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E.g., a Daily Scrum can be a Morning-Reporting-Meeting or an event of self-management. That’s up to us team members. The same applies to SAFe: The PI Planning can generate a Gantt Chart. But it also can be a great collaborative refinement of a Product Backlog. It depends on us. A rant like “SAFe: A Waterfall Pig with Agile Lipstick” shows how this also works in the opposite.

Roles, events and artifacts are…nice. SAFe is a dual organization. This is often not clear at first glance and later causes confusion. Malicious tongues claim that this dual organization is there to cause confusion. But it is actually quite simple: On the right is the old, familiar thing. Left is the new thing.

In weekly coaching sessions, I strengthened the internal colleague in his role as Scrum Master, answered his questions and prepared various agile team events together with him. In the end, I just looked over his shoulder and was available for questions and support. What are the next steps?

This is based on several assumptions: The length of an Iteration/Sprint is 2 weeks (which leaves us with 10 working days); 10% of our time is spent on Iteration/Sprint events (as suggested in the Scrum Guide); 10% of our time is spent on Product Backlog Refinement (as suggested in earlier versions of the Scrum Guide); Our reference Story, which represents “1” Story Point, takes about half a day to

SAFe uses 8 Story Points per developer for a 2 week Sprint, or more generally 0.8 Story Points per workday. 0.8 Story Points per workday take into account the time spent for the Sprint events and Refinement. Another option to determine the Capacity for the first Sprint/Iteration would be to select Stories for the Sprint and then to count the number of Story Points. You can choose either way.

They take place as face-to-face events in wibas training rooms in Darmstadt. The modules extend over five months, during which you remain together with the other participants as a learning group. The group setting enables intensive exchange and at the same time forms a protected space for joint learning.

This also includes mechanisms for making difficult decisions in the event of disagreement."The discussion went on for some time until it felt like a plan to both of them. In the end, they were in agreement. Manfred's final "That sounds sensible. Let's try it!" sounded a bit Hollywood, so Katharina giggled quietly. What have we experienced here?