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nradov parent
That is why more advanced agile methodologies such as SAFe use the neutral term "iteration" rather than "sprint". It doesn't imply anything about team velocity or individual workload.
roryirvine
The term "iteration" was in common use by many of the big 90s proto-agile methodologies (think RUP et al). And XP - which I guess is what most people would regard as the first "true" form of agile - used it too.

SAFe is just an attempt to mush something that like looks like agile to delivery teams together with something that fits into more traditional program management, governance, and strategic direction lifecycle models.

There's no particular magic to it, and it's probably better to think of it in terms of being an "enterprise variant of agile" rather than a "humane variant of agile".

nradov OP
Yes, that's accurate. In the real world sometimes software programs have to make compromises in order to align with actual business needs. Like if you're going to be manufacturing hardware to go with the software or scheduling training for users then you have to apply strict program management discipline to ensure everything comes together at the correct time.
psunavy03
SAFe is not "advanced" Agile. It's training wheels Agile for managers and execs who can't give up control and devs who want to be told what to do.
nradov OP
Sure, that's fair. In the real world there are a lot of developers who want to be told what to do, or need to be told what to do because they lack business domain knowledge. A defined methodology like SAFe allows large enterprises to move forward at a steady pace and get some productive work out of those people.

The reality is that in some domains there just aren't many developers who are highly motivated, self directed, and thoroughly understand customer needs. Those people just aren't widely available in the labor market regardless of wages or working conditions. So if management doesn't impose a fairly strict methodology then then the program will collapse.

psunavy03
I'd make a separate case that learned helplessness is a reversible thing, and more highly motivated and self directed devs can be grown.

But leadership has to incentivize not just being a ticket monkey, and needs to mindfully empower people. You can't just flip a switch in a feature factory and say "fly my pretties, be free!"

nradov OP
Sure, that's also fair. But it takes a long time to turn culture around. And in the meantime the company has to continue shipping releases to customers or else they run out of cash and everyone gets laid off.
joquarky
> developers who are highly motivated, self directed, and thoroughly understand customer needs

Why would someone with these qualities work for someone else?

OJFord
In my experience of it though (only two workplaces, but not one) it's used for higher level planning, rather than being a 'more advanced agile'. I.e. a SAFe iteration spans some number of sprints greater than one. What are we going to deliver this quarter versus how are we going to break down and monitor progress of the quarter's deliverables week by week. (Don't read that like I like it.)
nradov OP
I think you're confused about the terminology. SAFe doesn't have sprints. Depending on the program planning horizon, several iterations can be grouped together into a larger program increment which typically lasts about a quarter.
OJFord
I didn't implement it or name it, just worked in it.

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