Scaled Agile Framework

1. Economic value creation in the Scaled Agile Framework

In the SAFe framework, everyone in the company is responsible for optimizing the sequence of tasks, understanding economic trade-offs and dealing with limited budgets. The concepts and tools are derived from Reinertsen’s theory of the product development workflow. To deliver maximum value and best quality as quickly as possible, it is crucial to understand the economic conditions for product and service development. Daily decisions should be made in the right economic context. To this end, the development and communication of a strategy for additional value creation is of great importance. 

2. Application of systems thinking

An organization can be viewed as a complex system consisting of numerous interconnected parts such as employees and processes that pursue common goals. In order to optimize the overall organization, everyone involved must understand and commit to the system goals. SAFe therefore relies on systems thinking to achieve comprehensive improvements throughout the entire organization.  

3. Flexible product development 

Many product development methods rely on clear, predefined design and end goals.  Future adjustments are very time-consuming and often ineffective if the wrong goals are chosen at the beginning. A more effective approach is to keep different options for design and end goals open over a longer period of time. Using empirical data, these options can then be analyzed and narrowed down to develop a design that leads to better economic outcomes. 

4. Incremental development

Solutions should be developed in successive iterations. Each iteration results in an integrated, incremental part of a functional system, building on the previous one. This iterative approach minimizes risks and allows customer feedback to be incorporated quickly and regularly.  

5. Milestones based on an objective evaluation of the work processes

The investments made must be reviewed by the company, developers and stakeholders and it must be ensured that they retain their value. The iterative working methods make it possible to evaluate each cycle whether the investment made is still relevant. 

6. Continuous flow: visualize, limit, minimize

A continuous flow of work must be established in the organization to transform ideas into products and services. To achieve this “flow”, three key factors must be taken into account: Visualizing the work, limiting the number of tasks being processed simultaneously and minimizing waiting times. If these points are optimized, the best possible results will be achieved. 

7. Synchronization for predictability in complex projects

Predictability can be enabled with a fixed development cycle. In complex projects where several teams are involved, dependencies often arise between the teams. Synchronization of development work makes it easier to identify and resolve these dependencies. 

8. Use of intrinsic motivation

The intrinsic motivation of employees should be addressed above all. Teams need to be given certain freedoms and clear goals. This results in a higher level of commitment from team members, which in turn can lead to more creativity and the development of improved products and services for customers. 

9. Decentralized decision-making:

Decentralized decision making leads to fewer delays, improved product development flow, faster feedback and more innovative solutions. However, centralized decision-making is still necessary in some cases, especially when there are strategic implications. 

10. Value-oriented organization

This principle emphasizes the importance of three organizational patterns: Value Streams, Agile Release Trains (ARTs) and Agile Teams. They help companies to build a more flexible operating system. Compared to the hierarchical system, this network enables faster adaptation to market changes. Value streams, ARTs and agile teams remain in place as long as the solutions they develop are successful on the market. Nevertheless, value streams can be further developed or adapted as required, while the hierarchy remains stable. 

Clear hierarchies:

Additional hierarchy levels are often built into the framework, which contradicts the agile principle of flat hierarchies.

Costs:

There may be additional costs for training and certification of team members and managers. 

Dependencies:

The correct application of SAFe principles often requires experts, which entails certain dependencies. Incorrect application of the framework can also lead to misunderstandings. 

Cultural change:

The introduction of SAFe often requires a change in the organizational culture, which some employees and managers may find difficult. 

1. Communication

Changes in the company can have a wide variety of triggers, such as legal changes or the pursuit of specific goals. Regardless of the cause, it is crucial that the management level recognizes the reasons for the transition to SAFe and communicates them transparently. It is then the task of managers to accompany the change and motivate all project participants to act together in accordance with the shared vision. 

2. Change Agents

Employees must be selected within the company who can act as ‘Change Agents’ and later be established as certified ‘Program Consultants’. They not only provide technical guidance to stakeholders in the Scaled Agile Framework, but also train the management level. 

3. Trainings

Managers must receive SAFe training in order to apply the agile methods correctly and serve as role models. 

4. Lean Agile Center of Excellence

The establishment of a ‘Lean Agile Center of Excellence’ offers an opportunity to consolidate lean and agile methods throughout the entire organization and thus contribute to an optimized performance of these methods at company level. 

5. Agile Release Trains (ART)

These agile teams are responsible for developing value-adding solutions by using a combination of people, internal processes, and technology to deliver that value to customers. 

6. Prioritization

Once business goals have been defined, prioritization and roadmap creation take place to implement the overall goals of the SAFe transformation. During implementation, a value stream is selected first, followed by the definition of an ART.  

7. Parameter definition

Before an ART is established, the determination and definition of parameters is important. This includes setting deadlines, putting together agile teams, training staff and carrying out a readiness assessment. The preparation of a corresponding backlog program is also important. 

8. Understanding of roles

Each team member of an ART must understand their role, perform it effectively and needs the necessary skills to do so successfully.  

9. Sustainable role filling

A key success factor in the implementation of Agile Release Trains is to fill the respective SAFe roles on a permanent basis. 

10. Expansion to portfolio level

The expansion to portfolio level can take place as soon as all of the previously mentioned measures have been implemented. This strengthens the entire corporate culture and leads to an improvement in company performance and the general achievement of objectives. 

11. Company-wide efficiency

The efficiency of company processes depends on how quickly new business opportunities are recognized and implemented. At this level, the entire management level of the company is characterized by a mindset that corresponds to the principles of Lean and Agile.