I'm researching the pros/cons of SAFe - and this posting will be a placeholder for articles that I find that may be of interest to others.
Background Reading:
- Chrysler Comprehensive Compensation (C3) project
- https://www.martinfowler.com/bliki/C3.html
- "The software went live in 1997 paying around ten thousand people. The project continued, intending to take on a larger proportion of the payroll but new development was stopped in 1999. Later on the existing live system was reverted back to the COBOL"
- "C3's cancellation, however, also proves that XP is no guarantee of success."
- https://en.wikipedia.org/wiki/Agile_software_development
- http://agilemanifesto.org/
- Four Values:
- Individuals and interactions over processes and tools
- Working software over comprehensive documentation
- Customer collaboration over contract negotiation
- Responding to change over following a plan
- http://agilemanifesto.org/principles.html
- 12 Principles:
- Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
- Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
- Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
- Business people and developers must work together daily throughout the project.
- Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
- The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
- Working software is the primary measure of progress.
- Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
- Continuous attention to technical excellence and good design enhances agility.
- Simplicity--the art of maximizing the amount of work not done--is essential.
- The best architectures, requirements, and designs emerge from self-organizing teams.
- At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
- https://www.agilealliance.org/agile101/subway-map-to-agile-practices/
SAFe References:
- https://www.scaledagileframework.com/
- 2020-12-08:
Case Studies:
- https://www.scaledagileframework.com/case-studies/
- {need to add additional citations here}
Counterpoints: Some SAFe counterpoints articles to consider...
- Ken Schwaber
- https://kenschwaber.wordpress.com/2013/08/06/unsafe-at-any-speed/
- Be sure to read the comment threads - in particular Ken's responses
- https://dzone.com/articles/method-wars-scrum-vs-safe
- https://www.infoq.com/news/2016/05/agile-dead-again
- Ron Jeffires
- https://ronjeffries.com/articles/018-01ff/abandon-1/
- https://ronjeffries.com/articles/2015-03-09-bowkett/
- Pragmatic Dave
- Martin Fowler
- Bob Galen
- Uncle Bob Martin
- https://www.infoq.com/news/2010/02/scrum-failings
- https://techbeacon.com/uncle-bob-martin-agile-manifesto-15-years-later
- "While the software development community has seen a focus in recent years on agile at large scale, Bob said that the meeting didn’t address scaled agile explicitly. He’s skeptical about the concept, though. “I doubt that there is any such thing as adoption of agile at large scale. It may be that the only way is to adopt agile is at small scale, and even in a large organization you wind up with a bunch of very small agile teams.”
There are some people who have misread or misinterpreted the SAFe documentation - and concluded that all technology and architecture decisions are made by the individual delivery teams. That is not only factually incorrect - it is a gross distortion - and has the probability of severe consequences, over time.
- O course, not all decisions should be decentralized. Some decisions are strategic, have far-reaching impact, and are outside the scope, knowledge, or responsibilities of the teams. In addition, leaders are still accountable for outcomes. They also have the market knowledge, longer-range perspectives, and understanding of the business and financial landscape necessary to steer the enterprise.
© Scaled Agile, Inc.
Include this copyright notice with the copied content.
Read the FAQs on how to use SAFe content and trademarks here:
https://www.scaledagile.com/about/about-us/permissions-faq/
Explore Training at:
https://www.scaledagile.com/training/calendar/Of course, not all decisions should be decentralized. Some decisions are strategic, have far-reaching impact, and are outside the scope, knowledge, or responsibilities of the teams. In addition, leaders are still accountable for outcomes. They also have the market knowledge, longer-range perspectives, and understanding of the business and financial landscape necessary to steer the enterprise.
© Scaled Agile, Inc.
Include this copyright notice with the copied content.
Read the FAQs on how to use SAFe content and trademarks here:
https://www.scaledagile.com/about/about-us/permissions-faq/
Explore Training at:
https://www.scaledagile.com/training/calendar/Of course, not all decisions should be decentralized. Some decisions are strategic, have far-reaching impact, and are outside the scope, knowledge, or responsibilities of the teams. In addition, leaders are still accountable for outcomes. They also have the market knowledge, longer-range perspectives, and understanding of the business and financial landscape necessary to steer the enterprise.
© Scaled Agile, Inc.
Include this copyright notice with the copied content.
Read the FAQs on how to use SAFe content and trademarks here:
https://www.scaledagile.com/about/about-us/permissions-faq/
Explore Training at:
https://www.scaledagile.com/training/calendar/Of course, not all decisions should be decentralized. Some decisions are strategic, have far-reaching impact, and are outside the scope, knowledge, or responsibilities of the teams. In addition, leaders are still accountable for outcomes. They also have the market knowledge, longer-range perspectives, and understanding of the business and financial landscape necessary to steer the enterprise."Of course, not all decisions should be decentralized. Some decisions are strategic, have far-reaching impact, and are outside the scope, knowledge, or responsibilities of the teams. In addition, leaders are still accountable for outcomes. They also have the market knowledge, longer-range perspectives, and understanding of the business and financial landscape necessary to steer the enterprise."
© Scaled Agile, Inc.
Include this copyright notice with the copied content.
Read the FAQs on how to use SAFe content and trademarks here:
https://www.scaledagile.com/about/about-us/permissions-faq/
Explore Training at:
https://www.scaledagile.com/training/calendar/Of course, not all decisions should be decentralized. Some decisions are strategic, have far-reaching impact, and are outside the scope, knowledge, or responsibilities of the teams. In addition, leaders are still accountable for outcomes. They also have the market knowledge, longer-range perspectives, and understanding of the business and financial landscape necessary to steer the enterprise.
© Scaled Agile, Inc.
Include this copyright notice with the copied content.
Read the FAQs on how to use SAFe content and trademarks here:
https://www.scaledagile.com/about/about-us/permissions-faq/
Explore Training at:
https://www.scaledagile.com/training/calendar/
- Master’s Thesis The Role of Architecture in a Scaled Agile Organization - A Case Study in the Insurance Industry, by Christina Schimpfle, August 10, 2017, TUM School of Management of the Technische
- https://wwwmatthes.in.tum.de/file/178ntcktv2yi7/Sebis-Public-Website/-/Masterarbeit-Christina-Schimpfle/Masters_Thesis_Christina_Schimpfle.pdf
- In particular, see page-118, "Key Findings After working independently from all architectural governance, the agile teams and project managers realized that without any form of architectural guidance large agile projects can hardly be successful"
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