Thoughtful comparisons of approaches would benefit everyone.” The narrative is primarily driven by consultants and “thought leaders”… all with vested interest in guiding the perception of the market, closing deals, and getting their foot in the enterprise door. “There are very few people voicing the perspective of non-consultant full-timers. “If you were an old-school PMO missing your classic portfolio, program and project management, you would probably love it.” “It encourages massive batching, old world thinking on estimation, doesn’t change leadership behaviours, doesn’t force a change in organizational structure” Renee Throughton SAFe is not the scaled approach you need Merely talking about it briefly in a 2 day workshop is not going to overcome that challenge.” “The cultural aspects are the overriding blocker to systems thinking. “ Scaling methods are not unhelpful per se, rather that they are neither necessary nor sufficient for successful transformation.” Nor does it mean that I have to support it. Just because it’s popular, doesn’t make it right. But it’s too big, far from the principles of simplicity at the heart of agility focused on pursuing revenue. Believe me, I’ve tried to understand, support, and apply it. “ I’ve struggled with it for a long time. SAFe gives the illusion of adopting agile while allowing familiar management processes to remain intact. Large organizations seeking agility cling to the faorganizations seeking agility cling to the familiarity of waterfall processes. In my opinion, no buzzword (Agile, Scrum, Lean, Enterprise, etc.) can cover its true nature.” “It’s not a coincidence that SAFe was created by the same person who made the Rational Unified Process (RUP). Watch out, waterfall ahead! The truth about SAFe I’m updating (last updated ) the list as I find new noteworthy articles. While some comments are nowadays outdated (for example the notion that “SAFe allows to release at the PI cadence”), all of the authors there are surely worth following, and to dig deeper, check out also the commentaries of the posts linked below. There are also other posts, but I’ve tried to condense this list to the most popular and/or such that they have some depth to them.īy exploring the material below, you’ll hopefully become aware of the tensions around the topic – and thus are better able to steer clear of the potential pitfalls in your own transformation efforts. I made this choice because the organizations and people who are in the business of providing frameworks, tools and consultancy for scaling agile already cover the upside quite well. Some are even critical about the notion of scaling agile in the first place. Many of the posts I’ve raised are critical of frameworks for scaling agile. They are ordered starting from the most recent. To help you get started, I put together a table of some of the writings around the topic from the better known writers of the field I’ve run into. If you’re in the process of “scaling agile” or considering it, my advice is that you should explore these opinions, and consider how the views expressed may or may not apply to your context. Still, many of the lean/agile thought leaders out there do have clear opinions on the matter. Anyway, the result is usually better – if only slightly – than the darkness which existed before trying “agile” out. While it lacked bells and whistles such as attachments or detailed user access rights, it had the concepts needed to support large scale agile already in 2007.įast forward to today, its latest incarnation is known as Nektion (the proliferation of the A-word tends to repel executives whose organizations might need it the most), and its entire ontology can be configured to fit the convoluted structures of large complex organizations you might run across.ĭespite that, or perhaps because of it, I nowadays find myself rather agnostic with respect to whether agile should be scaled using frameworks such as SAFe, LeSS or DAD – or if it should (or even could) be scaled at all. “Never argue with a fool, onlookers may not be able to tell the difference” – Mark Twainīack in the day as researchers we pushed Agilefant forward with a versatile-model-first approach.
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