MyR2

The critical skills and Lean-Agile principles and practices that high-performing, cross functional Agile teams and Teams of Agile teams use to create high-quality solutions for their customers.

1. Agile Teams – High-performing, cross-functional teams anchor the competency by applying effective Agile principles and practices. 2. Team of Agile Teams – Agile teams operate within the context of a SAFe Agile Release Train (ART), a long-lived, team of Agile teams that provides a shared vision and direction and is ultimately responsible for delivering solution outcomes. 3. Built-in Quality – All Agile teams apply defined Agile practices to create high-quality, well-designed solutions that support current and future business needs.

It is a customer-centric approach to defining, building, and releasing a continuous flow of valuable products and services to customers and users.

1. Customer Centricity and Design Thinking – Customer centricity puts the customer at the center of every decision and uses design thinking to ensure the solution is desirable, feasible, viable, and sustainable. 2. Develop on Cadence; Release on Demand – Developing on cadence helps manage the variability inherent in product development. Decoupling the release of value assures customers can get what they need when they need it. 3. DevOps and the Continuous Delivery Pipeline – DevOps and the Continuous Delivery Pipeline creates the foundation that enables Enterprises to release value, in whole or in part, at any time to meet customer and market demand.

This competency describes how to apply Lean-Agile principles and practices to the specification, development, deployment, operation, and evolution of the world’s largest and most sophisticated software applications, networks, and cyber-physical systems.

1. Lean Systems and Solution Engineering applies Lean-Agile practices to align and coordinate all the activities necessary to specify, architect, design, implement, test, deploy, evolve, and ultimately decommission these systems. 2. Coordinating Trains and Suppliers coordinates and aligns the extended, and often complex, set of value streams to a shared business and technology mission. It uses the coordinated Vision, Backlogs, and Roadmaps with common Program Increments (PI) and synchronization points. 3. Continually Evolve Live Systems ensures large systems and their development pipeline support continuous delivery.

It aligns strategy and execution by applying Lean and systems thinking approaches to strategy and investment funding, Agile portfolio operations, and governance.

1. Strategy & Investment Funding ensures the entire portfolio is aligned and funded to create and maintain the solutions needed to meet business targets. 2. Agile Portfolio Operations coordinates and supports decentralized program execution and fosters operational excellence. 3. Lean Governance is the oversight and decision-making of spending, audit and compliance, forecasting expenses, and measurement.

Provides the flexibility to change. This competency describes how Lean-thinking people and Agile teams optimize their business processes, evolve strategy with clear and decisive new commitments, and quickly adapt the organization as needed to capitalize on new opportunities.

1. Lean-Thinking People and Agile Teams – Everyone involved in solution delivery is trained in Lean and Agile methods and embraces and embodies the values, principles, and practices. 2.Lean Business Operations – Teams apply Lean principles to understand, map, and continuously improve the business processes that support the businesses products and services. 3.Strategy Agility – The enterprise is Agile enough to continuously sense the market, and quickly change strategy when necessary

This competency describes a set of values and practices that encourage individuals—and the enterprise as a whole—to continually increase knowledge, competence, performance, and innovation. This is achieved by becoming a learning organization, committing to relentless improvement, and promoting a culture of innovation.

1. Learning Organization – Employees at every level are learning and growing so that the organization can transform and adapt to an ever-changing world. 2. Innovation Culture – Employees are encouraged and empowered to explore and implement creative ideas that enable future value delivery. 3. Relentless Improvement – Every part of the enterprise focuses on continuously improving its solutions, products, and processes.

This 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.

1. Leading by Example – Leaders gain earned authority by modeling the desired behaviors for others to follow, inspiring them to incorporate the leader’s example into their own personal development journey. 2. Mindset and Principles – By embedding the Lean-Agile way of working in their beliefs, decisions, responses, and actions, leaders model the expected norm throughout the organization. 3. Leading Change – Leaders lead (rather than simply support) the transformation by creating the environment, preparing the people, and providing the necessary resources to realize the desired outcomes.