People's interaction with each other is important as they are the key contributors to the successful implementation of projects in organizations. The agile manifesto has explained in its 12 principles about how every individual behave in an organization. How do they interpret others, etc? The understanding of these principles is required to grasp the agile way of project management.
The lean transformation from agile to lean-agile at an enterprise level is achieved with the Scaled agile principles called lean agile principles.
It is the economic concept that informs the practices and role of the SAFe. 10 chief underlying principles help in effective enterprise management. The prime motive of these principles is to gain knowledge about the existence of uncertainty in complex systems.
All the ten principles have been explained in detail in the scaled agile framework site. However, we would like to highlight the key points revolving around each principle.
Understanding the economy of the system is important to save developing cost and delivering time. Every contributor in the team should be aware of the monetary impact of the decisions they take in developing a product. This is the reason lean agile principles have emphasized economic view as the first principle. The economic view can be achieved by
1. Operate within the lean budget
2. Understand solution economic trade-off
3. Leverage supplier
4. Sequence jobs for yielding maximum benefits.
Understand the aim of the system as it will offer a holistic way to develop a solution to a problem. It incorporates every aspect of the system along with the environment in designing, developing, deploying and maintaining.
Chief system thinking aspects include
The above aspects of system thinking will allow both the team and the leaders to recognize the ‘what’ and ‘why’. This will, in turn, lead to the development of quality output.
Accept the current variability and re-examine the requirement points to refine the variability in the future iterations. Follow a set-based design approach by developing a wider cast at the beginning itself keeping different options open. Based on the economy and the availability of the system, use one option, but preserve others for later use. The lean agile principles will provide room for adding design options in the future.
It will open and converge based on the situation and it leads to both optimal and economic outcomes.
When increments are built constantly and customers are allowed to view them it will help in reducing the risk. In a running system, this increment will add on and act as a prototype enabling market validation and testing.
Increment building allows rapid learning with a quick learning cycle. For a complex system, these integration points can be used to check every system's capability to meet the responsibility. Connecting local points to the higher system is a must to reap the benefits of integration.
The lean agile principles aim in breaking down the traditional model to set-based design. In this, the increments are built rapidly with integrated learning cycles. Therefore at every point, a milestone is involved and this will cover the entire SDLC from the requirement of testing and thus produces a value increment.
It is a good practice to visualize the WIP which will allow limiting them by reducing the batch size as well as managing queue lengths. All three methods are followed to achieve a continuous flow of state to quickly move new system features.
Tips to keep the flow on continuously
Cadence Principles of flow
1.Variance accumulation can be prevented by using regular cadence.
2.Cadence is enabled by providing sufficient capacity margin.
3.Small batch sizes are enabled with periodical cadence.
Compensation alone cannot motivate skilled resources and it may even defeat the purpose of unity but leads to jealously. Lean agile principles suggest the following guidelines to motivate resources.
By distributing the decision making it will reduce delay, and improve the development flow. Further, enables quicker feedback with an innovative solution. However, keep strategic decisions centralized.
|Recurrent problems, time-critical decisions, and decisions that need local details can be decentralized||Product strategy decisions, value stream decisions, and that which provides noteworthy economies of scale must be centralized|
Do away with organizing things based on the old principles and create a value-based organization.
Follow the steps given below to make a value-based organization
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