Scaled Agile Framework (SAFe): Framework for agile scaling

What is the Scaled Agile Framework (SAFe)? 

SAFe is the world's leading framework for business agility. It is based on Lean, Agile, DevOps and Systems Thinking and offers a coherent framework for agility on a large scale. SAFe is a collection of many agile & lean patterns and methods - an encyclopedia, so to speak, of  Lean & Agile methods. Integrating the strengths of all these methods helps to succeed in the digital age through faster, more predictable and higher quality products and services.

The great added value of SAFe lies in the fact that it shows how the various agile methods, frameworks and techniques can be combined to create a lean & agile organization design. SAFe includes, among other things: Scrum, Kanbanagile program management, lean & agile portfolio, Design Thinking and Lean Startup. With the help of SAFe patterns, all levels of an agile organization are addressed: from the team to multi-teams (Agile Release Train or ART) through to the portfolio level. SAFe uses familiar terms that make it easier for organizations to make the transition while still being agile. 

Values and principles of SAFe

SAFe core values

The four SAFe core values form the foundation for all principles and practices in the framework. They define the culture and mindset required in the company to work successfully in an agile environment. We have added another aspect, built-in quality. This can be found in SAFe under the core competencies, but is so important to us that we have included it here.

Alignment

Alignment ensures that all those involved in an organization pursue a common goal and a common vision. It enables a coherent strategy that extends from strategic goals to operational measures. Regular coordination and transparent communication ensure that all levels of the company are working towards the same goals. This leads to a more effective and efficient way of working. 

Transparency

Open communication and clear visibility are necessary to build trust and make informed decisions. Transparency about progress, challenges and risks enables stakeholders to make informed decisions. Access to relevant information for all team members also falls under this value, so that everyone understands how their work contributes to the team's success.

Respect for People

A Lean-Agile approach is based on the people who create the added value, whereby respect for people is crucial in order to promote creativity and commitment. A respectful corporate culture embraces diversity, values different perspectives and strengthens teamwork. Long-term partnerships based on mutual benefit are essential for the sustainable success of a company.

Relentless Improvement

The lean approach promotes continuous optimization, which leads to better products, more satisfied customers and higher profits. A company that establishes a culture of problem-solving and regular reflection can remain successful in the long term and continue to develop. It is crucial that improvements are based on facts and that innovations are encouraged in order to optimize the overall system.

Built-in quality

In addition to the four core values, built-in quality is a central aspect of SAFe. At every stage of the development process ensuring the quality of the results is a high priority. This means that every increment must meet high quality standards right from the start in order to avoid costly rework and errors. The principles of built-in quality include technological practices such as continuous integration, test automation and refactoring. This ensures that the product has stability, performance and scalability.

SAFe Lean-Agile principles

​SAFe is based on ten fundamental principles that combine agile methods, lean product development, systems thinking and decades of practical experience. They serve as basic guidelines that support the implementation of agile practices in large companies.The principles help to manage complexity, increase efficiency, maximize customer value and promote continuous improvement.

1. Take an economic view

Decisions should always be made with economic aspects in mind in order to maximize the overall value. Everyone in the company must understand the impact of their decisions - whether executives, management or knowledge workers. This means weighing up costs, time, quality and customer benefit. 

2. Apply systems thinking

In scaling, the focus is on overall success, so it is necessary to look at the entire system (in this case, our organization). This means that all aspects of a system - e.g. the operational and development value streams, the portfolio of solutions developed, the development in the ART and the work in the teams - must be taken into account.Systems thinking helps to understand and effectively manage the interactions and dependencies in complex systems.

3. Assume variability, preserve options

Complex systems and the development of solutions harbor uncertainties. For this reason, different solutions should be kept open and evaluated. The concept of set-based design (SBD) helps with this. It is an approach to product and system design in which several design options are pursued and evaluated in parallel instead of committing to one solution at an early stage. Based on concrete data, test results and the fulfillment of defined requirements, the design options are gradually eliminated at a later stage, leaving the final solution.

4.Build incrementalle with fast, integrated learning cycles

By delivering in small increments, the team can regularly obtain feedback and iteratively improve the product. One mechanism is the introduction of a Plan-Do-Check-Adjust (PDCA) cycle. It enables teams to test planned changes, review their impact and make adjustments to achieve the desired results.Through continuous review, companies can work more efficiently and adapt better to change.

5. Base milestones on objective evaluation of working systems

Progress and decisions should be made on the basis of objective data and functioning systems, not on the basis of estimates or assumptions. This promotes transparency and trust in the development process.

6.Make value flow without interruptions

By visualizing work-in-progress (WIP) with methods such as Kanban, teams can better understand how much work is currently in which status. Limiting WIP helps to avoid overload and create a flow of work. Reducing batch sizes means that work is delivered in small, manageable pieces, leading to faster feedback cycles. Along with managing the length of queues of tasks waiting to be processed, this principle helps to minimize delays, optimize flow and avoid bottlenecks.

7. Apply cadence, synchronize with cross-domain planning

Regular, synchronized planning and review cycles help to reduce uncertainties and improve collaboration between different teams and departments. This principle therefore ensures a common focus and accelerated decision-making. 

8. Unlock the intrinsic motivation of knowledge workers

Intrinsic motivation is the inner drive to carry out an activity without being tied to external influences such as rewards or negative consequences. In order to increase this inner drive in knowledge workers and get the full potential out of teams, it is important to promote the autonomy and skills of employees.

9.Decentralize decision-making

The speed of decision-making affects the speed with which the company can react and thus create value for its customers. When decisions are decentralized, they are made by those who are directly involved in solving the problem. This speeds up the decision-making process and promotes employee motivation and team autonomy.

10. Organize around value

The organizational structure and working methods of a company must be designed in such a way that they deliver maximum value for the customer - in other words, the focus must be on value creation. Organizations must organize themselves around value streams rather than traditional hierarchical lines. Cross-functionality and continuous adaptation to market changes characterize this principle and promote increased efficiency, better customer focus and faster time to market.

SAFe events

Coordinated cycles for a common result

The agile teams working on a joint solution proceed in iterations.These have a common cycle so that the teams can synchronize their work and deliver a joint, integrated result together. There is a larger cycle around this, the planning interval. This cycle is a multiple of the iterations at team level. If the team iterations are e.g. 2 weeks long, the planning interval could be e.g. 10 weeks. This means that 5 iterations run in one PI at team level. A special feature of SAFe is the integration of an iteration for planning and innovation (IP iteration), i.e. the last iteration of a PI is used to promote innovation (e.g. through further training or spikes) and to prepare for PI planning.

Das Planning Interval hat – analog zur Iteration bzw. Sprint eines Teams – einen PDCA Zyklus auf einer höheren Abstraktionsebene:

• PI Planning: This is the joint planning of several teams at the level of "larger" requirements (features) for the next planning interval of 8-12 weeks. Such a planning interval is made up of several sprints/iterations.

• ART Backlog Refinements: During the Planning Interval (PI), the ART Backlog is maintained jointly.The ART backlog is like the team backlog, only at a higher level of abstraction. It contains features that can be implemented within a PI.

• System demo: The joint solution created by all teams is tested here. This happens in every iteration, but of course also at the end of a planning interval.

• Inspect & Adapt Event: Here, all teams look together at how the work in the last PI worked and how it can be improved together. This is the joint retrospective of several teams, so to speak.

SAFe Implementation Roadmap: sustainable introduction of SAFe

The roadmap consists of 12 consecutive steps and contains important change principles, among other things. At the beginning of the decision for SAFe is an attractive vision or an urgent need to create the initial momentum for the change. This is followed by the introduction of the first ART. Once the first ART has been successfully launched, further ARTs can be gradually implemented, the large solution if required and finally the portfolio level. Full SAFe - the agile organization - is then implemented. A coalition of SAFe-qualified supporters, the Lean-Agile Change Agents, serve as supporters and multipliers throughout the entire process. In keeping with the agile idea, this process is never complete, which is why SAFe calls it "relentless improvement".

We support you in the systematic introduction of scaled agile using the Scaled Agile Framework.

Yes, by integrating the agile frameworks and addressing an entire agile organization, the picture of the Scaled Agile Framework is complex.
But that's also being somewhat honest: the agile organization is complex. An Agile Transformation requires patience. The trick is to cut out the part that is relevant to the organization at the moment and reduce the picture to these elements . We support you in finding this beginning. As a Gold Partner of Scaled Agile, we offer you a broad portfolio of workshops, trainings and support options for SAFe. We will not try to implement models dogmatically, but will work with you to find your individual solution using models and patterns.

The special thing about wibas is the pragmatism, which is especially necessary for such a comprehensive framework. And of course our years of experience in organizational development, which allows us to work not only with models, but also with people. Please feel free to call us and arrange a personal meeting. We look forward to thinking with you.