Differences

This shows you the differences between two versions of the page.

--- processes:safe [2024/03/23 20:12] – skipidar
+++ processes:safe [2024/03/24 18:39] (current) – skipidar
@@ Line 187: / Line 187: @@
 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
+    - build a problem solving culture, sence of urgency
@@ Line 208: / Line 212: @@
 **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**
@@ Line 345: / Line 375: @@
+  - 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.
@@ Line 369: / Line 411: @@
 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.