Leading SAFe (2 day training) - Guaranteed to Run!

Leading SAFe® offers an introduction to the foundations of SAFe and provides the principles and practices to confidently drive your Lean-Agile transformation. The course and resulting certification equip you with the guidance and tools to build a culture of resiliency and a shared language that engages employees and focuses on customers so that organizations can work with agility at scale.

Attendees learn how to realize the benefits of SAFe, including:

• How to establish Team and Technical Agility and organize around the flow of value
• How to align massive organizations around clear, common objectives
• How to participate successfully in critical SAFe events, such as PI Planning
• How to adopt a customer-centric mindset

Leading SAFe® answers the questions:

• What is SAFe?
• What is business agility and how does SAFe support it?
• How does an organization get started with the Scaled Agile Framework®?

Why In Person?
We believe that the most effective way to deliver these courses is in an in-person, classroom style environment. We have learned through the years that information retention is higher, discourse is more robust, and networking is easier.

Meet Your Instructor:
Tom Wessel – Director of Agile Delivery
Tom Wessel brings over 30 years of experience in various industries in software development. His experience spans the entire end-to-end product life cycle from inception to delivery. With over 15 years of experience as a trainer and coach, Tom has worked with various organizations of all shapes and sizes to train, coach, and mature their agile mindset and transform how they deliver value.

Bob Ellis
Bob Ellis built his career for 20+ years at EMC² eventually leading to the newly created position of Delivery Architect & Director of Engineering for the Symmetrix/V-MAX Product line (enterprise data center storage infrastructure), EMC²s flagship product, a $5B product line and 1500 professionals in Product Definition and Development. Since his departure in 2016, Bob has continued as Consultant / Coach as in Delivery Transformation, Planning and implementation working with clients from multiple industries with focus on product delivery system, from idea generation and portfolio management through delivery to customers, both internal and external. "Product" definition has ranged from complex cyber-physical systems containing software, firmware, and hardware through software only products. Products have been for both internal customers, "enablement" value streams (IT) as well as external customers, where product has been Software only through Complex Hardware, Firmware, and Software (robotics.)

Bobs direct industry experience has included roles Development Engineer for Hewlett Packard Medical Products, Principal Consultant Program manager for the EVP of Product Operations of EMC², Group Manager of Manufacturing and a span of control from 125 to 350 test technicians, manager of inventory management, procurement, process engineering, quarterly capacity planning, budgeting and manufacturing, facility build out and Senior Manager of Software Engineering teams. Bob's hands on, "meeting people where they are at" approach has enabled him to build hundreds of working relationships at all layers of large organizations and including with CFO and C-Suite level executives.

Through Bob's leadership in various roles at EMC², World Wide Manufacturing successfully scaled from it's 500th through its 100,000th cumulative system shipment and $10B of revenue. Bob brought his hands on implementation experience he gained as a Management Consultant prior to guide his organizations through the principles of Lean Manufacturing, Toyota Product System (TPS), Six Sigma and continuous improvement to improve productivity 2X, scale 4X volume, reduce delivery cycle time by 2X, freed $100+ million inventory, improved inventory control 1000X, all while interrupting the manufacturing plan with 2-3 engineering change orders per week. Bobs organization was held accountable to quality of EMC's disruptive technology in the marketplace as well as availability. EMC built its reputation in the market place on quality and reliability as well as performance and scalability. EMC² was the highest performing stock on the S&P500 for the decade of the 90s.

Before joining EMC², Bob was a management consultant for an experimental division of PWC, "Center for Manufacturing Technology," where a small group of fourteen consultants were able to grow substantial market share in direct competition from McKinsey through their "Process Re-engineering" approach using rigorous analysis, innovation and hands-on implementation. This division grew to be the standard example of the entire consulting firm as #1 profit, and #1 growth. This was achieved only by delivering measurable results and developing client sponsorship at the C-Suite level.