MENU

Large-scale change, why not with SAFe®

Many organizations involved in large-scale complex developments feel the need for large-scale change. Their ambition is to deliver better, more innovative products at a lower cost in order to stay ahead of the competition. Then why not with SAFe®. SAFe® stands for Scaled Agile Framework and has been the most used framework of […] for quite some time now.
Door: Remi-Armand Collaris op January 12 2020.
Read in: 2 minutes.

Many organizations involved in large-scale complex developments feel the need for large-scale change. Their ambition is to deliver better, more innovative products at a lower cost in order to stay ahead of the competition. Then why not with SAFe®. SAFe® stands for Scaled Agile Framework and has long been the most widely used framework in corporate Netherlands for organizing Agile. We see this question being addressed in three ways:

  1. Sounds hip, let's do that;
  2. Let me explain why SAFe® is not going to work for us;
  3. Which elements from SAFe® could help us?

The latter is the most healthy, but unfortunately we do not encounter much in practice. In this blog series we look for frustrating patterns in your organization and elements in SAFe® to break them.

Pattern 1: Employees too full of work

At our customers we see many places where employees never get their work done. The workload is so overwhelming that the comment "Not right now, can't you see that I'm busy!" more the rule than the exception. This means that, at best, a lot of work ends up on a waiting list and is picked up later. Management becomes impatient and intervenes, creating “side steering”. The same management sees too little result and therefore starts new projects, which increases the work stock and reduces the amount of work done. Recognizable?

youtube video
The above video by Henrik Kniberg illustrates the effect of this method for the organization.

How does it work?

SAFe®, like Scrum, works with dedicated teams that work together, from one prioritized list, according to the pull principle. Team members are thus available to help each other to handle a customer request, so that more customer requests are handled and the work stock is shrinking.

But wait, don't some experts regularly run out of work in dedicated teams? We'll look at that pattern next time.

If you would like to know more about SAFe®, register for our Leading SAFe® training. The next one will take place on January 6 and 7, 2020. You can register at https://lagant.co/bestellen/leading-safe-training-examen/

Many organizations involved in large-scale complex developments feel the need for large-scale change. Their ambition is to deliver better, more innovative products at a lower cost in order to stay ahead of the competition. Then why not with SAFe®. SAFe® stands for Scaled Agile Framework and has long been the most widely used framework in corporate Netherlands for organizing Agile. We see this question being addressed in three ways:

  1. Sounds hip, let's do that;
  2. Let me explain why SAFe® is not going to work for us;
  3. Which elements from SAFe® could help us?

The latter is the most healthy, but unfortunately we do not encounter much in practice. In this blog series we look for frustrating patterns in your organization and elements in SAFe® to break them.

Pattern 1: Employees too full of work

At our customers we see many places where employees never get their work done. The workload is so overwhelming that the comment "Not right now, can't you see that I'm busy!" more the rule than the exception. This means that, at best, a lot of work ends up on a waiting list and is picked up later. Management becomes impatient and intervenes, creating “side steering”. The same management sees too little result and therefore starts new projects, which increases the work stock and reduces the amount of work done. Recognizable?

youtube video
The above video by Henrik Kniberg illustrates the effect of this method for the organization.

How does it work?

SAFe®, like Scrum, works with dedicated teams that work together, from one prioritized list, according to the pull principle. Team members are thus available to help each other to handle a customer request, so that more customer requests are handled and the work stock is shrinking.

But wait, don't some experts regularly run out of work in dedicated teams? We'll look at that pattern next time.

If you would like to know more about SAFe®, register for our Leading SAFe® training. The next one will take place on January 6 and 7, 2020. You can register at https://lagant.co/bestellen/leading-safe-training-examen/

By Remi-Armand Collaris

Give a reaction

The email address will not be published. Required fields are marked with *

Receive inspiring tips and information every month?

Sign up for our newsletter and receive inspiring tips and useful information every month.
Newsletter Footer

Lagant partners

It is our mission to help customers get their change ambitions to come true.

26 Stationsplein
3818 LE Amersfoort

Our location in Amersfoort is located directly opposite the main entrance of the NS station and is therefore easily accessible by public transport.
If you come by car, it is best to park at the Q-Park P+R Barchman Wuytierslaan, approximately a 5-minute walk from our office.

[email protected]+31 (0)41 322 4106
8.9
 151 reviews
Van AetsveldSLIM subsidy schemeChange guideIPMA CompactPRINCE2 Compact
This website runs on 100% sustainable energy, extracted from carbon dioxide-free and environmentally friendly hydropower.
© 1991-2024 Lagant | All rights reserved |