Agile Transformation from Agile Experiments to Operating Model Transformation: How Do You Compare to Others?
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Safe® 5.0 Glossary Scaled Agile Framework Terms and Definitions English
SAFe® 5.0 Glossary Scaled Agile Framework Terms and Definitions English PROVIDED BY www.scaledagileframework.com | www.scaledagile.com © Scaled Agile, Inc. Welcome to the SAFe® Glossary Make the Most of Your Learning Access the SAFe Community Platform Mange your member profile, access videos and training resources, join Communities of Practice, and more. Prepare Yourself Access your learning plan featuring your digital workbook, study materials, and certification practice test Become a Certified SAFe Professional Get certified to validate your knowledge, expand your professional capabilities, and open the door to new career opportunities. Access SAFe Content and Tools Access professional development resources and your trainer enablement plan to teach SAFe instructor-led courses. Collaborate in real time with your team and others Choose from ready-made templates to easily set up events like PI Planning and retrospectives—all with SAFe Collaborate. Showcase SAFe Credentials Display your digital badge to promote your SAFe capabilities and proficiencies throughout your career. community.scaledagile.com Guide to acronyms and abbreviations APD Agile Product Delivery OKR Objective and Key Results ART Agile Release Train OpEx Operating Expenses BO Business Owner PDCA Plan, Do, Check, Adjust BV Business Value PI Program Increment BVIR Big Visual Information Radiator PM Product Management CapEx Capital Expenses PO/PM Product Owner/Product Manager CD Continuous Deployment PO Product Owner CE Continuous Exploration ROAM Resolved, Owned, Accepted, -
Case Study BMC12
With guidance from Rally, BMC made a variety of changes to the organization to ensure success of their agile process. How BMC is Scaling Agile Development www.rallydev.com www.rallydev.com www.rallydev.com www.rallydev.com www.rallydev.com www.rallydev.com A Rally Customer Experience Report Something Ventured, Something Gained Designating an Agile Evangelist Scaling Agile Practices Across a Large Organization Creating a Highly Responsive Development Organization Requirements Runway, continued Despite a myriad of challenges and lessons learned, BMC This position was responsible for coordinating the training and rollout process; helping to resolve issues and facilitate Becky Strauss describes the concept like this: feels the end result is well worth the effort. The most The final measure any development process is in how it delivers value to customers. The move to Agile enables BMC to telling measure of their success is that the organization can communications. She also acted as ScrumMaster for the In BMC’s first year of agile development, they rolled out As you enter the Houston headquarters of “The benefits of Agile are multi-dimensional. create products in a way that is much more responsive to changing customer needs. Israel Gat summarizes it like this: not imagine going back to their old way of developing software. “scrum of scrums” as the need to coordinate multiple, agile processes and tools to over 300 people. Along the “The idea of a requirements runway is to plan ahead just enough to keep the project BMC Software and proceed across a peaceful, But the most important change is that it way, they learned some key lessons about successfully moving as fast as possible, without investing too much time and effort elaborating zen-like courtyard, you notice something that Agile is at BMC to stay. -
Critical Success Factors for Agile Project Management in Non- Software Related Product Development Teams
Western Michigan University ScholarWorks at WMU Dissertations Graduate College 12-2017 Critical Success Factors for Agile Project Management in Non- Software Related Product Development Teams Jeff Totten Western Michigan University, [email protected] Follow this and additional works at: https://scholarworks.wmich.edu/dissertations Part of the Curriculum and Instruction Commons, Educational Assessment, Evaluation, and Research Commons, and the Instructional Media Design Commons Recommended Citation Totten, Jeff, "Critical Success Factors for Agile Project Management in Non-Software Related Product Development Teams" (2017). Dissertations. 3178. https://scholarworks.wmich.edu/dissertations/3178 This Dissertation-Open Access is brought to you for free and open access by the Graduate College at ScholarWorks at WMU. It has been accepted for inclusion in Dissertations by an authorized administrator of ScholarWorks at WMU. For more information, please contact [email protected]. CRITICAL SUCCESS FACTORS FOR AGILE PROJECT MANAGEMENT IN NON-SOFTWARE RELATED PRODUCT DEVELOPMENT TEAMS by Jeff Totten A dissertation submitted to the Graduate College in partial fulfillment of the requirements for the degree of Doctor of Philosophy Educational Leadership, Research, and Technology Western Michigan University December 2017 Doctoral Committee: Louann Bierlein Palmer, Ed.D., Chair David Szabla, Ed.D. Daniel Gaymer, Ph.D. CRITICAL SUCCESS FACTORS FOR AGILE PROJECT MANAGEMENT IN NON-SOFTWARE RELATED PRODUCT DEVELOPMENT TEAMS Jeff Totten, Ph.D. Western Michigan University, 2017 The use of agile project management methods in the software development industry is well established and researched. The purpose of this study is to understand whether agile project management methods (Scrum in particular) used successfully in the software industry are also being used in full, or in part, in non-software development industries when managing product development projects. -
Agile Playbook V2.1—What’S New?
AGILE P L AY B O OK TABLE OF CONTENTS INTRODUCTION ..........................................................................................................4 Who should use this playbook? ................................................................................6 How should you use this playbook? .........................................................................6 Agile Playbook v2.1—What’s new? ...........................................................................6 How and where can you contribute to this playbook?.............................................7 MEET YOUR GUIDES ...................................................................................................8 AN AGILE DELIVERY MODEL ....................................................................................10 GETTING STARTED.....................................................................................................12 THE PLAYS ...................................................................................................................14 Delivery ......................................................................................................................15 Play: Start with Scrum ...........................................................................................15 Play: Seeing success but need more fexibility? Move on to Scrumban ............17 Play: If you are ready to kick of the training wheels, try Kanban .......................18 Value ......................................................................................................................19 -
Joe Justice on Agile Manufacturing Learning Consortium Webinar Q&A
Joe Justice on Agile Manufacturing Learning Consortium Webinar Q&A October 21, 2105 1. How do you deal with certification cycles of federal authorities such as the FDA, FCC, etc., in the context of an Agile manufacturing approach? I would highly recommend the Scrum Inc. webinar “Agile Testing” to take you through the best we’ve seen so far. http://www.scruminc.com/scrumlab-prime/ 2. XMfg - How different is it from the factory model followed in batch jobs production in the manufacturing industry? XMfg practices reduce the cost to make change to the line and the product. This can support batch jobs or one-piece continuous flow. The fastest manufacturing method we’ve seen so far is massively parallel concurrent manufacturing, which funnels work more like a current- generation hyper-threading CPU than a traditional line flow such as batch jobs or one-piece continuous flow. And ultimately XMfg allows the company to affordably iterate more towards this pattern each sprint, again by lowering the cost (in time and money) to make change. 3. Can this be applicable for a nonprofit, high-scale contemporary art exhibition (50-plus projects, two years)? If there is a clear vision (which is encouraged to evolve, but clear at any given point in time), these approaches will apply. And I’d love to see it; please email [email protected] if you try it! If you would like help getting started, I’ll invite you to attend a Certified ScrumMaster class: http://www.scruminc.com/scrum-training/scrum-courses-list/ 4. How long did it take to "print" the carbon car you witnessed at the trade show? Cincinnati BAAM completed the Local Motors DDM (direct digital manufacturing) porotype car during the two-day exhibition. -
Extreme Programming from Wikipedia, the Free Encyclopedia
Create account Log in Article Talk Read Edit View history Search Extreme programming From Wikipedia, the free encyclopedia Main page Extreme programming (XP) is a software development methodology which is Contents intended to improve software quality and responsiveness to changing customer Featured content requirements. As a type of agile software development,[1][2][3] it advocates frequent Current events "releases" in short development cycles, which is intended to improve productivity Random article and introduce checkpoints at which new customer requirements can be adopted. Donate to Wikipedia Wikipedia store Other elements of extreme programming include: programming in pairs or doing Interaction extensive code review, unit testing of all code, avoiding programming of features Help until they are actually needed, a flat management structure, simplicity and clarity in About Wikipedia code, expecting changes in the customer's requirements as time passes and the Community portal problem is better understood, and frequent communication with the customer and Recent changes among programmers.[2][3][4] The methodology takes its name from the idea that the Contact page Planning and feedback loops in beneficial elements of traditional software engineering practices are taken to extreme programming. Tools "extreme" levels. As an example, code reviews are considered a beneficial What links here practice; taken to the extreme, code can be reviewed continuously, i.e. the practice Related changes Software development of pair programming. Upload file process Special pages Critics have noted several potential drawbacks,[5] including problems with Core activities Permanent link unstable requirements, no documented compromises of user conflicts, and a Requirements · Design · Construction · Testing · Debugging · Deployment · Page information lack of an overall design specification or document. -
SCALED AGILE @ SYSTEMS ENGINEERING How Two Seemingly Different Approaches to Solving a Problem Create Synergies in R&D and Increase Efficiency
SCALED AGILE @ SYSTEMS ENGINEERING How two seemingly different approaches to solving a problem create synergies in R&D and increase efficiency. SCALED AGILE @ SYSTEMS ENGINEERING I September 2020 Content 01 Introduction 6 02 What Do We Mean by Agility? 8 03 What Do We Mean by Systems Engineering? 10 04 The Synthesis, or: The Best of Both Worlds 14 INNOVATION 05 The Agile Systems Engineering Transformation 24 06 Outlook 28 FLEXIBILITY REACTION EFFECTIVENESS ADAPTIVITY 2 3 SCALED AGILE @ SYSTEMS ENGINEERING I September 2020 01 Introduction Agility and systems engineering are an integral part of employee motivation, R&D currently favors two models – sys- We know the theory and roles – how does the (lower sickness rates, higher employer attractiveness and lower responsive, flexible product development. tems engineering (SE) or the Scaled Agile Framework (SAFe®). practical implementation work? turnover), was not included due to inconsistent measurement Both models have their own strengths, but also reveal areas How can our processes and tools be tailored to SE methods used by the companies, but is a positive side effect. In recent decades, the business world has been character- that have not yet been taken into account and where further or agile methods? The following three main topics are distinguished for the ized by volatility, uncertainty, complexity and ambiguity – or potential can be tapped. Synchronization with organization – how do we implementation of the approach and will be described in more “VUCA,” as the concept is known for short. Driven by climate solve the link to other areas? detail later in the white paper. change and the ongoing pandemic, this has recently been The aim of this white paper is to present the profitable aspects Agility has only worked in software so far – how can supplemented by an additional acronym – “BANI,” which of both models in a joint synthesis and thus present a systems we scale the model? 1) Use of agile and systems engineering methods at stands for brittle, anxious, nonlinear and incomprehensible. -
Safe® 4.6 Glossary Scaled Agile Framework Terms and Defnitions English
SAFe® 4.6 Glossary Scaled Agile Framework Terms and Defnitions English PROVIDED BY www.scaledagileframework.com | www.scaledagile.com © Scaled Agile, Inc. Welcome to the SAFe® Glossary Make the Most of Your Learning SAFe Access the SAFe Community Platform Manage your member profle, join communities of practice, and access the member directory Prepare Yourself Prepare for certifcation with your learning plan: access your course workbook, study materials, and practice test prior to taking your certifcation exam Get Certifed SAFe Get certifed to achieve recognition of your skills and open the door to new career opportunities Showcase SAFe Certifcations Use your digital badge to view global job insights, track market labor data, and see where your skills are in demand community.scaledagile.com Guide to acronyms and abbreviations ART Agile Release Train PDCA Plan, Do, Check, Adjust BO Business Owner PI Program Increment BV Business Value PM Product Management BVIR Big Visual Information Radiator PO/PM Product Owner / Product Manager CapEx Capital Expenses PO Product Owner CD Continuous Delivery ROAM Resolved, Owned, Accepted, Mitigated CE Continuous Exploration RR Risk Reduction CI Continuous Integration RTE Release Train Engineer CFD Cumulative Flow Diagram S4T SAFe® for Teams CoD Cost of Delay SAFe® Scaled Agile Framework CoP Community of Practice SA SAFe® Agilist DoD Defnition of Done SBD Set-Based Design DSU Daily Stand-up SM Scrum Master EA Enterprise Architect SMART Specifc, Measurable, Achievable, EO Epic Owner Realistic, Time-bound -
Can AGILE Enable a Full Scope Transformation Approach And
www.pwc.ch Can AGILE enable a full scope transformation approach and realise expected benefits more successfully? Transformation Assurance 1 Need for speed in benefits delivery to remain in pole position 4 2 Agile delivery – the pervasive solution for maximising project 5 benefits? 3 Scaling agile in order to comprehensively realize 6 organizational benefits 4 Embedding agile in a full scope transformation approach 8 5 When to act – common risk areas and early warning 9 indicators 6 Our point of view 11 7 Contacts 12 2 Scaled agile transformations Nowadays everyone is talking very, others have been seriously a combination of all these factors about agile and its great potential struggling to quickly deliver the was the problem? for quickly delivering value to expected benefits – or to deliver In this article we will give an organisations and customers. anything at all. Why is this so? answer to 1) why agile projects, Anyone following this discussion Have these organisations suffered and especially large-scale agile might get the impression that a lack of agile education and programmes, often struggle, agile is a silver bullet. experience or made inappropriate and 2) how the challenges and use of agile methods and tools; risks of agile delivery can be Although some organisations did they encounter resistance overcome to ensure smooth and have demonstrated success in to cultural change, or was there continuous product delivery and agile project or programme deli- just a lack of discipline? Maybe realise the expected benefits. Scaled agile transformations 3 1 Need for speed in benefits delivery to remain in pole position Figure 1: Agile Methodologies Used Increasing market demands are Source: VersionOne: 10th Annual State of Agile Report transforming the way organisations respond to customers’ needs. -
Introduction to the Scaled Agile Framework® (Safe®)
Introducing the Scaled Agile Framework® (SAFe®) for Lean Enterprises © Scaled Agile, Inc. 3/7/2018 © Scaled Agile, Inc. Digital disruption is affecting every industry across the globe. © Scaled Agile, Inc.Inc. “Every business is a software business now. Agility isn't an option, or a thing just for teams, it is a business imperative. But we struggle building big systems … “ —Dean Leffingwell Creator of SAFe © Scaled Agile, Inc.Inc. 1.3 Too early commitment to a design Problems Too little that didn’t discovered How can we visibility work too late No way to compete when our improve systematically retrospectives read Hard to Dissatisfied manage Late customers like this? distributed delivery teams Under- estimated Poor dependencies Massive Phase morale growth in gates don’t complexity reduce risk © Scaled Agile, Inc. Management’s challenge It is not enough that management commit themselves to quality and productivity. … They must know what it is they must do. Such a responsibility cannot be delegated. —W. Edwards Deming “… and if you can’t come, send no one.” —Vignette from Out of the Crisis, Deming,1986 © Scaled Agile, Inc. What it is they must do Embrace a Lean-Agile mindset Build the Lean Enterprise Lead the transformation Get results © Scaled Agile, Inc. Why SAFe? Freely Available 250,000 180 SAFe’s knowledge base is freely available at SAFe-trained Scaled Agile Partners scaledagileframework.com professionals in 50 countries in 110+ countries Configurable Training SAFe is able to accommodate enterprises of all A comprehensive sizes -
Implementing Scaled-Agile Frameworks at Non-Digital Born Companies - a Multiple Case Study
Proceedings of the 53rd Hawaii International Conference on System Sciences | 2020 Implementing Scaled-Agile Frameworks at Non-Digital Born Companies - A Multiple Case Study Florian Schuch Daniel Gerster Daniel Hein Alexander Benlian, Goethe Business School, University of St. Gallen, University of Bamberg, TU Darmstadt, Germany Switzerland Germany Germany [email protected] [email protected] [email protected] [email protected] Abstract From a theoretical point of view, the implementation of new work systems and the induced organizational For traditional enterprises to harness the change has been described using the Socio-Technical advantages of organizational agility, scaled-agile Systems-Theory (STS) by Bostrom and Heinen [5,6]. frameworks seem to be more appropriate to adopt agile However, this description of an organizational change practices at large scale. However, the adoption of agile process operates with various generic factors requiring practices often creates trade-offs between the adjustment to the context of scaled-agile frameworks. implementation of an ideal theoretical framework and This is even more true when the applied methods to company-specific necessities. While extant research has coordinate behavior inside IT become “scaled” to covered the implications and challenges when adopting include members of different functions and divisions. agile structures, our research focuses on the how and This is potentially the case at scaled-agile frameworks why of such trade-offs using Socio-Technical Systems which are striving to extend agility beyond software Theory. Drawing on the results of an exploratory development [7]. multiple case study, we reveal that companies either Previous research has dealt with the implications of choose a top-down or bottom-up approach for the adoption of agile structures in non-digital born implementation. -
• Demand & Requirements Management • Software
• Demand & Requirements Management • Software Development • QA & Test Management • IT Operations & DevOps • Change Management • Agile, SAFe®, Waterfall Support • Workflows with Business Process Management capabilities codeBeamer ALM supports Demand and Requirements Management, Software Development, Test Management and IT Operations Overview codeBeamer ALM is a collaborative, single-repository Application Lifecycle Management platform that supports software development teams in managing their processes end-to-end, from requirements to release. The platform supports Waterfall, Agile, and Hybrid process methodologies, and the parallel management of multiple interconnected & overlapping lifecycles. The system is extendable with apps for specific purposes, and comes with support or preconfigured industry templates for various standards used in the medical, automotive, or aviation sectors (IEC 62304, ISO 14971, ISO 26262, DO-178C, IEC 61508, etc). codeBeamer ALM offers scalable Agility, process control, and traceability along the entire application lifecycle. With the centralized management of processes, users, teams and projects, codeBeamer ALM increases collaboration, efficiency and productivity, and helps reduce costs dramatically. The platform offers functionality around requirements management, software development, QA & testing, and DevOps, while also supporting the management of risks, multiple product variants, and demands. codeBeamer ALM offers a dedicated, preconfigured template to support the implementation of the Scaled Agile Framework