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    • By Jimi Wikman
      In every single organization I have worked in so far, it has been the policy for Scrum Masters to work with a minimum of two teams simultaneously. I have even seen Scrum Masters “serving” as many as six teams.
      Serving multiple teams could be beneficial in the sense that those teams are aligned on “the Scrum language they speak”. It’s part of the Scrum Master’s accountability to teach teams and organizations in their adoption of the Scrum framework.
    • By Jimi Wikman
      It’s no secret to those in a Lean-Agile Transformation that achieving Business Agility requires a significant degree of expertise across SAFe’s seven core competencies. And while each competency can deliver value independently, they are also interdependent in that true business agility can be present only when the enterprise achieves a meaningful state of mastery of all.
      Measuring competency is achieved using the SAFe suite of Assessments. The Business Agility Assessment is the highest-level view and is specifically designed for the business and portfolio stakeholders to assess their overall progress on the ultimate goal of true business agility. It provides a summary of proficiency across all seven core competencies.
    • By Jimi Wikman
      SAFe was born and raised in the large enterprise, or more accurately, in a particular business unit of some of the largest enterprises. Businesses turned to SAFe for a variety of reasons. Oftentimes the challenge was a ‘burning platform’ and SAFe was used quite effectively to develop new products and services to put out that fire. Other times, it was proactive leaders with successful companies who understood that what worked well in the past wouldn’t carry them through future challenges and disruptions. Regardless of what brought it through the door, SAFe worked. Companies thrived. Many jobs were saved and new jobs were created.
       
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