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processes:safe [2024/03/23 19:32] – skipidarprocesses:safe [2024/03/24 18:39] (current) – skipidar
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   * RROE = Risk Reduction or Opportunity Enablement: How important is this item for you to eliminate a risk ahead you or create an opportunity in the business?   * RROE = Risk Reduction or Opportunity Enablement: How important is this item for you to eliminate a risk ahead you or create an opportunity in the business?
  
 +
 +== Story Points==
 +
 +Contains all atributes of https://v5.scaledagileframework.com/story/
 +
 +  * Volume – How much is there? 
 +  * Complexity – How hard is it? 
 +  * Knowledge – What’s known? 
 +  * Uncertainty – What’s unknown?
  
 == Calmr == == Calmr ==
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-=== The Five Lean Principles 1988 Krafcik===+=== The 5 Lean Principles 1988 Krafcik===
  
 The five principles of Lean manufacturing were defined by **James P. Womack** and **Daniel T. Jones** in their book "The Machine That Changed the World"¹. The term "Lean" itself was coined by **John Krafcik** in 1988, and the principles were further popularized by Womack, Jones, and **Daniel Roos**⁵. These principles have played a significant role in improving workplace efficiency and are widely adopted in various industries.. The five principles of Lean manufacturing were defined by **James P. Womack** and **Daniel T. Jones** in their book "The Machine That Changed the World"¹. The term "Lean" itself was coined by **John Krafcik** in 1988, and the principles were further popularized by Womack, Jones, and **Daniel Roos**⁵. These principles have played a significant role in improving workplace efficiency and are widely adopted in various industries..
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 Core Values of  Core Values of 
  
-  - alignment,  +  - **alignment**: 
-  - transparency,  +    - Communicate vision, strategy, connect strategy to execution, speak with a common language, understand customer 
-  - respect for people, and +  - **transparency**:  
 +    - Things go wrong. Nobody can fix a secret. 
 +  - **respect for people** 
 +    - respect basic human need
   - relentless improvement   - relentless improvement
 +    - build a problem solving culture, sence of urgency
  
  
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 **2. Apply systems thinking** **2. Apply systems thinking**
  
-Deming observed that addressing the challenges in the workplace and the marketplace requires an understanding of the systems within which workers and users operate [2]. Such systems are complex, and they consist of many interrelated components. But optimizing a component does not optimize the system. To improve, everyone must understand the larger aim of the system. In SAFe, systems thinking is applied to the system under development, as well as to the organization that builds the system.+Deming observed that addressing the challenges in the workplace and the marketplace requires an understanding of the systems within which workers and users operate  
 + 
 +Such systems are complex, and they consist of many interrelated **components**.  
 + 
 +But optimizing a component does not optimize the system. To improve, everyone must understand the larger aim of the system. In SAFe, systems thinking is applied to the system under development, as well as to the organization that builds the system. 
 + 
 +{{https://scaledagileframework.com/wp-content/uploads/2022/11/2-Apply_systems_thinking_F01.svg}} 
 + 
 +**The Solution is a System:** https://scaledagileframework.com/apply-systems-thinking/ 
 + 
 +{{https://scaledagileframework.com/wp-content/uploads/2022/11/2-Apply_systems_thinking_Thumb_01-1.svg}} 
 + 
 +  * **Understanding System Boundaries:** Team members must clearly understand where a system starts and stops, how it interacts with its environment, and how it connects with other systems. 
 +  * **Suboptimization:** Optimizing a single component can be detrimental to the overall system's performance. Components can consume excessive resources, hindering other elements. 
 +  * **Holistic Understanding:**  For a system to function effectively, teams need to grasp the intended behavior and architecture, including how components collaborate to achieve the system's objective. Intentional design is crucial in systems thinking. 
 +  * **Value in Interconnections:** A system's value stems from its interconnectedness. Interfaces, along with the dependencies they create, are essential for delivering ultimate value. Continuous focus on these interfaces and interactions is paramount. 
 +  * **Integration Speed Limits System Evolution:** The speed of system development is constrained by its slowest integration point. Faster integration and evaluation cycles accelerate system knowledge growth.  
 + 
 +**The Enterprise is a System: ** https://scaledagileframework.com/apply-systems-thinking/ 
 + 
 +{{https://scaledagileframework.com/wp-content/uploads/2022/11/2-Apply_systems_thinking_Thumb_02.svg}} 
 + 
 + 
 +  * Building complex systems is a social endeavor. Leaders must cultivate an environment where people collaborate on the best way to build better systems. Suppliers and customers are integral to the development value stream and must be treated as partners based on a long-term foundation of trust. 
 +  * Optimizing a component does not optimize the system. Optimizing local teams or functional departments does not enhance the flow of value through the enterprise. As with physical systems, the value of the system passes through its interfaces. 
 +  * Accelerating flow requires eliminating functional silos and creating cross-functional organizations, such as Agile Teams, Agile Release Trains (ARTs), and Solution Trains. 
  
 **3. Assume variability; preserve options** **3. Assume variability; preserve options**
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 These competencies are central to the framework and guide enterprises in their journey towards agility at scale. These competencies are central to the framework and guide enterprises in their journey towards agility at scale.
 +
 +
 +=== SAFE Portfolio Canvas ===
 +
 +The portfolio canvas acts as a visual snapshot of your portfolio, outlining key elements like:
 +
 +  * Value Streams: The building blocks representing the flow of work for specific products or services.
 +  * Customer Focus: Identifying the target customers for each value stream.
 +  * Solutions: The features, products, or services delivered by each value stream.
 +  * Budget and Funding: Resources allocated to develop and deliver solutions within each value stream.
 +  * Key Activities and Events: Critical activities and milestones within the development lifecycle for each value stream.
 +  * Partners and Resources: Any external dependencies or resources needed to support the value streams.
 +  * Cost Structure: Breakdown of cost elements associated with each value stream.
 +  * Revenue Streams (Optional): Potential revenue streams, particularly for value streams delivering commercial products or services.
 +  * KPIs (Key Performance Indicators): Measurable metrics to track the performance of each value stream.
 +
 +
 +Here are the key elements feeding into the portfolio canvas:
 +
 +**Strategic Themes:**
 +
 +These high-level goals or focus areas guide the portfolio's direction and align with the organization's overall strategy.
 +
 +**SWOT/TOWS Analysis:**
 +
 +This strategic planning tool helps identify Strengths, Weaknesses, Opportunities, and Threats (SWOT) or Threats, Opportunities, Weaknesses, and Strengths (TOWS) relevant to the portfolio. It informs strategic decision-making for the value streams.
 +
 +**Portfolio Vision:**
 +
 +This shared vision outlines the desired future state of the portfolio, considering the strategic themes and how the value streams contribute to achieving that vision.
 + 
 +**Value Streams:**  
 +
 +These are the core building blocks of the portfolio canvas, representing the flow of work from concept to delivery for a specific product or service.
 +
 +**Customer Focus:**
 +
 +The canvas identifies the target customers for each value stream, ensuring solutions directly address their needs and expectations.
 +
 +**Solutions:**
 +
 +Each value stream defines the solutions it delivers, which could be features, products, or services that provide value to the target customers.
 +
 +**Budget and Funding:**
 +
 +The canvas allocates budgets for each value stream, reflecting the resources needed to develop and deliver their solutions.
 +
 +**Key Activities and Events:** 
 +
 +This section outlines the critical activities required to execute the value streams and any key events within the development lifecycle, such as planning sessions or reviews.
 +Partners and Resources:
 +
 +The canvas identifies any key partners or external resources needed to support the value streams and their success.
 +
 +**Cost Structure:** 
 +
 +This section details the cost elements associated with each value stream, providing transparency into resource allocation and potential areas for optimization.
 +Revenue Streams:
 +
 +While not always applicable, the canvas may consider potential revenue streams for each value stream, particularly if it involves commercial products or services.
 +
 +**KPIs (Key Performance Indicators):** 
 +
 +Measurable metrics are defined to track the performance of each value stream and ensure they are aligned with the overall portfolio vision and strategic themes.
 +
 +{{https://scaledagileframework.com/wp-content/uploads/2022/11/Portfolio_Vision_F02.svg}}
  
 === SAFe implementation roadmap === === SAFe implementation roadmap ===
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 +  - Reaching the Tipping Point: Build initial momentum by identifying early adopters and showcasing success stories.
 +  - Train Lean-Agile Change Agents: Equip a dedicated group with the knowledge and skills to guide the transformation.
 +  - Create a Lean-Agile Center of Excellence (CoE): Establish a central body to champion SAFe adoption and provide ongoing support.
 +  - Train Executives, Leaders, and Managers: Ensure leadership understands SAFe principles and can effectively guide teams.
 +  - Organize Around Value: Identify value streams and Agile Release Trains (ARTs) to optimize workflow.
 +  - Create the Implementation Plan: Develop a detailed roadmap outlining the implementation timeline and activities.
 +  - Prepare for ART Launch: Set the stage for a successful launch of the first ART.
 +  - Train Teams and Launch ART: Provide team members with SAFe training and officially launch the ART.
 +  - Coach ART Execution: Offer ongoing coaching and support to ensure the ART functions effectively.
 +  - Launch More ARTs and Value Streams: Gradually expand the use of SAFe across the organization.
 +  - Enhance the Portfolio: Focus on optimizing the portfolio management process to maximize value delivery.
 +  - Accelerate: Continuously improve and refine SAFe implementation through ongoing learning and adaptation.
  
  
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 https://scaledagileframework.com/built-in-quality/ https://scaledagileframework.com/built-in-quality/
 +
 +
 +
 +=== SAFe Lean Budget Guardrails ===
 +
 +
 +https://v5.scaledagileframework.com/guardrails/
 +
 +https://v5.scaledagileframework.com/lean-budgets/
 +
 +  -   Guiding investments by horizon (Evaluate, Emerge, Invest/Extract, Retire)
 +  -   Applying capacity allocation, to optimize value and solution integrity 
 +  -   Approving significant initiatives 
 +  -   Continuous Business Owner engagement
 +
 +
 +Guding by Horizons:
 +{{https://v5.scaledagileframework.com/wp-content/uploads/2021/01/Lean_Budgets_F08_WEB-3.png}}
 +
 +
 +
 +=== SAFE Lean-Agile Leadership ===
 +
 +
 +
 +The 3 Dimensions of lean-agile leadership:
 +
 +{{https://scaledagileframework.com/wp-content/uploads/2023/06/Keystone-LAL.svg}}
 +
 +  -  Mindset, Values, and Principles – By embedding the Lean-Agile way of working in their beliefs, decisions, responses, and actions, leaders model the expected norm throughout the organization.
 +  -  Leading by Example – Leaders gain earned authority by modeling the desired behaviors for others to follow, inspiring them to incorporate the leader’s example into their development journey.
 +  -  Leading Change – Leaders lead (rather than support) the transformation by creating the environment, preparing the people, and providing the necessary resources to realize the desired outcomes.
 +
 +
 +
 +The **Five Essential Leadership Qualities**
 +
 +
 +
 +
 +
 +**  Insatiable Learning ** 
 +
 +Insatiable learning depicts how leaders engage in the ongoing, voluntary, and self-motivated pursuit of knowledge and growth and encourage and support the same in others.
 +
 +**  Authenticity ** 
 +
 +Authenticity requires leaders to model desired professional and ethical behaviors. Acting with honesty, integrity, and transparency, they are true to themselves and their beliefs.
 +
 +**  Emotional Competence ** 
 +
 +Emotional competence describes how leaders identify and manage their emotions and those of others through self-awareness, self-regulation, motivation, empathy, and social skills.
 +
 +**  Courage ** 
 +
 +Courage is essential for leaders to guide their organizations through the rapidly changing dynamics of the digital age. It requires leaders to embrace vulnerability, take appropriate risks, and engage in difficult but necessary conversations to challenge the status quo.
 +
 +**  Growing Others ** 
 +
 +Growing others encourages leaders to provide each employee's personal, professional, and technical guidance and resources to assume increasing levels of responsibility and decision-making.
  
  
processes/safe.1711222329.txt.gz · Last modified: by skipidar