Improved Business Outcomes Scaling Lean-Agile Practices with SAFe
In 2019, GE Renewable Energy digital organization found itself in a difficult situation. A leader in the energy field, the company’s wind division was attempting to use an in-house SaaS solution to gain real time statistics on their turbines. Yet, the company struggled to align the multiple development teams into a common deployment path that could perform on a predictable delivery cycle and provide the field teams with the end product they needed when they needed it.
Creating High Performing Teams in a Global Product Organization with SAFe
Citrix®, a global software company, offers virtual cloud solutions for companies around the world. While the products are extremely successful, prior to its Agile transformation, Citrix’s development teams operated more independently versus as a cohesive whole. To bring its teams together with a common approach, Citrix set forth to adopt a new way of working, a way that allowed its multitude of separate, isolated business units to form under a centralized engineering organization.
Lean Agile Transformation in IT Services, Security, & Infrastructure with SAFe
The subject of this case study is a multinational retail company with over 500 stores in North America. In 2017, the retail company went through a merger. During the integration, it became clear they needed to meet the speed, efficiency, and quality of the other company. A move toward Agile was necessary, particularly in areas of IT, Security, and Infrastructure.
Designing a Roadmap For Agile Transformation in a Global IT Products and Services Company with SAFe
A Fortune 500 Global IT Products and Services Company was looking to improve its product development approach through the adoption of Agile best practices. The company of over 400 employees making up more than 40 teams had gone through an organizational mindset change from project to product orientation. This shift caused its development teams to begin adapting a more Agile philosophy. But with a wide range of end-users, including educational institutions, healthcare providers, and governments, practices were inconsistent and sporadic. Development teams were implementing varying aspects of Scrum, Kanban, and SAFe practices, but nothing was uniform across the company.
Value Stream Alignment: Using SAFe Across Global Telecom Product Development
An American multinational enterprise information technology company had adopted the SAFe framework but had not utilized it in a way that promoted proper alignment amongst development teams, specifically when it came to the ART (Agile Release Train) level value stream. The i4 Group performed a Value Stream Analysis to determine where the telecom company had opportunities to remove delays from their value streams and better utilize the SAFe framework. Through this in-depth investigation of team operations and a year’s worth of data, The i4 Group identified key issues and areas for improvement, along with specific recommendations that would enable the telecom company to better utilize Lean and Agile delivery methods.