Book Image

SAFe® Coaches Handbook

By : Darren Wilmshurst, Lindy Quick
Book Image

SAFe® Coaches Handbook

By: Darren Wilmshurst, Lindy Quick

Overview of this book

The Scaled Agile Framework (SAFe®) is widely recognized as an eff ective methodology for implementing Agile practices at the Enterprise level. However, the complexity of SAFe® can make it challenging for Teams and organizations to determine which practices can be safely adapted to their unique needs. Although SAFe® is a framework rather than a set of rules, promoting adaptation, it’s crucial to understand why SAFe® practices are designed the way they are along with the consequences of modifying them. The SAFe® Coaches Handbook is a comprehensive resource that goes beyond a how-to guide, providing a deep understanding of SAFe® principles and practices. The chapters are designed in a way to teach you how to successfully implement SAFe® in your organization and eff ectively manage the Team’s Backlog while avoiding common pitfalls. You’ll discover optimal ways to create SAFe® Teams and run successful Events. You’ll also learn how to plan Agile Release Trains (ARTs), manage the ART Backlog, conduct PI Planning, and grasp the importance of Value Stream Identifi cation in driving value delivery. By the end of this book, you’ll be armed with practical tips and advice to help you successfully customize the Scaled Agile Framework to your Enterprise’s needs while preserving the aspects that make it work successfully.
Table of Contents (26 chapters)
Free Chapter
2
Part 1: Agile Teams
7
Part 2: Agile Release Trains
13
Part 3: Portfolio
20
Chapter 17: Embracing Agility and Nurturing Transformation
21
Glossary
Appendix A

User Story Prioritization

Achieving continuous value flow requires that the highest-value backlog items are delivered in the shortest sustainable lead time and in the right sequence. The PO enables this by regularly ordering backlog items according to their cost of delay and communicating that sequence to the team during Backlog Refinement and Iteration Planning. So, when we talk about Team Backlog prioritization, because the team inherits the prioritization from the Features prioritization, we are effectively sequencing the work, but thereafter we will refer to it as prioritization.

Prioritizing the backlog can be particularly difficult for a PO as they have to balance all of the following: the needs of the Stakeholders and customers, the priority of Features versus the Enabler Features, Architectural Runway and Technical Debt, Milestones and deliverables, and the list could go on.

When we prioritize the Team Backlog, we create focus and alignment and receive the following benefits...