Corporate Revolutionary Library

The Lean-Agile Leadership competency describes how Lean-Agile Leaders drive and sustain organizational change and operational excellence by empowering individuals and teams to reach their highest potential. They do this through leading by example, learning and modeling SAFe’s Lean-Agile mindset, values, principles, and practices, and leading the change to a new way of working.

The Scrum Master is responsible for ensuring Scrum is understood and enacted. Scrum Masters do this by ensuring that the Scrum Team adheres to Scrum theory, practices, and rules. 
The Scrum Master is a servant-leader for the Scrum Team. The Scrum Master helps those outside the Scrum Team understand which of their interactions with the Scrum Team are helpful and which aren’t. The Scrum Master helps everyone change these interactions to maximize the value created by the Scrum Team.

In today’s fast-paced and constantly changing business world, effective teamwork is essential for success. Teams are responsible for…

Reprint: R0711C Many executives are surprised when previously successful leadership approaches fail in new situations, but different contexts call for different kinds of responses. Before addressing a situation, leaders need to recognize which context governs it—and tailor their actions accordingly. Snowden and Boone have formed a new perspective on leadership and decision making that’s based on complexity science. The result is the Cynefin framework, which helps executives sort issues into five contexts: Simple contexts are characterized by stability and cause-and-effect relationships that are clear to everyone. Often, the right answer is self-evident. In this realm of “known knowns,” leaders must first assess the facts of a situation—that is, “sense” it—then categorize and respond to it. Complicated contexts may contain multiple right answers, and though there is a clear relationship between cause and effect, not everyone can see it. This is the realm of “known unknowns.” Here, leaders must sense, analyze, and respond. In a complex context, right answers can’t be ferreted out at all; rather, instructive patterns emerge if the leader conducts experiments that can safely fail. This is the realm of “unknown unknowns,” where much of contemporary business operates. Leaders in this context need to probe first, then sense, and then respond. In a chaotic context, searching for right answers is pointless. The relationships between cause and effect are impossible to determine because they shift constantly and no manageable patterns exist. This is the realm of unknowables (the events of September 11, 2001, fall into this category). In this domain, a leader must first act to establish order, sense where stability is present, and then work to transform the situation from chaos to complexity. The fifth context, disorder, applies when it is unclear which of the other four contexts is predominant. The way out is to break the situation into its constituent parts and assign each to one of the other four realms. Leaders can then make decisions and intervene in contextually appropriate ways.

Learn about transformational leadership, charismatic leadership, bureaucratic leadership, transactional leadership, servant leadership and more.

Uncover the power of Kanban boards to visualize, manage, and optimize your workflow. This comprehensive guide will empower you to create effective Kanban boards, track progress, and achieve peak productivity.

Story points are a unit of measure for expressing an estimate of the effort required to fully implement a product backlog item or any other piece of work.

A/B testing is a way to compare two versions of something to figure out which performs better. While it’s most often associated with websites and apps, the method is almost 100 years old and it’s one of the simplest forms of a randomized controlled experiment. This testing method has risen in popularity over the last couple of decades as companies have realized that the online environment is well-suited to help managers, especially marketers, answer questions like, “What is most likely to make people click? Or buy our product? Or register with our site?”. It’s now used to evaluate everything from website design to online offers to headlines to product descriptions. The test works by showing two sets of users (assigned at random when they visit the site) different versions of a product or site and then determining which influenced your success metric the most. While it’s an often-used method, there are several mistakes that managers make when doing A/B testing: reacting to early data without letting the test run its full course; looking at too many metrics instead of focusing on the ones they most care about; and not doing enough retesting to be sure they didn’t get false positive results.

Become a Cucumber expert at your own pace with free online courses. Attend interactive in-person training, tailored for your needs. Learn more and get started.

If you don’t care about quality, you can meet any other requirement. —Gerald M. Weinberg Agile Testing Note: This article is part of Extended SAFe Guidance and represents official SAFe content that cannot be accessed directly from the Big Picture. Agile Testing is an approach to systems and software testing that develops and tests systems in small increments, often developing tests before writing the code, Story, or Feature. Although traditional development often uses a deferred, big-batch testing approach, tests help elaborateRead more

Within systems engineering, quality attributes are realized non-functional requirements used to evaluate the performance of a system. These are sometimes named architecture characteristics, or "ilities" after the suffix many of the words share. They are usually architecturally significant requirements that require architects' attention.[1]

Learn about the Spotify model and how it helped Spotify scale agile by emphasizing the importance of culture and network.

The Scrum@Scale Guide is the official guide to the Scrum@Scale framework, created by Dr. Jeff Sutherland. Read the online version today.

Gain a solid foundation for Business Agility with Disciplined Agile® through our Disciplined Agile Certifications and Toolkit. Get started here today!

Nexus builds upon Scrum’s foundation and minimally extends the Scrum framework to enable multiple teams to work from a single Product Backlog to build an Integrated Increment that meets a goal.

Scrum of scrums is a scaled agile technique that offers a way to connect multiple teams who need to work together to deliver complex solutions.

Nurture your team to high performance with Tuckman’s Forming, Storming, Norming, Performing, and Adjourning (Mourning) model.

The Toyota Kata Website

Building (and hiring) a great team takes time and effort. Patrick Lencioni’s “The Five Dysfunctions of a Team” became a staple reading in an Agile community these days.

The amount of time you lose to distractions at work is much longer than you think. Learn how to refocus, regain lost time, and increase your productivity!

The three major exam providers in comparison: Here you will find all the advantages and disadvantages at a glance! Which Scrum certification is suitable for whom?

From the Blog…

Many companies are using Scrum, however some struggle with achieving really effective teams. When teams feel the pressure from the business and Product Owner, look at all the work they have to do, and how much time they have to do it, working on improvements seems unimportant.

The sprint retrospective meeting in Scrum is a time for the team to reflect on how they're doing and find ways to improve.

Many of those practicing Scrum mistakenly call the Sprint Review a Demo. Is it just a matter of terminology? From my point of view, the Sprint Review is the most underestimated Scrum Event, and for many companies, its potential is yet to be revealed. It is true that the Demonstration or Demo is an essential part of the Sprint Review, but it isn't the only one.

**Summary**: A meeting to prepare for the Sprint, typically divided into two parts (part one is “what” and part two is “how”). **Participants**: Part O...

I'm currently the Scrum Master of a 10 developer strong team. We've adopted Agile/Scrum methodologies for some time now and are currently on our 53rd Sprint. Our stakeholders actively like to understand the output of story points in advance of a Sprint. This is currently done on a capacity basis working on a focus factor of 60%.