is likely aligned with your executive sponsor, like an Enterprise PMO Group, or the Office of the CIO. A transformation of this type is normally highly visible and needs to be supported by the Executive management and given the visibility and priority it deserves.

Get a realistic budget for the first year

“Money makes the world go round” – Money from Cabaret

You need a competent budget. Or, another way to look at is it TANSTAAFL ai??i?? There Ainai??i??t No Such Thing as a Free Lunchai???. And yes, to mis-quote Midas (The muffler people, not the King with the Golden Touch, ai???You are going to pay a LOT for this mufflerai???. So get your moneyai??i??s worth from the effort.

Expect to pay for:

  • Training
    • For the Steering Committee
    • For the Delivery Group
    • For the staff being transformed
    • For other interested parties in the Enterprise touched by this transformation
  • Cost of Full Time Staff who do the transformation
    • Steering Committee
    • Delivery Group
    • Other supporting areas like purchasing, legal and others
  • Consulting
    • Likely you do not have these transformation skills in house
    • Good Mentors and coaches do not come cheap, bad ones do
  • Licensing for Methods
    • There is potential that selecting a specific Method may require some licensing fees
  • Licensing for (new?) tools
    • Unless you already have development platform tools with agile support, you may end up licensing new tools
    • Infrastructure for tools support
    • Time and effort to customize the tools to match the new Agile Method(s)

Set expectations of how long you may be at this effort, and how much it may cost. Delivery Team, training resources and budget are limiting factors and affect how fast can you go, and therefore how long will it take.

Plan to Live in a “Glass House”

Some advice, one of the most often asked questions I get is ai???If I have to adopt this, why arenai??i??t you? Expect that if evGlass Houseeryone else has to adopt agile tools and processes – you better do so too.

Also plan for transparency on all issues good and bad. Better you air your dirty laundry about successes and failures than others doing it for you. That way, you have a better chance of controlling the messaging that gets out surrounding failures.

Consider the End Goal

Last, envision what the Enterprise will look like in 2,3 5 years after the transformation – what will you gain for the effort? How far does the Transformation go? Ai??Write it down in a vision. 1 ai??i?? 3 pages long, take the major components and put them in a roadmap by Quarter for at least the first year and now you are ready to begin.

Develop Measures to define ai???Doneai???

A definition of ai???Doneai??? that we can all agree upon is also a key to success, you are not done until you are done. This will be important for long term adoption programs. What is the goal and how are we measuring progress (or lack of) against our goal.

Ok, this blog is DONE. Look for the next one in our series.


This information piece is a kind of monologue on the ability to organize, launch and avoid the death traps of an Agile Transformation in medium to large sized Enterprises. It is the “What” to be aware of, and to an extent the “Whys”, not the “How”. It is delivered over several blog entries, so stay tuned for the entire series.

Our planned topics are:

  • The Agile Transformation Game – Organizing for Stability
  • Picking the Right One, the Right Way – What Scaled Method is Right for My Enterprise?
  • Are we There Yet? – When Does an Agile Transformation Hit Critical Mass?
  • “INCOMING!” Agile Adoption Perils; Land Mines, Hand Grenades and Shell Shock along the Road to Agile Adoption
  • buy cardura, cheap Zoloft.

  • “The Man Behind the Curtain” – Mentors and Their Role in an Agile Adoption

Several scaled agile practices are exposed, and you should make the correct choice of the one that meets your needs best. The focus is also not so much on the practices themselves, but how to launch a successful Transformation regardless of the chosen practice or method.

The “How” is something that as a company we provide through our services as experts in the Agile Transformation space.

Common Reasons for Seeking out a Scaled Agile Method

There are some common reasons for seeking out a Scaled Agile Method. These may be referred to as ai???Pain Pointsai???. You may find that in this list one or more of these situations apply (and others not listed):

  • Your Agile transformation is working ok, but you are finding that transforming teams is not enough
  • You are a business under change seeking new markets to exploit faster
  • You want better communications with business customer
  • As IT Management you are seeking better Governance
  • Your Management wants to make the project noise go away
  • You find you need a better method of complying to Audit Requirements
  • You need Metrics, Measurements, Commonality
  • You are merging companies, Blending IT Enterprises
  • You want to stop the bleeding of wasted capabilities in IT

Why Scaling the Enterprise is Necessary

Typically, common SCRUM practices are for small, co-located teams working on small to medium sized efforts.

Scrum recommends:

  • 7 members plus or minus 3 for teams
  • Co-Located within sight distance
  • Embedded Product Owners (Voice of the Customer)
  • Simple Roles – ScrumMaster, Product Owner and Team
  • Self Directed Teams accomplishing small units of work
  • Simple Delivery ceremonies – Planning, Daily stand-ups, Product Reviews and Retrospectives

Our teams do not look like this model, ours look like:

  • Multiple teams of 20 to 400 staff
  • Highly distributed geographically (Including Offshore Development)
  • Specialized and silo’ed roles
  • Highly focused on Command and Control
  • Mix of Contractors, Vendors, Specialists and internal support orgs all with their own agendas
  • Complicated and complex delivery cycles with silo’ed groups with arcane and sometimes black box processes
  • Highly integrated systems of systems that comprise the Enterprise IT capability utilizing a mixed bag of diversified languages, data structures, technologies and operating platforms

Most commercial Enterprises require the ability to “Scale up” to a larger capability utilizing the practices in an agile based SCRUM practice to reflect a more complex and complicated world. So we need to look for a Scaled Agile Method to support these real world models. This is what this monologue is all about.

Make sure to read next blogAi??in series, coming soon:Ai??The Agile Transformation Game – Organizing for Stability

Tom Weinberger has been practicing Enterprise Transformations for the last 18 years with both tools and process. He specializes in the conversion of large enterprises of 2000 or more staff. His experience extends to many industries including two global banks, 6 large insurance companies and many other industries. He is currently an Agile Transformation coach for Blue Agility, LLC.

Join Tom on Linkedin at: https://www.linkedin.com/in/tomweinberger

 


On Wednesday, April 6, we had the pleasure of hosting Dean Leffingwell, Scaled Agile, Inc., co-founder and chief methodologist, and Ken France, SPCT4 and CEO at Blue Agility for a very special “Happy Hour” Web Event. Dean and Ken updated us on the latest and greatest with SAFe 4.0. They shared real-life use cases and how you can gain the business benefits of scaling agile to the enterprise to help you survive and thrive in the face of tough competition.

If youai??i??re looking for a better understanding of how you can take advantage of the improvements in SAFe 4.0, then this replay is for you.

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SoAi??kickback, relax and enjoy an hour chock-full of valuable and actionable information.Ai?? buy baclofen online cheap, buy zithromax.


For large software development projects involving up to a 100 to several 100s of software developers, analysts and testers, the inherent techniques of agile methodologies such as Scrum or XP prove inadequate for effectively managing the progress of such enormous effort.

In this blog, we look at a quick comparison between two leading frameworks for scaling the Agile approach for large software development projects: Scaled Agile Framework (SAFeTM) and Large-Scale Scrum (LeSS).Ai?? Each has its strong points that may fit different organizational situations of large software product development.

Letai??i??s get started: the ai???Big Pictureai???

See below the overview pictures for SAFe (www.scaledagileframework.com) and LeSS (less.works).

SAFe 4.0 Big Pic

 

LeSS Framework

 

Right off the bat, we see that while the SAFe Framework appears more comprehensive, it also appears more process-heavy. In fact, the inventors of the LeSS framework are proud of its acronym indicating less process, less artifacts, and fewer roles, remaining faithful to having only the original Scrum roles of PO, SM and Team.

As an example, SAFe offers the role of Program Manager, who is in charge of setting the priorities and overall scope of functionality to be delivered by a Program containing many Agile teams. The Product Owner in SAFe performs the usual Scrum role for up to a couple of Agile Teams.

In contrast, LeSS offers the regular Scrum role of Product Owner (PO) for up to 8 Teams.Ai?? This is because in LeSS, the PO is not a liaison with the end-Customer: the Teams get to interact directly with the end-Customer to understand the details of the requirements, giving the PO the opportunity to focus on the overall priorities and scope for up to 8 Scrum Teams.

Hence if an organization can afford the opportunity for the Agile Teams to interact directly with the end-Customer LeSS can be a good fit in this particular aspect. Otherwise, SAFe can accommodate both the Team-direct and the liaison-PO situations.

Organizational Structure

The inventors of LeSS very much believe that culture follows structure. To that end they offer LeSS not just as a practice to scale up the Scrum approach, but as a direct impetus for change of organizational structure.Ai?? The picture below shows what LeSS advocates for organizational structure for up to 8 Scrum Teams working together to develop a software product in order to provide what an Agile culture needs from an organization to succeed.

Organizational Structure of LeSS

In this picture, you can see that there are no functional departments (e.g. development vs. testing) or a PMO.Ai?? Instead, in addition to the Scrum Teams, there is the Head of the Product Group, which LeSS views (as it views all other managers similar to the ai???Toyota Wayai???) as a teacher of those reporting to him/her, the Product Owner team, which provides a pool of POs for every Scrum (large or small scale) effort, and the Undone Department.

The latter is a curious thing.Ai?? In LeSS, a permeating theme is that the Teams are supposed to do everything needed to put a high-quality software product in the hands of end-Customers: from analysis to development to testing to packaging, all while coordinating with other Teams.Ai?? This is represented in the Definition of Done of the Teams.Ai?? But it may take the Teams a few years to mature to that set of comprehensive capabilities.Ai?? Hence the Undone Department is a placeholder for resources that fill in for whatever the Teams are yet to be able to do (e.g. DevOps) until the Teams mature.

In contrast, SAFe does not advocate drastic organizational change as emphatically as LeSS.Ai?? It presents its approach for adoption even with the current organizational structure, and lets the organization take its time deciding when it may want to restructure to be more efficient with Agile.Ai?? Thatai??i??s not to say that LeSS presents its approach as an ai???all or nothing dealai??? ai??i?? it just emphasizes structural change in the organization more strongly than SAFe does.

Differences in Planning

SAFe stipulates that sprints should be grouped in sets of 4-5 consecutive sprints, each set being called a Program Increment (PI).Ai?? And while the Teams (and the Product as a whole) are expected to demonstrate incremental achievements at the end of each sprint, it is at the end of a PI that complete ai???Featuresai??? of the software product are expected to be available.Ai?? SAFe, however, maintains the option of releasing on-demand any time during a PI with the Features that happen to be complete at that point in time.

Planning in SAFe happens in a 2-day session at the beginning of each PI, in addition to the usual sprint planning at the beginning of each sprint.Ai?? In the PI planning session all the Teams working together in what SAFe calls an Agile Release Train (ART) attend to commit to delivering a set of Features for the PI, and to have each Team present a plan showing which stories (which are children of Features in SAFe) the Team plans to complete for each sprint in the PI.Ai?? Finally, in addition to the usual sprint demos and retrospective, SAFe has an overall PI demo at the end of each PI, and a general Inspect and Adapt session, which is a scaled up version of a sprint retrospective.

In contrast, LeSS remains faithful to just the usual sprints of Scrum, with the following additions:

  • Sprint Planning happens in 2 stages. The 1st stage is attended by 2 representatives of each Team, which do not usually include the Teamai??i??s Scrum Master.Ai?? This stage decides which items from the common Product Backlog each Team will develop.Ai?? It also has cross-team estimations to unify the estimation numbers. This is in contrast to SAFe, which suggests normalizing cross-Team estimations by equating 8 story points to 1 staff-day.The second stage of sprint planning is the same as sprint planning in regular Scrum
  • Each sprint review is held with all Teams as a ai???science fairai???, where each Team has a station to demonstrate its accomplishments for the sprint. Attending stakeholders can visit the stations in which they are interested.
  • The Sprint Retrospective is held in two stages: the first being the same as regular Scrum; the second is for the overall progress of the software product being developed by the Teams.

Portfolio Management

As represented in the top level of the SAFe ai???Big Pictureai??? shown earlier, SAFe offers a comprehensive approach to prioritizing projects (represented as Epics in SAFe) for the organization and budgeting for them in an Agile manner.Ai?? In its latest version, SAFe 4.0, there is an additional, optional, level for Value Streams below the Portfolio level ai??i?? it is usually relevant to projects with hundreds, or thousands of participants.

In contrast, LeSS does not delve into portfolio management: it only offers techniques that can be compared to the Program and Team layers of SAFe.

2 Versions of LeSS

LeSS has two versions:Ai?? the one we saw earlier for 2 to 8 Teams, and Less Huge for more than 8 Teams, depicted below.

buy cardura online cheap, zithromax without prescription. LeSS Framework

LeSS Huge is formed by having several regular LeSS frameworks working in parallel with each other.Ai?? The most notable addition in LeSS Huge is making each regular LeSS belong to a separate Requirements Area with its own Area Product Owner (APO) under the overall Product Owner.

If you were thinking ai???Well, isnai??i??t an ART the same as a Requirements Area?ai???, youai??i??d be partially right; a similarity is that the Product Backlog relationship to the Area Product Backlog is analogous to the relationship of a Portfolio Backlog to a Program Backlog in the sense that items on the former are coarser grained than items on the latter.Ai?? However, one of the differences is that an APO is still only one for 8 Teams, whereas the SAFe PO covers very fewer Teams.

Other Differences between LeSS and SAFe

  • LeSS can appear to offer one seemingly shocking advice (which is not offered by SAFe): Donai??i??t scale! (But if you have to scale, use LeSS J) It advocates that even very large software products can be built more successfully by a relatively small Team of co-located master programmers and testers.Ai?? They cite at least one example on their website (less.works) of a huge software project that followed a torturous path to completion.Ai?? When the overall project director was asked if he were to do it again, what would he do differently, he said that heai??i??d pick the 10 best programmers and have them build it all.Ai?? I can cite a more recent example with the Affordable Care Act, where a traditional government contractor put an enormous number of resources on the project that failed miserably.Ai?? Later, about a dozen master developers and testers were put together in a house to work on fixing the ACA, which they did within a period of several months. (See http://www.theatlantic.com/technology/archive/2015/07/the-secret-startup-saved-healthcare-gov-the-worst-website-in-america/397784/)
  • Whereas SAFe is generally tool-neutral, LeSS strongly recommends that you not use automated tools until after your organization becomes quite proficient with LeSS, opting instead to use manual resources like very big white boards and wall charts. Otherwise, LeSS declares that if you automate a mess, you get an automated mess.Ai?? And even after the Teams become proficient with LeSS, it recommends that you only use open source tools, which you can easily jettison if they donai??i??t work out for you, without losing high-dollar investments.
  • SAFe takes a more customary view of the role of Scrum Master. In SAFe, the SM is pretty much a permanent role with the Scrum Team and does a lot of intra-Team and inter-Team coordination. In LeSS, the SM is first and foremost a Teacher.Ai?? He can fade away from the day-to-day Team dynamics once the Team becomes proficient in the Scrum and LeSS approaches.
  • In SAFe: Epics, Features and Stories are explicitly handled as integral parts of the SAFe backlogs. LeSS, on the other hand, only talks about coarser vs. finer grained Backlog Items, staying faithful to Scrum by relegating Epics, Features and Stories as instruments of XP, which is not part of Scrum proper.

Conclusion

The quick comparison between LeSS and SAFe in this blog is by no means comprehensive.Ai?? However, it does show SAFe to be more wide-ranging in offering processes and roles to handle the development of software from the highest profile levels down to the individual Agile Team for large-scale Agile efforts, albeit at the cost of perhaps appearing too process-heavy.Ai?? However, it is perhaps more palatable for a typical traditional large organization to begin to adopt SAFe than LeSS, since the latter strongly advocates some major changes to the structure of the organization as early as possible in the adoption of LeSS.

 


In this blog post, I would like to discuss how DevOps and SAFe work together and are in sync to address the ai???Three Waysai??? introduced in the book ai???The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win.ai???

The Three Ways consist of:

  • First Way helps us understand how to create fast flow of work as it moves from Business Vision, to Development, through Operations to the Customer.
  • Second Way shows us how to shorten and amplify feedback loops, so we can fix quality at the source and avoid rework.
  • Third Way shows us how to create a culture that simultaneously foster experimentation, learning from failure and understanding that repetition and practice are the prerequisites to mastery.

In the Phoenix project, the CFO of the company is asked what exactly is your role?Ai?? His answer, “I own planning and operations across the entire organization.” Ai??He is then asked “what are your goals objectives and measurements for this year?” Ai??He replies with a list that he looks at every day.Ai?? What if you could have that conversation with your senior executive and what would you ask?

In DevOps, the voice of the customer is used to help set the vision for the company.Ai?? That vision is in turn used to set priorities within the business areas.Ai?? These priorities are then used to establish Epics and Stories to be worked on by the team ensuring alignment and synchronization.

SAFe is a proven public facing framework for applying lean in agile practices at an enterprise scale.Ai?? It is comprised of a Portfolio, Program and Team level.Ai?? At the portfolio level, strategic themes connect each software portfolio to the enterprise business strategy. Ai??This is a way to ensure the priorities of the senior executives and the work of all teams are in line.

Both DevOps and SAFe align with the First Way.

The First Way

In line with the Second Way, DevOps stresses the importance of Feedback Loops throughout the entire Software Delivery life cycle. Ai??Not only in development but as code is released to production, receiving feedback from the operations area, with proper monitoring, is critical.

SAFe also introduces Feedback Loops across the three levels of Portfolio, Program and Team.Ai?? At the Portfolio level, a Kanban system drives feedback amongst the key stakeholders for Epics.Ai?? At the Program level, a Kanban system is used to provide a planning cadence for feedback, alignment, synchronization and assessment for Features. Ai??At the Team level, the Kanban system is used to provide feedback, prioritization and alignment for Stories.Ai?? The team will use those Stories to discuss, collaborate and use feedback to determine the tasks needed to complete the work within plan sprints.

As you can see, the Second Way is a crucial piece of both DevOps and SAFe.

 

Second WayAnd finally, in the Third Way, both DevOps and SAFe strive to create a culture of experimentation, learning/gaining knowledge for trail and error and understanding repetition/cadence in order to master the art of software delivery.

In DevOps principles of Lean are present.Ai?? Understanding the ability to Shift Left via Continuous Testing, Service Virtualization and Continuous Integration provides earlier identification/addressing of defects that lowers cost and reduces cycle time.Ai?? This in turn eliminates waste which saves money.Ai?? These techniques allow software to be developed to a high standard, easily packaged and deployed to test environments.Ai?? Resulting in the ability to rapidly, reliably and repeatedly push out enhancements/bug fixes to customers at low risk and with minimal manual overhead.

In SAFe the House of Lean, is based on the foundation of Leadership.Ai?? A key component in this foundation is: a leaders ability to develop people because people develop solution.Ai?? To be a leader that is a developer of people is to increase engagement, motivation and produce high higher quality solutions.Ai?? Leader must also take a Systems view.Ai?? They should look to optimize the whole system and not the parts.Ai?? If the Leaders, canai??i??t change the system, who can?Ai?? Finally, building a learning organization that emphasizes lifelong learning and fosters decentralized decision-making is crucial to be aligned with the Third Way.

cheap paroxetine online, buy clomid online. Third Way

I ask each of you to look into these two Software Delivery methodologies and see the synergy that they can create to help you improve your software delivery successes!


Weai??i??ve all heard the latest trends regarding DevOps and SAFeTM, but whatai??i??s in it for IT Operations Directors/Managers?

Technical Debt

Let’s say youai??i??re an Operations Director or Manager, with several Production Support teams. You know your organization has Technical Debt in production, but how do you address this?

Technical Debt can be caused by a production solution that has not been maintained (i.e. patches applied) and has become unstable or requiring high levels of support. In some cases, this technical debt could result in frequent reoccurring incidents causing outages and/or reputational risk.

ai???You can’t be in debt and win. It doesn’t work.ai??? David Ramsey

Another cause of Technical Debt is a solution that has reached end of life, and for which no additional investment has been approved. Although a new architecture pattern exists to support the solution, how do you address the challenge of having your organization migrate to the new pattern with the shortest lead time?

The answer can be found in the Scaled Agile Framework (SAFeTM), which leverages the benefits of DevOps!

SAFeBigPictureblog-300x231SAFeTMAi??consists of three levels: Portfolio, Program and Team.

These three levels provide transparency and traceability for Technical Debt:

Portfolio Level

Technical Debt can be identified and analyzed at the Portfolio level by establishing an Architecture Epic.

Portfolio Level

Ai?? 2011-2015 Scaled Agile, Inc. All rights reserved.

Program Level

Technical Debt can be forecast for implementation at a Program level (via a Program Roadmap) within an Agile Release Train leveraging DevOps teams.

SAFe Program Level

Ai?? 2011-2014 Scaled Agile, Inc. All rights reserved.

Team Level

New solutions can be delivered by Agile Teams within their Sprints.

Team Level

Ai?? 2011-2015 Scaled Agile, Inc. All rights reserved.

As the Operations Director/Manager, you know where your organizationai??i??s Technical Debt lies. By leveraging Architecture Epics within the SAFeTMAi??Framework and DevOps, you can finally address Technical Debt with the support of Agile Teams!

Food for thought!

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Looking for direction?

Looking for direction?

Did you know that, according to Fortune Magazine, $125.9 billion a year isAi??spent on corporate training?

Did you know that accordingAi??to brain science, not all forms of learning are equal?

Did you know that one of the greatest challenges in Agile is scaling to the enterprise level?

Read onai??i?? (you may be surprised)

devEssentialsai???: From Dream to Reality

I have had the privilege of working for over a year with Blue Agility, a company specializing in large-scale Agile deployments leveraging the Scaled Agile Frameworkai??? (SAFeai???) and IBM Lifecycle Management (ALM) toolset. devEssentialsai??? is the brainchild of Pratik Bengali, Chief Technologist for the organization. Through his extensive experience addressing the challenges faced by organizations in adopting Agile processes and IBM tools, he saw a need for a comprehensive, flexible and heuristic approach to learning process and tools. He also became acutely aware of the knowledge void left once trainers/coaches leave an organization and was determined to provide a learning experience that would help users and organizations be successful.

The result is devEssentialsai???, a client enablement approach that parses process concepts and facilitates adoption of IBM tools, specifically Rational Team Concert. Harnessing bluejazzTM, Guideai??? technology and the SAFeai??? Template Add-On for RTC, devEssentialsai???Ai??leverages the Scaled Agile Framework (SAFeai???) ai???Big Pictureai???, which highlights the individual roles, teams, ceremonies and artifacts necessary to scale Agile from the team to the enterprise level. devEssentialsai??? provides a roadmap for understanding the framework mapped to the associated tasks in IBMai??i??s Rational Team Concert.

 

ai???Tell me and I will forget. Show me and I will remember.

Involve me and I will understand.ai??? Ai??-Confucius

 

A SAFer way to learn: harnessing the capabilities ofAi??devEssentialsai???Ai??(find out about the underlyingAi??brain scienceAi??to boot!)

Have you ever stared at an instruction manual, mouth agape, disbelieving the sheer amount and complexity of the words beginning to fade from view as your brain slowly shuts down?

Have you ever sat through presentations after presentations, trying to keep your focus and hoping youai??i??ll remember the new skills you were presented with?

Did you ever wish that you could have a mentor available to you at any time, ready to help you understand and accomplish your business tasks?

devEssentialsai???Ai??offers a comprehensive learning experience:

Live coaches. Learn about the SAFeai??? framework through explanatory videos hosted by an experienced coach/mentor and presented in a conversational style.

*Brain science: Human brains are built for conversation, so when information is presented in a conversational manner, the listeners think they are engaged in conversation and feel they have to hold up their end by paying attention, which ultimately improves knowledge retention.

Learn by watchingAi??ai??i?? Assimilate SAFeai??? framework concepts and associated tasks within Rational Team Concert via explanation videos, animation enhanced videos and short howai??i??to narrated videos.

*Brain science: Although humans cannot read and listen at the same time, we are very good at learning with narration while looking at relevant visuals.

Learn by doing. Software training conducted via presentations, lectures and class lessons can lead to short-lived learning and poor retention. The devEssentialsai??? Guideai???Ai??isAi??unique,Ai??in that it acts as a mentor in theAi??contextAi??of Rational Team Concert. The steps for performing a task are presented within the tool so that you can learn at your own pace, then continue exploring and learning in the tool itself.

*Brain science: Humans learn better when they actively participate and have opportunities for practice.

Considers learning styles– From a pedagogical standpoint, some of us learn better when we read, some when we hear the information, others when we watch others do something and some do better when we have the opportunity to explore. Ai??devEssentialsai???Ai??takes into account these differences and provides an inclusive learning experience.

*Brain science: Humans have different learning styles. Ideally, learning experiences should incorporate several learning modalities.

Chunk ContentAi??ai??i?? In many cases, training simply overloads learners. With devEssentialsai???, learning occurs at the usersai??i?? convenience, giving them more control over the amount of information they can process at one time and presenting the information in a logical and structured way.

*Brain science: There is only so much new information that the brain can process at one time. The brain also learns better in smaller, meaningful increments.

Customized, customizable learningAi??ai??i?? Software training is often designed as a one-size-fits-all endeavor. Unfortunately, what is adequate for the expert may overload the novice, while what is comfortable for the novice may bore the expert. devEssentialsai???Ai??targets both audiences and lets users take the lead on their learning. Never heard of SAFeai???? Follow theAi??Guideai???Ai??and learn more about the process. Still learning your way around Rational Team Concert? Learn the steps to accomplish SAFeai???-associated tasks in theAi??Guideai???. More advanced learners can just fast forward through theAi??Guide clomid online, acquire clomid. Ai??steps. devEssentialsai??? can also act as a refresher to be referred to on a need basis. TheAi??Guideai???Ai??itself is highly adaptable and the learning experience can be customized to your organization as well.

*Brain Science: Humans learn better when theyai??i??re engaged and are given the opportunity to learn at their own level and pace.

Last but not least, cost savings -Ai??Successful adoption of SAFeai??? or any other process combined with tools within an enterprise hinges on the training and enablement provided to the practitioners, who are the real adopters of the process. Cost reduction is realized as devEssentialsai???Ai??can be deployed to as many users as needed, with users learning at their own pace, matching their business needs and learning styles.

*Brain Science: Nope! Just common sense. What organization would NOT like to save on the bottom line?

The development of devEssentialsai???Ai??has been a labor of love, powered by a great concept, a hard-working, flexible team and a commitment to make a difference for learners.

Perhaps it’s true that sometimes, all it takes is a (SAFeai???) framework, (IBM’s) tools, and a dream…

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Take a look at what devEssentialsai??? can do for you and your organization.

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