Scaled Agile Framework
Reference
- Take an economic view
- Apply systems thinking
- Assume variability; preserve options
- Build incrementally with fast integrated learning cycles
- Base milestones on objective evaluation of working systems
- Visualize and limit work-in-progress, reduce batch sizes, and manage queue lengths
- Apply cadence (timing), synchronize with cross-domain planning
- Unlock the intrinsic motivation of knowledge workers
- Decentralize decision-making
- Organize around value
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.