PPMP20007 Assessment 3B

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Scholar College of Commerce, Rawalpindi *

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Management

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Nov 24, 2024

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PPMP20007 ASSESSMENT 3B Topic : Agile Project Management: Scaled Agile Framework (SAFe) Student Name- Student ID-
Introduction ◦ The Scaled Agile Framework (SAFe) can help agile software development teams. Team, Programme, and Portfolio are the three pillars of SAFE. ◦ This presentation will focus on the Scaled Agile Framework (SAFe) and its role in Agile project management. ◦ This presentation will offer several perspectives on the Scaled Agile Framework (SAFe) in Agile Project Management and explain key concepts based on the authors' experience.
Scaled Agile Framework (SAFe) ◦ The SAFe framework was created by Leffingwell and Jemilo. ◦ It utilising the ideas, methods, and best practises laid forth in the Scaled Agile Framework, businesses of any size may swiftly provide high-quality products and services utilising agile methodologies like Lean, Kanban, and Scrum (Almeida & Espinheira 2021).
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Literature review and findings ◦ The Scaled Agile Framework (SAFe) helps businesses adapt to the ever-changing needs of their consumers by standardising internal processes and increasing software quality. ◦ Steps towards this goal include formalising the process, adopting the Scaled Agile Framework (SAFe), and establishing clear roles and dependencies (Conboy & Carroll 2019).
Continue…. ◦ The goal of the concepts outlined in the Scaled Agile Framework (SAFe) is to make it easier for large companies to adopt agile methods of operation. ◦ The framework incorporates the essential ideas that must direct the organisation, as well as a complete body of knowledge detailing the optimal distribution and administration of jobs. ◦ To boost enterprise-wide alignment, cooperation, and delivery, the SAFe framework was developed with numerous agile teams in mind.
Continue…. ◦ The principles of the Scaled Agile Framework (SAFe) outline the optimal circumstances in which SAFe may provide its intended results. ◦ According to the SAFe framework, uniform methods must be utilised to create and evaluate business strategies (Remta & Buchalcevova 2021). ◦ They ensure that everyone is on the same page and working towards the same goal once they are in place.
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Continue…. ◦ The SAFe framework does not permit prioritising speed over quality. ◦ To ensure quality development practises are implemented into all agreements, it is the responsibility of each team member to establish the criteria that define "done" on a specific job or project. ◦ SAFe's baseline quality consists of the following five dimensions: flow; architectural and design quality; code quality; system quality; and release quality (Kowalczyk et al. 2022). ◦ SAFe promotes practises including batch planning, providing real-time insight into the status of the backlog across tiers, and performing rituals of inspection and adaption.
Continue…. ◦ The Scaled Agile Framework (SAFe) is beneficial for organisations seeking to foster cross-team cooperation since it facilitates the consolidation of coordinating efforts across several teams. ◦ The use of standardised processes facilitates the harmonisation of operations and mitigates the likelihood of complications arising from collaborative efforts among many teams (Beecham et al. 2021).
Discussion ◦ The Scaled Agile Framework (SAFe) is a framework that offers a streamlined approach to enhance software development productivity while maintaining the crucial centralised decision-making required at the corporate level. ◦ The Scaled Agile Framework (SAFe) offers a structured approach for software industry leaders to address strategic issues by using the principles of the agile methodology, which initially emerged within the context of tactical software development (Edison et al. 2021).
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Continue…. ◦ One of the key characteristics of the Scaled Agile Framework (SAFe) is its capacity to uphold team alignment with corporate objectives. ◦ In contrast, the Scaled Agile Framework (SAFe) employs a hierarchical structure and centralised decision-making to foster alignment among individuals and teams about the strategic objectives of the organisation.
Continue…. ◦ The use of the three-tiered structure of the Scaled Agile Framework (SAFe) enables organisations to enhance their project management capabilities. ◦ The utilisation of Scrum in a group setting is highly beneficial. Smaller businesses often exhibit more focused aims and responsibilities (Wińska & Dąbrowski 2020). ◦ The benefits of using the Scaled Agile Framework (SAFe) at the programme level are readily apparent.
Conclusion ◦ The presentation concluded that Scaled Agile Framework for Organisations is a body of knowledge that incorporates agile practises, systems thinking, and the lean mindset to assist in the design of large and complex software systems. ◦ The amount and quality of the database keep growing over time. The Scaled Agile Framework might be useful for companies that use big, dispersed teams to create complex software. ◦ By encouraging effective and timely deployment techniques, the SAFe framework helps firms get ready for interruptions.
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Reflection ◦ The group forming stage ◦ Every student was required to engage in the analysis of a case study and provide their evaluation of it in the classroom setting. ◦ The collaborative efforts of individuals can lead to a significant reduction in the amount of time required to complete a job. ◦ In order to evaluate the issue and provide recommendations, three experts were contacted. ◦ Significant progress is unlikely to be achieved unless all individuals provide their utmost efforts.
Continue…. ◦ The group storming stage ◦ Every everyone within a victorious team has a clear understanding of their own role and diligently strives to fulfil it. ◦ The absence of personalised, tailored instruction would have hindered our level of achievement. The successful attainment of the group's objectives hinged upon the collective endeavours of each individual member. ◦ Hence, it was imperative to establish an environment that fostered open and honest dialogue, facilitating the resolution of issues via joint endeavours.
Continue…. ◦ The group norming stage ◦ Members of a team need to have open lines of communication and common mental models to succeed as a unit and as individuals. ◦ When everyone in the team is operating from the same mental model, everyone benefits. Because nobody knew what they were supposed to be doing, teamwork was tough. ◦ Everyone has settled into their roles and is looking forward to working together, which has improved the mood of the group. ◦ Each of the tasks necessary to finish the project and deliver the presentation had been meticulously prepared.
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Continue…. ◦ The group performing stage ◦ These principles serve as a basis for the creation of personalised goals. If we all pulled together, we could get there. Due to time constraints, we were unable to go into detail. The contributions of my teammates are incomparably more valuable. ◦ The Adjourning Stage ◦ Despite the potential benefits of adhering to deadlines, not all team members shown a commitment to this aspect. Consequently, the team missed out on the opportunity to allocate more time into tasks like as information collecting and draught revisions.
References ◦ Almeida, F & Espinheira, E 2021, ‘Large-scale agile frameworks: a comparative review’, Journal of Applied Sciences, Management and Engineering Technology , Vol. 2, No.1, pp.16-29. http://ejurnal.itats.ac.id/jasmet/article/viewFile/1832/1581 ◦ Beecham, S, Clear, T, Lal, R & Noll, J 2021, ‘Do scaling agile frameworks address global software development risks? An empirical study’, Journal of Systems and Software , Vol. 171, No. 2, p.110823. https://www.sciencedirect.com/science/article/pii/S0164121220302181 ◦ Conboy, K & Carroll, N 2019, ‘Implementing large-scale agile frameworks: challenges and recommendations’, IEEE software , Vol. 36, No. 2, pp.44-50. https://arxiv.org/pdf/1901.08130 ◦ Edison, H, Wang, X & Conboy, K 2021, ‘Comparing methods for large-scale agile software development: A systematic literature review’, IEEE Transactions on Software Engineering , Vol. 48, No. 8, pp.2709-2731. https://ieeexplore.ieee.org/iel7/32/4359463/09387593.pdf ◦ Kowalczyk, M, Marcinkowski, B & Przybyłek, A 2022, ‘Scaled agile framework. Dealing with software process‐related challenges of a financial group with the action research approach’, Journal of Software: Evolution and Process , Vol. 34, No. 6, p.e2455. https://www.researchgate.net/profile/Bartosz-Marcinkowski/publication/360054152_Scaled_Agile_Framework_Dealing_with_Software_Process-Related_C hallenges_of_a_Financial_Group_with_the_Action_Research_Approach/links/6453a3584af788735258b614/Scaled-Agile-Framework-Dealing-with-Software-P rocess-Related-Challenges-of-a-Financial-Group-with-the-Action-Research-Approach.pdf ◦ Remta, D & Buchalcevova, A 2021, ‘Product owner’s journey to SAFe®—role changes in scaled Agile framework®’, Information , Vol. 12, No. 3, p.107. https://www.mdpi.com/2078-2489/12/3/107/pdf ◦ Wińska, E & Dąbrowski, W 2020, ‘Software development artifacts in large agile organizations: a comparison of scaling agile methods’, Data-Centric Business and Applications: Towards Software Development, Vol. 4, No. 2, pp.101-116. https://www.academia.edu/download/85867636/978-3-030-34706-2_6.pdf
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