All posts by : Dean Leffingwell
SAFe Participatory Budgeting (PB) is a powerful tool that Lean Portfolio leaders use to allocate portfolio budgets to value streams. Since its addition to the Framework in SAFe 5.0, PB has helped enterprises make better decisions on billions of dollars in portfolio investments. One of the common assumptions of PB is that the money being used to fund value streams and Epics is free of any constraints in how this money is allocated and that.
The recent release of SAFe 6.0 focused on several major themes. These included helping enterprises to address the new challenges of AI, Big Data, and Cloud; delivering better outcomes with Measure and Grow and OKRs; and extending SAFe across the business. These are pretty essential topics, and we hear how valuable this content is to the enterprise. But we also reflected deeply on the very essence of Agile development, and the heart of that is.
SAFe 6.0 emphasizes increasing the Enterprise’s ability to provide a continuous flow of value delivery to its customers. This is accomplished, in part, through new articles on Portfolio , Solution Train, ART, and Team Flow. But the foundation of flow is a restructuring of SAFe Principle #6, which was recast to “Make Value Flow Without Interruptions’. This new principle describes the eight fundamental properties of a value flow system and how each unlocks an opportunity.
Hi Folks, We are delighted to announce the induction of three new Fellows into the SAFe® Fellow Program: Phil Gardiner, Luke Hohmann, and Dr. Suzette Johnson. The SAFe® Fellow Program represents an elite class of experts who are able to help the world’s largest organizations accelerate digital transformation and achieve business agility. This achievement is Scaled Agile’s most prestigious distinction, recognizing individuals who have exhibited the highest level of mastery and thought leadership in the.
While leading the development of SAFe during the last few years, I’ve come to reflect more and more on the inherent nature of agility. While it might appear as “settled law” at this point, the fact is that agility does not seem to be a natural state—whether at the portfolio, large solution, ART, team—or even individual—level. While we generally make great strides forward, and we all receive the benefits of that, I’ve also witnessed new.
Our mission at Scaled Agile has always been to help those who build the world’s most essential systems do so better, faster, at less cost—and with more enjoyment in the process. It’s self-evident that a mission like that has no end. Especially now, as the unprecedented times of the pandemic, global economy, and supply chain issues have driven home a reality that has been decades in the making—enterprises are overwhelmed by constant change. And while.
Hi Folks, One of the coolest things about our mission at Scaled Agile is that the challenge of ‘helping people build the world’s most important systems’ lays ahead of us and not behind. As we look into the future, we see our customer needs—and the complexity of the systems they build—growing, putting even greater demands on SAFe. To meet these demands, we are evolving the Framework team. My teammates are some of the smartest and.