Yuval Yeret and Ryan Ripley discuss the commercialization of SAFe, criticisms of RUP involvement in SAFe, similarities between SAFe and RUP, the value of measuring outcomes, and engaging leaders in agile transformations.
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Quick takeaways
Ken Schwaber questions the understanding and appreciation of lean agile thinking by those with a RUP background in the commercialized SAFe framework.
Schwaber emphasizes the importance of measurement and introduces Evidence-Based Management as a measurement framework that can be applied to any agile framework.
Deep dives
Ken Schwaber's critique of SAFe's commercial aspects
Ken Schwaber's blog post from 2013 highlights the commercial aspects of SAFe and its origins. He argues that SAFe, developed by the same people behind Rational Unified Process (RUP), is taking advantage of the growing popularity of agile and attempting to build a business around it. While he acknowledges the experience of those with a RUP background, he questions whether they truly understand and appreciate lean agile thinking. However, he also recognizes that not all individuals with a RUP background have issues with agility. Schwaber suggests that organizations should think for themselves and consider their effective change management approach, focusing on lean and agile principles.
The connection between SAFe and RUP
Schwaber points out the similarities between SAFe and Rational Unified Process (RUP), suggesting that SAFe looks exactly like RUP but claims to be customizable. However, Schwaber questions the extent of the customization offered by SAFe and raises doubts about its effectiveness. He emphasizes the importance of measurement and urges organizations to measure the outcomes of their transformations to determine if the investment in SAFe was worth it. Schwaber also introduces the concept of Evidence-Based Management (EBM) as a measurement framework that can be applied to any organization, regardless of the agile framework they adopt.
Prescriptive vs. emergent approaches in agile
Schwaber delves into the philosophical debate of prescriptiveness versus emergent approaches in agile. He argues that SAFe leans heavily toward prescriptiveness, while Scrum and Kanban leave more decision-making to the users of the frameworks. Schwaber highlights the importance of engaging one's brain and critically evaluating the effectiveness of the chosen framework. He suggests that organizations should embrace evidence-based management, which can be applied to any framework, and encourages leaders to actively engage in the transformation process. He concludes that organizations should focus on lean and agile principles and find the best way to work, rather than following dogma or treating agility as a religion.
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