knowledge2success

[knowledge2success]

SAFe for Government

SAFe for Government is a bunch of progress designs that help public area associations carry out Lean-Agile practices in an administration setting. The establishments of Lean and Agile reasoning have prompted higher achievement rates versus cascade strategies in programming and frameworks advancement in the private area. Government programs are beginning to encounter comparable outcomes utilizing these equivalent examples. Nonetheless, government organizations should address exceptional difficulties in Lean-Agile changes. The suggestions and best practices in SAFe for Government give explicit direction to address these worries. Lean-Agile and DevOps rehearses are acquiring interest among the pioneers answerable for the biggest most complex frameworks worked for government around the world. A lot of that interest is driven by the inward and outside powers changing how government offices offer types of assistance to residents and administrators. Maybe of course, these powers are like those found in business markets: The requirement for business (mission) dexterity Effect of computerized change The ascent of web-based media and moment admittance to data about IT spending Increasing resident assumptions Specialized obligation and out of date frameworks driving IT modernization drives Fast changes in protection frameworks and the worldwide digital danger climate Like revenue driven associations, the public authority is progressively reliant upon innovation. However, the customary ways to deal with creating and supporting new innovations have demonstrated to be lacking for making 21st century-arrangements. Coordinated practices have shown guarantee. Notwithstanding, the size and intricacy of government frameworks, going from a joblessness benefits site for French residents to the U.S. F-22 warrior fly, require more than group level Agile practices can give. Albeit these issues seem to be like those looked by business organizations, the authoritative setting, culture, and administration experts in the public-area climate are genuinely novel. Government obtaining cycles and laws are proposed to make a reasonable battleground among expected suppliers, yet they can likewise make administration and defer dissimilar to anything the private area encounters. What's more, government offices don't have the serious market dynamic and benefit rationale that drives fast change and development in a business climate. All things being equal, subsidizing is regularly given by authoritative bodies in politically-charged yearly allotments measures that move gradually. Indeed, even the idea of 'significant worth' in an administration innovation program is frequently hard to conceptualize and quantify. Since factors in government innovation improvement are explicit to these conditions, specific direction is needed to help change specialists as they lead changes. The connections that follow associate with articles that address the most well-known difficulties receiving SAFe in government programs and the accepted procedures that help progressing to a Lean-Agile model. Government appropriation of Lean-Agile has sped up to where most projects (80%+ in the U.S. as per a Deloitte study) are utilizing some type of Agile or iterative turn of events. Notwithstanding, Agile practices are regularly restricted to advancement groups and don't address the program and portfolio difficulties of procedure arrangement, planning, project-driven arranging, acquisitions, administration, consistence, and that's only the tip of the iceberg. Offices additionally come up short on a typical language and set of big business wide practices to make cooperative energies among projects and experts. With this SAFe for Government direction, upheld by the comparing SAFe for Government course, office pioneers will have the devices to defeat normal boundaries to SAFe appropriation and Lean-Agile works on, empowering better outcomes.           About American technology consulting: ATC is a preeminent training provider, supporting professionals across industries to develop new expertise and skills for recognition and growth in the corporate world.  ATC offers a wide range of services in training, learning, and development in technology and management fields developed to deliver high-value training through innovative and practical approaches. Please visit our website to learn more about our course offerings 

[knowledge2success]

Ten Critical ART Success Factors

SAFe has demonstrated to scale in all circumstances, from complex programming and frameworks improvement to security exchanging and clinical gadgets to memory chips and warrior airplane. Yet, with a particularly powerful structure, the inquiry turns out to be: how intently does an association have to follow different SAFe practices to get the ideal outcome? Additionally, when diagnosing SAFe execution issues, it here and there becomes evident that ventures might have skipped or quit playing out a portion of these basic practices. To help these difficulties, the accompanying Ten Critical ART Success Factors are a subset of Essential SAFe that portrays the insignificant SAFe components important for progress. #1 – Lean-Agile Principles SAFe practices are grounded in major Lean-Agile Principles. As associations receive SAFe, their ceaseless improvement exercises find far better methods of working. These standards guide those improvement endeavors and guarantee the changes are continuing on a nonstop way to the 'most limited economical lead time, with the best quality and worth to individuals and society.' #2 – Real Agile Teams and Trains Real Agile Teams and ARTs are completely cross-useful. They have everything, and everybody, important to deliver a working, tried augmentation of the arrangement. They are self-coordinating and self-overseeing, which empowers worth to stream all the more rapidly, with at least overhead. Lithe groups that can't characterize, assemble, and test their work are false Agile groups. Expressions that can't convey arrangements or some portion of them are false ARTs. #3 – Cadence and Synchronization Cadence gives a musical example, which offers a consistent heartbeat for the advancement cycle. It makes schedule those things that can be normal. Synchronization permits numerous points of view to be perceived and settled simultaneously. For instance, synchronization is utilized to arrange the different resources of a framework to survey arrangement level reasonability. #4 – PI Planning No occasion is more remarkable in SAFe than Program Increment (PI) arranging. It gives the musicality to the ART and associates methodology to execution by guaranteeing business and innovation arrangement. Adjusting the whole ART on a typical vision and objective makes significant energy and a common feeling of direction. #5 – Customer Centricity, DevOps and Release on Demand SAFe undertakings make a positive client experience across their full arrangement of items and administrations. They embrace a DevOps mentality, culture, and material specialized practices to empower more successive and greater deliveries as the market requests. These practices give quicker approval of speculations and produce more prominent benefits, expanded representative commitment, and more fulfilled clients #6 – System Demo The essential proportion of the ART's advancement is the target proof given by a functioning arrangement in the System Demo. Like clockwork, the full framework—the coordinated work of all groups on the train for that cycle—is demoed to the train's partners. Partners give the input the train needs to remain on track and make a remedial move. This replaces different types of administration that make extra work and moderate stream. #7 – Inspect and Adapt Inspect and Adapt is a huge occasion held each PI. It is a normal opportunity to reflect, gather information, and take care of issues. The examine and adjust occasion gathers groups and partners to survey the arrangement and characterize upgrades and activities expected to build the speed, quality, and dependability of the following PI. #8 – IP Iteration The Innovation and Planning Iteration happens each PI and fills various needs. It goes about as an assessing cradle for meeting PI targets, and gives committed chance to development, proceeding with training, PI Planning, and Inspect and Adapt. IP Iteration exercises acknowledge many Lean-Agile rules that empower business readiness. #9 – Architectural Runway Architectural Runway comprises of the current code, segments, and specialized framework important to help the execution of high need, close term highlights, right away and overhaul. Inadequate interest in the design runway eases back the train and makes the ART's conveyance less unsurprising. #10 – Lean-Agile Leadership For SAFe to be powerful, the undertaking's chiefs and supervisors should assume liability for Lean-Agile reception and achievement. Chiefs and supervisors should become Lean-Agile pioneers who are prepared—and afterward become mentors in—these more slender perspectives and working. Without administration assuming liability for the execution, the change will probably neglect to accomplish the full advantages .     About American technology consulting: ATC is a preeminent training provider, supporting professionals across industries to develop new expertise and skills for recognition and growth in the corporate world.  ATC offers a wide range of services in training, learning, and development in technology and management fields developed to deliver high-value training through innovative and practical approaches. Please visit our website to learn more about our course offerings 

[knowledge2success]

Essential SAFe

Fundamental SAFe contains the negligible arrangement of jobs, occasions, and curios needed to consistently convey business arrangements through an Agile Release Train (ART) collectively of Agile Teams. The Agile Release Train (ART) is the core of Essential SAFe. Expressions are virtual associations framed to traverse useful limits, kill superfluous handoffs and steps, and speed up esteem conveyance by executing SAFe Lean-Agile standards and practices. Three center capabilities: Team and Technical Agility – Describes the basic abilities and Lean-Agile standards and practices that high-performing Agile groups and Teams of Agile groups use to make excellent answers for their clients. Light-footed Product Delivery – Is a client driven way to deal with characterizing, fabricating, and delivering a nonstop progression of significant items and administrations to clients and clients. Lean-Agile Leadership – Describes how Lean-Agile Leaders drive and support authoritative change and functional greatness by engaging people and groups to arrive at their most noteworthy potential. The highlights of Essential SAFe include Agile Release Train – Is a seemingly perpetual group of Agile groups, which, alongside different partners, steadily creates, conveys, and where appropriate works, at least one Solutions in a worth stream. Consistent Delivery Pipeline – Describes the work processes, exercises, and mechanization expected to give a steady arrival of significant worth to the end-client. Customer Centricity – Is an outlook and a method of working together that spotlights on making positive encounters, for example, the client venture, which takes purchasers through the full arrangement of items and administrations that the endeavor offers. Design Thinking – Is a client driven advancement measure that makes positive items that are productive and manageable over their lifecycle. Program Increment (PI) – Is a timebox in which an ART conveys steady worth. PIs are regularly 8 – 12 weeks in length, and the most widely recognized example for a PI is four turn of events Cycles followed by one Innovation and Planning (IP) emphasis. Cycles – Are fixed-length timeboxes that give the improvement rhythm to Agile groups building Features and segments. Every cycle conveys an important augmentation of new usefulness. Innovation and Planning (IP) Iteration – Provides the groups with a chance for investigation and development, committed time for arranging, and learning through casual and formal channels. ScrumXP – Is a lightweight interaction for Agile Teams to convey esteem consistently. ScrumXP utilizes the Scrum system for dealing with the group and their work just as XP-determined quality practices. Team Kanban – Is a Lean technique that assists groups with working with the progression of significant worth by envisioning work process, building up Work in Process (WIP) limits, estimating throughput, and consistently working on their cycle. Built-In Quality – Ensures each arrangement augmentation is great and can promptly adjust to change. DevOps – Is an attitude, culture, and a bunch of specialized practices. It gives correspondence, incorporation, computerization, and close participation among every one individuals expected to design, create, test, convey, discharge, and keep a framework.             About American technology consulting: ATC is a preeminent training provider, supporting professionals across industries to develop new expertise and skills for recognition and growth in the corporate world.  ATC offers a wide range of services in training, learning, and development in technology and management fields developed to deliver high-value training through innovative and practical approaches. Please visit our website to learn more about our course offerings 

[knowledge2success]

Enterprise Architect

The Enterprise Architect builds up an innovation system and guide that empowers a portfolio to help current and future business capacities. They drive configuration, designing, reuse, use of examples, and make Enabler Epics for the structures that involve the arrangements in a portfolio. Depending on constant criticism, these modelers encourage versatile plan, and designing practices, and drive projects and groups to lift up a common specialized vision. Poor key specialized arranging, correspondence, can result in imperfect frameworks execution, which fundamentally restrains business readiness. Giving some Architectural Runway and administration empowers supporting current and future requirements, like convenience and conduct develops across the Enterprise's answer. Framework and Solution Architects offer this direction for Agile Release Trains (ARTs) and Solution Trains. In Portfolio SAFe and Full SAFe, the engineering challenge is much more critical. Consolidations and acquisitions, changes in hidden innovations, cutthroat separation, arising norms, and different factors frequently push organizations in bearings past the extent of Agile Teams. Venture Architects give vital specialized bearing across esteem Solution Trains and ARTs to guarantee the association can making the most of arising openings while reacting to and alleviating dangers. Parts of this methodology may incorporate proposals for the turn of events and conveyance of innovation stacks, interoperability, application program interfaces (APIs), and facilitating. They likewise apply a Customer-Centric outlook to their work while thinking about structural decisions. For instance, APIs are an interface that advantages from the use of Design Thinking rehearses, like utilizing engineer personas. The Enterprise Architect is centered essentially around the accompanying sorts of exercises: Teaming up with Lean Portfolio Management to give a significant level vision of big business arrangements and improvement drives Helping the Agile Program Management Office (APMO) and Lean-Agile Center of Excellence (LACE) to recognize and plan advancement esteem streams Aiding the worth streams hold fast to the spending guardrails for resigning arrangements Participating in the procedure for building and keeping up with the engineering runway by means of Enabler Epics Comprehension and conveying Strategic Themes, and other business drivers for engineering, to System and Solution Architects and non-specialized partners Driving compositional drives through empowering influence stories in the Portfolio Kanban framework and taking an interest in their investigation where appropriate Affecting displaying, plan, and coding rehearses Advancing Continuous Delivery Pipeline and DevOps abilities Gathering, creating, and examining imaginative thoughts and advances to use across the business Working with the reuse of code, parts, and demonstrated examples         About American technology consulting: ATC is a preeminent training provider, supporting professionals across industries to develop new expertise and skills for recognition and growth in the corporate world.  ATC offers a wide range of services in training, learning, and development in technology and management fields developed to deliver high-value training through innovative and practical approaches. Please visit our website to learn more about our course offerings 

[knowledge2success]

Large Solution SAFe

Huge Solution SAFe depicts extra jobs, practices, and direction to construct and develop the world's biggest applications, organizations, and digital actual frameworks.   The Essential SAFe arrangement An extra capability, Enterprise Solution Delivery that depicts how to apply Lean-Agile standards and practices to the determination, improvement, organization, activity, and development of the world's biggest and most refined programming applications, organizations, and digital actual frameworks. The enormous arrangement level jobs, antiques, and occasions The full crossing range An association with the Enterprise or Government substance the arrangement upholds  Enormous Solution SAFe is intended for undertakings that face the greatest difficulties—assembling huge scope arrangements that are past the extent of a solitary ART to create. Building these arrangements requires extra jobs, curios, occasions, and coordination.  The Solution Train is the hierarchical vehicle that organizes the endeavors of various ARTs and providers to convey the world's biggest and most complex frameworks. The worth conveyed by Solution Trains can go from center financial applications in worldwide monetary foundations to fly contenders and satellite frameworks. Lean Enterprises that form these frameworks of-frameworks require capacities, standards, and practices past those followed by a solitary ART. For additional conversation and a bunch of best practices for building enormous arrangements read the Enterprise Solution Delivery capability article .                   About American technology consulting: ATC is a preeminent training provider, supporting professionals across industries to develop new expertise and skills for recognition and growth in the corporate world.  ATC offers a wide range of services in training, learning, and development in technology and management fields developed to deliver high-value training through innovative and practical approaches. Please visit our website to learn more about our course offerings 

[knowledge2success]

Program and Solution Kanban

Functional worth streams (OVS) are the arrangement of exercises expected to convey an item or administration to a client. Models incorporate assembling an item, satisfying a request, conceding and treating a clinical patient, giving a credit, or conveying an expert help. Most representatives work in functional worth streams that serve the client straightforwardly, where they may: Market the endeavor's items and administrations Sell and cycle orders Assembling items Offer help and convey related administrations Tending to the client's requirements with the arrangements they have helps keep the business productive and solid. That is the subject of this article. In any case, most SAFe's direction centers around aiding the frameworks and programming designers, item chiefs, engineers, researchers, IT professionals, and other people who work being developed worth streams. That is the subject of the ally to this article: Development Value Streams (DVS). That is the place where the fundamental exercises of characterizing, executing, and supporting inventive, advanced information empowered arrangements happen. Be that as it may, the clients they serve live either in the organization or toward the finish of the functional worth stream. In this way, a comprehension of the undertaking's functional worth streams is basic to successful arrangement plan and execution. Understanding them implies knowing your client, a basic part of Customer Centricity and Design Thinking. As portrayed in the Development Value Stream article and Principle 10, Organizing around esteem, the worth stream idea is a basic supporting of Lean reasoning and basic to SAFe. Advancement esteem streams are the essential authoritative model in SAFe. A SAFe portfolio is included them, each devoted to building and supporting a bunch of arrangements. Worth streams are the most key develop of Lean reasoning and are fundamental to SAFe. Each worth stream addresses the grouping of stages an undertaking uses to convey worth to its client. Each features efficiencies and shortcomings, delays, modify, and bottlenecks. They additionally outline the effect that stream, or its absence, has on individuals who really accomplish basically everything. Recognizing, imagining, and advancing worth streams is the essential strategy a Lean venture utilizes to abbreviate time to advertise while working on the practicality, quality, and worth of its items and administrations. Understanding worth streams are the way to opening genuine Business Agility. Recognizing Operational Value Streams Worth streams give the most fundamental and crucial information on how a venture serves its client. There is no substitute, and the Lean venture consistently further develops its business execution by distinguishing, investigating, and enhancing its worth streams. The motivation behind improvement esteem streams is to make and propel the frameworks and items the functional worth stream employments. In this way, understanding those worth streams is likewise fundamental to business execution. Notwithstanding, dissimilar to the trail lighting in a dull theater, esteem streams don't enlighten themselves. They are perplexing, and nobody in the undertaking probably sees any one single stream precisely. This implies that SAFe Program Consultants (SPCs) and their Lean chiefs frequently assume on the liability to comprehend and assist with enhancing how the association's frameworks backing's functional worth streams. With most such worth streams, the stand by between steps devours most of the lead time. Without a doubt, it isn't strange that the absolute handling time is just 5% of the lead time. To further develop lead time, the regular propensity is to diminish handling time, which has its advantages. All things considered, that is the place where individuals accomplish the work. Furthermore, everybody needs to work all the more productively. In any case, unreasonably zeroing in on preparing time can adversely affect individuals, culture, and quality. That, thusly, can on the other hand increment by and large lead time and abatement monetary results.         About American technology consulting: ATC is a preeminent training provider, supporting professionals across industries to develop new expertise and skills for recognition and growth in the corporate world.  ATC offers a wide range of services in training, learning, and development in technology and management fields developed to deliver high-value training through innovative and practical approaches. Please visit our website to learn more about our course offerings     

[knowledge2success]

Program and Solution Kanban

The Program and Solution Kanban frameworks are a technique to envision and deal with the progression of Features and Capabilities from ideation to investigation, execution, and delivery through the Continuous Delivery Pipeline. The Kanban frameworks help Agile Release Trains (ARTs) and Solution Trains match interest to limit dependent on Work in Process (WIP) restricts, and imagining bottlenecks in each interaction state recognizes openings for persistent improvement (depicted in the SAFe House of Lean). The Kanban framework additionally incorporates approaches administering the section and exit of work things in each state. Execution and the board of the program and arrangement Kanban frameworks happen with the help of Product and Solution Management. Carrying out the Kanban frameworks requires a comprehension of Lean and Agile turn of events and how limit is accessible for new turn of events, the same old thing upkeep, and backing exercises. When these are perceived, the Enterprise would then be able to assess Essential and Large Solution level drives intelligently and logically, supporting their examination and guage timing for execution dependent on proper measurements. Kanban frameworks are the essential instrument to accomplish SAFe Principle #6 – Visualize and cutoff WIP, lessen group measures, and oversee line length, just as the Lean idea of stream. These frameworks give numerous advantages: Increment perceivability into existing and impending work, and better comprehend the progression of work Guarantee ceaseless refinement of new worth definition and acknowledgment rules Cultivate joint effort across disciplines, capacities, and levels Backing monetary dynamic by setting the arrangements for the force based instrument Set up associations between the ARTs, Solution Train, and Portfolio Groundbreaking thoughts start with Continuous Exploration and may begin locally from the ART or come from an upstream Kanban (e.g., arrangement or Portfolio Kanban). Neighborhood content position, Product Management, and System Architects deal with this Kanban     Funnel – All novel thoughts are wanted here. They may incorporate new usefulness, improvement of the current framework capacities, or Enabler work. Analyzing – New thoughts that line up with the Vision and backing the Strategic Themes are additionally investigated by Agile Teams when they have accessible limit. Refinement incorporates the joint effort to transform the inexactly shaped thought into at least one all around framed highlights with portrayals, business advantage theories, acknowledgment standards, and sizes in standardized story focuses. Each element may require prototyping or different types of investigation by Agile Teams. As far as possible for this state should represent the accessibility of Product Management just as the limit of groups and other topic specialists. Program Backlog – The most noteworthy need includes that were examined and supported result Management advance to this state, where they are focused on with Weighted Shortest Job First (WSJF), comparative with the remainder of the build-up, and anticipate execution. Implementing – At each Program Increment (PI) limit the ART pulls the top highlights from the program excess and moves them into the carrying out state. Through the PI Planning measure, they get parted into stories, arranged into cycles and therefore carried out by groups during the PI. Validating on staging – During every emphasis, includes that are prepared for criticism get maneuvered into this state. The groups coordinate and test them with the remainder of the framework in an organizing climate (or its nearest intermediary) and afterward present to Product Management and different partners for endorsement. Supported highlights move to the 'prepared' part of this state, where they're focused on again utilizing WSJF to anticipate sending. Deploying to production – When limit opens up for organization exercises (or quickly in a completely computerized consistent conveyance climate) the component gets moved to creation. In frameworks that different sending from discharge (see Continuous Deployment for additional subtleties), the component moves to the 'prepared' part of this state to anticipate discharge. In different frameworks, the component consequently moves to the delivering state on the grounds that once it shows up in the creation climate, clients can promptly get to it. This state is WIP restricted to stay away from the development of highlights that are sent however not yet delivered. Releasing – When there's adequate worth, market need, and opportunity, highlights are delivered to a few or the entirety of the clients, where the assessment of the advantage speculation occurs. While the component moves to the 'done' state, new work things might be made dependent on the taking in accumulated from the element. About American technology consulting: ATC is a preeminent training provider, supporting professionals across industries to develop new expertise and skills for recognition and growth in the corporate world.  ATC offers a wide range of services in training, learning, and development in technology and management fields developed to deliver high-value training through innovative and practical approaches. Please visit our website to learn more about our course offerings  

[knowledge2success]

System  Architect/Engineering

System Architect/Engineering is responsible for defining and communicating a shared technical and architectural vision for an Agile Release Train (ART) to help ensure the system or Solution under development is fit for its intended purpose. System Architects describe the Solution Context and Solution Intent, analyze technical trade-offs, determine the primary components and subsystems, identify the interfaces and collaborations between them, define Nonfunctional Requirements (NFRs), guide Enablers through the Program and Solution Kanban systems, and work with Product Management, Solution Management, customers, and Suppliers to help ensure fitness for purpose. They play a critical role in aligning teams on the Agile Release Train (ART) and Solution Train to a shared technical direction and partner with those teams in elaborating the Solution, validating technology assumptions, evaluating implementation alternatives, and creating the Continuous Delivery Pipeline. In ARTs that are not part of a Solution Train, System Architects also perform many of the activities of Solution Architect/Engineers System Architect/Engineering support solution development by providing, communicating, and evolving the broader technology and architectural view of the solution. System Architect/Engineering operates mainly in the context of the ART, where they work with Agile Teams and provide technical enablement concerning subsystems and capability areas for an ART. They collaborate closely with business stakeholders, teams, customers, suppliers, and third-party stakeholders in defining the technology infrastructure, decomposing solutions, and systems into components and subsystems, and defining and managing their interfaces and APIs. While providing a general view of solution architecture, Architect/Engineering enables those who implement value by empowering them to make local decisions, allowing faster flow of work and better economics. Responsibilities of System/Architect Engineering Participate in planning, definition, and high-level design of the solution and exploration of solution alternatives Enable the Continuous Delivery Pipeline through appropriate design guidelines and investment advocacy Actively participate in the Continuous Exploration process as part of the Continuous Delivery Pipeline, especially with enabler Epics Define subsystems and their interfaces, allocate responsibilities to subsystems, understand solution deployment, and communicate requirements for interactions with solution context Work with customers, stakeholders, and suppliers to establish high-level solution intent, and the solution intent information models and documentation requirements Establish critical NFRs for the solution and participate in the definition of others Operate within an economic framework when analyzing the impact of design decisions Work with portfolio stakeholders, notably the Enterprise Architect, to develop, analyze, split, and realize the implementation of enabler epics Participate in Program Increment (PI) Planning and Pre- and Post-PI Planning, System and Solution Demos, and Inspect and Adapt(I&A) events Define, explore, and support the implementation of enablers to evolve solution intent, working directly with Agile teams to implement them Plan and develop the Architectural Runway in support of new business Features and Capabilities Work with Product and Solution Management to determine the capacity allocation for enablement work Support technology/engineering aspects of program and solution Kanbans Provide oversight and foster Built-In Quality and Team and Technical Agility     For Large Solutions that require multiple ARTs, System Architect/Engineering gains additional responsibilities that support alignment, which incluides Collaborate with Solution Architect/Engineering – System Architect/Engineering collaborate with Solution Architect/Engineering to ensure discrete solutions created by each ART and supplier fit into and support the larger capabilities and direction of the overall solution. This involves participation in Solution Backlog refinement and prioritization, defining enabler capabilities and NFRs, and assigning architectural responsibilities to the various components and subsystems. A description of the relationship between these roles and the role of the Enterprise Architect can be found in the Enterprise Architect article. Participate in Pre- and Post-PI Planning – System Architect/Engineering participates in the pre-PI planning event, working with the Solution Train stakeholders to define the architectural approach, capability roadmap, and high-level objectives for the upcoming PI planning. In the post-PI planning event, System Architect/Engineering helps summarize findings into an agreed-to set of solution PI objectives and validates alignment of the various ART technical directions. About American technology consulting: ATC is a preeminent training provider, supporting professionals across industries to develop new expertise and skills for recognition and growth in the corporate world.  ATC offers a wide range of services in training, learning, and development in technology and management fields developed to deliver high-value training through innovative and practical approaches. Please visit our website to learn more about our course offerings 

[knowledge2success]

Continuous Delivery Pipeline

CDP

The Continuous Delivery Pipeline (CDP) addresses the work processes, exercises, and mechanization expected to shepherd another piece of usefulness from ideation to an on-request arrival of significant worth to the end client. Building and keeping a Continuous Delivery Pipeline furnishes every ART with the capacity to convey new usefulness to clients definitely more regularly than with customary cycles. For a few, 'nonstop' may mean every day delivers or in any event, delivering on numerous occasions each day. For other people, ceaseless may mean week by week or month to month delivers—whatever fulfills market requests and the objectives of the undertaking. Customary practices will in general see discharges as huge solid pieces. Notwithstanding, actually delivering esteem need not mean an 'go big or go home' approach. Utilizing a satellite for instance, the components of the framework are contained the satellite, the ground station, and a web ranch that takes care of the obtained satellite information to end-clients. A few components might be delivered every day—maybe the web ranch usefulness. Different components, similar to the equipment parts of the actual satellite, may just be delivered each dispatch cycle. Decoupling the web ranch usefulness from the actual dispatch dispenses with the requirement for a solid delivery. It additionally builds Business Agility by permitting parts of the answer for be conveyed in light of regular changes in market need. The SAFe constant conveyance pipeline contains four viewpoints: nonstop investigation, ceaseless mix, consistent sending, and delivery on request. The CDP empowers associations to plan their present pipeline into another construction and afterward utilize steady improvement to convey worth to clients. Input circles that exist inside and between the viewpoints, and remotely between the clients and the endeavor, fuel enhancements. Interior input circles frequently focus on measure enhancements, while outside criticism regularly fixates on arrangement upgrades. All in all, the enhancements make collaboration in guaranteeing the venture is 'building the correct thing, the correct way' and conveying worth to the market regularly. The sections beneath depict every angle. The Four Aspects of the Continuous Delivery Pipeline Constant Exploration (CE) centers around making arrangement on what should be fabricated. In CE, plan believing is utilized to guarantee the undertaking comprehends the market issue/client need and the arrangement needed to address that issue. It begins with a thought or a theory of something that will offer some benefit to clients, ordinarily in light of client input or statistical surveying. Thoughts are then investigated and further explored, prompting the agreement and assembly of what is required as either a Minimum Viable Product (MVP) or Minimum Marketable Feature (MMF). These feed the arrangement space of investigating how existing models and arrangements can, or ought to, be altered. At last, assembly happens by understanding which Capabilities and Features, whenever executed, are probably going to meet client and market needs. Aggregately, these are characterized and focused on in the Program Backlog. Ceaseless Integration (CI) centers around taking highlights from the Program build-up and carrying out them. In CI, the utilization of configuration thinking apparatuses in the issue space centers around refinement of highlights (e.g., planning a client story map), which may persuade more exploration and the utilization of arrangement space instruments, (for example, client input on a paper model). After explicit highlights are unmistakably perceived, Agile Teams execute them. Finished work is focused on rendition control, constructed and incorporated into a full framework or arrangement, and tried start to finish prior to being approved in an organizing climate. Consistent Deployment (CD) takes the progressions from the organizing climate and conveys them to creation. By then, they're checked and observed to ensure they are working appropriately. This progression makes the highlights accessible underway, where the business decides the suitable opportunity to deliver them to clients. This viewpoint likewise permits the association to react, rollback, or fix forward when fundamental. Delivery on Demand (RoD) is the capacity to make esteem accessible to clients at the same time, or in an amazed style based market and business needs. This gives the business the chance to deliver when market timing is ideal and cautiously control the measure of hazard related with each delivery. Delivery on Demand additionally envelops basic pipeline exercises that protect the soundness and progressing worth of arrangements long after discharge.   About ATC - American technology consulting: ATC is a preeminent training provider, supporting professionals across industries to develop new expertise and skills for recognition and growth in the corporate world.  ATC offers a wide range of services in training, learning, and development in technology and management fields developed to deliver high-value training through innovative and practical approaches. Please visit our website to learn more about our course offerings  

[knowledge2success]

About Built-In Quality

Implicit Quality practices guarantee that every Solution component, at each augmentation, satisfies proper quality guidelines all through improvement. The Enterprise's capacity to convey new usefulness with the most limited supportable lead time, and adjust to quickly changing business conditions, relies upon Solution quality. Thus, it ought to be nothing unexpected that underlying quality is one of the SAFe Core Values just as a guideline of the Agile Manifesto, "Constant thoughtfulness regarding specialized greatness and great plan improves spryness"  Implicit quality is additionally a center guideline of the Lean-Agile Mindset, assisting with staying away from the expense of deferrals (CoDs) related with reviews, improve, and fixing deserts. SAFe's underlying quality way of thinking applies frameworks thinking to improve the entire framework, guaranteeing a quick stream across the whole Development Value Stream, and makes quality everybody's work. All groups including programming, equipment, activities, item promoting, lawful, security, consistence, and so forth share the objectives and standards of underlying quality. In any case, the practices will fluctuate by discipline on the grounds that their work items differ. To help Business Agility, endeavors should consistently react to showcase changes and the nature of the work items that drive business esteem straightforwardly decide how rapidly groups can convey. The work items that drive business change by area yet incorporate programming, equipment plans, scripts, designs, pictures, showcasing material, contracts, and numerous others. Items based on stable specialized establishments that adhere to guidelines are simpler to change and adjust. This is considerably more basic for huge arrangements, as the aggregate impact of even minor deformities and wrong presumptions can make inadmissible results. Building great requires continuous preparing and responsibility, however the business benefits warrant the venture: Higher consumer loyalty Further developed speed and conveyance consistency Better framework execution Further developed capacity to advance, scale, and meet consistence necessities The rest of this article depicts SAFe's five parts of implicit quality for innovation centered groups and work items. Business-centered groups can utilize them as a kind of perspective when applying worked in quality practices to their work items. Building up stream is essential to all groups as it portrays how to eliminate the mistakes, adjust, and other waste that eases back throughput. The excess four portray quality practices that can be adjusted to various spaces including test-first, computerization, and investigating choices with set-based plan. The Built-in Quality component of Team and Technical Agility likewise contains quality direction that is by and large pertinent to all groups – matching, aggregate possession, norms, computerization, and meaning of done.   Releasing allows the business to measure the effectiveness of a Feature’s benefit hypothesis. The faster an organization releases, the faster it learns and the more value it delivers. Modular architectures that define standard interfaces between components allow smaller, component-level changes to be released independently. Smaller changes allow faster, more frequent, less risky releases, but require an automated pipeline  to ensure quality. Unlike a traditional server infrastructure, an ‘immutable infrastructure’ does not allow changes to made manually and directly to production servers. Instead, changes are applied to server images, validated, and then launched to replace currently running servers. This approach creates more consistent, predictable releases. It also allows for automated recovery. If the operational environment detects a production error, it can roll back the release by simply launching the previous image to replace the erroneous one.     About ATC - American technology consulting: ATC is a preeminent training provider, supporting professionals across industries to develop new expertise and skills for recognition and growth in the corporate world.  ATC offers a wide range of services in training, learning, and development in technology and management fields developed to deliver high-value training through innovative and practical approaches. Please visit our website to learn more about our course offerings  

[knowledge2success]

The responsibilities of the Scrum Master role

Scrum Master Scrum Masters are worker pioneers and mentors for an Agile Team. They help edu- cate the group in Scrum, Extreme Programming (XP), Kanban, and SAFe, guaranteeing that the concurred Agile cycle is being followed. They additionally help eliminate impediments and cultivate a climate for high-performing group elements, ceaseless stream, and steady improvement. Albeit the Scrum Master job is for the most part based on standard Scrum, Agile Teams—even those groups that are applying Kanban— set up this situation to help the group meet its objectives and organize exercises with different groups. The Scrum Master job is taken by a colleague whose essential obligation is helping oneself getting sorted out, self-overseeing group accomplish its objectives. Scrum Masters do this by educating and instructing group works on, carrying out and supporting SAFe standards and works on, recognizing and wiping out obstructions, also, working with stream.  with a Lean-Ag-ile Mindset. Helps the group embrace SAFe Fundamental beliefs, embrace and apply SAFe Principles, and carry out SAFe practices. Supports the group rules – The guidelines of an Agile Team are lightweight, yet they are controls none-theless, and the Scrum Master is answerable for building up them. These may incorporate the principles of Scrum, Built-In Quality practices from Extreme Programming (XP), Work in Process (WIP) limits. The Scrum Master job is a novel Agile colleague who spends quite a bit of her time helping other colleagues impart, arrange, and collaborate; for the most part, this individual helps the group in gathering their conveyance objectives. The Scrum Expert is a worker chief who empowers groups to self-orga-nize, self-oversee, and convey by means of compelling Lean-Agile practices. The Scrum Master upholds and implements the Scrum interaction and different principles that the group has concurred. The Scrum Master likewise helps the group arrange with different groups on the Agile Release Train (ART) also, conveys status to the board depending on the situation. The Scrum Master job is an extraordinary Agile colleague who spends a lot of her time helping other colleagues impart, arrange, and coordinate; for the most part, this individual helps the group in gathering their conveyance objectives. The Scrum expert is a worker chief who empowers groups to self-orga-nize, self-oversee, and convey through compelling Lean-Agile practices. The Scrum Master upholds and implements the Scrum interaction and different guidelines that the group has concurred. The Scrum Master likewise helps the group facilitate with different groups on the Agile Release Train (ART) what's more, imparts status to the board on a case by case basis. Responsibilities A viable Scrum Master is a group based worker pioneer who: ► Exhibits Lean-Agile authority - Exhibits the practices of a Lean-Agile Pioneer with a Lean-Agile Mindset. Helps the group embrace SAFe Core Qualities, embrace and apply SAFe Principles, and carry out SAFe practices. ► Supports the group rules – The standards of an Agile Team are lightweight, yet they are controls none-theless, and the Scrum Master is liable for building up them. These may incorporate the standards of Scrum, Built-In Quality rehearses from Extreme Programming (XP), Work in Process (WIP) limits from Kanban, and some other interaction administers the group has concurred. ► Facilitates the group's advancement toward group objectives – The Scrum Master is prepared as a group facilitator and is constantly occupied with testing the old standards of advancement to further develop execution in the space of value, consistency, stream, and speed. They help the group center around every day and Emphasis Goals with regards to current Program Increment (PI) Objectives. ► Leads collaborations in persevering improvement – Helps the group improve and take respon-sibility for their activities; works with the group review. Shows critical thinking tech-niques and assists the group with becoming issue solvers for themselves. ► Facilitates gatherings – Facilitates all group gatherings, including (where pertinent) the Daily Stand-up, Iteration Planning, Iteration Review, and Cycle Retrospective. ► Supports the Product Owner – The Scrum Master helps the Product Owner in their endeavors to deal with the accumulation and guide the group while working with a sound group dynamic as for needs and degree. ► Eliminates obstructions – Many hindering issues will be past the group's authority or may need help from different groups. The Scrum Master effectively resolves these issues with the goal that the group can stay zeroed in on accomplishing the targets of the Iteration. ► romotes SAFe quality practices – SAFe gives direction to help the groups in continually working on the nature of their expectations and meeting the Definition of Done. The Scrum Master helps cultivate the way of life of specialized discipline and craftsmanship that is the sign of compelling Agile groups. ► Builds a high-performing group – Focuses in steadily further developing group elements also, perfor-mance. Assists the group with overseeing relational contentions, difficulties, and openings for development. Heightens individuals issues to the executives where essential, yet solely after inward group measures have neglected to determine the issue; helps people and groups through changes. ► Protects and conveys – Communicates with the executives and outside partners; shields the group from uncontrolled development of work. ► Responsibilities on the train – The Scrum Master helps facilitate between group participation and assists the group with working the train. ► Coordinates with different groups – The Scrum Master is ordinarily the delegate in the Scrum of Scrums (SoS) meeting, and they pass data from that gathering back to the group (see Program Increment for more subtleties). They regularly facilitate with the System Team, User Experience, Architecture, and Shared Services. Note, notwithstanding, that the duty regarding between group coordination can't be appointed totally to the Scrum Master; each colleague shares obligation in such manner. ► Facilitates arrangement and status for ART occasions – Assists the group in groundwork for ART exercises, including PI Planning, System Demos, and the Inspect and Adapt. ► Supports assessing – Guides the group in building up standardized appraisals what's more, assists the group with seeing how to gauge Features and Capabilities.   About ATC - American technology consulting: ATC is a preeminent training provider, supporting professionals across industries to develop new expertise and skills for recognition and growth in the corporate world.  ATC offers a wide range of services in training, learning, and development in technology and management fields developed to deliver high-value training through innovative and practical approaches. Please visit our website to learn more about our course offerings 

[knowledge2success]

Lean-Agile Leadership

Lean-Agile Leadership The Lean-Agile Leadership ability portrays how Lean-Agile Leaders drive and support authoritative change and functional greatness by enabling people and groups to arrive at their most noteworthy potential. They do this through showing others how its done; learning and demonstrating SAFe's Lean-Agile attitude, qualities, standards, and practices; and driving the change to another method of working. It is one of the seven center skills of the Lean Enterprise, every one of which is fundamental to accomplishing Business Agility. Each center ability is upheld by a particular appraisal, which empowers the undertaking to survey their capability. An association's supervisors, chiefs, and different pioneers are answerable for the reception, achievement, and continuous improvement of Lean-Agile turn of events and the skills that lead to business nimbleness. Just they have the power to change and consistently further develop the frameworks that oversee how work is performed. Additionally, just these pioneers can establish a climate that energizes high-performing Agile groups to prosper and create esteem. Pioneers, thusly, should disguise and demonstrate more slender perspectives and working so that colleagues will gain from their model, training, and support. Turning into a Lean undertaking is neither straightforward nor simple. As depicted underneath, business spryness requires another way to deal with administration. It begins with pioneers embodying practices that will rouse and inspire the association to seek after a superior method of working. They set the model by instructing, enabling, and connecting with people and groups to arrive at their most elevated potential through Lean and Agile standards and practices.   In short, knowledge alone won’t be enough. Lean-Agile leaders must do more than simply support the transformation: they must actively lead the change, participating in and guiding the activities necessary to understand and continuously optimize the flow of value through the enterprise. Lean-Agile leaders: Organize and reorganize around value Identify queues and excess Work in Process (WIP) Continually focus on eliminating waste and delays Eliminate demotivating policies and procedures Inspire and motivate others Create a culture of relentless improvement Provide the space for teams to innova     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 own personal development journey. Mindset 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 Change – Leaders lead (rather than simply support) the transformation by creating the environment, preparing the people, and providing the necessary resources to realize the desired outcomes.   SAFe Core Values     The four guiding principle that characterize SAFe's fundamental goals and convictions are arrangement, straightforwardness, underlying quality, and program execution. Pioneer practices assume a basic part in conveying, displaying, and accentuating these qualities and how they guide the association in its excursion to accepting nimbleness. Here are a few ideas for supporting these qualities: Alignment – Communicate the mission by setting up and communicating the portfolio methodology and arrangement vision. Assist with getting sorted out the worth stream and arrange conditions. Give pertinent briefings and take part in Program Increment (PI) Planning. Help with excess perceivability, survey, and readiness; routinely check for comprehension. Built-in quality – By declining to acknowledge or transport bad quality work, Lean-Agile pioneers exhibit their obligation to quality. They support interests in scope quantification for upkeep and to pay off specialized obligation, guaranteeing that the worries of the whole association—including configuration thinking, UX, design, tasks, security, and consistence—are essential for the ordinary progression of work. Transparency – Visualize all applicable work. Assume proprietorship and liability for blunders and slip-ups. Concede stumbles while supporting other people who recognize and gain from theirs. Never rebuff the courier. All things being equal, commend learning. Establish a climate where the realities are in every case amicable and straightforward. Program execution – Participate as Business Owners in PI execution and build up business esteem. Assist with changing the extension to guarantee request matches limit. Praise top notch Program Increments while forcefully eliminating obstructions and demotivators.   

American technology consulting: ATC is a preeminent training provider, supporting professionals across industries to develop new expertise and skills for recognition and growth in the corporate world.  ATC offers a wide range of services in training, learning, and development in technology and management fields developed to deliver high-value training through innovative and practical approaches. Please visit our website to learn more about our course offerings 

[knowledge2success]

PI Objectives

PI Objectives Program Increment (PI) Objectives are an outline of the business and specialized objectives that an Agile Team or train means to accomplish in the impending Program Increment (PI). During PI Planning, groups make PI goals, which are the things they mean to achieve in the impending Program Increment (PI). These give a few advantages:   Provide a common language for communicating with business and technology stakeholders Creates the near-term focus and vision Enables the ART to assess its performance and the business value achieved via the Program Predictability Measure Communicates and highlights each team’s contribution to business value Exposes dependencies that require coordination SAFe relies on a rolling wave of short-term commitments from Agile teams and trains to assist with business planning and outcomes, resulting in improved alignment and trust between development and business stakeholders. These are communicated via PI objectives. While, by its very nature, development is uncertain, the business depends on teams for some amount of reliable, predictable forecasting. Too little, and the business can’t plan. Too much, and the business has committed to longer term plans, which are at best unreliable, and also limit agility. Business and technology stakeholders need something in between, and that is a primary purpose of PI objectives. In addition to alignment, the process of setting realistic objectives also helps avoid too much work in process (WIP) in the system. PI objectives are built largely bottom-up as the teams identify them during PI planning. During PI planning, the teams get presented with new Features and plan the Stories they need to deliver these alongside stories that represent work from their local context. This work is described as a set of specific team PI objectives. Doing so requires estimating and planning, knowledge of the teams capacity, analysis of upcoming features, defining stories for the Team Backlog, and, finally, summarizing the information into simple business terms that can be understood by everyone. As for the number of objectives a team should establish, there is no fixed rule, but 7-10 seems to be about right. More, and the detail and specificity are hard to understand and process by other teams and the team’s business partners. Plus there are too many to review and process in a medium to large ART. Less, and the level of abstraction or aggregation is probably too high to be measured objectively at the end of the PI.  Committing to, and delivering, a series of short-term objectives helps to build trust. Trust allows all stakeholders to move forward with confidence and to base decisions and plans on what is ‘very likely to be true very soon’. But planning with confidence in the face of the uncertainty inherent in research and development is difficult. Things don’t always go as planned, and it’s simply prudent to build some small amount of buffer into the system. If the buffer is too big, then less might be accomplished than would otherwise be the case. If the buffer is too small, many commitments may turn out not to be feasible and planning and confidence erodes. To address, this SAFe recommends teams use both committed and uncommitted objectives during planning. (Note: these were ‘stretch’ objectives in earlier versions of SAFe). Uncommitted objectives help improve the predictability of delivering business value since they are not included in the team’s commitment or counted against teams in the program predictability measure. Uncommitted objectives are used to identify work that can be variable within the scope of a PI. The work is planned, but the outcome is simply not certain. Teams can apply uncommitted objectives whenever there is low confidence in meeting the objective. This can be due to many circumstances: Dependencies with another team or supplier that cannot be guaranteed. The team has little to no experience with functionality of this type. In this case the teams may plan ‘Spikes’ early in the PI to reduce uncertainty. There are a large number of fairly critical objectives that the business is depending on and the team is already loaded close to full capacity. In this case, a few (no more than 2-3) uncommitted objectives are prudent. However, teams do their best to deliver the uncommitted objectives, and they are included in the capacity and plan for the PI. However, since these objectives might not be finished in the PI, stakeholders plan accordingly. Uncommitted objectives provide several benefits: Improved economics – Without uncommitted objectives, a team is committing to a 100 percent scope in a fixed timebox. This forces teams to trade off quality or build other buffers into the system. The other buffers can accumulate, and convert ‘uncertain earliness to certain lateness’, resulting in less overall throughput. Increased reliability – Uncommitted objectives represent variable scope, allowing confidence in the delivery of the main priorities. In turn, delivering on the stated commitments is the most important factor in building trust between the teams and the stakeholders. Adaptability to change – To reliably deliver on a cadence, uncommitted objectives provide the capacity margin needed to meet commitments, yet alter priorities if necessary, when fact patterns change.         American technology consulting: ATC is a preeminent training provider, supporting professionals across industries to develop new expertise and skills for recognition and growth in the corporate world.  ATC offers a wide range of services in training, learning, and development in technology and management fields developed to deliver high-value training through innovative and practical approaches. Please visit our website to learn more about our course offerings 

[knowledge2success]

Agile Release Train

The Agile Release Train (ART) is a seemingly perpetual group of Agile groups, which, alongside different partners, steadily creates, conveys, and where appropriate works, at least one arrangements in a worth stream.     ARTs operate on a set of common principles: The schedule is fixed – The train departs the station on a known, reliable schedule, as determined by the chosen Program Increment (PI) cadence. If a Feature misses a timed departure and does not get planned into the current PI, it can catch the next one. A new system increment every two weeks – Each train delivers a new system increment every two weeks. The System Demo provides a mechanism for evaluating the working system, which is an integrated increment from all the teams. Synchronization is applied – All teams on the train are synchronized to the same PI length (typically 8 – 12 weeks) and have common Iteration start/end dates and duration. The train has a known velocity – Each ART can reliably estimate how much cargo (new features) can be delivered in a PI. Agile Teams – Agile Teams embrace the ‘Agile Manifesto’ and SAFe Core Values and Principles. They apply Scrum, Extreme Programming (XP), Kanban, and other Built-In Quality practices. Dedicated people – Most people needed by the ART are dedicated full time to the train, regardless of their functional reporting structure. Face-to-face PI Planning – The ART plans its work at periodic, mostly face-to-face PI Planning events. Innovation and Planning (IP) – IP Iterations occur at the end of every PI and provide an estimating guard band (buffer) as well as dedicated time for PI planning, innovation, continuing education, and infrastructure work. Inspect and Adapt (I&A) – An I&A event is held at the end of every PI. The current state of the solution is demonstrated and evaluated. Teams and management then identify improvement backlog items via a structured, problem-solving workshop. Develop on Cadence, Release on Demand – ARTs apply cadence and synchronization to help manage the inherent variability of research and development. However, releasing is typically decoupled from the development cadence. ARTs can release a solution, or elements of a solution, at any time, subject to governance and release criteria.   In addition to the Agile teams, the following roles help ensure successful execution of the ART:   Release Train Engineer (RTE) is a servant leader who facilitates program execution, impediment removal, risk and dependency management, and continuous improvement. Product Management is responsible for ‘what gets built,’ as defined by the Vision, Roadmap, and new features in the Program Backlog. They work with customers and Product Owners to understand and communicate their needs, and also participate in solution validation. System Architect/Engineering is an individual or team that defines the overall architecture of the system. They work at a level of abstraction above the teams and components and define Nonfunctional Requirements (NFRs), major system elements, subsystems, and interfaces. Business Owners are key stakeholders of the ART and have ultimate responsibility for the business outcomes of the train. Customers are the ultimate buyers of the solution. In addition to these critical ART roles, the following functions play an essential part in ART success: System Teams typically assist in building and maintaining development, continuous integration, and test environments. Shared Services are specialists—for example, data security, information architects, database administrators (DBAs)—that are necessary for the success of an ART but cannot be dedicated to a specific train.   American technology consulting: ATC is a preeminent training provider, supporting professionals across industries to develop new expertise and skills for recognition and growth in the corporate world.  ATC offers a wide range of services in training, learning, and development in technology and management fields developed to deliver high-value training through innovative and practical approaches. Please visit our website to learn more about our course offerings 

[knowledge2success]

Certified SAFe Program Consultants

Certified SAFe Program Consultants (SPCs) are change specialists who join their specialized information on SAFe with an inborn inspiration to work on the organization's product and frameworks advancement measures. They assume a basic part in effectively carrying out SAFe. SPCs come from various inward or outer jobs, including business and innovation pioneers, portfolio/program/project directors, measure drives, draftsmen, examiners, and advisors. As laid out in the Implementation Roadmap series, changing the advancement practices and conduct of an undertaking is a huge test.  Such an alliance requires: Leaders who can set the vision, show the way, and eliminate obstructions Practitioners, directors, and change specialists who can execute explicit cycle changes Sufficient hierarchical believability to be viewed appropriately The ability expected to make quick, savvy choices In endeavors new to SAFe, a significant number of these qualities rest with experienced and prepared SPCs.   Reaching the tipping point – They communicate the business need, urgency, and vision for change. Training executives, managers, and leaders – They socialize the new concepts and provide orientation and overview training. SPCs teach Leading SAFe and facilitate modules of the Leading in the Digital Age series for leaders, managers, and stakeholders. Establishing a Lean-Agile Center of Excellence (LACE) – SPCs assist the LACE with building and executing the transformation backlog. Identifying Value Streams and Agile Release Trains (ARTs) – Working with stakeholders to understand the flow of value, SPCs facilitate the identification of Operational Value Streams, Development Value Streams and ARTs to find those that are the most opportunistic for launch. Creating the implementation plan – SPCs participate in creating a plan for the rollout, communicate upcoming changes, and establish metrics. Preparing for the ART launch – SPCs help the LACE plan and prepare for the ART launch. They coach leadership and help facilitate the creation of new Agile Teams. They also train or source training of executives, leaders, Agile teams, and specialty roles—such as Product Owner, Product Manager, Scrum Master, and Release Train Engineer (RTE). They also assess and evolve launch and backlog readiness. Training teams and launching the ART – SPCs often directly plan and execute ‘quickstart’ or other rollout strategies. They train or source training for teams and participate in initial, critical events like Program Increment (PI) Planning and Inspect and Adapt (I&A). SPCs help establish the ART launch date and calendar for ART and Team events. Coaching ART execution – The SPCs coach leaders and stakeholders to build and maintain the Vision, Roadmap, and Program Backlogs. They coach teams, Product Owners, Product Managers, Architects, and RTEs. They guide the shift from project-to-product with a focus on Customer Centricity and Design Thinking as part of Agile Product Delivery. They also participate in Scrum of Scrums and System Demo, facilitate I&A and follow-up on improvement items. Finally, they help teams establish a DevOps culture and mindset, the Continuous Delivery Pipeline, infrastructure, and associated Agile technical practices. Launching more ARTs and value streams – SPCs work to enable new change agents to increase organizational capacity to support new value streams, start more ARTs, and expand the reach of the LACE. They communicate progress and highlight early accomplishments. Extending to the portfolio – Once Lean-Agile practices gain momentum, SPCs can socialize and drive those practices to the portfolio level, including Portfolio Vision, Lean Budgets using Participatory Budgeting and Guardrails, Lean Portfolio Management, leaner approaches to CapEx and OpEx, and Agile Contracts. They also communicate the value of Strategic Themes. (Note that some organizations may opt to implement LPM much earlier in their SAFe transformation.) Accelerating – An enterprise’s SAFe journey doesn’t end with the launching of trains and the adoption of Lean Portfolio Management. SPCs have expert mastery of the seven competencies of the Lean Enterprise and how they contribute to achieving Business Agility. They are proficient in using the assessments described in Measure & Grow to help organizations understand where they are on the path to business agility. SPCs can also help develop the action plans that the enterprise to grow in each of the 21 dimensions across the SAFe competencies.           American technology consulting: ATC is a preeminent training provider, supporting professionals across industries to develop new expertise and skills for recognition and growth in the corporate world.  ATC offers a wide range of services in training, learning, and development in technology and management fields developed to deliver high-value training through innovative and practical approaches. Please visit our website to learn more about our course offerings  

[knowledge2success]

Program and Solution Backlogs

The Program Backlog is the holding region for impending Features, which are proposed to address client needs and convey business benefits for a solitary Agile Release Train (ART). It additionally contains the empowering agent highlights important to fabricate the Architectural Runway. The Solution Backlog is the holding region for impending Capabilities and Enablers, every one of which can traverse numerous ARTs and is proposed to propel the Solution and construct its structural runway. Item Management has obligation regarding the Program Backlog, while Solution Management is answerable for the Solution Backlog. The things in these accumulations result from research exercises and dynamic joint effort with different partners—Customers, Business Owners, Product Management, Product Owners, System and Solution Architects/Engineering, and the sky is the limit from there, that are important for the Continuous Exploration measure. The build-up things are overseen through their particular Program and Solution Kanban frameworks. The work goes through the conditions of 'channel' and 'dissecting' and the most elevated need highlights and capacities that were adequately explained and endorsed, move to the 'build-up' state. Then, at that point they're focused on comparative with the remainder of the accumulation to anticipate execution. Adequately recognizing, refining, focusing on, and sequencing build-up things utilizing Weighted Shortest Job First (WSJF) is the way in to the financial achievement of the arrangement. Since the overabundance contains both new business usefulness and the enablement work important to expand the Architectural Runway, a 'limit distribution' is utilized to assist with guaranteeing prompt and long haul esteem conveyance, with speed and quality. Subtleties The program and arrangement overabundances are the archives for all the impending work that influences the conduct of the Solution. Item and Solution Management create, keep up with, and focus on the program and arrangement excesses individually. The overabundances are a momentary holding region for highlights and abilities that have gone through their individual Kanban frameworks and have been supported for execution.   Refining the Backlog Agile Release Trains and Solution Trains run a steady 8-12 week Program Increment (PI) cadence of planning, execution, demo, and Inspect and Adapt (I&A). This regular rhythm is the heartbeat that drives backlog readiness as well. Appearing at a Pre-PI Planning or a PI Planning without a well-elaborated backlog adds unacceptable risk to the upcoming PI. The time between PI planning events is a busy time for Product and Solution Management, as they are always in the process of refining their backlogs in preparation for the next PI planning. Making this process visible and achieving backlog readiness for the upcoming PI is one of the primary purposes of the program and solution Kanbans. Backlog refinement typically includes: Reviewing and updating backlog item definition and developing acceptance criteria and benefit hypothesis Working with the teams to establish technical feasibility and scope estimates Analyzing ways to split backlog items into smaller chunks of incremental value Identifying the enablers required to support new features and capabilities, and establishing their capacity allocation       Program and solution backlogs are not queues, as items can leapfrog others for faster delivery. If, however, all the items in a backlog are committed to stakeholders, then the backlog behaves like a queue. And the longer it is, the longer your stakeholders are going to have to wait for service. And if they have to wait too long, they will find another coffee shop, as the current shop can’t meet their rapidly changing market needs. Therefore, teams and ARTs must actively manage their backlogs and keep them short to be fast and responsive. They must also limit commitment to longer-term work because some other item may come along that’s more important than a prior commitment. If an ART has too many fixed and committed requirements in the backlog, it cannot respond quickly, no matter how efficient it is. Teams and ARTs can be both reliable and fast only if they actively manage the backlog and keep it short.   American technology consulting: ATC is a preeminent training provider, supporting professionals across industries to develop new expertise and skills for recognition and growth in the corporate world.  ATC offers a wide range of services in training, learning, and development in technology and management fields developed to deliver high-value training through innovative and practical approaches. Please visit our website to learn more about our course offerings 

[knowledge2success]

Organizational Agility

The Organizational Agility ability depicts how Lean-thinking individuals and Agile groups advance their business measures, advance methodology with clear and definitive new responsibilities, and rapidly adjust the association on a case by case basis to exploit new freedoms. It is one of the seven center capabilities of the Lean Enterprise, every one of which is fundamental to accomplishing Business Agility. Each center skill is upheld by a particular evaluation, which empowers the endeavor to survey its capability. In the present advanced economy, the lone genuinely manageable upper hand is the speed at which an association can detect and react to the necessities of its clients. Its solidarity is its capacity to convey esteem in the most limited reasonable lead time, to develop and execute new systems rapidly, and to redesign to all the more likely location arising openings. Hierarchical readiness is basic to react adequately to the difficulties. Shockingly, the authoritative constructions, cycles, and societies of most organizations were grown over a century prior. They were worked for control and security, not for advancement, speed, and deftness. Little gradual changes to how organizations oversee, plan, and execute are inadequate to stay serious. This requires a less fatty and more nimble methodology which, thusly, requires major developments that have a positive, durable effect on the whole venture. The SAFe way to deal with tending to the test of advanced change is the 'double working framework', one that use the solidness and assets of the current hierarchical order while executing a worth stream network that use the pioneering drive actually present in each association. By getting sorted out and redesigning the undertaking around the progression of significant worth rather than the customary authoritative storehouses, SAFe reestablishes the second (organization) working framework. It permits associations to zero in on the two the advancement and development of groundbreaking thoughts just as the execution, conveyance, activity, and backing of existing arrangements. The hierarchical readiness capability is instrumental in bringing the force of the second working framework to help the chances and dangers of the computerized age.          "SAFe Lean-Agile Principles Building endeavor class programming and digital actual frameworks is quite possibly the most intricate difficulties our industry faces today. Furthermore, obviously, the ventures that form these frameworks are additionally progressively complex. They are greater and more disseminated than any other time in recent memory. Consolidations and acquisitions, disseminated worldwide (and multilingual) advancement, offshoring, and quick development are all important for the arrangement. But at the same time they're a contributor to the issue. Luckily, we have an astonishing and developing assemblage of information that can help. It incorporates Agile standards and techniques, Lean and frameworks thinking, item advancement stream practices, and Lean cycles. Thought pioneers have voyaged this way before us and left a path in many books and references to draw on. The objective of SAFe is to blend this assemblage of information, alongside the exercises gained from many organizations. This makes an arrangement of incorporated, demonstrated practices that have further developed worker commitment, time-to-advertise, arrangement quality, and group efficiency. Given the intricacies, be that as it may, there's no off-the-rack answer for the exceptional difficulties every venture faces. Few out of every odd SAFe suggested practice will apply similarly in each situation. This is the reason we make a solid effort to guarantee that SAFe practices are grounded in generally stable standards. That way we can be sure the practices apply much of the time. Furthermore, if those practices do miss the mark, the hidden standards will direct the groups to ensure that they are moving consistently on the way to the objective of the House of Lean: ""most limited economical lead time, with best quality and worth to individuals and society."" There is esteem in that, as well. SAFe depends on ten essential ideas that have advanced from Agile standards and strategies, Lean item improvement, frameworks thinking, and perception of fruitful ventures. Each is portrayed exhaustively in an article by that rule's name. Moreover, the epitome of the standards shows up all through the Framework. They are summed up in the accompanying segments, and each has a full article behind the connection.   #1 – Take an economic view Delivering the ‘best value and quality for people and society in the shortest sustainable lead time’ requires a fundamental understanding of the economics of building systems. Everyday decisions must be made in a proper economic context. This includes the strategy for incremental value delivery and the broader economic framework for each value stream. This framework highlights the trade-offs between risk, Cost of Delay (CoD), manufacturing, operational, and development costs. In addition, every development value stream must operate within the context of an approved budget, and be compliant to the guardrails which support decentralized decision-making. #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. 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. #3 – Assume variability; preserve options Traditional design and life cycle practices encourage choosing a single design-and-requirements option early in the development process. Unfortunately, if that starting point proves to be the wrong choice, then future adjustments take too long and can lead to a suboptimal design. A better approach is to maintain multiple requirements and design options for a longer period in the development cycle. Empirical data is then used to narrow the focus, resulting in a design that creates optimum economic outcomes. #4 – Build incrementally with fast, integrated learning cycles Developing solutions incrementally in a series of short iterations allows for faster customer feedback and mitigates risk. Subsequent increments build on the previous ones. Since the ‘system always runs’, some increments may serve as prototypes for market testing and validation; others become minimum viable products (MVPs). Still others extend the system to with new and valuable functionality.  In addition, these early, fast feedback points help determine when to ‘pivot,’ where necessary to an alternate course of action. #5 – Base milestones on objective evaluation of working systems Business owners, developers, and customers have a shared responsibility to ensure that investment in new solutions will deliver economic benefit. The sequential, phase-gate development model was designed to meet this challenge, but experience shows that it does not mitigate risk as intended. In Lean-Agile development, integration points provide objective milestones at which to evaluate the solution throughout the development life cycle. This regular evaluation provides the financial, technical, and fitness-for-purpose governance needed to assure that a continuing investment will produce a commensurate return. #6 – Visualize and limit WIP, reduce batch sizes, and manage queue lengths Lean enterprises strive to achieve a state of continuous flow, where new system capabilities move quickly and visibly from concept to cash. Keys to implementing flow are: 1. Visualize and limit the amount of work in process (WIP). This increases throughput and limits demand to actual capacity. 2. Reduce the batch sizes of work to facilitate fast and more reliable flow. 3. Manage queue lengths to reduce the wait times for new functionality. #7 – Apply cadence, synchronize with cross-domain planning Cadence creates predictability and provides a rhythm for development. Synchronization causes multiple perspectives to be understood, resolved, and integrated at the same time. Applying development cadence and synchronization, coupled with periodic cross-domain planning, provides the mechanisms needed to operate effectively in the presence of the inherent development uncertainty. #8 – Unlock the intrinsic motivation of knowledge workers Lean-Agile leaders understand that ideation, innovation, and employee engagement are not generally motivated by individual incentive compensation. Such individual incentives can create internal competition and destroy the cooperation necessary to achieve the larger aim of the system. Providing autonomy and purpose, minimizing constraints, creating an environment of mutual influence, and better understanding the role of compensation are keys to higher levels of employee engagement. This approach yields better outcomes for individuals, customers, and the enterprise. #9 – Decentralize decision-making Achieving fast value delivery requires decentralized decision-making. This reduces delays, improves product development flow, enables faster feedback, and creates more innovative solutions designed by those closest to the local knowledge. However, some decisions are strategic, global, and have economies of scale that justify centralized decision-making. Since both types of decisions occur, creating a reliable decision-making framework is a critical step in empowering employees and ensuring a fast flow of value. #10 – Organize around value Many enterprises today are organized around principles developed during the last century. In the name of intended efficiency, most are organized around functional expertise. But in the digital age, the only sustainable competitive advantage is the speed with which an organization can respond to the needs of its customers with new and innovative solutions. These solutions require cooperation amongst all the functional areas, with their incumbent dependencies, handoffs, waste and delays. Instead, Business Agility demands that enterprises organize around value to deliver more quickly. And when market and customer demands change, the enterprise must quickly and seamlessly reorganize around that new value flow.   ""The Program Backlog is the holding region for impending Features, which are proposed to address client needs and convey business benefits for a solitary Agile Release Train (ART). It additionally contains the empowering agent highlights important to fabricate the Architectural Runway. The Solution Backlog is the holding region for impending Capabilities and Enablers, every one of which can traverse numerous ARTs and is proposed to propel the Solution and construct its structural runway. Item Management has obligation regarding the Program Backlog, while Solution Management is answerable for the Solution Backlog. The things in these accumulations result from research exercises and dynamic joint effort with different partners—Customers, Business Owners, Product Management, Product Owners, System and Solution Architects/Engineering, and the sky is the limit from there, that are important for the Continuous Exploration measure. The build-up things are overseen through their particular Program and Solution Kanban frameworks. The work goes through the conditions of 'channel' and 'dissecting' and the most elevated need highlights and capacities that were adequately explained and endorsed, move to the 'build-up' state. Then, at that point they're focused on comparative with the remainder of the accumulation to anticipate execution. Adequately recognizing, refining, focusing on, and sequencing build-up things utilizing Weighted Shortest Job First (WSJF) is the way in to the financial achievement of the arrangement. Since the overabundance contains both new business usefulness and the enablement work important to expand the Architectural Runway, a 'limit distribution' is utilized to assist with guaranteeing prompt and long haul esteem conveyance, with speed and quality. Subtleties The program and arrangement overabundances are the archives for all the impending work that influences the conduct of the Solution. Item and Solution Management create, keep up with, and focus on the program and arrangement excesses individually. The overabundances are a momentary holding region for highlights and abilities that have gone through their individual Kanban frameworks and have been supported for execution.   Refining the Backlog Agile Release Trains and Solution Trains run a steady 8-12 week Program Increment (PI) cadence of planning, execution, demo, and Inspect and Adapt (I&A). This regular rhythm is the heartbeat that drives backlog readiness as well. Appearing at a Pre-PI Planning or a PI Planning without a well-elaborated backlog adds unacceptable risk to the upcoming PI. The time between PI planning events is a busy time for Product and Solution Management, as they are always in the process of refining their backlogs in preparation for the next PI planning. Making this process visible and achieving backlog readiness for the upcoming PI is one of the primary purposes of the program and solution Kanbans. Backlog refinement typically includes: Reviewing and updating backlog item definition and developing acceptance criteria and benefit hypothesis Working with the teams to establish technical feasibility and scope estimates Analyzing ways to split backlog items into smaller chunks of incremental value Identifying the enablers required to support new features and capabilities, and establishing their capacity allocation       Program and solution backlogs are not queues, as items can leapfrog others for faster delivery. If, however, all the items in a backlog are committed to stakeholders, then the backlog behaves like a queue. And the longer it is, the longer your stakeholders are going to have to wait for service. And if they have to wait too long, they will find another coffee shop, as the current shop can’t meet their rapidly changing market needs. Therefore, teams and ARTs must actively manage their backlogs and keep them short to be fast and responsive. They must also limit commitment to longer-term work because some other item may come along that’s more important than a prior commitment. If an ART has too many fixed and committed requirements in the backlog, it cannot respond quickly, no matter how efficient it is. Teams and ARTs can be both reliable and fast only if they actively manage the backlog and keep it short.   American technology consulting: ATC is a preeminent training provider, supporting professionals across industries to develop new expertise and skills for recognition and growth in the corporate world.  ATC offers a wide range of services in training, learning, and development in technology and management fields developed to deliver high-value training through innovative and practical approaches. Please visit our website to learn more about our course offerings