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What is Lean Portfolio Management? Primary Focus | Objectives

Agilemania

LPM also known as Lean Portfolio management, refers to how senior leadership uses lean principles and systems thinking approaches to align strategy with execution. Incorporating agile and lean portfolio management offer a path to improving business agility. What Are The Objectives Of Lean Portfolio Management?

Lean 98
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How to Set and Achieve Effective Sprint Goals

Scrum.org

A well-defined Sprint goal sparks intrigue, questions, and enthusiasm among both stakeholders and developers. OKRs (Objectives and Key Results) are a goal-setting framework that helps organizations define and track objectives and their outcomes. Create a Cadence of Accountability. Act on Lead Measures. A mbitious in scope.

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Disciplined Agile & SAFe

International Institute for Learning

They build on lean-agile thinking, and standard Scrum, Kanban, and DevOps practices. Full SAFe extends the framework to Large Solutions that require coordinating many ARTs and implementing Lean Portfolio Management. To coordinate the teams, SAFe applies cadence and synchronization.

Agile 59
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The Roles and Responsibilities of a SAFe Agilist You Never Knew

Agilemania

SAFe is a knowledge base of proven, integrated principles, practices, and competencies for achieving business agility using Lean, Agile, Systems Thinking, and DevOps. It’s when the entire organization uses Lean and agile practices to continually deliver innovative business solutions faster than the competition. Let’s get kickstarted.

Lean 98
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Review People Over Process

Henny Portman

Furthermore, neither agile or scrum contemplates how the agile team should be connected to a larger organization and to external partners who will likely have differing development processes and cadences. On the corresponding website www.TheTalesofAgility.com you can find some information about the author’s Lean and Agile Software trilogy.

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Half Agile Isn’t Real Transformation

Leading Agile

Most agile consultants and coaches are unfamiliar with back-end technologies, and they tend to treat them as a mysterious black box. This may be perfectly fine in some cases, but in many cases, the result is not so fine: Any change that is meaningful and impactful to the business can be delivered only on the pre-agile cadence.

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New PM, New Choices

Leading Answers

Consultants will say,  “Oh, it depends…”  and start a lengthy (aka expensive) conversation. When our projects undertake defined, repeatable work using technologies and approaches our organizations have experience in, then uncertainty and change rates are typically low and manageable.