Enterprises have 2 OS

tags : #it #méthodologie #agile
source : SAFe 5.0 Distilled: Achieving Business Agility with the Scaled Agile Framework by Richard Knaster & Dean Leffingwell
date : 2023-06-26

enterprises must create, evolve, and master a dual operating system.

  • One looks like a fairly traditional hierarchy, with familiar roles and responsibilities, but is leaner and follows more Agile practices.
  • The second is a more adaptive and flexible entrepreneurial network that is Lean and Agile to its core and focuses exclusively on the customers and opportunities the market presents.

these two operating systems provide stability and operational strength coupled with a dynamic network

SAFe roots

SAFe draws from four primary bodies of knowledge : Agile Manifesto, DevOps, Lean product development, and systems thinking

This chapter describes the following SAFe Lean-Agile principles:

  1. Take an economic view .
  2. Apply systems thinking .
  3. Assume variability ; preserve options.
  4. Bu ild in cr em en ta lly w ith fa st, in teg r a ted lea r n in g cy cles.
  5. Ba se m ileston es on objectiv e ev a lu a tion of w or kin g sy stem s.
  6. V isu a lize a n d lim it Wor k In Pr ocess (WIP), r edu ce ba tch
    sizes, a n d m a n a g e qu eu e len g th s.
  7. A pply ca den ce; sy n ch r on ize w ith cr oss-dom a in pla n n in g .
  8. Un lock th e m otiv a tion of kn ow ledg e w or ker s.
  9. Decen tr a lize decision -m a kin g .
  10. Or g a n ize a r ou n d v a lu e

leaders

Lean-Agile leaders understand that neither money nor the reverse—threats, intimidation, or fear—inspires ideation, innovation, and deep workplace engagement.
Specifically, monetary incentives based on individual objectives may cause harmful internal competition and destroy the cooperation The leaders of companies set the tone and direction for the people. Hypocrites, liars, and self-interested leaders create cultures filled with hypocrites, liars, and self interested employees. The leaders of companies who tell the truth, in contrast, will create a culture of people who tell the truth.

PI planning is a cadence-based event that serves as the
heartbeat of the ART, aligning all the teams on the ART
to a shared mission and vision
ART initiatives that are simply too big to be completed in
a single PI are called program epics
portfolio
epics may need to be split into program epics to facilitate
incremental implementation

a central knowledge repository, is used to store, manage, and communicate
what is being built and how it will be built

Document-based approaches to managing solution intent and context do not scale. Indeed, they quickly become obsolete and inconsistent with one another. The alternative is a set of related digital models that define, design, analyze, and document the system under development

“But if I was to leave here and do only one
thing to start implementing Lean-Agile development at
scale, what would it be?” Our answer is always the
same: visualize the work.

The common thread across all these approaches is that
the information is always available: no effort is needed
to go and discover it.

Kaizen, the relentless pursuit of perfection, is a core belief
of Lean. Although perfection is unattainable, the act of
striving for perfection leads to relentless improvements

It’s easy to defer improvement activities in favor of more
‘urgent work’—developing new features, fixing defects,
responding to the latest outage. And yet it’s often the
case that this more urgent work is less important than
the improvement activities,

definitions

Entreprise Architect

Enablers

Interactive Graph
Table Of Contents
Enterprises have 2 OS
SAFe roots
leaders
definitions