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Value streams in SAFe

September 3, 2018 — Posted by Al Shalloway

The definition of 'value stream' changed a bit in SAFe 4.0 to 4.5

Here's the current definition of a value stream from the SAFe site:

Value Streams represent the series of steps that an organization uses to build Solutions that provide a continuous flow of value to a Customer. SAFe value streams are used to define and realize Portfolio-level business objectives and organize Agile Release Trains (ARTs) to deliver value more rapidly.

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Expanding on a tweet

September 3, 2018 — Posted by Al Shalloway

I tweeted the following

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Why the difference between "necessary" and "sufficient" is even more important in complex systems

September 2, 2018 — Posted by Al Shalloway

First, let's get clear. All organizations are complex. So if you're doing software dev you are in a complex system. Aspects of it also have the possibility for chaotic events (eg Martian Lander disaster).

But let's consider something necessary to consider in even simple situations. Take 2 min to watch Lucy in the Chocolate Factory.
This is a simple situation. Too much work causes problems. Managing work levels is something necessary to do the job.

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Frameworks, proxies and Lean-Agile Principles

September 1, 2018 — Posted by Al Shalloway

From the moment Scrum became more popular than XP, the sw dev community has been focusing on frameworks more than Lean-Agile principles. It's not surprising this has happened. It's a lot easier to understand a framework than the principles underneath them.

The challenge that occurs is when the framework becomes the goal. They are just proxies of what we're trying to achieve - the quick realization of value predictably, sustainably and with high quality.

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Why a good tool may be more useful than a good framework

August 31, 2018 — Posted by Al Shalloway

Culture is important but it's a reflection of decision & reward policies in a company. To be able to change it you must change the way decisions are made and rewarded. Three foundations of Lean are:

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Blog Authors

Al Shalloway
Business, Operations, Process, Sales, Agile Design and Patterns, Personal Development, Agile, Lean, SAFe, Kanban, Kanban Method, Scrum, Scrumban, XP
Cory Foy
Change Management, Innovation Games, Team Agility, Transitioning to Agile
Guy Beaver
Business and Strategy Development, Executive Management, Management, Operations, DevOps, Planning/Estimation, Change Management, Lean Implementation, Transitioning to Agile, Lean-Agile, Lean, SAFe, Kanban, Scrum
Israel Gat
Business and Strategy Development, DevOps, Lean Implementation, Agile, Lean, Kanban, Scrum
Jim Trott
Business and Strategy Development, Analysis and Design Methods, Change Management, Knowledge Management, Lean Implementation, Team Agility, Transitioning to Agile, Workflow, Technical Writing, Certifications, Coaching, Mentoring, Online Training, Professional Development, Agile, Lean-Agile, SAFe, Kanban
Ken Pugh
Agile Design and Patterns, Software Design, Design Patterns, C++, C#, Java, Technical Writing, TDD, ATDD, Certifications, Coaching, Mentoring, Professional Development, Agile, Lean-Agile, Lean, SAFe, Kanban, Kanban Method, Scrum, Scrumban, XP
Marc Danziger
Business and Strategy Development, Change Management, Team Agility, Online Communities, Promotional Initiatives, Sales and Marketing Collateral
Max Guernsey
Analysis and Design Methods, Planning/Estimation, Database Agility, Design Patterns, TDD, TDD Databases, ATDD, Lean-Agile, Scrum
Scott Bain
Analysis and Design Methods, Agile Design and Patterns, Software Design, Design Patterns, Technical Writing, TDD, Coaching, Mentoring, Online Training, Professional Development, Agile
Steve Thomas
Business and Strategy Development, Change Management, Lean Implementation, Team Agility, Transitioning to Agile
Tom Grant
Business and Strategy Development, Executive Management, Management, DevOps, Analyst, Analysis and Design Methods, Planning/Estimation, Innovation Games, Lean Implementation, Agile, Lean-Agile, Lean, Kanban