How to get started with SAFe
As the world’s leading structure for scaling Agile over the project, the Scaled Agile Framework® (SAFe®) engages complex organizations to accomplish the advantages of Lean-Agile software and frameworks development at scale. Since 2011, hundreds of the world’s biggest organizations have found its advantages: quicker time-to- market, dramatic increments in productivity and quality, and increasingly motivated and connected with employees. How does SAFe do this? SAFe brings thought leadership from Agile development, frameworks thinking, and Lean product development into a framework that gives a lot of principles, values and guidance for Lean-Agile development. The Scaled Agile Framework is a body of knowledge, graphically represented to in the SAFe Big Picture.
SAFe gives direction to every one of the dimensions of the project that are actively occupied with solution development: Team, Program, Large Solution, and Portfolio. The result is greater adjustment and visibility across the organization, associating the business design to execution, enabling better business results, quicker, and with a higher level of repetition and quality. Mastery of the five core capabilities for the Lean Enterprise included into SAFe enables organizations to effectively explore the change to Lean, Agile, and DevOps. This prepares them to react effectively to volatile market conditions, changing client needs, and developing technologies.
SAFe Adoption and Readiness Planning will enable you to achieve the accompanying objectives:
- Assess the suitability of SAFe (or elements of SAFe) for use as a framework for running your existing projects and the advantages it would give
- Understand the effect of SAFe selection on your teams, projects and portfolios
- Determine the status of your projects to receive SAFe and specifically its way to deal with running and steering the Agile Release Train (ARTs)
- Determine the status of the Portfolio and Program Management teams to adopt SAFe’s lean and agile approach to funding, checking and driving the ARTs
- Understand how the adoption of SAFe would enable the portfolio to balance supply and demand
- Identify any risks, defect, and barriers to the successful adoption of SAFe
- Define a process for the successful adoption of SAFe
Here is a great video about SAFe:
Beginning with SAFe
Coping to longer arranging horizons
Development teams ordinarily refine their backlog up to three emphasis ahead, yet in bigger organizations the product marketing team needs to prepare for their commitments to market and discussions with clients. They will regularly work with an abnormal state, 12 to 18-month guide, at that point plan cooperatively with the teams for three months of work. The development teams will at present get into definite refinement 2-3 emphases ahead, just getting into point by point errand gets ready for the next iteration.
Keeping agile at abstract levels of responsibility
While development teams have various frameworks that characterize how they should to be agile, there is almost no that describes this for the management. SAFe delivers a large number of similar principles, for example, cross-useful teams, to the teams that handle the more abstract levels of responsibility and planning. SAFe has likewise been criticized for aggregating such a large number of different practices.
Dealing with delegated authority
In Scrum, the product owner is relied upon to assume responsibility for the full product life-cycle, including the arrival on project of development choices, just as execution in market. On expansive scale developments, the organization needs a view over multiple team backlogs, for example, given by a product manager. Albeit SAFe accept the product owner role sits with product management, it has in any case been criticized for separating product owners into the development organization.
Agile frameworks are intended to empower the development team to be self-governing and allowed to plan how they work. SAFe recognizes that, at the size of a large number or several development teams, it turns out to be increasingly disorganized for teams to completely self- organize. It therefore puts a few constraints on this, with the goal that where teams are working away at a similar product, their deliverables can be better synchronized for releasing together, in spite of the fact that this has been one area in which SAFe has been criticized.
Allowing time for development and planning
The SAFe planning cycle recommends including an additional iteration after a release, with the goal that teams can improve their practices and are prepared for the following arranging addition. Prior versions of SAFe likewise structured this to be a solidifying emphasis, that is to settle or solidify the product before releasing it. This was predicated on the entanglements of working with expansive coordination situations where conditions implied that you couldn’t test everything until the exact end. SAFe was scrutinized for this as it spoke to an enemy of nimble or waterfall element. This is not included in recent program of SAFe.
- At the end of the day SAFe delivers a lot to the table, especially by making it workable for organizations of a specific size to adopt a progressively agile approach to software development. In any case, plainly SAFe has several shortcomings of which teams should to know and plan for prior to adopting the framework.
- As with many methodologies, there’s no right or wrong when it comes to whether or not your organization should to adopt SAFe. Or maybe, it’s tied in with teaching yourself on your choices just as your organization’s unique needs so you can determine the best methodology for your team.