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…Each competency is described in an article of that same name. You can easily navigate each competency from the SAFe Overview tab or the SAFe home page. Why the Business…

…a stakeholder’s need. Features are commonly described through a features and benefits (FAB) matrix, using short phrases that provide context and a benefit hypothesis. Design thinking, however, promotes switching the…

A strong guiding coalition is always needed. One with the right composition, level of trust, and shared objective. —John Kotter Train Lean-Agile Change Agents This article is article two in the…

…celebrating successes. In addition, comparative analysis against the competition is achievable via online assessment tools available to SAFe community members. Additional information and guidance can be found in the Advanced…

…world, we launched action-focused Communities of Practice (COPs). We were living the details within https://www.scaledagileframework.com/agile-teams/. Team members also stayed current, stable, and connected through innovative Gemba. As one example, the…

…be realized where planning and delivery are incremental, ensuring the ability to respond to the continuous feedback that OKRs provide. Enterprises still employing traditional development methods, with an upfront commitment…

…Health Radar. Agile Product Delivery (APD) – As one of SAFe’s seven core competencies of the Lean enterprise, APD combines DevOps with customer-centricity, design thinking, and cross-functional Agile cadence. APD…

…Several practices contribute to the ability to deploy: Dark launches – the ability to deploy new functionality to a production environment without releasing it to end users Feature toggles –…

…based on history. Ratio data enables comparison. A sudden spike or a long-term trend becomes visible if you compare a daily metric to the same one over a month. Limit…