The Lean-Agile attitude is the combination of beliefs, assumptions, attitudes, and also actions of safe leaders and also practitioners who take on the principles of the Agile Manifesto and Lean thinking. The the personal, intellectual, and also leadership foundation for adopting and applying for sure principles and practices.

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SAFe is firmly grounded in four bodies that knowledge: Lean, Agile, solution thinking, and DevOps. In fact, the genesis of safe was to construct guidance because that enterprises on how to use the principles and also practices the Lean and Agile in the world’s largest organizations. For leaders, it needs a broader and depth Lean-Agile mindset to journey the organizational adjust required to embrace Lean and also Agile in ~ scale across the whole enterprise.

The Lean-Agile perspective forms the cornerstone that a brand-new management approach and an magnified company culture that allows Business Agility. It gives leadership v the tools necessary to drive a successful SAFe transformation, help individuals and also the whole enterprise achieve their goals.


Mindset Awareness and also Openness to Change

A perspective is the mental lens through which we check out the world roughly us. It is just how the human mind simplifies, categorizes, and also interprets the substantial amount of info it receives each day. V a lifetime of structured learning (classes, reading) and unstructured class (life events, work-related experience), we form our mindsets. They reside in the subconscious mind and manifest themselves together deeply held beliefs, attitudes, assumptions, and also influences. Consequently, people are often unaware of exactly how their perspectives influence how they carry out their responsibilities and interact v others. For example, plenty of leaders develop beliefs through service school training and on-the-job experiences that room grounded in tradition waterfall, stage-gated, and siloed ways of working.

So exactly how can attitudes be changed? It begins with one awareness of exactly how one’s current attitudes were formed. That also crucial to cultivate the belief that attitudes can it is in developed and also improved (a ‘growth’ mindset, as portrayed in number 1). Leaders have to remain open to the possibility that existing attitudes based on traditional management practices must evolve in stimulate to guide the organizational change required to come to be a lean enterprise. <3>

Figure 1. Adopting a brand-new mindset calls for a id that brand-new abilities have the right to be occurred with effortThe next two sections explain the an essential elements that Lean and also Agile that type the basis of the Lean-Agile mindset.

Thinking Lean v the SAFe house of Lean

Initially obtained from skinny manufacturing, the principles and also practices that Lean thinking as used to software, product, and also systems development are currently deep and extensive <2>. For example, Ward <3>, Reinertsen <4>, Poppendieck,<5>, Leffingwell <6>, and others have described facets of skinny thinking, placing plenty of of the main point principles and also practices in a product development context. Lean thinking have the right to be summarized as follows <7>:

Precisely specify worth by productIdentify the value stream because that each productMake value circulation without interruptionsLet the client pull worth from the producerPursue perfection

Along v these core tenents of skinny thinking, the SAFe residence of Lean, as shown in figure 2, was motivated by houses of lean from Toyota and others.

Figure 2. The SAFe home of Lean

The Goal – Value

The score of skinny is to deliver the best customer worth in the shortest sustainable lead-time while providing the highest feasible quality to client and culture as a whole. High morale, safety, and customer delight are added goals and also benefits.

Pillar 1 – Respect for People and Culture

A Lean-Agile strategy doesn’t implement itself or perform any real work—people do. Respect for civilization and society is a simple human need. As soon as treated through respect, people are empowered to evolve your practices and improve. Management challenges people to readjust and may steer them toward better ways the working. However, that the teams and individuals who find out problem-solving and also reflection an abilities and room accountable for making the suitable improvements.

The driving force behind this new behavior is a generative culture, i beg your pardon is defined by a positive, safe, performance-centric setting <8>. Achieve this culture requires the enterprise and its leaders to adjust first. The principle of respect for human being and culture also extends come relationships with Suppliers, partners, customers, and also the more comprehensive community that supports the Enterprise.

When there’s an urgency for confident change, transforming society is possible. First, understand and carry out the for sure values and also principles. Second, deliver winning results. The culture will adjust naturally over time.

Pillar 2 – Flow

The crucial to effectively executing safe is to develop a constant flow of occupational that support incremental value shipment based on continuous feedback and also adjustment. Constant flow permits faster sustainable worth delivery, effective integrated Quality practices, relentless improvement, and evidence-based governance based on working components of the solution.

The ethics of flow are critical part the the Lean-Agile mindset. These incorporate understanding the full development Value Stream, visualizing and limiting work-related in procedure (WIP), and reducing batch sizes and managing queue lengths. Additionally, Lean focus on identifying and also continuously remove delays and also waste (non-value-added activities). One vital move that institutions must deal with to achieve flow is the transition from a start-stop-start project management procedure to one agile product management method aligned come long-lived advancement value streams.

Lean-Agile principles carry out a much better understanding the the mechanism development process by incorporating new thinking, tools, and techniques. Leaders and also teams deserve to use castle to move from a phase-gated approach to a DevOps approach with a constant Delivery Pipeline the extends circulation to the whole value distribution process.

Pillar 3 – Innovation

Flow builds a solid structure for worth delivery. However without innovation, both product and process will steadily decline. To support this crucial part that the SAFe house of Lean, Lean-Agile Leaders communicate in the adhering to practices:

Hire, coach, and mentor innovation and also entrepreneurship in the organization’s workforceGo see…get the end of the office and into the actual workplace where the value is produced, and also products room created and also used (known as gemba). As Taiichi Ohno put it, “No useful improvement was ever before invented in ~ a desk.”Validate the development with customers, climate pivot there is no mercy or guilt when the hypothesis requirements to change.Engage both top-down strategic thinking with organic team-based developments to create a synergistic ‘innovation riptide’ that powers a tidal tide of new products, services, and capabilities.

Pillar 4 – relentless Improvement

The 4th pillar, sewage improvement, motivates learning and growth through constant reflection and process enhancements. A constant sense of competitive hazard drives the company to pursue advancement opportunities aggressively. Leaders and teams perform the following:

Optimize the whole, no the parts, of both the organization and the advancement processReinforce the problem-solving perspective throughout the organization, where all space empowered to connect in day-to-day improvements come the workReflect at key milestones to openly determine and resolve the shortcomings the the process at every levelsApply skinny tools and techniques to identify the fact-based root reason of inefficiencies and apply efficient countermeasures rapidly

Additional indict on the importance of innovation and relentless advancement in achieving service agility have the right to be uncovered in the continuous Learning culture competency article.

Foundation – Leadership

The structure of lean is leadership, a an essential enabler for team success. Leaders are ultimately responsible because that the successful adoption of the Lean-Agile approach. According to management consultant and efficiency expert W. Edwards Deming, “Such a duty cannot be delegated” <9> to direct reports, Lean-Agile champions, functioning groups, a Program administration Office (PMO), procedure teams, external consultants, or any type of other party. Therefore, leaders need to be trained in these new and innovative ways of thinking and exhibit the principles and also behaviors that Lean-Agile leadership.

From a management perspective, lean is different than Agile. Agile was developed as a team-based process for a small group of cross-functional, committed individuals who were empowered, skilled, and also needed to construct working use in a brief time box. Monitoring was not part of this definition. However excluding administration from the method of functioning doesn’t scale in one enterprise. By contrast, in Lean, supervisors are leader who embrace the worths of Lean, are skilled in the simple practices, and teach these methods to others. They proactively remove impediments and also take an active function in driving organizational adjust and facilitating sewage improvement.

Additional guidance on management as the structure of Lean-Agile change using SAFe have the right to be found in the Lean-Agile leadership competency article.

Embracing Agility with the Agile Manifesto

In the 1990s, responding to the many obstacles of waterfall processes, part lighter-weight and an ext iterative breakthrough methods emerged. In 2001, plenty of leaders of this frameworks came with each other in Snowbird, Utah. While there were differences of opinion ~ above the specific merits of one an approach over another, the attendees agreed that their shared values and also beliefs dwarfed the differences. The an outcome was a Manifesto for Agile software application Development—a turning point that clarified the brand-new approach and also started to bring the services of this innovative methods to the whole advancement industry. <10> In the years because the declaration was an initial published, Agile has actually been embraced by domain names outside of software program development, consisting of hardware systems, infrastructure, operations, and support. More recently, organization teams exterior of technology have also taken on Agile ethics for planning and also executing their work.

The values of the Agile Manifesto

The Manifesto is composed of the value statement shown in figure 3:

Figure 3. Values of the Agile Manifesto

We room Uncovering better Ways

The very first phrase the the manifest deserves emphasis: “We room uncovering far better ways of emerging software by doing it and helping others carry out it.”

We analyze this as describing an ongoing journey of exploration to increasingly embrace Agile behaviors, a journey v no end. Safe is not a fixed, frozen-in-time framework. As soon as us uncover much better ways of working, we adapt the framework, as shown by much more than six significant releases together of the present version (SAFe 5.1).

Where We find Value

We’ll comment on the 4 values the the Agile manifest shortly, yet the final phrase is likewise important and sometimes overlooked: “That is, while there is worth in the item on the right, we worth the items on the left more.”

Some world may misinterpret the value statements as a binary decision between two selections (e.g., working software program versus substantial documentation), yet that’s not the intended meaning. Both items have value; however, the items on the left has an ext value (i.e., working software). The Agile declaration is not rigid or dogmatic. Instead, that embraces the should balance the values based upon the context.

Individuals and also Interactions end Processes and Tools

Deming notes, “If friend can’t explain what you room doing as a process, then you don’t know what you are doing.” So, agile processes in frameworks prefer Scrum, Kanban, and also SAFe do matter. However, a procedure is just a method to one end. Once we’re captive to a process that isn’t working, it creates waste and also delays. So, donate individuals and interactions, climate modify procedures accordingly.

In a distributed environment, tools space critically important to help with communication and collaboration (e.g., video conferencing, message messaging, ALM tools, and also wikis). This is particularly true at scale. However, tools should supplement, rather than replace, face-to-face communication.

Working software program over substantial Documentation

Documentation is important and has value. However creating files for the sake of complying with potentially outdated corporate administration models has actually no value. As component of a readjust program, governance, often recorded by documentation standards, requirements to it is in updated come reflect the Lean-Agile method of working. Fairly than develop detailed documentation also early—especially the dorn kind—it’s more valuable to show customers working software to acquire their feedback. Therefore, favor functioning software. And paper only what’s important needed.

Customer collaboration over Contract Negotiation

Customers are the can be fried deciders the value, so your close collaboration is necessary in the advance process. To convey the rights, responsibilities, and also economic comes to of each party, contracts are frequently necessary—but acknowledge that contracts deserve to over-regulate what come do and how to perform it. No matter how well castle written, they nothing replace continuous communication, collaboration, and also trust. Instead, contracts must be win–win propositions. Win–lose contract usually an outcome in bad economic outcomes and also distrust, creating controversial short-term relationships rather of long-term company partnerships. Instead, donate customer collaboration.

Responding to change over complying with a Plan

Change is a truth that the development procedure must reflect. The strength of Lean-Agile advancement is in how it embraces change. As the device evolves, therefore does the expertise of the problem and also the solution domain. Company stakeholder knowledge additionally improves over time, and also customer requirements evolve together well. Indeed, those changes in understanding include value to our system.

Of course, the manifesto phrase “over complying with a plan” indicates that over there is, in fact, a plan! planning is crucial part that Agile development. Indeed, Agile teams and also programs plan an ext often and an ext continuously 보다 their counterparts utilizing a waterfall process. However, plans need to adapt as new learning occurs, new information i do not care visible, and also the instance changes. Worse, evaluating success by measure up conformance to a setup drives the wrong actions (e.g., following a arrangement in the confront of evidence that the plan is not working).

Agile manifesto Principles

The Agile Manifesto presented in figure 4 has 12 principles that assistance its values. These ethics take those worths a step further and also specifically describe what it way to it is in Agile.

Figure 4. Ethics of the Agile Manifesto

Most of these values are self-explanatory. They require no elaboration, except for a discussion of using the Agile Manifesto in ~ scale, i m sorry is spanned next.

The mix of values and also principles in the manifesto create a framework for what the Snowbird attendees thought was the essence of Agile. There is mounting proof from success story in all industries throughout every geography demonstrating the extraordinary service and an individual benefits conferred through this new method of thinking and working. We space grateful for it.

Applying the Agile Manifesto at Scale

The brief record that released this substantial movement is an ext than 19 years old. Since then, not one word has actually changed. So, it’s same to ask, given all the advancements in the last 19 years: Is the Agile Manifesto quiet relevant? Or must it it is in treated prefer a historical file that has long because served that purpose?

What’s more, Agile was characterized for small, perhaps fast-moving software-only teams. And also that raises another valid question: does the Agile declaration scale? go it fulfill the demands of enterprises developing the biggest and also most complicated software and also systems? does it offer the requirements of equipment that require hundreds of world to construct them and have unacceptably high costs of failure? What around non-technical teams throughout the enterprise that are start to embrace many the the values and principles that the manifesto? Feedback from the 20,000+ institutions using the Agile accuse in SAFe indicates that the Agile manifest does indeed scale. However, many principles call for increased emphasis at scale, while others need a much more expanded perspective. The Agile Manifesto stays as pertinent today together ever, perhaps even much more so. We’re fortunate to have actually it, and it theatre a critical role in SAFe.

SAFe integrates the values and principles the the Agile Manifesto transparent the framework. Because that example, values 1 and also 3 explain the frequent shipment of value to the customer. SAFe techniques promote shipment as commonly as possible (as regularly as multiple times daily) to advantage the customer and also to carry out the validated discovering that boosts future development. SAFe’s system Demo in ~ the finish of every iteration and the PI device Demo and also Solution Demo at every PI border evaluate progress based on working products and components. For sure integrates business and also product owners and product and solution managers into backlog refinement, demos, PI planning, examine & Adapt, and also more, i m sorry illustrates its meeting to rule 4. Team Retrospectives, as well as the check & Adapt occasions for ARTs and also Solution Trains, assistance Principle 12 of the Manifesto. From height to bottom, safe embraces Agile and incorporates its best practices throughout the enterprise.

Lean-Agile leaders breakthrough the adoption of Agile by first gaining detailed knowledge the Agile principles and then top by instance through combine Agile methods into exactly how they carry out their responsibilities. They perform this through training, self-study, applying what they learn, and also discussing breakthroughs and challenges v their peers. Leaders also support their teams as they adopt the Lean-Agile mindset by offering training, by giving coaching, and also by gift a model for rather to follow.

Learn More

<1> Dweck, Carol S. Mindset: The new Psychology the Success. Random residence Publishing, 2007.<2> Womack, James P., Daniel T. Jones, and Daniel Roos. The device That changed the World: The Story of skinny Production—Toyota’s an enig Weapon in the global Car wars That Is Revolutionizing world Industry. Complimentary Press, 2007.<3> Ward, Allen, and Durward Sobeck. Lean Product and process Development. Lean companies Institute, 2014.<4> Reinertsen, Donald G. The values of Product breakthrough Flow: 2nd Generation lean Product Development. Celeritas, 2009.<5> Poppendieck, Mary, and Tom Poppendieck. Implementing Lean software Development: From principle to Cash. Addison-Wesley, 2006.<6> Leffingwell, Dean. Agile software application Requirements: Lean needs Practices because that Teams, Programs, and the Enterprise. Addison-Wesley, 2011.<7> Womack, James, and Daniel Jones. Skinny Thinking: Banish Waste and also Create riches in her Corporation. Complimentary Press, 2003.

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<8> Accelerate: The 2018 State the DevOps Report. Http://<9> Deming, W. Edwards. Out of the Crisis. MIT facility for progressed Educational Services, 1982.<10> Manifesto for Agile software Development. Http://