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The Roles and Responsibilities of a SAFe Agilist You Never Knew

Agilemania

It was circa 2011 when Dean Leffingwell decided to conceptualize the Scaled Agile Framework. Software and IT teams delivering in an agile way alone isn’t enough. It’s when the entire organization uses Lean and agile practices to continually deliver innovative business solutions faster than the competition. Take an Economic View.

Lean 98
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SAFe Simply Explained (Part 1): Core Competencies and Principles

Inloox

What usually started in software development can now be extended to the entire company and thus, change the way people collaborate. These capabilities support each other and create opportunities for sustained leadership in the marketplace and services. So agility in itself is nothing new for many companies.

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Never work weekends again: The keys to a sustainable work pace

Guerrilla Project Management

A conversation with Rich Sheridan, CEO of Menlo Innovations, on how agile methods enable his team to build a sustainable and humane work pace while still meeting the needs of his business. Brought to you by: Project Management Telesummit: March 8-10, 2011 – Don’t miss hearing Rich speak at the Telesummit.

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In-Depth: The Evidence-Based Business Case For Agile

Scrum.org

They found that the ability of teams to develop a shared sense of value contributed significantly and strongly to project success. Hoda, Stuart & Marshall (2011) interviewed 30 Agile practitioners over a period of 3 years. Ultimately, the role of (top) management is to keep their business healthy and economically sustainable.

Agile 206
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The Complete Guide to Scaling Agile and SAFe for Business Agility

Agilemania

In 2011, Dean Leffingwell codified SAFe, the Scaled Agile Framework , to help bring the success that small teams have enjoyed with various agile methodologies such as Scrum or XP but scaled to the enterprise. Intel: Intel was reeling under pressure to constantly innovate while controlling costs and maintaining quality. .

Agile 98
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The Agile Cannon

Herding Cats

Quest for control (in manufacturing sense) makes innovation harder [2]. Innovation causes variability. Organizational culture largely determines if teams and individuals embrace and sustain collective responsibility. Pink, Drive: The surprising truth about what motivates us (2011). . [2] Non-creative work is easier.

Agile 61
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Risk Management Resources

Herding Cats

IEEE Transactions on Software Engineering , Vol. 5, September/October 2011. Project risk management: lessons learned from software development environment,” Young Hoon Kwak and Jim Stoddard,” Technovation , 24(11), pp. Software Engineering Institute, January 1996. 3, March 2002. 255, April 2010. 920, November 2004.