Repair SAFe® while continuing operations – Theory of Constraints
summary
Argues that most failed SAFe rollouts owe to hidden systemic constraints and offers a repair path using Theory of Constraints: identify the single dominant bottleneck, Lean Portfolio Management that freezes and right-sizes strategic demand to capacity, and a Simplified Drum-Buffer-Rope implemented as per-team queues with start/end dates plus expedited "red" items. Claims concrete results: Skype found 50% spare capacity, Telefonica Brazil doubled throughput, others cut time-to-market 35–70% or quadrupled output in 20 weeks.
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chapters (6)
- 0:00Start
- 3:37What is your experience with SAFe(R)
- 5:49The Goal is always = more Outcome // Value for Customer // Value for the Company?
- 8:12How many constraints can exist in a system or organization?
- 21:41How good does SAFe® fulfill the principles needed for an optimal self-organized FLOW system?
- 24:44How to fix SAFe(R) without throwing everything (the good parts) away? In what order would you start?
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