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Methodologies - Coggle Diagram

- - - - Kanban - Change can happen at any time
      - Scrum - Teams should not make changes during the sprint.
    - - At the end of each sprint
      - Continuous delivery
    - - Regular fixed length sprints (ie, 2 weeks)
      - Continuous flow
    - - Teams should not make changes during the sprint.
      - Change can happen at any time
- - - - SAFe requires that companies put planning and reflection cadences in place at all levels of the organization. With these in place, everyone understands the current state of the business, the goals, and how everyone should move together to achieve those goals. By synchronizing people and activities regularly, all levels of the portfolio stay in alignment. Information flows both upward and downward in a timely fashion, unlike traditional top-down, command and control structures.
    - - In the SAFe framework, agility should never come at the cost of quality. SAFe requires teams at all levels to define what “done” means for each task or project and to bake quality development practices into every working agreement. According to SAFe, there are five key dimensions of built-in quality: flow, architecture and design quality, code quality, system quality, and release quality.
    - - SAFe encourages trust-building behavior, including planning work in smaller batch sizes so problems can be surfaced sooner, providing real-time visibility into backlog progress across levels, and inspect and adapt rituals.
    - - Program execution is the heart of SAFe and powers everything else in the framework. Teams and programs must be able to deliver quality, working software and business value on a regular basis.
    - - SAFe requires lean-agile leadership behavior because only leaders can change the system and create the environment necessary to embrace all of the core values.
  - - - Delivering the ‘best value and quality for people and society in the shortest sustainable lead time’ requires a fundamental understanding of the economics of building systems. Everyday decisions must be made in a proper economic context. This includes the strategy for incremental value delivery and the broader economic framework for each value stream. This framework highlights the trade-offs between risk, Cost of Delay (CoD), manufacturing, operational, and development costs. In addition, every development value stream must operate within the context of an approved budget and be compliant with the guardrails which support decentralized decision-making.
    - - Deming observed that addressing the challenges in the workplace and the marketplace requires an understanding of the systems within which workers and users operate [2]. Such systems are complex, and they consist of many interrelated components. But optimizing a component does not optimize the system. To improve, everyone must understand the larger aim of the system. In SAFe, systems thinking is applied to the system under development, as well as to the organization that builds the system.
    - - Traditional design and life cycle practices encourage choosing a single design-and-requirements option early in the development process. Unfortunately, if that starting point proves to be the wrong choice, then future adjustments take too long and can lead to a suboptimal design. A better approach is to maintain multiple requirements and design options for a longer period in the development cycle. Empirical data is then used to narrow the focus, resulting in a design that creates optimum economic outcomes.
    - - Developing solutions incrementally in a series of short iterations allows for faster customer feedback and mitigates risk. Subsequent increments build on the previous ones. Since the ‘system always runs,’ some increments may serve as prototypes for market testing and validation; others become minimum viable products (MVPs). Still others extend the system with new and valuable functionality. In addition, these early, fast feedback points help determine when to ‘pivot’ where necessary to an alternate course of action.
    - - Business owners, developers, and customers have a shared responsibility to ensure that investment in new solutions will deliver economic benefits. The sequential, phase-gate development model was designed to meet this challenge, but experience shows that it does not mitigate risk as intended. In Lean-Agile development, integration points provide objective milestones at which to evaluate the solution throughout the development life cycle. This regular evaluation provides the financial, technical, and fitness-for-purpose governance needed to ensure that a continuing investment will produce a commensurate return.
    - - The third principle in Lean Thinking is to ‘make value flow without interruptions.’ Doing so requires an understanding of what flow is, what the various properties of a flow system are, and how these properties can accelerate or impede the flow of value through any particular system. Principle #6 highlights the eight common properties of a flow-based system and provides specific recommendations for eliminating impediments to flow.
    - - Cadence creates predictability and provides a rhythm for development. Synchronization causes multiple perspectives to be understood, resolved and integrated at the same time. Applying development cadence and synchronization, coupled with periodic cross-domain planning, provides the mechanisms needed to operate effectively in the presence of inherent development uncertainty.
    - - Lean-Agile leaders understand that ideation, innovation, and employee engagement are not generally motivated by individual incentive compensation. Such individual incentives can create internal competition and destroy the cooperation necessary to achieve the larger aim of the system. Providing autonomy and purpose, minimizing constraints, creating an environment of mutual influence, and better understanding the role of compensation are keys to higher levels of employee engagement. This approach yields better outcomes for individuals, customers, and the enterprise.
    - - Achieving fast value delivery requires decentralized decision-making. This reduces delays, improves product development flow, enables faster feedback, and creates more innovative solutions designed by those closest to the local knowledge. However, some decisions are strategic and global and have economies of scale that justify centralized decision-making. Since both types of decisions occur, creating a reliable decision-making framework is a critical step in empowering employees and ensuring a fast flow of value.
    - - Many enterprises today are organized around principles developed during the last century. In the name of intended efficiency, most are organized around functional expertise. But in the digital age, the only sustainable competitive advantage is the speed with which an organization can respond to the needs of its customers with new and innovative solutions. These solutions require cooperation amongst all the functional areas, with their incumbent dependencies, handoffs, waste, and delays. Instead, Business Agility demands that enterprises organize around value to deliver more quickly. And when market and customer demands change, the enterprise must quickly and seamlessly reorganize around that new value flow.