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EX0-008 - Agile Scrum Foundation - Dump Information

Vendor : Exin
Exam Code : EX0-008
Exam Name : Agile Scrum Foundation
Questions and Answers : 59 Q & A
Updated On : April 18, 2019
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EX0-008 Questions and Answers

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EX0-008 Agile Scrum Foundation

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EX0-008 exam Dumps Source : Agile Scrum Foundation

Test Code : EX0-008
Test Name : Agile Scrum Foundation
Vendor Name : Exin
Q&A : 59 Real Questions

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Exin Agile Scrum Foundation

the way to construct a profession within the area of Agile | Real Questions and Pass4sure dumps

whatever new awaits you, start it right here. In an entirely reimagined Jira. 

In nowadays’s utility building atmosphere, things move instantly. generic challenge management procedures like waterfall, which emphasize procedure and documentation, are out of date. newer agile strategies, like Scrum, are main the style ahead.

Most organizations are making the transition from common the way to more recent ones.

in this environment, how can authorities, with their latest skill set, create house for themselves?

The first rate news is that deciding upon up new capabilities these days is handy. There are on-line portals which offer e-studying classes in bite-sized modules and which characteristic knowledgeable college and direction materials. The greatest issue an aspiring has is figuring out which path to take. there are lots of, many lessons accessible, and opting for the one to be able to carry the most value should still be a neatly-notion out method.

The top of the line mission administration approach in existence makes use of Agile strategies. Agile domain talents starts with the simple knowing of agile concepts, such because the elimination of waste, e.g. charge, time, and energy. It also includes delivering cost in short iterations all through the product development cycle. These ideas seem to be easy on the onset however their implementation requires time and journey.

The most advantageous method to rise up to pace on these new strategies is to take a primary direction in Agile undertaking management. such a path should still cowl primary agile strategies frameworks like Scum, XP, Kanban, Crystal, and DevOps it'll additionally encompass an outline of the building of a considerable number of Agile methods during the years.

This linear rationalization of concepts will help an expert understand the route business has taken, and may take, in coming years. Adapting to this song is likely one of the refined facets of undertaking management that learners will all the time deserve to take into account.

moreover, buying the skill sets referring to mission administration is at all times beneficial. Being able to show your abilities and journey with group administration and product existence cycle optimizations are important items to have for your resume.

Agile mission management, in addition to natural project management, together prepare the basis for a career loaded with alternatives and varieties a great basis for extra superior classes in agile know-how implementation. Such skills and event displays the ‘whys and why nots’ of venture administration.

but can you do greater than this?

With greater than eighty% of the corporations implementing the Scrum method to control their tasks, a radical understand of the Scrum project life cycle is a major expertise,

As a practicing Scrum expert, and even beginner, an Agile Scrum master certification from Simplilearn is the ultimate stepping stone for a superb career in agile mission management. Simplilearn’s offers sixteen (16)hours of classroom educating together with in a position case experiences prepare you for the evaluation look at various and also provide you with actual-existence event in working with and being a part of scrum groups.

this is a structure utilized in most e-learning modules these days. What makes Simplilearn diverse is that it has gone a step additional and covered pleasing features corresponding to on-line reside games to ingrain the ideas of Scrum more suitable and more successfully in the minds of novices.

The quick growing world economic system is now blurring boundaries and extra scrum teams tend to become spread throughout nations. in this case, a scrum grasp’s job profile gets extended to knowing and aligning a various and distributed set of gurus on a scrum assignment.

Simplilearn contains this strategy into their e-gaining knowledge of modules, as well. they've created a discovering module where professionals can manipulate the needs and get outcomes from geographically dispersed groups.

on the conclusion of Simplilearn’s ASM training workshop, and an evaluation check powered by Exin, specialists may be outfitted and enabled to be advanced contributors to Scrum framework oriented groups.

This statistic is backed up by means of the incontrovertible fact that Scrum professionals today are paid more than 23% more their peers.

additionally, as a comply with-up to the path, specialists can turn into a part of wide on-line boards for scrum and agile gurus who continually work via actual lifestyles complications with every different and create avenues for consistent gaining knowledge of.

constructing a fine profession in Agile is all about making appropriate selections. latest job profiles of companies will demand more and enhanced resolution-making from their personnel as we circulate further into more and more aggressive product building cycles.

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Lean IT affiliation unveils lean certification | Real Questions and Pass4sure dumps

The IT training and certification business consortium Lean IT affiliation (Lita) has launched a Lean IT Certification Scheme, geared toward practising suppliers educating the ideas of lean IT.

Lean ideas are designed to support IT departments become greater customer oriented by using doing away with waste and keeping price with much less effort.

methods similar to agile scrum are used to transition a corporation to lean principles, where a crew adopts the framework of “check up on and adapt” to aid organise advanced work with systems and items. The formula aims to increase predictability and handle possibility.

The Lean IT association is led by means of a board comprising senior directors of its founding members, including representatives from APMG, Exin, Peoplecert, purple Elephant, Quint and ITpreneurs. The consortium changed into centered to set a global common for lean IT training and certification.

Nick Houlton, chief operating officer at APMG, referred to lean principles have been used in plenty of industries for some years now. 

“The IT trade has embraced these principles the use of the time period lean IT, but whereas there have been some fragmented initiatives for schooling and certification in lean IT, there is not any universally authorized programme or thought management. The Lean IT affiliation is aiming to remedy that,” he stated.

training providers can observe for the accreditation via one of the exam institutes associated with Lita. The quality of the practicing issuer’s programme, the cloth used and trainers should be assessed against the LITA standards.

The Lean IT Certification Scheme contains four certifications for a number of degrees. The entry-degree certification is called Lean IT foundation, which strikes into Lean IT Kaizen Lead, adopted via Lean IT leader and instruct. 

My stressed journey in fr"Agile" and IT methodologies… | Real Questions and Pass4sure dumps

or not it's me again, sharing a little bit about what I saw, followed (i like that observe "statement") and discover, all over my +15 years profession in IT related to the hype be aware "Agile".

In 2009–2011 the king of challenge management changed into the PMI/PMP, every master/senior/jedi/ninja/manager that habits projects should still pursue PMP certification, it become just like the Holy Bible that enabled many tasks to be delivered. I in fact like PMBoK however I understood it came from building engineer and to build software is a little bit extra abstract. Even myself delivered around 70 projects using PMP and even this present day some suggestions and first rate/mighty practices assist me to have a pretty good groundwork in any task.

neatly, the agencies begun to get aware that waterfall or typical PM strategies have been now not attending the market velocity, it really works, but slowly, a jog like an elephant, jogging, providing, but very gradual evaluating to the market adjustments, and additionally very costly.

Cloud computing journey accelerated lots the need for faster and incessant deliver. corporations couldn't wait anymore for months or years to peer a product or a provider that isn't mandatory anymore. i like to point out the analogy with this story: like when you want a pizza and wait for a very long time, and all at once the waiter comes and produce to you a cake. neatly, it took a very long time, drained the funds and we might discuss right through this time aligning expectations, but it failed to came about and after a very long time, the waiter introduced whatever completely incorrect from our expectations, oh Gosh!

In that point, round 2011 the "growth" of Agile begun to emerge as buzz observe, however just about no person understood what it became (even these days I see some C-degrees writing about agile in a totally distorted way); just since it's HYPE!

meanwhile, the large blue (IBM) was pushing a global framework to carry their capabilities in response to Lean (specializing in selecting waste) and six Sigma the use of facts (manner habits analysis, with higher limits, reduce limits, general, voice of consumer, RCA — root trigger analysis for deviations, and trending evaluation) to analyze how they have been supplying capabilities, standardize the manner to support/strengthen, cut back costs and then, take enhanced decisions.

also the teams were prepared in a common manner in terms of roles and obligations, i thought it changed into first-rate honestly. They called that "pool" where the workers attended a couple of clients in a specific carrier (as an example, support DB2, Intel, SAP, UNIX, AS400, etc), where each demand comes from the Dispatcher, then it goes to degree 1 (they called it Rhythm), then if now not resolved goes to degree 2 (they known as Blues) and if no longer resolved it goes to level 3 (Jazz or SME), like an orchestra, i like it!. all of the analysis, became performed via someone known as DA or birth Analyst. It changed into exceptional, standardized the provider's carry, respectable for cost however bad for excellent. unhealthy for individuals, because attending so many shoppers became now not effortless, neither convenient to have a deep figuring out about consumer's influences and agencies.

thus far so decent, in the core of this system changing, where companies had been attempting to bear in mind (what is Agile?), even myself, I studied a bit bit, see the Agile Manifesto (I totally believe the concepts for any strategy after which, the framework Scrum raised up like a miracle framework for these concepts. I researched, studied, did certification for Scrum grasp ( as a result of I identified myself (i was a challenge supervisor at the moment) with the concepts, however nevertheless difficult, because Scrum introduced some tools and technics that become no longer clear for me and no-one in that length. We tried in that length in fact create sprints, use a really very simple kanban board as tool (proto kanban)and start to make the conferences/rituals (each day, retrospective, plannings, evaluate, and so forth) respecting the timing field, believing we had been doing Agile and Scrum and we have been partly correct, it's an evolution experience.

Passing the years, other practices appeared in the IT market to help the organizations to foster the agile mindset (I do not like to name agile methodology, sorry, my humility choice), one among that known as my attention, and greater technical as a result of I all the time become concerned in infrastructure projects. DEVOPS.

Oh God, I noticed the great chance to spoil down the wall between the Operations and developers! an additional practice concentrated in trade administration, culture and mind-set evolution! Of direction, the usage of lot of automation tools to enable it and facilitate the handshake amongst those "complicated" groups where the dreams were totally opposite. One defending the steadiness, and different attacking to convey more and more frequently. I strongly suggest the publication DevOps guide from Gene KIM, Jez HUMBLE, Patrick DEBOIS and John WILLIS. It become the pleasing booklet that really taught me about DevOps in follow and how to be mindful the steps to get there. After that I received the professional Certification in DevOps authorised by means of

good enough so let's enforce DevOps, in that point i was working in a small application residence and outsourcing IT expert for a couple of purchasers. Then, I see the possibility to bring more and bring extra potential about infrastructure to that crew and make them greater flexible and start to tease them about automation. Then, i realized, there is a spot, a major hole.

The gap became: procedure! circulate! circulate price…whatever you wanna call.

firstly, we should still take into account WHAT and the way we're doing, the purpose of our company, earlier than implement any methodology, observe or framework. always this step to mirror and study the business as it it brings lot of knowing about where we are spending funds / time. And if you are willing to stop and think, you should not have experts. professionals are funny, they seem suddenly, just about all of them are from a ways far away, they are saying attractive issues that might be is being talked in a distinct approach before for some supervisor nevertheless it turned into ignored, then they installation the chaos and go away.

BINGO! Lean IT comes like a glove to step lower back and map the circulation, consider the wastes (MUDA, MURA, MURI), measure the efficiency, create Kaizen activities (continual little advancements) and admire THE individuals! Lean IT brings the talents from Lean Manufacturing (after WWII) + Lean functions + Six Sigma (facts once again, i mentioned that in 2011). This content brought me lot of reflection and in that time I influenced a great deal my teams, bringing to discussion all facets from Lean IT.

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One way of understanding management is to examine the dominant business models of the day. Another is to look at the history of individual companies and learn from the map of their unique stories. While both perspectives can add value, some of the most useful insights come from understanding the specifics of individual firm journeys.

CEO of Microsoft Satya Nadella (Photo by Abdulhamid Hosbas/Anadolu Agency/Getty Images)


The Dominant Model Of 20th Century Organizations: Bureaucracy

For instance, if we look at 20th Century organizations, we can see that a bureaucratic mindset was dominant. The organizational world was seen as vertical. Its natural habitat was the tall buildings in places like New York. “Strategy gets set at the top,” as Gary Hamel often explains. “Power trickles down. Big leaders appoint little leaders. Individuals compete for promotion. Compensation correlates with rank. Tasks are assigned. Managers assess performance. Rules tightly circumscribe discretion.”

The purpose of this vertical world was self-evident: to make money for the shareholders, including the top executives. The communications were top-down. The values were efficiency and predictability. The key to succeeding was tight control. The dynamic was conservative: to preserve the gains of the past. The workforce tended to be dispirited. The firms had a hard time with innovation. They are still being systemically disrupted. The economy—the Traditional Economy—is in decline.

The Emerging 21st Century Model Of Post-Bureaucratic Management

In the 21st Century, by contrast, this vertical bureaucratic model is giving way to a post-bureaucratic mindset that is horizontal in orientation. Its natural habitat is the low flat buildings in places like California, although it also spreading rapidly like a virus and has already established footholds in most of the tall vertical organizations.

The purpose of the post-bureaucratic organization is to delight customers. Making money is the result, not the goal of its activities. Its focus is on continuous innovation. Its dynamic is enablement, rather than control. Its communications tend to be horizontal conversations. It aspires to liberate the full talents and capacities of those doing the work. It is oriented to understanding and creating the future. It believes in banking, not necessarily banks. It believes in accommodation, not necessarily hotels. It believes in transport, not necessarily cars. It believes in health, not necessarily hospitals. It believes in education, not necessarily schools. Its economy—the Creative Economy—is thriving. It is notable in the five largest and fastest growing firms on the planet: Amazon, Apple, Facebook, Google, and Microsoft. In effect, Agile is eating the world.

If we look at common features of the emerging post-bureaucratic mindset, there are three common features or “laws”:

  • Customer-obsessed: These firms are obsessed with adding more value for customers and end-users. They are aligned with Peter Drucker’s dictum that there is only one valid purpose of a firm, to create a customer (taking “customer” to include “end-user”). They all stress getting close to customers, understanding customers, interacting with customers, drawing on customers, changing their structures and doing whatever is necessary to add value to customers. In some cases, customers become almost part of the firm.
  • Small is beautiful: They all emphasize getting big things done in small units, small teams, small everything. Big complex problems are descaled into tiny pieces that can be handled by these small units or teams, which are often self-organizing. Processes and procedures are less important than inspiring energy and innovation. The primary focus is on passion and commitment, not rules and structures. The emphasis is on enablement, rather than control.
  • Networks: These firms tend to be run as networks or ecosystems, rather than top-down command-and-control models. They tolerate and even encourage significant “organizational messiness.” Values and culture are key features that help maintain consistency and coherence.
  • Each Agile Journey Is Unique

    While it is illuminating to learn from these generic models, it’s equally important to examine what is distinctive in each organizational story.

  • Living a narrative: Each of these post-bureaucratic firms tends to see itself as living a narrative that shows where it has come from and why it is being run the way it is. The story both expresses and inspires the passion of those living and implementing the story. In each story, making money is the result, not the goal.
  • Unique terminology: The management models of these firms all have different names and labels. Each firm uses its own terminology to describe what it is doing. None of them say they are implementing the model from another firm, such as Spotify.
  • Home-grown: The management models of these firms all have a home-grown feel to them. They have emerged organically over time. None of them has occurred as a result of imposing a system or model from without. This is one reason for the differing nomenclatures.
  • Failure is frequent: It's important to realize that not all Agile journeys are successful. Even the most successful encountered major setbacks along the way. We can learn much from looking at the ups and downs of these different journeys, and gain insights from the failures as well as the successes.
  • The Microsoft Story

    The transformation at Microsoft took time. A key part of the Microsoft story began in the Visual Studio Team Services. This group comprised around forty teams totaling about 500 people. A group program manager, Aaron Bjork, looked after seven of those teams. He had begun experimenting with Agile and Scrum with his previous team back in 2008. About a year later, several teams began implementing Scrum, and there were other pockets of Agile in various places around Microsoft. In 2010, the Team Foundation Server team decided to “go Agile,” with all their teams operating with Scrum practices and roles in three-week sprints, in the same cadence. Based on the success of these efforts, in July 2011, Brian Harry, the corporate vice president, publicly announced in his blog the commitment to Agile and Scrum in the Visual Studio group.

    Over ten years, the journey began with one team, then three teams, then 25 teams, then many teams, and then after about 5 years, the new CEO embraced it, and it spread across the entire firm and steadily became part of the culture.

    Microsoft Agile Journey

    Image: Steve Denning

    A number of features of the journey are worth noting:

  • Bottom-up at first: For the first 5 years, the Agile movement was a bottom-up movement. It was only around 2014 when Satya Nadella became Microsoft’s CEO that the entire top management embraced Agile. A key fact in the journey is that the new CEO came from the very division of Microsoft that had embraced Agile.
  • The transition took time: The Agile journey at Microsoft has been underway for some ten years and continues to evolve. Firms that imagine they can transform rapidly usually run into problems.
  • A home-grown feel: There is less emphasis now on the language of Scrum and Agile than in the early days. There is more emphasis on a growth mindset, a culture of trust and business results.
  • Overcoming failure: Microsoft recognized that its mobile phone offering was doomed and so turned its attention to other more promising areas.
  • So far the journey has gone well for Microsoft, which is now the largest firm on the planet by market cap. ($889 billion)—a startling turnaround from 15 years ago, when many thought Microsoft’s best days were behind it. (Apple’s market cap is $877 billion while Amazon’s is $841 billion]

    The General Electric Story

    Other Agile journeys have had very different outcomes. For example, the iconic company General Electric (GE) embraced a variant of Agile—the Lean Startup—in a very public and aggressive way. In 2012, the CEO Jeff Immelt fell in love with the approach and spearheaded its implementation throughout GE.

    In his Harvard Business Review article summing up his tenure, Immelt recalls that "the two things that influenced him most were Marc Andreessen’s 2011 Wall Street Journal article 'Why Software Is Eating the World' and Eric Ries’s book The Lean Startup." Andreessen’s article helped accelerate the company’s digital transformation. GE made a $4 billion bet on connecting industrial equipment through the internet of things and analytical software with a suite of products called Predix Cloud."

    Jeff R. Immelt, Former Chairman and CEO of General Electric (Photo by Christophe Morin/IP3/Getty Images)


    "In response to Ries’s book, GE adopted lean methods and built its Fastworks program around them," explains Steve Blank. "Beth Comstock, GE vice chair responsible for creating new businesses, embraced the lean process. Over a period of years, every GE senior manager would learn the lean startup methodology, and GE would be the showcase for how modern companies use entrepreneurial management to transform culture and drive long-term growth."

    Innovation at GE was on a roll. Until it wasn’t.

    GE is an example of a top-down Agile journey, which turned out to be largely ceremonial. It was imposed from the top as a process. Despite huge investment in training and process and top management directives, it achieved practically nothing. The agile mindset was lacking. It came to a brutal end in 2017. The VPs implementing were fired and then the CEO himself was also fired. GE is selling itself off in pieces and is now in a fight for survival.

    GE's Lean Startup Journey

    Image: Steve Denning

    A key element in the failure is that it was purely top-down. I am not saying top-down can’t work. But the fact is, I haven’t seen many examples of long-term success that have been led from solely the top, without strong bottom-up impetus and buy-in. GE which was once one of the most valuable firms in the world but it lost more than 30% of its market cap during Immelt's tenure and is now worth just $87 billion.

    Key elements in GE’s journey include:

  • Top-down implementation: GE’s embrace of the lean startup was top-down from the start. The GE was the champion.
  • Process ahead of mindset: GE’s CEO approached implementation of Lean Startup as a process because that is the GE way. As late as September 2017, Immelt wrote: “GE is famous for creating and religiously implementing processes for managing virtually everything we do. The task of transformation is no different.” He never grasped that Agile is mindset.
  • Reliance on M&A: During the Immelt era, as the digital transformation failed to deliver business results, the dominant mode of strategy increasingly became one of mergers, acquisitions, and divestitures. Including divestitures of numerous historic GE businesses, which ended up including light bulbs, appliances, and locomotive engines. In GE as in many firms, “the default assumption was that if the company has a performance problem, the natural fix is to buy and/or sell something. The idea does not naturally come to mind that perhaps the problem is an uncompetitive value equation with customers.”
  • Stalled Agile Journeys

    We also see many examples of Agile journeys that begin an Agile fashion in the software development division that ultimately fail to support from the top management support. Initially, the fact that software development is operating in an Agile fashion, while the rest of the organization is functioning much more slowly in a traditional bureaucratic fashion, isn’t too much of problem: the management is happy to see the faster production. But as the agile movement spreads, the tension between the two different modes of operation can start to become a major source of tension. The software developers are frustrated with the slow pace with which the rest of the organization operates and starts lobbying for change.

    What has often happened then is that this lobbying increasingly irritates the top management. At a certain point, the management closes down the Agile implementation. Of course, they don’t use those words. Instead, they declare victory: “We are already agile. We don’t need agile leaders or coaches and more.” As a result, the Agile journey can stall or die, or at least go underground.

    Stalled Agile Journeys

    Image: Steve Denning

    Yet the problem in the marketplace that had prompted the firm to pursue Agile in the first place still exists. Without agile, the firm isn’t able to adapt rapidly enough. So often, after a few years, we will see the firm launch a new effort to “become agile.”

    These journeys show that while top-down implementation of Agile can cause problems, purely bottom-up Agile implementation can also be problematic. Ultimately, Agile is a paradigm shift in management. Having one part of the organization operating in an agile mode, and the rest in a traditional bureaucratic mode is inherently unstable: either Agile will take over the whole organization or the bureaucracy will crush Agile.

    The Amazon Story

    While top-down Agile implementation can be problematic, that is not to say that it's impossible. The Agile journey of Amazon is instructive.

    In one sense, Amazon was in some ways Agile from the outset: as a public company in 1997, Amazon announced its obsession with adding value to customers as the driving force of its operations. Profits and shareholder value were to be the result, not the goal.

    Jeff Bezos, founder and CEO of Amazon, Photographer: David Paul Morris/Bloomberg photo credit: © 2017 Bloomberg Finance LP

    © 2017 Bloomberg Finance LP

    Amazon grew rapidly, but it was only in 2002 that the CEO, Jeff Bezos, formulated his theory of organizing work in “two-pizza teams,” each of which was required to propose its own “fitness function”—a linear equation that it could use to measure its own impact without ambiguity. “Bezos wanted to personally approve each equation and track the results over time," writes Brad Stone in The Everything Store. "It would be his way of guiding a team’s evolution.” In this way, the team knew exactly what was expected of it, without further interruption from the top, while Bezos was free to move on to other decisions.

    Bezos “framed the kind of employees he wanted in simple terms,” as Brad Stone explains. “All new hires had to directly improve the outcome of the company. He wanted doers—engineers, developers, perhaps merchandise buyers, but not managers. ‘We didn’t want to be a monolithic army of program managers, à la Microsoft. We wanted independent teams to be entrepreneurial.’”

    In 2003, Amazon launched its platform, “Amazon Marketplace” to enable fulfillment of products by other vendors.

    Around this time, Amazon began to crystallize its approach to developing new businesses through what it called a “PR/FAQ.” This is a document in which Amazon “works backward” from the future. Essentially, the way Amazon starts is by imagining the finished product, with a 6-page paper, which is called a PR/FAQ, i.e. a “press release” and “frequently asked questions.” It’s essentially how Amazon would announce its product in the marketplace if it was ready to launch. It’s how Amazon expects the product to be received in the marketplace. It’s replete with “fake customer quotes,” about how it will make customers' lives better. Given Bezos’s antipathy to PowerPoint, the PR/FAQ is about two pages of press-release prose, and four pages of frequently asked questions.

    Amazon's PR-FAQ

    Image: Steve Denning

    This process has led to an astonishing array of major innovations: Cloud services with AWS in 2006; Amazon’s Kindle in 2007; video on demand in 2008; Amazon Studios in 2010; Amazon Echo in 2015; and Amazon groceries in 2017, among many others.

    Amazon's Agile Journey

    Image Steve Denning

    At the same time, Amazon also had many failures. Amazon jewelry and shoes never took off (although eventually, Amazon bought Zappo’s). Amazon Wallet and Web Pay were closed down in 2014, as was Amazon's disastrous  Fire phone.

    Findings From The Journeys

    Some key findings from the journeys include:

  • Mindset: While each of the journeys is unique, a common characteristic is that becoming Agile is essentially a shift in mindset.
  • Holistic: The post-bureaucratic approach applies to the whole organization, not just the R&D department. It includes talent (formerly HR), accounting, procurement, finance and so on. Partial implementations are problematic.
  • Both bottom-up and top-down: The journeys of each firm tend to be both bottom-up and top-down in spirit and orientation. Even in Amazon, which is clearly being led from the top, there is also a great deal of freedom for teams to pursue their mandate, with multiple paths to getting a “yes,” if they need change. The successful firms are based on pull, rather than push. In each case, the top has been supporting and inspiring change driven largely from below.
  • Learning from failure: None of these firms had a smooth path to success. All of them encountered failure along the way. While Microsoft and Amazon learned from failure, it seems that GE did not.
  • No perfect model: While the post-bureaucratic model is in many ways is a better fit for the rapidly changing marketplace of the 21st Century, it has, like all models, limitations. Thus there is no perfect vision, that needs only a certain kind of severe discipline, to ensure success. Business schools and consulting firms tend to suggest that it is possible to attain to some kind of nearly absolute knowledge and to tidy the world up, to create some kind of rational order, in which intellectual error can be avoided. All of these models have limitations. The question is whether they learn from the limtiations.
  • No panacea: All of these post-bureaucratic firms are imperfect: They are all on journeys and the journeys continue. Their very success has turned some of them into the quasi-monopolies, giving rise to the risks that monopoly always brings. Issues of privacy and exploitation of personal data, the creation of sweatshops rather than human-centered organizations are also present in some cases. In other cases, there are steps backward after steps forward. Greater involvement of the state will be essential in helping rectify these flaws.
  • Profitable: These are organizations in the private sector (although similar developments are beginning to emerge in the public sector.). When Agile is done right, it can make a great deal of money, although making money is the result, not the goal. Post-bureaucratic management is thus not about tradeoffs. In fact, the new way of managing has helped public corporations overcome adverse pressures from the stock market and hedge funds to give priority to short-term goals ahead of long-term shareholder value.
  • And read also:

    Why Agile Is Eating The World

    Explaining Agile

    Ten Agile Axioms That Make Managers Anxious

    Six Lessons That Society Must Learn About Agile

    Surprise! Microsoft Is Agile

    Fine tuning SAFe with architecture | real questions and Pass4sure dumps

    Most organizations view their digital transformation as a top priority. Many are full speed ahead with their digital transformation using SAFe or another agile approach to deliver their information technology projects. Yet “83% of leaders struggle to make meaningful progress on their digital transformation,” according to Gartner.

    Too often, architects and agile teams work in silos, as if they were conflictual approaches. It does not need to be this way. This article intends to show how harmonization between architecture and agile teams can contribute to the delivery of successful projects.  Architects can prioritize strategic initiatives from other initiatives by identifying key but problematic business capabilities using value streams and several measurement techniques. Architects can also decompose value stages defining a value stream into sub value-stages and breakdown business capabilities into sub-capabilities several levels deep for further exploration, refinement and precision.

    Business and enterprise architecture model elements can accelerate and enhance with details the description of requirements, epics and user stories. Finally, architects can detect, signal and eliminate duplicated sub-projects or sprints that can appear in different Agile Release Trains (‘ART’).

    What is Scaled Agile Framework (SAFe)?

    Lean and agile development approaches and enterprise architecture may seem to be two conflicting disciplines to deliver software initiatives at first glance. In reality, they can be very complimentary. Agility allows rapid reaction times and expedient delivery of initiatives in a continuous flow to keep-up with quickly changing corporate environments. Using an analogy, agility allows you to run extremely quickly. On the other hand, architecture allows you to see far enough so that you do not hit a brick wall at full speed, while your running with agility.

    One of the most used and thought-out agile approach, called Scaled Agile Framework, has started integrating some architecture into its methodology. In brief, SAFe is a knowledge-based framework for delivering solutions that brings business value, scales agile practices, and incorporates lean principles and practices into an organization.

    This framework provides requirements teams and business analysts with a way to decompose strategic value streams and deliver focused value using ‘Agile Release Trains’ development teams with typically between 50 and 125 people to reduce software development cycle time. SAFe provides comprehensive guidance to develop better systems and software in large organizations more rapidly. This framework is getting very popular and seems to generate positive results as shown in numerous case studies.

    Agile architecture

    Harmonization between architecture and agile teams can contribute to the delivery of successful projects.  This is why the Scaled Agile Framework recognizes the need for agile architects. “Agile architecture is a set of values, practices, and collaborations that support the active, evolutionary design and architecture of a system. (…) Agile architecture supports Agile development practices through collaboration, emergent design, intentional architecture, and design simplicity.

    Like agile development practices, agile architecture also enables designing for testability, deployability and releaseability. It is further supported by rapid prototyping, domain modeling, and decentralized innovation,” according to Scaled Agile, the creators of SAFe. Agile architects can be either business architects, enterprise architects, solutions architects or systems architects.

    As pointed out in this article entitled “Agile Architecture – an Oxymoron?”, “it would be a mistake to expect that you can simply take traditional Enterprise Architecture delivery and ‘bolt’ it onto a framework such as SAFe (…) – and then deliver architecture at key points in the agile process. The highly collaborative nature of agile delivery, the need for squad autonomy and self-serve, no hand off points, and the concept of minimal viable architecture all require a corresponding change in the way enterprise architecture is developed and delivered so that it too honours the principles that are reflected in the Agile Manifesto.”

    In SAFe, combining Emergent Design, Intentional Architecture to agile practices (Scrum and Kanban mostly) is referred to as the Architectural Runway, from which the technical foundation is extracted to create business value.

    The enterprise architects’ role in SAFe is to provide architectural governance, technical direction, collaboration iteratively, and a complete solution deployment strategy across all SAFe value streams at the portfolio level, creating enabler epics, which are large portions of work made of several user stories as shown in Figure 2 below, to enable desired business and technical changes.

    As for the solutions architects or the systems architects, they then begin to lay the architectural runway for the SAFe value streams by creating architecture blueprints with a system view, based on the direction provided by the enterprise architect. Part of this involves creating a future state for the architecture, then developing a transition plan ideally with increments to improve the organization from its current state to that future state.

    Business and enterprise architects can be instrumental in the delivery of sophisticated projects with there ability to accomplish these following four tasks:

  • Prioritize strategic initiatives,
  • Decompose high level value stream/value stages and business capabilities,
  • Assist in defining epics and user stories using architecture model elements, and finally
  • Eliminate sub-projects or sprints duplicates.
  • Strategic initiatives prioritization

    Business and enterprise architects should engage early ideally before the beginning of the Scrum and Kanban continuous delivery pipeline used in SAFe. Architects should make sure to link every value stage of the SAFe Value Streams to its enabling capabilities, information concepts and its various departments and business units to clarify how the business really works.

    By starting on early into a project, architects can prioritize strategic initiatives from other initiatives by identifying key but problematic business capabilities enabling value streams using several measurement techniques. As indicated in this 5-minute blog entitled “The Relationship Between Business Architecture and Agile:”

    “Business architecture applied to agile programs helps teams in setting a foundation on the highest priority capabilities and work on insuring alignment to the strategy of the business. It does not get in the way of the team, but rather works along side with the team to be better prepared and speed up the team rather then slow them down. It applies agility and the success of the team to the highest value parts of the business.”

    This way, business and enterprise architecture strengthens SAFe at the portfolio level by defining what strategic agility must look like and how to do it. Without proper architecture, agile teams must predict, imagine, try and manage a single future that is based on many unknowns.

    fig1 capability properties Daniel Lambert Decomposing high level value stream/value stages and business capabilities

    Business and enterprise architects can also decompose value stages defining a value stream into sub value-stages (if necessary) and breakdown business capabilities into sub-capabilities several levels deep for further exploration, refinement and precision. This decomposition will allow the elaboration of much more precise epics and user story definitions at a much more rapid pace.

    Furthermore, architects can also align value streams/value stages to impacting strategies and objectives, triggering or participating stakeholders (including personas and customers from various market segments), mapping business processes, delivering value proposition (often made of various products and services) and enabling capabilities.

    The same can be accomplished with capabilities, as shown in Figure 1 above, that shows the properties of the Contact Management capability, knowing how a capability is aligned with supporting applications, created information concepts, enabling process, impacting strategies and objectives, impacting initiative, etc.

    user story description using architecture chartDaniel Lambert Defining epics and user stories using architecture

    Business and enterprise architects also need to translate the business strategic themes of their organization into more detailed epics. By putting more resources into architecture at the beginning of the SAFe process, the likelihood that the program delivers systems and software more useful to its business users increase significantly.

    The modeling executed by architects also facilitates the epic owner’s efforts. When an epic or a user story is approved to move from the backlog for review and further business analysis, the epic owner has the responsibility of creating a lightweight business case according to SAFe. This involves examining the size, the impact, and the exact benefits of the epic for the organization.

    By using the business and enterprise architects’ detailed model, epic or user story owners have a far better understanding of the business scope of their epics and of the benefits the epic will deliver to the organization, as shown in Figure 2 above, where over 90% of the words describing a user story are elements of the organizations business and enterprise architecture model and where all the properties of the architecture element can be viewed as shown in Figure 1 above. This speeds-up the business analysis ability to expedite the epic or user story to its next phase.

    This consulting role of the business and enterprise architect within the SAFe value stream and program levels is not limited in assisting epic owners and business analysts. The same consulting role by architects could be accomplish with solution managers and product managers among others.

    Elimination of sub-projects or sprints duplicates

    Business and enterprise architects can finally detect, signal and eliminate duplicated sub-projects or sprints that may appear in different agile release trains. Some SAFe programs may have well over 10 independent Agile Release Trains running in parallel, each one of them with typically between 50 and 125 people, delivering their tight milestones all in about the same time.

    It’s very possible that some of the sub-projects, scrums, or Kanbans in one agile release train could be identical to other parts of a totally different Agile Release Train. Architects often have the appropriate tools and mindset to find these duplicates making it possible to allocate these resources elsewhere instead and increasing further the efficiency of SAFe programs.

    Architects and agile teams should stop working in silos. Their approaches are complementary, not conflictual. The harmonization between architecture and agile teams can contribute to the delivery of successful projects aligned to corporate strategies.

    This article is published as part of the IDG Contributor Network. Want to Join?

    Copyright © 2019 IDG Communications, Inc.

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