The Rules of the (G)ame for Empirical-based Enterprise Evolution

AME3 Rules.svg

AME3 stands for Adaptive Metaframework for Empirical Enterprise Evolution.

The framework assists an enterprise in adopting a system design grounded in three fundamental pillars: an Agile Leadership System, a Strategy for Evolution, and Enterprise-wide Rules.

Adhering to the AME3 Rules enables companies to swiftly adapt their services & products to changing market conditions by using empirical evidence. Additionally, it fosters the simultaneous evolution of services & products with the organizational structure.

AME3 sets a minimal yet sufficient number of rules to allow integration with other frameworks and methodologies, ensuring clarity and reducing the likelihood of misunderstandings. It’s important to thoroughly understand the impact of these rules on the entire system before attempting to make any changes.

The framework is designed primarily for small to medium-sized enterprises (SMEs). However, larger enterprises can also implement it within sufficiently autonomous divisions.

While the AME3 Rules alone are insufficient to enhance agility and effectiveness, enterprises must consider incorporating other methods and frameworks like Scrum, LeSS, LeSS Huge, Lean, Kanban, Wardley Mapping, or Cynefin. The choice should align with the specific evolutionary stages of the product and organization and the particular Ambitions.

AME3 is based on principles that align with these preferred frameworks and methods. In upcoming articles, detailed explanations of these principles and a comprehensive list of compatible frameworks will be discussed.

Although some frameworks and methodologies may have different rules and recommendations, the combined use outweighs the inconsistencies. The AME3 Rules facilitate easy mapping and integration with other frameworks, enhancing overall effectiveness. A separate article will detail how to map these rules with different frameworks.

Rules of the Arena

Arena

An Arena is a highly independent organizational unit within an Enterprise. It is the container of a work system dedicated to a specific Ambition. The total outputs and services it produces are collectively known as the Arena Product. The Arena is defined by its Leadership functions, Artifacts, and Constraints.

1. Leadership Functions

Team

A Team leads to improved customer satisfaction.
An Arena consists of one or multiple Teams.
All teams in an Arena do all the work to develop, provide, and maintain the Arena Product.
The Team has a stable number of employees over at least one Match, preferably for much longer.
Each employee is a member of only one Team at a time.
The Teams are responsible for keeping all work transparent.
Each Team is supported by at least one System Lead.
Team members may have different qualifications and experience. Additional roles may be defined by the Team or System Lead.

Owner

The Owner lead to the success of the Arena Product, in line with the Ambition.
The Owner determines how the Arena Backlog is ordered.
Only one person serves as the Owner, who cannot simultaneously be a System Lead.
The Owner sets the maximum number of employees in the Arena based on operational constraints.
The Owner must consider the System Lead’s recommendations.
The Owner is an Accountable Representative

System Lead

A System Lead leads to an effective work system in the Arena.
A System Lead ensures compliance with the AME3 rules.
An Arena can have multiple System Leads.
The System Leads are entitled to establish, discard, and demand compliance of rules beyond the AME3 Framework. This includes additional frameworks and methods.
A System Lead cannot simultaneously serve as the Owner and is appointed by the Owner.
A System Lead may specialize in certain Teams, yet collectively all System Leads remain accountable for all Teams.

2. Artifacts

Improvement

An Improvement represents an enhancement to the Arena Product, to the work system within the Arena or both.
Each Improvement can exist in one of three states: In the Arena Backlog, pulled by a Team, or done.
Once an Improvement is pulled, a Team is expected to complete it within one Match.
The Owner must ensure that decisions can be made just-in-time when a Team starts working on an Improvement.
Once a Team has pulled an Improvement, it commits to focusing all its resources to complete it within the Match. If unsuccessful, the Team must identify and implement necessary improvements for the work system and/or Arena Product.

Arena Backlog

The Arena Backlog is the collection of all Improvements not yet pulled by a Team.
Improvements in the Arena Backlog are created, defined, and refined by both the Teams and the Owner.
The Owner has the authority to order the Arena Backlog, or delegate this responsibility to the Teams, but remains ultimately accountable.

Arena Product

AME3 Product.png

The Arena Product is the result of the Arena’s work. It encompasses:

The services provided by the teams’ labor
The services provided by systems created by the teams, which customers utilize or potentially use in the future.
The work to improve these services. Often called product development.
The work to improve the work system.

The Product evolves with each Improvement completed by a Team.
The Arena’s Product is part of the Enterprise Product.

3. Constraints

Match

The Match is the Anticipate, Advance and Assess Loop for the Arena.
Each Match is a fixed period during which all work in an Arena is carried out, lasting at most a moth.
In Enterprises with multiple Arenas, all Arenas follow the same Match schedule.
Teams are responsible for self-managing all work within a Match.
The System Leads are ensuring adequate work and communication structures are in place to support the Teams throughout a Match.
Only the Owner has the authority to cancel or restart a Match.
Each Team is expected to complete at least one Improvement from the Arena Backlog during each Match.
The System Leads are overseeing the application of Anticipate, Advance and Assess practices within the Match.

Anticipate

Teams autonomously decide the number of Improvements they aim to complete in a Match

A Team must pull Improvements from the top of the backlog but can discuss the order with the Owner.

Advance

Once a Team pulls an Improvement, they are solely responsible for its completion, including coordinating with other teams and stakeholders both within and outside the Arena.
Teams and the Owner collaboratively establish rules for completing Improvements.
The System Leads are ensuring that these rules are established, adhered to, and modified as necessary to maintain efficiency and effectiveness.

Assess

The Arena Product is regularly inspected by the Teams as part of their routine during a Match.
At the end of each Match, Teams identify Improvements for the Product, which the Owner must then consider for inclusion in the Arena Backlog.
At the end of each Match, Teams assess their processes to pinpoint enhancements aimed at boosting effectiveness. These enhancements are added as Improvements to the Arena Backlog.
During the next Match’s Anticipate phase, the Teams, Owner, and System Leads commit to addressing at least one improvement in the work system.

Rules of the Enterprise

Enterprise

The Enterprise provides resources to support an Arena.
An Enterprise may encompass multiple Arenas.
If the Enterprise operates other business areas with products and services outside the AME3 framework, it ensures these do not interfere with the independence of the Arenas.
The boundaries of an Enterprise are defined by its Leadership Functions, Artifact, and Constraints.

1. Leadership Functions

Accountable Representative

An Accountable Representative is accountable for the overall success of the Enterprise.
An Accountable Representative is accountable to the society for the actions of the Enterprise.
The Accountable Representatives have the collective authority to initiate or discontinue any Arena Product and its corresponding Arena.
Accountable Representatives receive complete transparency regarding all artifacts within an Arena.
They are tasked with generating additional insights as needed, utilizing data from Arena artifacts.
While Accountable Representatives can suggest modifications, they cannot mandate changes to the Artifacts, Functions, or Constraints of an Arena.
They may suggest Improvements for the Arena Backlog or Goals of the Enterprise Backlog but cannot override the decisions of the Enterprise Owner or Owners.
All Owners and the Enterprise Owner are Accountable Representative.

Enterprise System Lead

The Enterprise System Lead is the System Lead for the work-system on Enterprise level
She can also be System Lead for an Arena

Enterprise Owner

The Enterprise Owner leads to the success of the Enterprise Product
The Enterprise Owner can initiate or stop an Arena and/or its Product
The Enterprise Owner can change the Ambition of an Arena.
The Enterprise Owner is an Accountable Representative
The Enterprise Owner can not be a System Lead or Enterprise System Lead
The Enterprise Owner must consider the Enterprise System Lead’s recommendations.
The Enterprise Owner determines how the Enterprise Backlog is ordered.

2. Artifact

Artifacts on Enterprise level creating the transparency and data to lead the Enterprise. They connect the Enterprise with the Arenas and these with each other if necessary. All Artifacts of the Arenas are transparent and accessible to the Enterprise too.

Ambition

The Ambition clarifies the purpose, expected successes, and constraints associated with the Arena Product, including financial limitations.
The Ambition justifies the existence and operations of an Arena.
The Owner is responsible for leading the development of the Arena Product towards achieving the Ambition.
If the Ambition is at risk, the Owner must take appropriate actions, which may include terminating the Arena Product.
The Ambition is reviewed and refined at least annually, with discussions involving all members of all teams to align understanding and commitment.

Goal

The Goal is a strategic objective that guides all Teams within an Arena.
Beside others, a Goal can be a new Arena Product, the initiation or reorganizing of an Arena or changes to an Ambition.
Multiple Arenas can share the same Goal.
The Goal is moved into focus by the Owner of the Arena and at the transition between Matches.
The Owner can remove or replace a Goal at will.
The Owner, System Lead, and Teams are collectively responsible for aligning their efforts towards achieving the Goal.
The Owner must ensure that there is always at least one Goal in focus
There may be more than one Goal in focus, but the Owner is encouraged to keep the number to a minimum.
A Goal should encompass the scope of work for all Teams for at least one Match but should not exceed nine Matches in duration.
The Owner must ensure that the Goal aligns with the Ambition.
The Owner must ensure that the Goal and the Arena Backlog are well-aligned.
Each Goal can exist in one of three states: in Enterprise Backlog, In focus, or completed.

Enterprise Backlog

The Enterprise Backlog is the list of all Goals an Arena is not focused on or completed.
Goals in the Enterprise Backlog are created, defined, and refined by all Owners and the Enterprise Owner.
The Enterprise Owner has the authority to order the Enterprise Backlog, or delegate this responsibility to all Owners collectively, but remains ultimately accountable.
Owners are obliged to pull Goals from with the highest order from the Enterprise Backlog

Enterprise Product

The Enterprise Product represents the combined result of work of the entire Enterprise. It includes the Products from all Arenas and results from all other units not yet operating within AME3.
The term ‘Enterprise Product’ is synonymous with the phrase ‘all products and services offered or are in preperation to be offered by the enterprise’.

3. Constraints

Tournament

The Tournament is the The Match is an Anticipate, Advance and Assess Loop for the entire Enterprise.

Each Tournament is a fixed period of one Match or a multiple of Matches, but not more than one year, preferable 3 months
With each Tournament the Accountable Representatives …
1. … are assessing the Enterprise Product by updating their landscape toward evolution, and
2. … are suggesting changes to Ambitions and the Enterprise Backlog, and
3. the Enterprise Owner is deciding on changes to the Ambitions and the Enterprise Backlog.
The Enterprise System Lead oversees the application of Anticipate, Advance and Assess practices within the Tournament. Planning and Execution are covered by the Matches of the Arenas.

Postscript

The AME3 Rules intentionally do not delve into the reasons behind the rules, their functionality, or specific usage instructions. Detailed explanations and guidance will be addressed on ame3.info. Here, however, are some foundational thoughts and motivations for the rules:

Many organizations face challenges when implementing frameworks and methods such as Scrum, Large Scale Scrum (LeSS), Lean, and Kanban. A commonly cited issue is the lack of comprehensive organizational support. The AME3 rules are designed to address this by providing just enough structural support within the enterprise to allow these frameworks and methods to thrive.

Applying the AME3 rules can be considered a radical shift for most companies because it typically requires significant restructuring. For new enterprises, adopting AME3 from the start is relatively straightforward. However, existing companies may need to navigate complex pathways and undertake major restructuring efforts at varying intervals. The GAME3 rules are designed to help identify necessary organizational changes. Future guidelines will offer strategies to concurrently reshape products, services, and organizational structures.

AME3 is distinct from Agile and Lean methodologies like Scrum or Kanban and is not intended to replace these or others developed over the past 30 years. Instead, AME3 aims to enhance the benefits of these established frameworks and methodologies across the entire enterprise.

Unlike the prescriptive nature of frameworks such as SAFe, AME3 allows organizations the flexibility to continuously adapt their structures and processes to meet the demands of a competitive environment. It is important to note that AME3 is therefore incompatible with SAFe but offers a pathway to eliminate inefficiencies that may have been introduced by adopting SAFe.

The Agile frameworks and methods recommended within AME3 are defined with varying levels of precision, are subject to different interpretations by their authors, and may occasionally conflict in detail. Therefore, it is not possible for the AME3 framework to be fully consistent with all aspects of these varied frameworks and methods. In cases of discrepancy, the principles of inspection and adaptation are invaluable, which is a Strategic Doctrine in GAME3.

However, there is a certain beauty in this imperfection at the definitional level, which ultimately serves the creative and dynamic nature of human work. This approach recognizes that creativity needs contradictions, just as air is necessary to breathe.