A Summary Description from my Recent Lean|Agile Leadership Workshop in Walldorf, GermanyPosted on July 19, 2012 by Dean Leffingwell in Case Studies, Uncategorized
I recently held a public workshop “Lean|Agile Leadership with the Scaled Agile Framework” in Waldorf, Germany. A colleague and attendee, Felix Russell, just posted his thoughts and a recap here http://www.agilerescue.de/scaling-the-lean-agile-enterprise-ein-workshop-mit-dean-leffingwell/ (Thanks Felix!).
It’s in German of course, but here’s a rough (google) translation:
“The themes of agility and Lean arrived in everyday business. In many cases, there is the introduction Bottom-Up: Some teams opt for a framework such as Scrum or agile approach, is only in a second step, think about a coordinated rollout of agile practices, and major changes in the organizational structure.
The practices in Scrum, as has been discussed frequently in recent years, focus heavily on the team level. The team as a core value of the individual with the people organize themselves and define their common rules.
In reality, one is often faced with the challenge that successful teams are the condition for a successful company, but unfortunately not enough. Want to scale it (“scaling agile”) and the organization concerned can not place much of new, so you have to take a lot of compromises (ScrumBut) or take expensive and risky friction losses.
How will it be so systematically agile / lean practices and structures to scale? Dean Leffingwell’s Scalable Agile with its Framework (SAF) is a response.
In early July 2012, I had the opportunity to learn about Dean Leffingwell know in person and show him Heidelberg. Also, I could before the Scrum Day 2012 in Walldorf participate in his two-day workshop. This workshop and intensive discussions with Dean convinced me to occupy myself further with the SAF. The workshop itself was very interesting, but it was not always easy to follow Dean as he dealt with at an incredibly important issue for the next one. Everything was timed and accordingly it was intense for all participants.
Extensive list of topics for two days
Unlike many other trainers, you realize that Dean Leffingwell responsible in his career, many times in the top management (CxO) for the success of his decision was. He consistently presents important theoretical concepts into manageable approaches that have proven themselves in practice. He knows the constraints under which many decision makers are now offering intermediate steps and pragmatic solutions.
Instead of all programs to reorganize a lot of resistance, he proposes to shape programs to first virtual value chains around.
Instead of the value chain right to want to transform completely at the beginning, he proposes to focus attention on the waiting times and consequently to reduce (“nobody wants to defend delays”).
The idea behind SAF was born several years ago, before 2-3 years me his “big picture” and also noticed his books are now in the SAF approaches a pre-bundled. As is seen in the classical literature on the Scrum team as the core of value creation, Dean focuses on the conscious level of the program, where multiple teams are combined.
The organization of the team level is, according to SAF for “Scrum +”, an interpretation of Scrum, the interpretriert the role of product owner something else to differentiate the more at the program level, the role of product manager can. The PO in the SAF is more to the team turned inward, toward the actual decisions of product management at the program level, the POs are counted from the team for the expanded group of product managers.
Dean rolls the SAF is product manager, product owner before undTeam.
The SAF included in the basic ideas and concepts I will take up in a series of articles, as the SAF, especially in Germany is still little known.