How can we achieve alignment between lots of these little autonomous teams to be able to build something like a self-organizing value stream, or a self-directing portfolio? The Agile Amped podcast is the shared voice of the Agile community, driven by compelling stories, passionate people, and innovative ideas. Together, we are advancing the impact of business agility.
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XSCALE Agile Performance (XAP) Practitioner
Scaled Agile Framework, or SAFe, is by far the most popular and consists of a set of three levels portfolio, program, and team , whose structure resembles traditional org charts, which contributes to ease of acceptance by leadership layers of large enterprises. SAFe has matured over time but imposes a heavy-weight paradigm over the underlying light-weight foundations of lean-agile. It targets organizations with multiple teams working on the same product. Nexus tackles scaling through an iterative-incremental approach, in which the scrum teams work together in the same sprint cycle, using a single product backlog. It recognizes the agile manifesto principles for software development and extends them to all business levels, not just to technical concerns but to the organization of teams. It restores the original XP value of collective ownership as the key to de-scaling the organization in the modern sense of decentralization.
XSCALE Alliance Partners
The premise is that the Agile Manifesto was focused on agile teams, not organizations. The XSCALE Alliance posits that we need a new manifesto that focuses more on the collective ownership aspect of decentralized ecosystems that comprise agile organizations. We are uncovering better ways of organizing value streams by doing so and helping others do so. Through this work we have come to value:. Many thanks for the kind words! They now read:.
Directly responsible individuals: business, design and tech stakeholders make decisions together as peers to build solutions that meet each others' constraints. Capture and store learning in small, self-organizing teams: as these work with current constraints they become capable of opening future bottlenecks. Work on outcomes: teams continuously prioritize the current bottleneck, quantify their contributions to top line business throughput, and minimize work in progress. Align small groups of teams into self-managing business streams that continuously adapt their work priorities to changing market feedback. Reward mutual benefit across business streams to reduce silos, wastes and missed opportunities, and share resources, services and learning. Mercilessly refactor business streams: reuse, recycle or reduce all the resources a stream produces so all contribute to top line throughput and none go to waste. Sign The Descaling Manifesto. Design breadth-first.