If you work in corporate IT delivery, chances are you use SAFe® or are actively evaluating it as a framework to help grow Agile throughout the organization.
SAFe is used by many of the world’s major businesses for three well-established reasons:
SAFe maintains and accelerates time-to-market.
SAFe significantly improves quality and productivity.
SAFe improves employee involvement in IT delivery.
SAFe is your digital disruption management solution. And this is the primary need for SAFe is to scale the idea of what?
SAFe, which stands for Scaled Agile Framework, is a fundamental framework that enables Agile to be scaled for corporate systems and software. It benefits businesses in the same way that Scrum benefits Agile teams. SAFe’s major purpose is to connect development with business goals.
SAFe leverages lessons learned from established agile approaches to offer a platform that suits the needs of big business software development initiatives. SAFe, like Scrum, provides a flexible, developing framework for meeting incremental milestones to accomplish a bigger project. SAFe’s appeal stems from its rigorous and disciplined approach to project alignment and completion.
SAFe is comprised of five major components that are based on Agile principles:
These components are evaluated on three levels:
Let’s take a closer look at each of these levels.
To grow to satisfy corporate needs, SAFe requires numerous teams. Teams will work individually as well as together with other teams. Every team is agile in nature, regardless of the roles allocated to them.
Each team, like in other agile methods, will consist of 5-9 persons working toward a single programming objective. A systems team, commonly referred to as a design-build-test (or D/B/T) team, is in charge of testing and releasing software every two weeks. These two-week sessions are known as sprints.
When comparing SAFe to other agile techniques, there are two main differences:
The teams are dependant on one another.
Their sprints might take place at the same time.
The construction of a perceived rhythm that synchronizes all team progress is a unique aspect of SAFe. The goal is to foster dependability rather than unpredictability in the team programming environment.
An agile release train (ART) is generally composed of 3-5 teams collaborating on a single piece of software development during a program iteration (PI). Within the software, the PI is the greater unit of measurement. The agile release train is the key mechanism of providing value during a PI.
As the PI has numerous teams performing their sprints at the same time, each sprint will have one team providing one piece of the software jigsaw. All work generated during the PI is subject to the innovation and planning iteration (IP), which happens at the conclusion of the PI.
During the IP, you will:
All of the PI’s development should be tested and shown.
During an inspect and adapt session, carefully examine the outcomes. During this session, developers will do research to find improvements and causal linkages.
The program level has many roles:
Product manager of the system team
System architect Release train engineer (RTE) UX and shared resources
The release management team
Let’s take a closer look at the duties of some of these jobs.
The product manager is in charge of all contacts and work with customers. It is their responsibility to:
Define the requirements and scope of the goods that will be created. Communicate requirements and needs to product owners.
The system architect will communicate as follows:
The architectural runway’s technical route
Non-functional specifications (NFRs)
The creation and maintenance of a continuous supply pipeline
The release train engineer (RTE) is the agile release train’s servant leader and coach. The RTE is responsible for the following tasks:
ART events and procedures should be facilitated.
Assist teams in providing value
Interact with stakeholders
Problems should be escalated.
Assist with risk management
The UX designer is in charge of supplying design components to agile teams. These parts comprise the corporate agile framework’s user interface and will determine the overall user experience of the product.
Previously, the release manager would concentrate on the stages of planning, development, and testing. This function in the SAFe environment is focused with the operations side of the coin, such as creating an automated pipeline and procedure to guarantee code can be reliably propagated to production.
Instead of merely development and QA, today’s release management team must interact with operations, customer success, support, sales, product management, and marketing activities.
The portfolio is the third level of the SAFe architecture. The portfolio is a collection of numerous value streams that are linked to the entire corporate software via topics such as:
Investment strategy financing
Governance of program management
Each of these topics will contribute to overall budget planning during a 6- to 12-month timeframe. Epics, or large development endeavors, will transcend agile release trains and help define the development required to actualize the specified themes.
Business epics are focused on customers, while architectural epics are focused on technology and are not visible to customers. These epics are handled using a Kanban approach.
The Scaled Agile Framework is a collection of organizational and workflow principles for deploying agile techniques at the enterprise level. The framework is a body of knowledge that contains organized instruction on roles and duties, work planning and management, and values to adhere to.
Leading organizations may address customer demands quicker by uniting cross-functional agile teams around value. Leveraging the power of the Scaled Agile Framework enables businesses to make faster choices, communicate more effectively, simplify processes, and remain customer-focused.
The capacity to drive agile at the team level while applying the same sustainable ideas, processes, and results at additional levels of the company is known as agile at scale.
What are the Scaled Agile Framework’s Three Levels?
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