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SAFe: Scaling Agile Beyond a Single Team
SAFe is a blueprint for applying Agile principles across large organizations, not just single teams. It coordinates many teams into 'Agile Release Trains' that plan and deliver together in fixed cycles, ensuring alignment on complex products.
Large-Scale Scrum (LeSS): Scaling Scrum by Descaling the Org
LeSS scales Scrum by simplifying the organization, not adding processes. It applies one-team Scrum principles to multiple teams working on one product. Use it when 2-8 teams need to collaborate on a single product backlog.
The Spotify Model: Scaling Agile with Autonomy
The Spotify Model organizes teams for autonomy and alignment, using mini-startups (Squads) and skill-based communities (Chapters). It helps scale agile in large orgs, but copying the structure without the culture of trust creates a rigid hierarchy in disguise.
The Agile Release Train: How Multiple Teams Ship Together
An Agile Release Train (ART) is a 'team of teams' that aligns 50-125 people to ship a complex product together. It's used in SAFe to coordinate multiple Agile teams on a shared roadmap, ensuring they all pull in the same direction.
PI Planning: Aligning an Entire Agile Release Train
PI Planning gets an entire 'team of teams' (an ART) in one room to plan the next 8-12 weeks. This two-day event aligns development with business goals and identifies cross-team dependencies.
RTE: The Conductor of the Agile Release Train
The Release Train Engineer (RTE) is the master facilitator for a group of agile teams, acting as a servant leader and coach. They orchestrate large-scale planning and ensure smooth value delivery.
Scrum@Scale: Agile for Teams of Teams
Scrum@Scale treats your organization as a network of Scrum teams, aiming for "minimum viable bureaucracy." It coordinates multiple teams working on one complex product.
Inspect & Adapt: SAFe's Formal Improvement Event
Inspect & Adapt is a formal 'pit stop' for an entire Agile Release Train (ART) to improve its process. At the end of each Program Increment, teams demo the solution, review metrics, and identify improvements.
Lean Portfolio Management (LPM): Connecting Strategy to Execution
LPM connects strategy to execution by applying Lean thinking to funding and governance. It manages a portfolio of development value streams—like an e-commerce site—to ensure work aligns with business goals.
Solution Train: The Train of Agile Trains
A Solution Train is a 'train of trains,' coordinating multiple Agile Release Trains (ARTs) to build one massive product. It's used for complex systems like autonomous vehicles where many teams must align.
LeSS Huge: Scaling Scrum Beyond Eight Teams
LeSS Huge is a framework for applying Scrum when over eight teams work on one product, organizing them into "Requirement Areas." It’s for massive projects, like autonomous driving systems, where dozens of teams must coordinate.
Delegation Poker: Making Delegation a Team Sport
Delegation isn't a binary choice. Delegation Poker is a game where teams discuss and agree on their level of authority for key decisions, moving from 'manager decides' to 'team decides'. It's used to clarify roles and empower teams.
Gemba Walk: Go See Where the Work Happens
A Gemba Walk means leaving your desk to see where value is actually created. It's about observing real work, not reading reports. Managers use it to understand real bottlenecks. The footgun is observing to judge, not to understand and learn.
Moving Motivators: Uncover What Drives Your Team
Moving Motivators is a card game that reveals a person's core drivers by ranking ten motivations. Use it with a new hire or a team facing change to see how their motivation will be impacted. The footgun is judging motivators, not understanding them.
Management 3.0: Manage the System, Not the People
Management 3.0 treats leadership like tending a garden, not commanding an army. You manage the system—the environment and constraints—to let empowered teams flourish. It's used in agile contexts to boost engagement with hands-on tools and games.
Intent-Based Leadership: State the Goal, Not the Steps
Instead of giving orders, leaders declare their intent, empowering teams to figure out the 'how.' It's used in agile teams or military units where frontline context is key. The footgun is giving control without clarity, which leads to chaos instead of results.
Intent-Based Leadership: The Leader-Leader Model
Instead of waiting for orders, teams declare their intent to act. This leader-leader model, born on a nuclear sub, shifts the default from 'ask permission' to 'act unless vetoed,' empowering distributed decision-making.
Humble Inquiry: Ask Questions You Can't Answer
Humble Inquiry means asking questions you don't know the answer to, building trust by showing genuine curiosity. Use it in 1-on-1s or retrospectives to uncover hidden assumptions. The footgun is asking a leading question disguised as an open one.
Toyota Kata: The Practice Routine for Continuous Improvement
Think of Toyota Kata as a daily workout for your team's problem-solving muscles. It provides a structured routine to move from a current condition to a target condition via rapid, small experiments.
Obeya: The Project 'War Room'
Think of an Obeya as a project's 'war room,' a space for visualizing work to make fast, informed decisions. It's used in lean and agile settings to align teams on strategy and surface problems. The footgun is treating it as a status meeting room, not.