Complex software projects work perfectly in a perfect universe. They are self-sufficient, testing and development work well together, time is never an issue, and product specifications stay the same. However, if this article is reading, you don’t believe in fairytales more than we do. You may have also heard about or experienced the Agile model in one form. It has been a good fit. The situation is different this time. Your company is growing quickly and could soon have hundreds of employees. The right process is crucial.
Relevant Software has been using Agile for many years. We can confidently state that large enterprises can use the Scaled Agile Framework (SAFe) for scaling their software teams and product development.
SAFe is a tool that you may consider for your next project. Let’s discuss it in detail so you can make an informed choice.
What is Lean agile?
Lean Agile Leaders are lifelong learners responsible for ensuring the adoption of SAFe and its results. They enable and assist teams in building better systems by learning, teaching, coaching, and exhibiting Lean-Agile principles and practices.
What is Lean-Agile Leadership Different From Traditional Leadership?
Traditional Leadership is characterized by autocratic Leadership that uses democratic and paternalistic approaches to managing and leading the team. SAFe-agile lean-agile leadership employs situational, transformational, and servant leadership approaches. Lean-agile management allows for flexibility rather than rigid structures that limit your ability to try new things. Flexibility in the workplace encourages experimentation, creativity, and the inflow of new ideas. Clear communication allows teams to feel engaged and provides a sense of satisfaction. Both types require different leadership skills and traits.
Lean agile Leadership is founded on several principles which enable leaders and managers to create agile transformation. The following principles are important:
Exemplifying Leadership
“Be the positive change that you want others to see.” This well-known quote from Mahatma Buddha forms the foundation of agile Leadership. This principle is fundamental to agile Leadership. People behave as chameleons. They learn from the leaders and seniors they follow. Lean agile leaders model Leadership and work with their team to improve similar skills. They can inspire their team members by working on themselves.
What is Lean thinking, and what does it look like?
The pull is the fourth principle of lean thinking.
The purpose of a pull-based system is to minimize inventory, work-in-process, and ensure sufficient information to optimize workflow. This is a common example of just-in-time delivery and on-demand production.
Agile Leadership is a Continuum
Agile doesn’t view things in a binary way. Agile or non-agile. Agility does not have to be an end-all quality. Instead, it must be seen as a continuum. Although the Agile Leader adapts, many excellent leaders do not adapt. Some leaders can be controlled and commanding, but this doesn’t mean they are bad. These leaders are often more difficult to adapt than others because of their mentality (see Principle 1). Agile Leadership is something that evolves and gets better over time. We believe these principles can be used to define Agile Leadership. These principles were shared with practitioners and leaders. They proved useful in helping any manager or senior executive get started on the journey of making their organization more agile.
What are two aspects of being a leader by example in SAFe?
SAFe’s core beliefs and ideals are based on four core values: alignment, transparency, built-in quality, and program execution.
What are the three dimensions of Leadership?
The three components of leadership development are, in order, coaching, training, and deployment.
Summary
SAFe does not simply mean implementing a change. Instead, it is a shift towards continuously and relentlessly improving business agility. Managers, executives, and all other leaders need to be able to lead, sustain, or accelerate this transformation to a better way of working. Only leaders can modify and improve the system that governs how work is done. Only they can create an environment conducive to high-performing Agile groups and maximize their potential for success.
Leaders must therefore internalize and demonstrate leaner ways of thinking and operating so that others can benefit from their guidance, coaching, and encouragement. Lean-Agile implementation and mastery are only possible with effective Leadership.