When learning about the SAFe methodology one might come to a conclusion that in order to achieve agility in large organizations there is a need to add roles, artifacts, processes, etc. Recently the SAFe institute even published the “SAFe essentials” trying to answer the question “What is the minimum subset of practices beyond which SAFe isn't safe?” and feel free to read it yourself and judge. I would say that the list is far from being minimal.

The common reasoning behind this approach is that the bigger the organization is, the more complex it becomes to effectively align the entire organization towards a shared goal.

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Writing tests for legacy code may seem risky, even daunting: will we break our code? Will we need to rewrite extensive parts of our code in order to test it? Not many know that by following fairly simple practices we can start unit-testing our codebase with minimal risks. Here are two examples of how to overcome a well known obstacle - the “initializer blocks”.

Initializer blocks

Consider the following example:

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I’ve had this thought for a while now of demonstrating how can people and organizations deal with everyday situations and present an analysis of them based on my personal views, while some might find this judgmental, others may find this an interesting reflection of their behavior and explore alternatives.

For the sake of the following scenarios I will assume that we are discussing a Large Scale Scrum product, 6 feature teams, one product owner (That is you!)

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Effort estimation is atopic that keeps bothering our industry and unfortunately i don't think we were still able to "nail it". Perhaps we can't. Perhaps we don't need to. 
When working with my clients i keep getting questions about the topic, the following post is an unedited version of one of these questions.

I got an email from the CEO of one of my customers, he was inquiring about story point usage and i liked my response so much i decided to share it “as is” with the hope you will find this useful for understanding and explaining the concept.

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team_leader

The most frequent question I run into is “Being a scrum master requires so much,  how would I have time to also stay part of the team and develop?” or in other words “I am 50% scrum master and 50% team leader - how do I cope with that?” The answer for both questions is you probably won’t. 

Lately your VP R&D has noticed that something isn’t working.  Teams’  productivity and moral are low and product delivery is always late. Searching for a solution, he or she heard of the marvellous, universal remedy for failing software development projects called Agile,  and decides to implement it in Scrum flavour . Soon after, teams are transferred from being Component Teams to Feature Teams, and in addition, team leaders “lose” their title as managers and automatically are known to be Scrum Masters. In order to succeed in this transformation, the VP R&D even hires an Agile Consultant to help facilitate this recent change. 

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