22
Jul 2019

4

Baseline Metrics Before You Start

If you do nothing else before you launch your Agile Release Train (ART) baseline your metrics! At some point, in the not too distant future, you are going to be asked, how do you know your Agile Release Train is making a difference? For you the answer might be obvious - it just feels better. It was very much that way for me with my first ART. Metrics weren’t the first indicator that things were getting better, it was the changes in behaviour. When I first took over the EDW delivery organisation, my days were spent dealing with escalations, trying ...
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30
Jun 2019

17

Understanding Cost in a SAFe World

In a textbook SAFe implementation, Lean Portfolio Management allocated a budget to each Value Stream and consequently each Agile Release Train (ART). The ART’s Product Manager works with the ART’s stakeholders to priorities the work that consumes that budget. The ART plans and executes against these priorities and no one worries about how much it costs to deliver any specific feature. However, there is often a difference between the ideal SAFe implementation and your current reality and one of those differences can be an expectation that the ART can articulate the cost of delivering a given feature. This is especially likely ...
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31
Jan 2019

5

Weighted Velocity: An Approach to Addressing the Impact of Planned and Unplanned Leave on Yesterday’s Weather

Over the past few years much has been written and tweeted about the evils of agile estimation (#noestimates). There has also been much consternation amongst agilists with respect to SAFe’s normalized estimation approach. However, for most of my large enterprise clients the need to estimate for the purposes of planning is a practical necessity and SAFe’s normalised estimation is a useful tool, when used as intended.  Given this, I have chosen to put the debates about the evils of estimation and normalized story points to one side and instead focus on how we might be able to help teams and Agile ...
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31
Aug 2018

2

Podcast: Why Agile Transformations Fail

At the inaugural SAFe Regional Summit in Frankfurt, I was luck enough to chat with Gez Smith about Why Agile Transformations Fail (and what you can do to prevent it...) We discuss whether lean is Japanese, the role of discipline in an agile adoption and the tension between discipline and autonomy, the potential inter-relationship of liberalism and agile, the need for an initial suspension of disbelief, and how every compromise you make at the start you are doomed to repeat forever.Check it out the podcast here.
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31
Aug 2017

0

SAFe from the Trenches @ Agile Australia

In June, Pretty Agile partnered with Scaled Agile Inc. to sponsor the 9th Agile Australia conference. Included in this sponsorship arrangement was an opportunity to deliver a product demonstration to conference attendees. Given Scaled Agile Inc. are the creators of the Scaled AgileFramework and Pretty Agile are their premium implementation partner in Australia, what better “product” to demonstrate than some of Australia’s most successful SAFe implementations?So, we gathered together executives from the Australian Tax Office, Yarra Valley Water, ANZ, Attache and Westpac to discuss their warts and all experiences with the Scaled Agile Framework. Here is what happened...Moderator:  Today we're ...
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17
Aug 2017

2

Learning from Re-Squadification

One of the things I love about the A&I Agile Release Train is their drive to learn. Following the Re-Squadification day the train held a focused retrospective in order to understand what had gone wrong and how they could avoid a reoccurrence of a long drawn out self-selection process in the future.  The insights were fascinating. There were three main drivers of the stalemate - a belief the teams of 6 or 7 would not be effective, “feature pitching” by Scrum Masters and Product Owners and people trying to do the right thing!The frustration with team size I put down ...
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03
Aug 2017

0

Re-squadification

Three PIs after the 6-Day Quick-Start it was time to “re-squadify”. We had promised the teams during the initial self-selection event that they were not making life long commitments and that they would again have the opportunity to self-select in two or three PIs time.Over the preceding 6 months there had been a lot of change. The original 6 squads had been reduced to 5, as result of some parental leave and secondments. We had onboard two new squads based in China. The interns had moved on to their next rotation and there had been a few leavers and joiners, ...
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