What are the SAFe Principles ?

What are the SAFe Principles ?

Learning Mudra, Category - SAFe Agilist

SAFe's purpose is to synthesize this amount of knowledge, as well as the lessons learned through hundreds of deployments. This results in a system of integrated, tried-and-true methods that have increased employee engagement, time-to-market, solution quality, and team productivity. However, given the intricacies, there is no off-the-shelf answer for the particular issues that each organization faces. Not every SAFe advised practice will be equally applicable in every situation. Learn in the SAFe Agilist class about what are the SAFe Principles built on ten fundamental concepts derived from Agile principles and methods, Lean product development, systems thinking, and the study of successful businesses. The name of each principle provides a detailed description of that principle.

Take an Economic View

A thorough grasp of building system economics is essential to provide the best value and quality for individuals and society in the shortest sustainable lead-time. Everyday decisions must be made from the perspective of the economy. This comprises the incremental value delivery strategy as well as the larger economic foundation for each value stream. This approach emphasizes the cost-benefit trade-offs between risk, Cost of Delay (CoD), manufacturing, operating, and development costs. Furthermore, every development value stream must operate within the framework of an approved budget and adhere to the guardrails that allow decentralized decision-making.

Apply systems thinking

Deming noticed that tackling workplace and market difficulties necessitates a grasp of the systems in which workers and users interact. Such systems are complicated, with numerous interconnected components. However, improving a component does not result in system optimization. To improve, everyone must comprehend the system's overall goal. SAFe applies systems thinking to both the system under development and the organization that creates the system.

Assume variability: preserve options

Traditional design and life cycle techniques advocate early in the development phase to select a single design-and-requirements solution. Unfortunately, if that starting point turns out to be the wrong one, subsequent revisions will take too long and may result in a suboptimal design. Maintaining numerous requirements and design possibilities for a longer period of time in the development cycle is a preferable technique. Then, empirical data is used to narrow the focus, resulting in a design that produces the best economic consequences.

Build incrementally with fast, integrated learning cycles

Developing solutions progressively in short iterations enable faster client feedback and reduces risk. The following increments build on the prior ones. Because the system is always in operation, some increments may serve as models for market verification and analysis, while others may become minimum viable products. Others supplement the system with new and valuable features. Furthermore, these early, rapid feedback points aid in determining when to ‘pivot,' or switch to a different course of action, if necessary.

Base milestones on objective evaluation on working systems

Business owners, developers, and customers all share the duty of ensuring that investment in innovative solutions yields a return on investment. The sequential, phase-gate development paradigm was created to address this difficulty, however, experience has shown that it does not reduce risk as intended. Integration points in Lean-Agile development give objective milestones for evaluating the solution throughout the development life cycle. This regular assessment provides the financial, and fitness-for-purpose governance required to ensure that ongoing investment yields a proportional return.

Visualize and limit WIP, reduce batch sizes, and manage queue lengths

Lean businesses strive towards a state of continuous flow, in which new system capabilities move from concept to cash in a timely and visible manner.

The following are the keys to implementing flow:

• Visualize and limit the amount of work currently in progress. This boosts throughput while constraining demand to actual capacity.
• Reduce work batch sizes to promote faster and more consistent flow.
• Reduce wait times for new features by managing queue lengths.

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Apply cadence, synchronize with cross domain planning

Cadence establishes predictability and gives a rhythm for growth. Multiple viewpoints are understood, reconciled, and integrated at the same moment as a result of synchronization. Using development cadence and synchronization, in conjunction with periodic cross-domain planning, offers the tools required to operate efficiently in the face of inherent development unpredictability.

Unlock the intrinsic motivation of knowledge workers

lean-Agile leaders recognize that individual incentive compensation does not generally inspire ideation, creativity, and employee engagement. Individual incentives of this type might foster internal competition and undermine the cooperation required to attain the system's overall goal. Employee engagement may be increased through providing autonomy and purpose, decreasing constraints, fostering a mutual influence environment, and better understanding the role of compensation. Individuals, consumers, and the organization benefit from this strategy.

Decentralize decision-making

Fast value delivery necessitates decentralized decision-making. This reduces delays, improves the flow of product development, allows for faster feedback, and results in imaginative solutions designed by those with local knowledge. Some decisions, on the other hand, are strategic, global, and have economies of scale that warrant centralized decision-making. Because both types of decisions occur, developing a dependable decision-making framework is a vital step in empowering people and ensuring a continuous flow of value.

Organize around value

Many businesses are structured around principles developed during the last century. Most are arranged around functional competence for the sake of projected efficiency. However, in the digital age, the only permanent competitive edge is the speed with which a company can respond to its consumers' needs with new and inventive solutions. These solutions necessitate collaboration across all functional domains, with their attendant dependencies, handoffs, waste, and delays. Instead, Business Agility necessitates that businesses structure around value in order to deliver more quickly. And, as market and customer expectations shift, the company must quickly and flawlessly rearrange itself around the new value flow.

Conclusion

One of the most difficult challenges that our business has today is the development of enterprise-class software and cyber-physical systems. And, of course, the companies who construct these systems are becoming more complex. They are larger and more widely scattered than ever before. The answer includes mergers and acquisitions, distributed global (and multilingual) development, offshore, and quick growth. They are, however, a part of the problem. SAFe is based on 10 key concepts developed from Agile principles and practices, Lean product development, systems thinking, and research into successful firms. Furthermore, the manifestation of the concepts may be found throughout the Framework. A vast and ever-expanding collection of knowledge that can be of assistance Agile ideas and methods, Lean and systems thinking, product development flow practices and Lean processes are all part of it.