Still others extend the system with new and valuable functionality. Since the ‘system always runs,’ some increments may serve as prototypes for market testing and validation others become minimum viable products (MVPs). Subsequent increments build on the previous ones. #4 – Build incrementally with fast, integrated learning cyclesĭeveloping solutions incrementally in a series of short iterations allows for faster customer feedback and mitigates risk. Empirical data is then used to narrow the focus, resulting in a design that creates optimum economic outcomes. A better approach is to maintain multiple requirements and design options for a longer period in the development cycle. Unfortunately, if that starting point proves to be the wrong choice, then future adjustments take too long and can lead to a suboptimal design. Traditional design and life cycle practices encourage choosing a single design-and-requirements option early in the development process. In SAFe, systems thinking is applied to the system under development, as well as to the organization that builds the system. To improve, everyone must understand the larger aim of the system. But optimizing a component does not optimize the system. ![]() Such systems are complex, and they consist of many interrelated components. #2 – Apply systems thinkingĭeming observed that addressing the challenges in the workplace and the marketplace requires an understanding of the systems within which workers and users operate. ![]() 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. This framework highlights the trade-offs between risk, Cost of Delay (CoD), manufacturing, operational, and development costs. This includes the strategy for incremental value delivery and the broader economic framework for each value stream. Everyday decisions must be made in a proper economic context. #1 – Take an economic viewĭelivering 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. They are summarized in the following sections, and each has a full article behind the link. In addition, the embodiment of the principles appears throughout the Framework. Each is described in detail in an article by that principle’s name. SAFe is based on ten fundamental concepts that have evolved from Agile principles and methods, Lean product development, systems thinking, and observation of successful enterprises. That way, we can be confident the practices apply in most situations.Īnd if those practices do fall short, the underlying principles will guide the teams to make sure that they are moving continuously on the path to the goal of the lean: “shortest sustainable lead time, with best quality and value to people and society.” There is value in that, too. This is why we work hard to ensure that SAFe practices are grounded in fundamentally stable principles. Not every SAFe recommended practice will apply equally in every circumstance. Given the complexities, however, there’s no off-the-shelf solution for the unique challenges each enterprise faces. This creates a system of integrated, proven practices that have improved employee engagement, time-to-market, solution quality, and team productivity. The goal of SAFe is to synthesize this body of knowledge, along with the lessons learned from hundreds of deployments. Thought leaders have traveled this path before us and left a trail in hundreds of books and references to draw on. It includes Agile principles and methods, Lean and systems thinking, product development flow practices, and Lean processes. But they’re also part of the problem.įortunately, we have an amazing and growing body of knowledge that can help. Mergers and acquisitions, distributed multinational (and multilingual) development, offshoring, and rapid growth are all part of the solution. They are bigger and more distributed than ever. And, of course, the enterprises that build these systems are also increasingly sophisticated. SAFe Lean-Agile Principles Why the Focus on Principles?īuilding enterprise-class software and cyber-physical systems are among the most complex challenges our industry faces today. These tenets and economic concepts inspire and inform the roles and practices of SAFe.įigure 1. SAFe is based on ten immutable, underlying Lean-Agile principles. Edwards Deming, Out of the Crisis SAFe Lean-Agile Principles They are different, to be sure, but the principles that will help to improve the quality of product and service are universal in nature. The impression that ‘our problems are different’ is a common disease that afflicts management the world over.
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