- We work with you to develop a transformation roadmap that will provide visibility and transparency for the organization
- We train leaders and managers with the Agile framework and way of thinking is a must for success. The Agile framework is not for the IT team but for the whole organization at all levels.
- We train your teams with the Agile framework, proper development and engineering practices.
- Training and certifications can be done on-site. We can customize any of our Public courses for your needs.
Coach and Mentor Management and Teams
- Training is not enough, we work together with leaders, management and teams to guide them through the transition.
Build the Agile community of practice
- Sharing experiences and what people learned so that others can benefit at all levels.
Analytics and Metrics
- We help you to Set-up metrics from the portfolio to the team level so that the organization as a whole can learn and get better from them
Agile frameworks we use
Scaled Agile Framework 4.0 (SAFe)
The Scaled Agile Framework® (ScaledAgileFramework.com) is a proven, publicly-facing framework for adopting Lean–Agile development practices at enterprise scale.
SAFe integrates Lean-Agile software development with lean systems engineering practices, providing a common way of working across the two disciplines, and bringing the benefits of both to the larger
It helps enterprises better organize around value delivery, develop systems that include hardware and software, and improve development, coordination, and delivery of large value streams.
SAFe values business and practitioner outcomes over ideology, theory, framework, practice, or method. SAFe helps enterprises substantially increase productivity (30-50%), quality (30-50%), time to market (3-4 times faster), and employee engagement as exhibited by documented and reference-able case studies (see scaledagileframework.com/case-studies).
60% of US Fortune 100 companies are practicing SAFe
10% of Global Fortune 500 companies are practicing SAFe
SAFe provides comprehensive guidance at the enterprise’s Foundation, Portfolio, Value Stream, Program and Team Levels.
• Foundation – Guidance for Lean-Agile Leaders, Communities of Practice, Core Values, Lean-Agile Mindset, SAFe Principles and Implementation
• Portfolio – Guidance for strategy formulation and portfolio communication, organizing and funding Value Streams, managing the flow of larger initiatives, governance and cross Value Stream coordination
• Value Stream – For those building the world’s largest software and systems, SAFe encompasses Solution Intent, Solution Management, Engineering and Architecture, Agile Customer and Supplier relationships, and ART Coordination
• Program – Describes Agile Release Trains, teams of Agile Teams that build solution Capabilities and subsystems. ARTs align teams to a common mission, provide architectural and UX governance, facilitate flow, and provide objective evidence of progress and fitness for purpose.
• Team – Introduction of Kanban and flow. SAFe teams can apply Scrum, Kanban or a hybrid of their choosing
• SAFe supports both software and systems development and is applicable whenever at least a few hundred software practitioners are working cooperatively on related products and solutions. A new
Value Stream Level—including new roles, activities, and artifacts—is provided for those building the world’s largest systems.
• Use the size that fits your needs. The SAFe “Big Picture” can be expanded or collapsed to three or four levels.
• SAFe has proven to be effective in software, manufacturing, financial services, retail and distribution, COTS software, customer care and billing, telecom, media, outsourcing and more.
The Scrum framework
- A product owner creates a prioritized wish list called a product backlog.
- During sprint planning, the team pulls a small chunk from the top of that wish list, a sprint backlog, and decides how to implement those pieces.
- The team has a certain amount of time — a sprint (usually two to four weeks) — to complete its work, but it meets each day to assess its progress (daily Scrum).
- Along the way, the ScrumMaster keeps the team focused on its goal.
- At the end of the sprint, the work should be potentially shippable: ready to hand to a customer, put on a store shelf, or show to a stakeholder.
- The sprint ends with a sprint review and retrospective.
- As the next sprint begins, the team chooses another chunk of the product backlog and begins working again.
Beyond the sprint
The cycle repeats until enough items in the product backlog have been completed, the budget is depleted, or a deadline arrives. Which of these milestones marks the end of the work is entirely specific to the project. No matter which impetus stops work, Scrum ensures that the most valuable work has been completed when the project ends.
Improve team prioritization providing better business value
Reduce Cycle Times, Lead Times and Response Time
Improve the Service Catalogue and identify areas for automation and self-service
Reduce dependency on people knowledge and skills
Improve Best Practices
Follow company processes and standards
Improve team visibility with metrics
Extreme Programming is a discipline of software development based on values of simplicity, communication, feedback, courage, and respect. It works by bringing the whole team together in the presence of simple practices, with enough feedback to enable the team to see where they are and to tune the practices to their unique situation.