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Scaled Agile Framework

Why do we need PI Objectives when we have Features?

A short series of articles on crafting effective, well-formed objectives as part of the SAFe® Program Increment (PI) / Big Room Planning activity.

A series of four related articles: 1. Why do we need PI Objectives when we have Features? 2. Writing good PI Objectives 3. PI Objectives and the PI Planning Process 4. PI Objectives Beyond PI Planning: Reaffirming and Monitoring Your Commitments

Skandia

Increased productivity working on the right things with the right scope and with the right timing

In August 2017, Skandia began their transformation to a Scaled Agile way of working using SAFe® with the support of Ivar Jacobson International (IJI). Prior to the programme, Skandia’s work culture was very much a centralized, plan driven over analytical approach. Since the introduction of the Scaled Agile Framework from IJI, they have changed to a ‘let’s get going’, experiment, trim and adjust approach that has impacted the entire business in very positive ways.

The dbPalace team and IJI’s SAFe Fellow Ian Spence share their thoughts on the team’s successes and how globally dispersed self-managing/self-improving teams introduced significant, notable change - programme increment by programme increment.

Championing Agile Transformation: Client Interviews

Clients share their winning strategies for Agile success.

Deutsche Bank

Significant results – from a 35% increase in product delivery to a 50% reduction in defect leakage to faster on-boarding of new businesses.

SimCorp

Closer connection to the customer with better predictability & quality.

Blazing the Trail – Successfully Scaling Agile in a Traditional Environment

Now moving into its third year since introducing the Scaled Agile Framework, the dbPalace team at Deutsche Bank is well beyond the roll-out and introduction phase and results have been significant – from a 35% increase in product delivery to a 50% reduction in defect leakage to faster on-boarding of new businesses – the team has achieved significant results winning multiple industry awards. Listen to the interview.

The Seven Deadly Sins of Product Management

What are the worst things you can do to compromise a team’s agility when acting as a Product Manager and dealing with teams of teams? Well the number one problem is not behaving in an agile manner. It’s not a case of which technique to use. Read this fun and easy-to-read guide by Ian Spence.

A Four Part Webinar Series

Effective Product Management requires constant interaction with the customers and the developers, and awesome listening, negotiation, synthesis, communication and leadership skills, all of which can easily get lost if our focus is purely on which User Stories to focus on next. In this series of webinars, Ian Spence explores the value of treating Features as first class citizens as part of a hypothesis-driven approach, and how we can then use the analysis of these Features to improve our development value streams

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