Room #1: King Willem Alexander
Lean Six Sigma @ SAFe: How to improve quality in agile software development
by Thomas Karl & Martina Klinkowski
Lean Six Sigma provides a toolbox that helps you tackle complex problems (e.g., Inspect & Adapt event) by providing a proven and scalable approach for problem-solving. This talk will provide a recommendation for integrating Lean Six Sigma techniques with SAFe.
Room #2: Mississippi
Being SAFe in a Waterfall World
by Ken France
Despite the vast expansion of SAFe in recent years, many organizations still operate in a waterfall process, or at least a waterfall mindset. This session will talk about how you can interoperate with waterfall teams and move them to SAFe over time.
Room #3: Amazon
Say again? Your Product Owner is doing WHAT?
by Harmut Michels
You don’t want to hurt the feelings of some people during the transition? You’ll end up with dysfunctional teams! Examples by an Agile Coach how to break your new way of working by allowing Agile Leaders to act in their old roles—and ways to fix it.
Room #4: Yangtze
Don’t wait—just start doing Agile Portfolio Management!
by Tom Bridge
Sharing the Agile approach we have taken to building portfolio SAFe over the last two years. Rather than waiting until we had it all figured out, we just got started, and have been continuously evolving the way we manage the portfolio ever since.
Room #5: Onyx
Navigating in SAFe Transitions: Maturity models for steering complex systems
by Felix Russel & Silke Kainzbauer
SAFe as a framework describes important elements for a transformation toward a Lean-Agile enterprise. These transformations often face serious challenges as static steering mechanisms don’t work in complex systems. One characteristic of complex systems is that their behavior is not clearly predictable. Nevertheless, they have to be steered and this requires measuring instruments that are able to cope with this complexity.
A different approach to designing, measuring, and influencing the current implementation is needed to enable the organization to embrace and use its own complexity. With maturity models and radars, such an approach can be developed where decentralized decision-making and alignment in the organization can be reached. Subjective/objective and tactical/strategic radars provide valuable feedback mechanisms for uncovering hidden information and a better understanding of the specific organizational complexity required to get to the next maturity level. Using a specific example from a SAFe transformation, the basic concept of maturity models and radars will be explained and approaches to establish such maturity models and radars in the organization are described. Patterns and experiments to establish maturity models and radars will be discussed.