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copyright (c) Net Objectives, Inc. All Rights Reserved.
10 December 2013
1
Al ShallowayCEO, Net Objectives
An Executive’s Guide to the Scaled Agile Framework
© Copyright Net Objectives, Inc. All Rights Reserved 2
@AlShalloway
CEO, Founder
copyright (c) Net Objectives, Inc. All Rights Reserved.
10 December 2013
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© Copyright Net Objectives, Inc. All Rights Reserved 3
ASSESSMENTS
CONSULTINGTRAININGCOACHING
Product Portfolio ManagementProduct ManagementLean for ExecutivesSAFe for ExecutivesScaled Agile Framework
Leading SAFeSAFe Program Consultant
Lean ManagementProject Management
Kanban / Scrum ATDD / TDD / Design PatternsSAFe Scrum/XP
technicaltechnical
p o d c a s t s
processprocess
© Copyright Net Objectives, Inc. All Rights Reserved 4
a day of SAFe
Achieving Scale
Architectural Runway
Kanban
Achieving Scale
Architectural Runway
Kanban
what to watch if interested in SAFe
Executive Overview
Executive Overview
what to watch if not interested in SAFe
Q&A
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© Copyright Net Objectives, Inc. All Rights Reserved 5
Our Organizational Structure
Inspired by Dan North, BSC/ADP 2012
© Copyright Net Objectives, Inc. All Rights Reserved 6
What they can manage
Their people
• How busy they are
• Their “productivity”
The quality of work of their people
Hierarchical Management
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© Copyright Net Objectives, Inc. All Rights Reserved 7
the nature of our work
© Copyright Net Objectives, Inc. All Rights Reserved 8
we manage this way…
…even though our value flows this way
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© Copyright Net Objectives, Inc. All Rights Reserved 9
What they can manage What they need to manage
Their people
• How busy they are
• Their “productivity”
The quality of work of their people
Time‐to‐market
Effects of upstream groups on their teams
Effects of downstream groups on their teams
Hierarchical vs. Lean Management
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who is managing the value?
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© Copyright Net Objectives, Inc. All Rights Reserved 11
time‐to‐market
© Copyright Net Objectives, Inc. All Rights Reserved 12
how often does work wait?
Adding Value
Waiting Waiting
Adding Value Adding ValueAdding Value
Adding Value Adding Value
What percent of the time is our work moving forward?
How would you know?
No one is managing this in most companies.
Waiting
How much of the time is it waiting for something else to be done?
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© Copyright Net Objectives, Inc. All Rights Reserved 13
what happens when adding value is delayed?
between getting requirements and using them?between writing a bug and it being detected?between two groups getting out of sync?
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the whole picture
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© Copyright Net Objectives, Inc. All Rights Reserved 15
1. Identify the actions taken in the value stream1. Identify the actions taken in the value stream
ApproveRequest Reqts Sign Off
Review Deploy
Analysis
Design Code Test
© Copyright Net Objectives, Inc. All Rights Reserved 16
0.5 hrs0.5 hrs 160 hrs160 hrs8 hrs8 hrs 8 hrs8 hrs
120 hrs120 hrs 280 hrs280 hrs 240 hrs240 hrs
100 hrs100 hrs
8 hrs8 hrs2 hrs2 hrs
ApproveRequest Reqts Sign Off
Review Deploy
Analysis
Design Code Test
1. Identify the actions taken in the value stream2. What was the real time from start to finish of the action?1. Identify the actions taken in the value stream2. What was the real time from start to finish of the action?
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© Copyright Net Objectives, Inc. All Rights Reserved 17
0.5 hrs0.5 hrs 160 hrs160 hrs8 hrs8 hrs 8hrs8hrs
120 hrs120 hrs 280 hrs280 hrs 240 hrs240 hrs
100 hrs100 hrs
8 hrs8 hrs2 hrs2 hrs
Approve.1 / 7.9 hrs
Request0.5 / 0.0 hr
Reqts60 / 100 hrs
Sign Off1 / 7 hrs
Review 2 / 0 hrs
Deploy3 / 5 hrs
Analysis40 / 60 hrs
Design40 / 80 hrs
Code80 / 200 hrs
Test40 / 200 hrs
1. Identify the actions taken in the value stream2. What was the real time from start to finish of the action?3. What was the average time working on this vs working on other things?
1. Identify the actions taken in the value stream2. What was the real time from start to finish of the action?3. What was the average time working on this vs working on other things?
© Copyright Net Objectives, Inc. All Rights Reserved 18
0.5 hrs0.5 hrs 160 hrs160 hrs8 hrs8 hrs 8hrs8hrs
120 hrs120 hrs 280 hrs280 hrs 240 hrs240 hrs
100 hrs100 hrs
8 hrs8 hrs2 hrs2 hrs
320 hrs 80 hrs 320 hrs 80 hrs
80 hrs
160 hrs 80 hrs 80 hrs 80 hrs
1. Identify the actions taken in the value stream2. What was the real time from start to finish of the action?3. What was the average time working on this vs working on other things?4. Identify time between actions
1. Identify the actions taken in the value stream2. What was the real time from start to finish of the action?3. What was the average time working on this vs working on other things?4. Identify time between actions
Approve.1 / 7.9 hrs
Request0.5 / 0.0 hr
Reqts60 / 100 hrs
Sign Off1 / 7 hrs
Review 2 / 0 hrs
Deploy3 / 5 hrs
Analysis40 / 60 hrs
Design40 / 80 hrs
Code80 / 200 hrs
Test40 / 200 hrs
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© Copyright Net Objectives, Inc. All Rights Reserved 1910 December 2013
0.5 hrs0.5 hrs 160 hrs160 hrs8 hrs8 hrs 8hrs8hrs
120 hrs120 hrs 280 hrs280 hrs 240 hrs240 hrs
100 hrs100 hrs
8 hrs8 hrs2 hrs2 hrs
320 hrs 80 hrs 320 hrs 80 hrs
160 hrs 80 hrs 80 hrs 80 hrs
1. Identify the actions taken in the value stream2. What was the real time from start to finish of the action?3. What was the average time working on this vs working on other things?4. Identify time between actions5. Identify any loop backs required
1. Identify the actions taken in the value stream2. What was the real time from start to finish of the action?3. What was the average time working on this vs working on other things?4. Identify time between actions5. Identify any loop backs required
80 hrs
65% defectiveRepeat 3X
65% defectiveRepeat 3X
20% rejectedRepeat 1X
20% rejectedRepeat 1X
Approve.1 / 7.9 hrs
Request0.5 / 0.0 hr
Reqts60 / 100 hrs
Sign Off1 / 7 hrs
Review 2 / 0 hrs
Deploy3 / 5 hrs
Analysis40 / 60 hrs
Design40 / 80 hrs
Code80 / 200 hrs
Test40 / 200 hrs
© Copyright Net Objectives, Inc. All Rights Reserved 20
1. Identify the actions taken in the value stream2. What was the real time from start to finish of the action?3. What was the average time working on this vs working on other things?4. Identify time between actions5. Identify any loop backs required6. Calculate Process Cycle Efficiency:
1. Identify the actions taken in the value stream2. What was the real time from start to finish of the action?3. What was the average time working on this vs working on other things?4. Identify time between actions5. Identify any loop backs required6. Calculate Process Cycle Efficiency:
Approve.1 / 7.9 hrs
Request0.5 / 0.0 hrs
Reqts60 / 100 hrs
Sign Off1 / 7 hrs
Review 2 / 0 hrs
Deploy3 / 5 hrs
Analysis40 / 60 hrs
Design40 / 80 hrs
Code80 / 200 hrs
Test40 / 200 hrs
0.5 hrs0.5 hrs 160 hrs160 hrs8 hrs8 hrs 8hrs8hrs
120 hrs120 hrs 280 hrs280 hrs 240 hrs240 hrs
100 hrs100 hrs
8 hrs8 hrs2 hrs2 hrs
320 hrs 80 hrs 320 hrs 80 hrs
160 hrs 80 hrs 80 hrs 80 hrs
65% defectiveRepeat 3X
65% defectiveRepeat 3X
20% rejectedRepeat 1X
20% rejectedRepeat 1X
80 hrs
Approve.1 / 7.9 hrs
Request0.5 / 0.0 hrs
Reqts60 / 100 hrs
Sign Off1 / 7 hrs
Review 2 / 0 hrs
Deploy3 / 5 hrs
Analysis40 / 60 hrs
Design40 / 80 hrs
Code80 / 200 hrs
Test40 / 200 hrs
Avg Time Worked Total Cycle Time
0.5 hrs 160 hrs8 hrs 8 hrs
120 hrs 280 hrs 240 hrs
100 hrs
8 hrs2 hrs
320 hrs 80 hrs 320 hrs 80 hrs
160 hrs 80 hrs 80 hrs
65% defectiveRepeat 3X
20% rejectedRepeat 1X
80 hrs
80 hrs
PCE = = 14.9%509 hrs
3433 hrs
509 hrs
3433 hrs
Avg Time Worked Total Cycle Time
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legacy organization: matrix resources to projects
Project 1
Project 2
Project 3
Project 4
Project N
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let’s create a pilot project
Project 1
Project 2
%
Project 3
Project 4
Project N
Business Analyst, Architect, Usability Expert, Developer, Developer, Tester, Project Manager
Expert
Experience has shown that if you create a cross‐functional co‐located team you will improve 3x without changing your process.
Project 2
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incrementally realizing business value
evolving the system
what risks do these approaches lower?
risk
value
value
risk
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identifying MBIs by programs
Imp
ort
ance
of
pro
ject
sLo
w
Hig
h
1. Define projects2. Break them up into smaller ones3. Rearrange them by priority
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define MVPs to be worked onIm
po
rtan
ce o
f p
roje
cts
Low
H
igh
In queue Active
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opportunity to re‐assess
Imp
ort
ance
of
pro
ject
sLo
w
Hig
h
In queue Active
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opportunity to re‐assessIm
po
rtan
ce o
f p
roje
cts
Low
H
igh
In queue Active
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what is “faster”?
value stream
Input
Priority
BUSINESS DISCOVERY BUSINESS DELIVERY
Planning StagingReady to Pull
c h u n k i n g s l i c i n g
Iteration
0
IterativeDevelopment
IncrementalDeployment
Support & Feedback
e m p i r i c a l
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A proven, publicly‐facing framework for applying Lean and Agile practices at enterprise scale.
Scaled Agile Framework®
www. S c a l e d A g i l e F r a m ew o r k . c om
© 2008 ‐ 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. 30
lean thinking provides the tools we need
Respect for People
Product Development
FlowKaizen
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Goal: Speed, Value, Quality
THE GOAL
Sustainably shortest lead time
Best quality and value to people and society
Most customer delight, lowest cost, high morale, safety
THE GOAL
Sustainably shortest lead time
Best quality and value to people and society
Most customer delight, lowest cost, high morale, safety
All we are doing is looking at the timeline, from the where the customer gives us an order to where we collect the cash. And we are reducing the time line by reducing the non‐value added wastes.
– Taiichi Ohno
Agile is about delivering incremental business value, not team iterations
Alan Chedalawada
Most software problems will exhibit themselves as a delay.
– Al Shalloway
All we are doing is looking at the timeline, from the where the customer gives us an order to where we collect the cash. And we are reducing the time line by reducing the non‐value added wastes.
– Taiichi Ohno
Agile is about delivering incremental business value, not team iterations
Alan Chedalawada
Most software problems will exhibit themselves as a delay.
– Al Shalloway
Respect for People
Product Development
FlowKaizen
© 2008 ‐ 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. 32
respect for people
Develop individuals and teams; they build products
Empower teams to continuously improve
Build partnerships based on trust and mutual respect
Develop individuals and teams; they build products
Empower teams to continuously improve
Build partnerships based on trust and mutual respect
Your customer is whoever consumes your work
Don’t trouble them
Don't overload them
Don't make them wait
Don't impose wishful thinking
Don't force people to do wasteful work
Equip your teams with problem‐solving tools
Form long‐term relationships based on trust
Your customer is whoever consumes your work
Don’t trouble them
Don't overload them
Don't make them wait
Don't impose wishful thinking
Don't force people to do wasteful work
Equip your teams with problem‐solving tools
Form long‐term relationships based on trust
Respect for People
Product Development
FlowKaizen
PEOPLE
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Provide quality systems within which people can work
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Lean‐Agile Software Development
Optimize to realize business value…
not just to improve development work.
Key Principles
Implement lean across
– an entire value stream – the complete product
Optimize the Whole
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Lean‐Agile Software Development
Only work on things of value and that you know how to achieve.
Only start work that you know you can complete.
Key Principles
Most waste due to delays in either workflow or feedback
Root cause of waste is too much Work in Process (WIP)
Duplication of effort must be avoided with holistic view
Eliminate Waste
© 2008 ‐ 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. 36
product development flow
1. Take an economic view
2. Actively manage queues
3. Understand and exploit variability
4. Reduce batch sizes
5. Apply WIP constraints
6. Control flow under uncertainty:cadence and synchronization
7. Get feedback as fast as possible
8. Decentralize control
1. Take an economic view
2. Actively manage queues
3. Understand and exploit variability
4. Reduce batch sizes
5. Apply WIP constraints
6. Control flow under uncertainty:cadence and synchronization
7. Get feedback as fast as possible
8. Decentralize control
Reinertsen, Don. Principles of Product Development Flow
Respect for People
Product Development
FlowKaizen
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kaizen
BECOME RELENTLESS IN:
Reflection
Continuous improvement as an enterprise value
BECOME RELENTLESS IN:
Reflection
Continuous improvement as an enterprise value
A constant sense of danger
Small steady, improvements
Consider data carefully, implement change rapidly
Reflect at milestones to identify and improve shortcomings
Use tools like retrospectives, root cause analysis, and value stream mapping
Protect the knowledge base by developing stable personnel and careful succession systems
A constant sense of danger
Small steady, improvements
Consider data carefully, implement change rapidly
Reflect at milestones to identify and improve shortcomings
Use tools like retrospectives, root cause analysis, and value stream mapping
Protect the knowledge base by developing stable personnel and careful succession systems
Respect for People
Product Development
FlowKaizen
© 2008 ‐ 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. 38
Scaled Agile Framework®
www. S c a l e d A g i l e F r a m ew o r k . c om
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Synchronizes alignment, collaboration and delivery
Well defined in booksand now on the web
Scales successfully to large numbers of practitioners and teams
Core Values
1. Code Quality2. Program Execution3. Alignment4. Transparency
®Scaled Agile Frameworkwww. S c a l e d A g i l e F r a m ew o r k . c om
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Agilityis about Business Value Incrementsnot development cycles
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a system of delivering business value
A system is a network of interdependent components that work together to try to accomplish the aim of the system.
A system must have an aim. Without an aim, there is no system.
W. Edwards Deming
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drive from the portfolio
Portfolio Vision gives the system an aimCentralized strategy, decentralized executionInvestment themes provide operating budgets for trainsKanban systems provide portfolio visibility and WIP limitsObjective metrics support governance and kaizenValue description via Business and Architectural epics
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© 2008 ‐ 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. 43
alignment more value is created with overall alignment than with local excellence. – Don Reinertsen
Clear content authority
Face‐to‐face planning
Aligned Team, Program and Business Owner objectives
Cross‐team and cross‐program coordination
Architecture and UX guidance
Match demand to throughput
Alignment
Business Owners
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systems must be managed
A system must be managed. It will not manage itself. Left to themselves, components become selfish, competitive, independent profit centers, and thus destroy the system… The secret is cooperation between components toward the aim of the organization.
W. Edwards Deming
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the program level drives the teamsSelf‐organizing, self‐managing team‐of‐agile‐teams Continuous value deliveryAligned to a common mission via a single backlogCommon sprint lengths and estimatingFace‐to‐face planning cadence for collaboration, alignment, synchronization, and assessmentValue description via Features and Benefits
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alignment, synchronization, and cadence
Todays’ development processes typically deliver information asynchronously in large batches. Flow based processes deliver information in a regular cadence of small batches.
Don Reinertsen
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© 2008 ‐ 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. 47
Develop on Cadence, Deliver on ValueDevelopment occurs on a fixed cadence.
The business decides when value is released.
Deliver on Demand
Major Release Customer
UpgradeCustomer Preview
Major Release New
Feature
Develop on Cadence
PSI PSI PSI PSI PSI
© 2008 ‐ 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. 48
program executionAgile Release Trains – self‐organizing teams of agile teams –reliably and frequently deliver enterprise value
Driven by vision and roadmap
Lean, economic prioritization
Frequent, quality deliveries
Fast customer feedback
Fixed, reliable cadence
Regular inspect and adapt drives continuous improvement
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© 2008 ‐ 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. 49
nothing beats an agile team• Empowered, self‐organizing, self‐managing cross‐functional teams
• Valuable, fully‐tested software increments every two weeks
• Scrum project management practices and XP‐inspired technical practices
• Teams operate under program vision, system, architecture and user experience guidance
• Value description via User Stories
© 2008 ‐ 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. 50
transparencytransparency builds confidence, alignment and trust
All backlogs and progress visible to all stakeholders
Objective reporting based on working, tested, evaluated code
Everyone understands backlog, capacity, velocity, WIP
Management leads and fosters open environment
Transparen
cy
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© 2008 ‐ 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. 51
© 2008 ‐ 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. 52
leading knowledge workersWorkers are knowledge workers if they are more knowledgeable about the work they perform than their bosses.
Peter Drucker
Workers themselves are best placed to make decisions about how to perform their work and how to modify their processes
To effectively lead, the workers must be heard and respected
Knowledge workers have to manage themselves. They have to have autonomy.
Continuing innovation has to be part of their work, and their responsibility
Workers themselves are best placed to make decisions about how to perform their work and how to modify their processes
To effectively lead, the workers must be heard and respected
Knowledge workers have to manage themselves. They have to have autonomy.
Continuing innovation has to be part of their work, and their responsibility
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© 2008 ‐ 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. 53
foundation: leadership
Take responsibility for Lean‐Agile success
Understand and teach Lean‐Agile behaviors
Are trained in practices and tools of continuous improvement
Teach problem solving and corrective action
See with their own eyes. “No useful improvement was ever invented at a desk.”
Managers develop people. People develop solutions.
Take responsibility for Lean‐Agile success
Understand and teach Lean‐Agile behaviors
Are trained in practices and tools of continuous improvement
Teach problem solving and corrective action
See with their own eyes. “No useful improvement was ever invented at a desk.”
Managers develop people. People develop solutions.
Respect for People
Product Development
FlowKaizen
Management is trained and exhibits lean thinking
Bases decisions on this long term philosophy
Lean Thinking Manager‐Teachers
© 2008 ‐ 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. 54
Conclusion
The foundation of Lean is leadership
The foundation of SAFe is YOU
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© Copyright Net Objectives, Inc. All Rights Reserved 55
Next Steps
Browse the framework
Read the book
Build your expertise with training and certification
Accelerate value delivery with your first Agile Release Train
Contact Net Objectives (see next slide)
Join the community at community.ScaledAgile.com
Become a SAFe Lean Thinking
Manager‐Teacher
Launch AgileRelease Trains
Leverage theCommunity
© Copyright Net Objectives, Inc. All Rights Reserved 56
Scaled Agile consulting and implementation for a decade.
The premier provider of SAFe‐related consulting and training.
The primary contributors to the materials in the SAFe code quality section.
Net Objectives
Technical Training
Design PatternsATDD / TDDEmergent DesignScrum/XP
SAFe‐Related Services
Portfolio ManagementProduct Manager and Product Owner TrainingQuick Starts (customizable)SAFe KanbanSPC Training
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Al Shallowayemail: [email protected] tag @alshalloway
Register at www.netobjectives.com/register to receive notices of monthly webinarsSee www.netobjectives.com/resources
See upcoming SPC courses in Seattle (1/14‐17) and Atlanta (2/18‐21)www.netobjectives.com/events
Thank You
© Copyright Net Objectives, Inc. All Rights Reserved 58
ASSESSMENTS
CONSULTINGTRAININGCOACHING
Product Portfolio ManagementProduct ManagementLean for ExecutivesSAFe for ExecutivesScaled Agile Framework
Leading SAFeSAFe Program Consultant
Lean ManagementProject Management
Kanban / Scrum ATDD / TDD / Design PatternsSAFe Scrum/XP
technicaltechnical
p o d c a s t s
processprocess
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© Copyright Net Objectives, Inc. All Rights Reserved 59
Public Course11 Dec Essence of Agile: From Team to Full Stream
SAFe Courses14 Jan SAFe Program Consultant Certification (Seattle)18 Feb SAFe Program Consultant Certification (Atlanta)
Questionsemail: [email protected]
twitter: @alshalloway