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Scaling Agile Practices – Improve Business Outcomes

Agilemania

Develop on Cadence; Release on Demand. Teams apply a process model that is optimized for highly variable knowledge work. In SAFe®, this is known as Develop on Cadence, a coordinated set of practices that support Agile Teams by providing a reliable series of events and activities that occur on a regular, predictable schedule.

Cadence 98
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The Three — Wait: Four — Elements of Empiricism

Scrum.org

Let’s start with what the Scrum Guide says about empiricism: “Scrum is founded on empiricism and lean thinking. Lean thinking reduces waste and focuses on the essentials.”. The emergent process and work must be visible to those performing the work as well as those receiving the work. Empiricism. Inspection. Adaptation. “If

2020 194
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SAFe Simply Explained (Part 1): Core Competencies and Principles

Inloox

High flexibility, adaptability and increased communication are just a few of the benefits that have led to significant improvements through the introduction of agile work processes in organizations. Lean Agile Leadership: Managers are the very core of lean agile development and business agility.

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The Complete Guide to Scaling Agile and SAFe for Business Agility

Agilemania

The entire organization had to be in the process, not just a few self-managed teams. . The cadence of development of multiple teams. These frameworks also encourage you to use Lean principles to optimize your flow. Becoming a truly lean and agile enterprise is the best bet for any organization aspiring to succeed. .

Agile 98
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Creating a Risk-Adjusted Backlog

Leading Answers

Prioritizing based on business value is an example of the lean concept of 'Taking an Economic View of Decision Making.' If we were following the PMI risk management process, this would involve the qualitative and quantitative risk management steps. Risk management, like backlog prioritization, is not a once-and-done process.

Risk 145
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From Order Taker to Opportunity Maker…IT’s Digital Transition for Driving the Business

Leading Agile

IT leaders driving the business are working with (not for) other leaders to continuously deliver value, manage on-demand, architect process change for business growth, becoming strategic advisors, and navigate through technology changes. Teams delivering on a predictable cadence earn the trust of the business.

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Building Trust via Trustworthiness

Leading Agile

The VP stated the Agile teams were in ‘chaos’ since being taught the concept of Lean Agile portfolios. Teams don’t keep a regular cadence of collaboration and review. The Business grows tired of the process and simply sets a date and freezes the scope. Without the usual smile and small talk, the VP began “This isn’t about you.

Cadence 62