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S/He leads implementation workshops (value stream identification/mapping, identification of ARTs, the definition of EPIC, etc.) The SAFe Agile Coach also needs to support the agile teams in preparation for other program events such as System Demo, Inspect and Adapt, Problem Solving Workshops, etc. Where to start as SAFe agile coach.
The Project Management Institute (PMI) provides a broad definition of PMO as: A project management office (PMO) is an organizational structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques. . Strategic Focus and Alignment.
S/He leads implementation workshops (value stream identification/mapping, identification of ARTs, the definition of EPIC, etc.) The SAFe Agile Coach also needs to support the agile teams in preparation for other program events such as System Demo, Inspect and Adapt, Problem Solving Workshops, etc. Where to start as SAFe agile coach.
What do you do with planning cadences? A lot of what those people have built upon are really sound foundational principles, like encapsulated teams at the work surface level, Kanban or flow based kind of governance models on top, right, at a lean agile metrics that enable us to measure improvement, things like that.
Governance (#Governance). The following material comes from conferences, workshop, materials developed for clients. Six Business System Rule - defines the assessment of the integrated business systems for Federal procurement and their integrity in providing information to the Government contracting office. .
Norms are the unwritten rules that govern how team members interact with one another. Set a cadence for reviewing the agile working agreement, such as during sprint retrospectives or team meetings. Consider conducting team workshops or training sessions to address emerging needs or challenges, and update the agreement accordingly.
So we start with culture, maybe we go to practices and then all those teaming strategies and dependencies and governance and metrics and all that stuff that we struggle with all the time will just kind of work itself out. The Role of Governance Now, this is what I think about when I think about governance.
And I was working for this VP that was like really super cool, is very into agile and we were coming up with really creative things for like team formation strategies and agile governance, all stuff. We have to figure out how to install governance. None of the stuff on scaling was out there. We have to start getting predictable.
You get super clear backlogs, you find out what the real cadences you’ve finished work that you start. – But then it has to coordinate, there’s some governance layer, something that coordinates backlogs across multiple teams, is that right? How do you like fix it? – Yeah. – Within itself, yep.
And if we can really take this first principle of encapsulation over orchestration, if we can take that idea all the way from the top of the organization all the way down and create these strategies across with minimal, lightweight, flow based governance empowered teams at the bottom right, then we’ve got a shot for.
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