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

How identifying the Correct Value Stream impacts the ART

Pause for a moment and ask yourself, what is the product or the solution that my company delivers? Now, consider for a moment, are the teams and ARTs that you’re working with directly supporting that product? Is everybody aligned to ensuring that the product is successfully delivered every day? Oftentimes, you will find that a company’s core competence is X, which isn’t necessarily what the teams and trains are attempting to build.

Let’s consider an Airline company. Its product is flying passengers from Point A to Point B. It also has a mobile app and a website that lets users book tickets, change reservations, check in, and so on. Like most companies, it is hierarchically organized to support flying passengers. However, when it embraced the concept of the Dual Operating System and socially aligned its ARTs with the products it was creating, such as a mobile app versus a plane maintenance scheduling...