SAFe and other frameworks offers significant benefits for the teams that can make the change. But there are also many pitfalls, most of which come from the organization's past behaviors. Based on my experience in transformational efforts in large organizations, we explore why scaling frameworks are useful, ways that an organization can screw up their transformation, and how to avoid those problems.

 
 

Outline/Structure of the Experience Report

Brief introduction of SAFe (now at version 4.6), with a focus on "Essential SAFe" -- the least complex implementation. Exploration of its benefits over non-scaled Agile, and over Waterfall.

Brief survey of other scaling frameworks (e.g. DAD, LeSS, Nexus) and their respective unique qualities and benefits

Introduction of four key ways to screw up a transformation effort:

  • (Lack of) training and coaching
  • Cultural inertia
  • Environment and tooling
  • Cheating the process

I then explore each -- how the "screw up" happens, its effect, and how to avoid them.

In the "Slides" link below, is a link to a deck I used for a similar presentation a couple of years ago. For this conference, I would cover other frameworks than just SAFe, and update the experience section (how to screw it up) to include my latest adventures.

Learning Outcome

Attendees interested in transforming their organizations toward a SAFe foundation -- or any scaled agile framework -- will learn danger signs, blockers, and ways to mitigate those problems.

Target Audience

Executives, Coaches, Transformation Leaders

Prerequisites for Attendees

Some familiarity with SAFe or other scaling framework helpful, but not required.

Experience in large development organizations also helpful, but not required.

schedule Submitted 2 months ago

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    Elijah Biggs
    Elijah Biggs
    Agile Consultant
    IBM
    schedule 2 months ago
    Sold Out!
    45 Mins
    Experience Report
    Intermediate

    Change is inevitable – let’s exploit it. For Agile/team-based engagements, people learn about their preferred ways of working through a variety of changes: time, team structure, aptitude, experience, and introspection. Many teams use a social contract as an artifact to document a desired set of values, behaviors, and social norms at a project kickoff; but often forget to refine and modernize their social contract through time. Join me to discuss the elements of creating, revisiting, and revising social contracts and the value they provide individuals on a team.