How Can Trust Be Gained Between the Business and Development?

Notice people who share your values, and you lot'll conquer the earth together.

—John Ratzenberger

Cadre Values

The 4 Core Values of alignment, built-in quality, transparency, and program execution represent the fundamental beliefs that are cardinal to SAFe's effectiveness. These guiding principles assist dictate beliefs and action for everyone who participates in a SAFe portfolio.

Details

SAFe is based on four main bodies of knowledge: Active development, Lean production development, systems thinking, and DevOps. That makes SAFe broad, deep and scaleable. But at its core, SAFe places the highest value on four things:alignment, congenital-in quality, t ransparency, and programme execution. These are illustrated in Figure ane and described in the post-obit sections.

Figure 1. Safe's four cadre values

Alignment

Similar cars out of alignment, misaligned companies tin can develop serious problems. They are hard to steer, and they don't respond well to changes in direction [1]. Even if it's clear where anybody thinks they're headed, the vehicle is unlikely to become them there.

Alignment is needed to go along step with fast modify, disruptive competitive forces, and geographically distributed teams. While empowered, Agile Teams are proficient (even great), but the responsibility for strategy and alignment cannot residue with the combined opinions of the teams, no matter how good they are. Instead, alignment must rely on the Enterprise business organisation objectives. Here are some of the ways how SAFe supports alignment:

• Alignment starts with the strategy and investment decisions at the Portfolio level and is reflected in Strategic Themes, Portfolio Vision, the Portfolio Backlog, and the outcomes of Participatory Budgeting. In plow, this informs the Vision, Roadmap, and the backlogs at all levels of Rubber. Continuous Exploration with Customer Centricity and Design Thinking gathers the inputs and perspectives from a diverse grouping of stakeholders and data sources to ensure that the items in the backlogs contain economically prioritized and refined work, ready for teams to implement. All piece of work is visible, debated, resolved and transparent.
• Alignment is supported past clear lines of content authorisation, starting with the portfolio so resting primarily with the Product and Solution Management roles, and extending to the Product Owner role.
• PI Objectives and Iteration Goals are used to communicate expectations and commitments.
• Cadence and synchronization are applied to ensure that things stay in alignment, or that they drift only within reasonable economic and time boundaries.
• Architectures and user experience guidance and governance help ensure that the Solution is technologically sound, robust, and scalable.
• Economical prioritization keeps stakeholders engaged in continuous, agreed-to, rolling-wave prioritization, based on the current context and evolving facts.

Alignment, even so, does not imply or encourage tiptop-down command and control. Alignment occurs when everyone is working toward a mutual direction. Indeed, Alignment enables empowerment, autonomy, and Decentralized Decision-making, allowing those who implement value to make ameliorate local decisions.

Built-in Quality

"Inspection does not improve the quality, nor guarantee quality. Inspection is too late. The quality, adept or bad, is already in the product. Quality cannot be inspected into a product or service; information technology must exist congenital into it."

—W. Edwards Deming

Built-in Quality ensures that every element and every increment of the solution reflects quality standards throughout the evolution lifecycle. Quality is not "added afterward." Edifice quality in is a prerequisite of Lean and flow—without information technology, the organization will likely operate with big batches of unverified, unvalidated piece of work. Excessive rework and slower velocities are likely results.

Also the bigger the organisation, the more important endemic quality is, then there can exist no ambiguity well-nigh the importance of built-in quality in large-scale systems. Information technology is mandatory. Born quality is a major foundational element of SAFe, and since it'due south impossible to localize the quality discussion to every specific action or artifact that affects quality, the Prophylactic Congenital-in Quality article organizes quality thinking around five specific aspects—Flow, Architecture and Design Quality, Code Quality, Arrangement Quality and Release Quality, equally Effigy 2 illustrates.

Figure 2. V master dimensions of Built-in Quality

The DevOps commodity provides deeper technical guidance for DevSecOps practices that ensure build-in quality and security are integral to how enterprises develop software-based solutions. In addition, these articles are augmented past three Advanced Topic manufactures, Active Testing, Behavior-Driven Development (BDD) and Examination-Driven Evolution. Together, this set of manufactures provides a adequately comprehensive starting point for achieving congenital-in quality in large systems.

Transparency

Solution development is hard. Things become wrong or do not piece of work out equally planned. Without openness, facts are obscure and decision-making is based on speculative assumptions and lack of information. No ane can set up a secret.

To ensure openness—trust is needed. Trust exists when the business and development tin can confidently rely on another to human action with integrity, specially in times of difficulty. Without trust no i tin can build high-functioning teams and programs, nor build (or rebuild) the confidence needed to make and run into reasonable commitments.  And without trust, working environments are a lot less fun and motivating.

Building trust takes time. Transparency is an enabler of trust, provided through several SAFe practices:

• Executives, Lean Portfolio Direction, and other stakeholders tin can see the Portfolio Kanban and plan backlogs, and they have a articulate understanding of the PI Objectives for each Agile Release Train or Solution Railroad train.
• ARTs have visibility into the team'due south backlogs, as well as other Program Backlogs.
• Teams and programs commit to short-term, visible commitments that they routinely see.
• Inspect and Adjust occurs with all relevant stakeholders and creates backlog improvement items from lessons learned.
• Teams and Agile Release Trains (ARTs) can see portfolio business organisation and enabler Epics. They have visibility into new initiatives.
• Progress is based on objective measures of working solutions. (Principle #5)
• Everyone can understand the velocity and WIP of the teams and programs; strategy and the ability to execute are visibly aligned.
• Programs execute reliably, every bit noted below.

Lean-Agile Leaders also play a critical part in creating an environment that fosters trust and transparency.

Program Execution

Of course, none of the rest of SAFe matters if teams tin't execute and continuously evangelize value. Therefore, Safety places an intense focus on working systems and business organization outcomes. History shows u.s. that while many enterprises offset the transformation with individual Agile teams, they oftentimes get frustrated equally fifty-fifty those teams struggle to deliver more substantial amounts of solution value, reliably and efficiently.

That is the purpose of the ART, and that is why Condom focuses implementation initially at Essential SAFe. In turn, the ability of Value Streams to deliver value depends on the ability of the ARTs and Solution Trains.

Just withalignment, transparency, and born quality on the squad's side, they take a little 'wind at their back.' That enables a focus on execution. And if they struggle—and they will, because complex solution development is hard—they take the cornerstone of the Inspect and Adapt workshops. In that fashion, they shut the loop and execute better and better during each Plan Increase.

Leadership is Required

Successful scaled Lean-Agile evolution and these four cadre values require the active support of Lean-Agile Leadership and a Continuous Learning Culture. Leaders couple these core values with Safe Lean-Active Principles and practices and an orientation toward creating value for customers. In turn, that creates a persistent and meaningful culture for the teams and their stakeholders.

This is the mode successful teams and programs are doing it, and that'south why they are getting the many benefits—employee engagement, productivity, quality, and time to market—that Lean-Agile enterprises then savour.

---

Acquire More

[ane] Labovitz, George H., and Victor Rosansky. The Power of Alignment : How Slap-up Companies Stay Centered and Achieve Extraordinary Things. Wiley, 1997.

[ii] Manifesto for Software Evolution. http://AgileManifesto.org

[3] Oosterwal, Dantar P. The Lean Auto: How Harley-Davidson Drove Meridian-Line Growth and Profitability with Revolutionary Lean Product Development. Amacom, 2010.

Final update: ten February 2021

The information on this folio is © 2010-2022 Scaled Active, Inc. and is protected past US and International copyright laws. Neither images nor text can exist copied from this site without the express written permission of the copyright holder. Scaled Agile Framework and Safety are registered trademarks of Scaled Agile, Inc. Please visit Permissions FAQs and contact u.s.a. for permissions.

© 2022 Scaled Agile, Inc. All rights reserved.

mansfieldhiceivien77.blogspot.com

Source: https://www.scaledagileframework.com/safe-core-values/

Share this post