{"id":3573,"date":"2023-08-11T13:07:04","date_gmt":"2023-08-11T13:07:04","guid":{"rendered":"https:\/\/relaunch.cplace.com\/glossary-2\/safe\/"},"modified":"2024-12-17T15:46:42","modified_gmt":"2024-12-17T15:46:42","slug":"safe","status":"publish","type":"page","link":"https:\/\/www.cplace.com\/en\/glossary\/safe\/","title":{"rendered":"Glossary – SAFe"},"content":{"rendered":"\n\t\t
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Scaled Agile Framework<\/h1>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t\t\t
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What does SAFe mean in project management? <\/h2>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t<\/section>\n\n\t\n\n\n
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The Scaled Agile Framework (SAFe)<\/strong>, also known as SAFe for Lean Enterprises, is a framework for thinking and acting<\/strong> that makes agile software development<\/strong> possible in a classic corporate context with large-scale projects and organizations. Rather than a single methodology, it is a broad knowledge base of proven best practices that teams have used to deliver successful software products. The framework provides structured guidelines for roles, responsibilities, task planning and values and thus serves as a knowledge resource.<\/span>\u00a0<\/span><\/p>\n

SAFe is a complex model for aligning and integrating agile development across many teams. It enables efficient collaboration, greater flexibility, and better coordination. The framework combines approaches from the agile methods<\/a> Scrum and Kanban as well as the principles of lean product development, making it possible to apply agility in a corporate environment and on a large scale. SAFe considers the three levels of team, program and portfolio and is currently one of the most popular solutions for scaling agile methods.<\/span>\u00a0<\/span><\/p>\n\t\t\t\t\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t<\/div>\n\n\t\t\t

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Content<\/h2>\n\t\t\t\t\n\t\t\t\t\t\t\t\t\t
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  1. What is the Scaled Agile Framework?<\/a><\/li>\n
  2. The four levels of Scaled Agile Framework?<\/a><\/li>\n
  3. The principles of the Scaled Agile Framework<\/a><\/li>\n
  4. Components of SAFe<\/a><\/li>\n
  5. The advantages of the Scaled Agile Framework<\/a><\/li>\n
  6. The disadvantages of the Scaled Agile Framework<\/a><\/li>\n
  7. Which companies use SAFe?<\/a><\/li>\n
  8. How can SAFe be implemented in companies?<\/a><\/li>\n
  9. What is the difference between Scrum and SAFe?<\/a><\/li>\n
  10. Other frameworks for scaling Agile<\/a><\/li>\n
  11. Conclusion<\/a><\/li>\n<\/ol>\n\t\t\t\t\n\t\t\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t<\/section>\n\n\t\n\n\n\n\n\n\n\t
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    These are the levels of SAFe <\/h2>\n\t\t\t\t\n\t\t\t\t\t\t\t\t\t

    The Scaled Agile Framework enables effective collaboration between teams, departments, and different levels of an organization. As briefly mentioned above, SAFe works with different levels. Each of these levels has specific roles, which are described in more detail below.<\/span>\u00a0<\/span><\/p>\n

    Team level<\/h3>\n

    An agile team that works in a self-organized manner forms the basis of <\/span>SAFe<\/span>. Here, coordinated operational work in the areas of design, development and testing is synchronized for each business unit. The team uses Scrum or Kanban to organize the work. A team consists of a Product Owner<\/strong>, a Scrum <\/strong><\/span>Master<\/span><\/strong> and a development team<\/strong>.<\/span><\/span>\u00a0<\/span><\/p>\n

    Program level<\/h3>\n

    Here, several agile teams (up to 10) work together in an Agile Release Train<\/strong>. The clocking takes place in so-called program increments (PI), which usually extend over 3-4 sprints each. Strategic goals for the next three months are set by the Business Owners<\/strong>. The Product Manager <\/strong><\/span>is responsible for<\/span> the product and works closely with the Product Owner<\/strong>. The Release Train Engineer <\/strong><\/span>is responsible for<\/span> the management of risks and dependencies as well as the continuous improvement of processes. He acts across several teams, promotes <\/span>collaboration,<\/span> and takes care of dependencies between teams. The System Architect<\/strong> <\/span>is responsible for<\/span> system design and takes care of subsystems, <\/span>interfaces,<\/span> and important system elements, for example.<\/span><\/span>\u00a0<\/span><\/p>\n

    Large solution level<\/h3>\n

    At this <\/span>SAFe<\/span> level, two or more Agile Release Trains are <\/span>required<\/span>. If a single ART is not sufficient, several ARTs are combined to form a Solution Train<\/strong>. The Large Solution level is <\/span>relevant for organizations that develop complex solutions, <\/span>e.g.<\/span> in the automotive industry. Roles at this level <\/span>are:<\/span> Solution Manager<\/strong>, Solution Architect<\/strong> or Engineer<\/strong> and Solution Train Engineer<\/strong>.<\/span><\/span>\u00a0<\/span><\/p>\n

    Portfolio level<\/h3>\n

    At this level of the <\/span>SAFe<\/span> framework, the entire company or an individual business unit has already successfully introduced the agile <\/span>methodology<\/span>. This now requires a corresponding adaptation of management methods to bring them into line with agile practices. It is time to integrate lean budgeting and strategic governance processes into the overall structure. The portfolio level includes the roles of Epic Owner and Enterprise Architect.<\/span><\/span>\u00a0<\/span><\/p>\n\t\t\t\t\n\t\t\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t<\/section>\n\n\t\n\n\n\n\n\n\n\t

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    The principles of SAFe: <\/h2>\n\t\t\t\t\n\t\t\t\t\t\t\t\t\t

    SAFe<\/span><\/strong> is based on ten key principles<\/strong> that build on existing Lean Management and Agile methodologies.<\/span><\/span>\u00a0<\/span><\/p>\n\t\t\t\t\n\t\t\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t<\/section>\n\n\t\n\n\t

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    1. Economic value creation in the Scaled Agile Framework<\/span><\/span><\/h3>\n

    In the <\/span>SAFe<\/span> framework, everyone in the company <\/span>is responsible for<\/span> optimizing<\/span> the sequence of tasks, understanding economic <\/span>trade-offs<\/span> and dealing with limited budgets. The concepts and tools are derived from <\/span>Reinertsen’s<\/span> 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 <\/span>additional<\/span> value creation is of <\/span>great importance<\/span>.<\/span><\/span>\u00a0<\/span><\/p>\n

    2. Application of systems thinking<\/h3>\n

    An organization can be viewed as a complex system consisting of <\/span>numerous<\/span> interconnected parts such as employees and processes that pursue common goals. <\/span>In order to<\/span> optimize<\/span> the overall organization, everyone involved must understand and commit to the system goals. <\/span>SAFe<\/span> therefore relies on systems thinking to achieve comprehensive improvements throughout the entire organization.\u00a0<\/span><\/span>\u00a0<\/span><\/span><\/p>\n

    3. Flexible product development<\/span><\/span>\u00a0<\/span><\/h3>\n

    Many product development methods rely on clear, predefined design and end goals<\/span>.\u00a0 <\/span>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 <\/span>period of time<\/span>. Using empirical data, these options can then be analyzed and narrowed down to develop a design that leads to better economic outcomes.<\/span><\/span>\u00a0<\/span><\/p>\n

    4. Incremental development<\/h3>\n

    Solutions should be developed in successive iterations. Each iteration results in an integrated, incremental part of a functional system, building on the <\/span>previous<\/span> one. This iterative approach minimizes risks and allows customer feedback to be incorporated quickly and regularly.\u00a0<\/span><\/span>\u00a0<\/span><\/p>\n

    5. Milestones based on an objective evaluation of the work processes<\/h3>\n

    The investments made must be reviewed by the company, developers and stakeholders and it must be ensured that they <\/span>retain<\/span> their value. The iterative working methods make it possible to evaluate each cycle whether the investment made is still relevant.<\/span><\/span>\u00a0<\/span><\/p>\n\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\n\t\t\t\t\t\t\n\t\t\t\t\t\t

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    6. Continuous flow: visualize, limit, minimize<\/h3>\n

    A continuous flow of work must be <\/span>established<\/span> in the organization to transform ideas into products and services. To achieve this “flow”, three key factors must be <\/span>taken into account<\/span>: Visualizing the work, limiting the number of tasks being processed simultaneously and minimizing waiting times. If these points are <\/span>optimized<\/span>, the best possible results will be achieved.<\/span><\/span>\u00a0<\/span><\/p>\n

    7. Synchronization for predictability in complex projects<\/h3>\n

    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 <\/span>identify<\/span> and resolve these dependencies.<\/span><\/span>\u00a0<\/span><\/p>\n

    8. Use of intrinsic motivation<\/h3>\n

    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.<\/span><\/span>\u00a0<\/span><\/p>\n

    9. Decentralized decision-making:<\/h3>\n

    Decentralized <\/span>decision making<\/span> leads to fewer delays, improved product development flow, faster <\/span>feedback<\/span> and more innovative solutions. However, centralized decision-making is still necessary in some cases, especially when there are strategic implications.<\/span><\/span>\u00a0<\/span><\/p>\n

    10. Value-oriented organization<\/h3>\n

    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 <\/span>remain<\/span> in place <\/span>as long as<\/span> the solutions they develop are successful on the market. Nevertheless, value streams can be further developed or adapted as <\/span>required<\/span>, while the hierarchy <\/span>remains<\/span> stable.<\/span><\/span>\u00a0<\/span><\/p>\n\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\n\t\t\t\t\t\t\n\t\t\t\t<\/div>\n\n\t\t\t\t\t\t\t\t\t<\/div>\n\t<\/section>\n\n\t\n\n\n

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    \n\t\t\t\t\t\tComponents of SAFe \t\t\t\t\t<\/h2>\n\t\t\t\t\n\t\t\t\t\t\t\t\t\t

    There are different configurations for the application of SAFe, depending on the size and scope of the organization.\u00a0<\/span>\u00a0<\/span><\/p>\n