Every framework runs on people.

Where it meets the model

• Strategic themes and portfolio vision Connect the enterprise strategy to the work of every train. Clarity
• WSJF Weighted Shortest Job First: prioritise by cost of delay divided by job size. Outcomes
• Agile Release Trains A long-lived team of agile teams (typically 50 to 125 people) that plans, commits and delivers together. Cadence
• PI Planning Everyone on the train plans the next Planning Interval together, face to face, every 8 to 12 weeks. Clarity
• PI objectives Business-facing objectives each team commits to, with business value agreed by stakeholders. Outcomes
• System demo The whole train shows integrated, working output every iteration. Outcomes
• Inspect and Adapt A train-wide retrospective and problem-solving workshop at the end of every PI. Cadence
• Built-in quality Quality is built in from the start, not inspected in at the end. Reliability
• Capacity allocation Agree up front how much capacity goes to new features versus enablers and tech debt. Agreements
• Innovation and Planning iteration A buffer iteration for innovation, learning and planning at the end of each PI. Energy
• Lean-Agile leadership Leaders who lead by example, develop people and remove impediments. Capability
• Flow metrics Measure flow velocity, time, load, efficiency, distribution and predictability. Measures

Where it meets the model

• Choose your WoW Teams choose and evolve their own way of working, from a range of proven options. Agreements
• Context counts What works depends on your team, your domain and your constraints. Clarity
• Delight customers Go beyond satisfying requirements to delighting the people you serve. Outcomes
• Optimise flow Improve the whole value stream, not just your part of it. Measures
• Be awesome Work with awesome people, and help each other become more awesome. Capability
• Enterprise awareness Act in the interest of the whole organisation, not just your team. Trust

Where it meets the model

• Shaping Senior people define the problem, the boundaries and a rough solution before anyone commits. Clarity
• Appetite Decide how much time the problem is worth, not how long it will take. Outcomes
• The betting table A small group bets on shaped pitches for the next cycle. No backlog. Agreements
• Six-week cycles Long enough to build something meaningful, short enough to feel the deadline. Cadence
• Cool-down Two weeks between cycles to fix bugs, explore and recover. Energy
• Circuit breaker Work that isn't done in the cycle doesn't automatically get more time. Reliability
• Hill charts Show progress as figuring things out (uphill) and getting them done (downhill). Measures
• Teams own the scope The team decides what to cut to ship on time. Trust

Where it meets the model

• Sprint Goal One objective for the sprint that gives the team focus and flexibility. Clarity
• Sprint Review Inspect the outcome with stakeholders and adapt what comes next. Outcomes
• Sprint Retrospective Plan ways to improve quality and effectiveness. Cadence
• Daily Scrum Fifteen minutes to inspect progress towards the goal, not a status report. Cadence
• Definition of Done A shared, explicit standard every increment must meet. Reliability
• Self-managing teams The team decides who does what, when and how. Trust

Where it meets the model

• WIP limits Stop starting, start finishing. The simplest way to say no. Clarity
• Explicit policies Write down how work moves, so everyone plays by the same rules. Agreements
• Flow metrics Lead time, cycle time and throughput, measured, not guessed. Measures
• Feedback loops Regular replenishment, delivery and service reviews. Cadence

Where it meets the model

• Genchi genbutsu Go and see for yourself, where the work actually happens. Trust
• Kaizen Small, continuous improvements by the people doing the work. Agreements
• Stop the line Anyone can stop the work when they see a problem, and is thanked for it. Reliability
• Develop people Build people before building products. Capability

Where it meets the model

• Stream-aligned teams Teams aligned to a flow of work from a business domain. Outcomes
• Platform and enabling teams Teams that reduce the load on others, rather than add to it. Capability
• Cognitive load Don't give a team more than it can hold in its head. Energy
• Interaction modes Collaboration, X-as-a-Service, facilitating: be explicit about how teams work together. Agreements

Where it meets the model

• Objectives What you want to achieve, in words people care about. Clarity
• Key results How you'll know: outcomes, not activities. Outcomes
• Regular check-ins Review progress often enough to change course. Cadence

Where it meets the model

• Four key metrics Speed and stability, measured together. Measures
• Generative culture Westrum's model: information flows freely, messengers aren't shot, failure leads to enquiry. Trust
• Fast recovery Restore quickly, learn without blame. Reliability