What if the SAFe agile method was simpler than you thought?

SAFe... 4 letters for an agile project management method you've only heard about. But as soon as you delve into its nebulous framework, your hair stands on end.

Yet this project management methodology is simpler than it sounds (well, not as simple as Scrum, admittedly). It all starts with the story of a train that has to leave on time.

So make yourself comfortable, and we'll tell you all about the SAFe agile method.

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Definition of the SAFe agile method

What is the SAFe agile method?

The SAFe (Scaled Agile Framework) method emerged in 2011 from the brain of its father Dean Leffingwell, to join the large family of agile methods.

Its objective? To adapt Agile (and more specifically Scrum) to the scale of the company, in order to bring together the different teams working in scattered locations on the development of a product.

Its framework also implies greater consideration for top management, and works to align the actions of the technical teams with the company's overall strategy.

As you can see, SAFe establishes cross-functional project management processes.

What's the difference between Scrum and SAFe?

The main difference between the two?

Scrum is aimed more at a single team, whereas SAFe acts as a link between different teams.

The 4 values of the SAFe agile method

To ensure the effectiveness of the SAFe agile method, teams must embody 5 fundamental values.

Let's look at them in detail.

#1 Alignment

In the context of the SAFe agile method, alignment is an essential condition for collective effectiveness. It's not just a question of setting objectives, but of ensuring that everyone involved understands them and refers to them on a daily basis.

Tools such as PI Planning (Program Increment Planning) facilitate coordination between teams, even when they are working in very different geographical or functional contexts.

As a result, efforts converge in the same direction, and priorities are harmonised at all levels.

#2 Quality

With SAFe, quality is not an afterthought. On the contrary, it is integrated right from the start, throughout the development cycle.

To achieve this, the teams rely on rigorous practices, such as :

• automatedtesting
• continuous integration ;
• shared documentation, etc.

These mechanisms guarantee reliable and stable deliverables. What's more, by dealing with problems upstream... you avoid having to make costly corrections downstream!

#3 Transparency

Transparency is the most essential lever for establishing a culture of trust. It's based on a clear flow of information, with no filters or grey areas.

In concrete terms, agile rituals, sprint reviews and visual management tools encourage this openness. In this way, everyone can point out a risk, share a difficulty or celebrate a success, and collaboration is greatly strengthened.

#4 Programme execution

In SAFe, words count less than tangible results. What counts above all is the regular execution of the programme, measured and structured around concrete objectives.

This is why the Agile Release Train (to which we'll return later) plays a central role: it synchronises the deliveries of several teams to generate value at a fixed rate.

#5 Management

Finally, the fifth value, which is often underestimated, is management. And for good reason: an agile transformation cannot succeed without a clear vision, actively supported by the leaders.

Leaders don't just validate roadmaps: they clarify priorities and support teams in their projects. In this way, decisions remain aligned with the organisation's long-term objectives, to create a coherent environment that is conducive to collective performance.

The 10 principles of the SAFe framework

After the values, let's move on to the 10 principles you need to respect to fully immerse yourself in the SAFe vision.

#1 Adopt an economic vision

In the SAFe agile method, all decisions must be taken within a clear economic context, driven by the company's financial objectives.

This means evaluating each action in terms of :

• its business value;
• its return on investment;
• its impact on time-to-market.

#2 Apply systems thinking

To make sustainable progress, the SAFe framework requires us to move beyond a vision limited to the perimeter of the team. This is where systems thinking comes in, as it encourages everyone to understand the interdependencies that structure the whole organisation.

It encourages analysis of feedback loops, cross-functional constraints and the secondary effects of a more 'localised' choice. In other words, it broadens the perspective for better decision-making.

#3 Take variability into account and preserve options

Most of the time, product development evolves in an uncertain environment (economic, political, societal context, etc.). This is why SAFe recommends preserving several options for as long as possible.

This approach encourages exploration and reduces the risks associated with a poor initial choice. Rather than being locked into a single solution too early on, your company remains open, ready to adjust its trajectory as circumstances dictate.

#4 Build incrementally

Produce one big deliverable at the end of the project, with no intermediate feedback? I don't need to tell you how risky this is.

As a good agile method, SAFe values incremental construction, based on short cycles. At each increment, part of the solution is tested and validated, so that errors can be detected earlier and assumptions validated.

#5 Base milestones on objective assessment

In the SAFe agile method, milestones are based on objective assessments of the system under development.

Thanks to this logic, you obtain a reliable view of the state of progress of the project. Decisions to continue or adapt are therefore taken on a solid basis.

#6 Visualise and limit Work in Progress

Too many projects going on at the same time? This (well-known) situation generally leads to an overall slowdown in company projects.

The SAFe method, on the other hand, stresses the importance of limiting WIP (Work In Progress).

By :

• reducing the size of work packages;
• visualising queues
• active workflow management;

teams become more fluid and it is easier to overcome bottlenecks.

#7 Enforce cadence and synchronise teams

In a complex work environment, cadence structures deliveries. How can this be achieved? By avoiding delays and facilitating coordination.

At the same time, synchronisation enables several teams to progress together. Thanks to cross-domain planning, everyone moves at the same pace.

#8 Unlocking employee motivation

The advocates of the SAFe agile method are well aware that if you want to get the best out of your teams, you have to give them autonomy and trust!

In fact, the fewer unnecessary controls that are imposed by management, the more collective intelligence will flourish. Because with the development of employee expertise comes initiative-taking and innovation.

#9 Decentralise decision-making

Agility at scale requires rapid decisions, taken as close to the field as possible. This is why SAFe encourages the decentralisation of decision-making.

In this context, teams no longer have to wait for a cascade of approvals, but have the framework they need to make decisions. And timescales are reduced as a result.

#10 Organising the business around value

Finally, SAFe encourages organisations to structure themselves around the value stream, rather than around rigid departments.

This approach involves identifying real value chains and eliminating silos. In other words, you create teams that are aligned with expected results. And in a digital economy, this principle increases companies' ability to deliver user-centred solutions quickly and efficiently. A real strategic lever in the face of competition!

💡 Tip: to help you see things more clearly, we recommend that you go straight to the official SAFe agile framework website. There you'll find an interactive diagram, explaining the essentials of the methodology and the best practices to apply.

How does the SAFe agile method work?

The 3 levels of SAFe

In order to better coordinate all the contributors, the SAFe agile method is structured around 3 levels:

• Essential. This is the basic configuration of the SAFe framework. It includes the elements required for successful deployment of the methodology.
  
  
• Large Solution. This is for companies building large and complex solutions, but which do not require the Portfolio level.
  
  
• Portfolio. This corresponds to the implementation of agility at top management level, with the aim of addressing strategic and financial issues.

Essential level

The principle: Agile Release Train and cadence

The Essential level is based around the Agile Release Train(ART) . Its aim is to organise processes so that everyone works in a consistent way on projects.

The ART is made up of several teams who plan and deploy according to the Scrum methodology, maintaining the same artefacts, ceremonies, etc.

But for this train to set off in the right direction and arrive on time, a number of principles need to be added. Essentially:

1. The timetable is fixed: all the teams leave the station together, according to the cadence determined by the PI Planning.
   💡 Quid du PI: an unavoidable SAFe ceremony, it corresponds to a large planning carried out by all the teams face to face.
   
   
2. A new increment is delivered at the end of each sprint, every 2 weeks or so, then presented and evaluated during the System Demo.
   ☝️ PI, System Demo... their presence does not prevent Scrum ceremonies such as the Sprint Review from being held.
   
   
3. All the teams synchronise to the same PI duration, generally between 8 and 12 weeks.
   
   
4. The speed of the train is known. In other words, each team can estimate how many new features can be delivered per IP.
   
   
5. At the end of each IP, an I&A (Inspect & Adapt) event is organised. This is used to assess progress and to determine the elements of the improvement backlog.

Remember: the pace of the Agile Release Train is structured around the IP, which takes place every 4 sprints (approximately 8 to 12 weeks). It is also at this time that an increment is delivered, i.e. all the functionalities developed and tested by all the teams. In short, this is iterative and incremental project management, like Scrum, but applied at a higher level.

Essential level backlogs

On the Scrum team side, unsurprisingly, there is a backlog made up of user stories, for which the Product Owner is responsible.

Above this is the Program Backlog, comprising the features to be developed as part of an Agile Release Train.

Essential level roles

While we still have the usual Scrum roles (development team, Product Owner, Scrum Master), new roles are emerging to ensure that the SAFe method runs smoothly on a large scale:

• The RTE (Release Train Engineer) : helps the train to run smoothly, facilitating the completion of ceremonies and compliance with ART processes.
  
  
• Product Management: responsible for ensuring that the products created are properly aligned with customer needs, and contributing to the generation of value via the Program, the Kanban Solution and the Continuous Delivery Pipeline.
  
  
• Architects and systems engineers: they define the technical and architectural vision shared by all the teams.
  
  
• Business Owners: they ensure good governance, compliance and ROI of the solution developed.

The Large Solution level

The principles of Large Solution

Large Solution incorporates all the principles of the Essential layer, but at a higher level (for teams of more than 150 employees, for example). It therefore includes a larger train: the Solution Train.

In short, it is an organisational layer, which brings together different trains from the lower level in a higher-level train.

It does not add any extra frequencies. On the other hand, Large Solution includes a new skill: Enterprise Solution Delivery. This involves applying Lean-Agile methods to the development of software, networks and wider systems.

It is based in particular on 9 practices, detailed on the official SAFe website.

The Large Solution backlog

Large Solution is built around a Solution Backlog (the top level of the Product Backlog), which therefore spans several ARTs.

Large Solution level roles

You've understood the principle: the roles are complementary to those of Essential, but at a higher level:

• The STE (Solution Train Engineer): facilitates and guides the work of all the ARTs.
  
  
• Solution management: supports the creation of large-scale solutions.
  
  
• Solution architect/engineering: responsible for defining and communicating a shared technical and architectural vision across the Solution Train.

Portfolio level

The Portfolio principle

The aim of Portfolio is to manage the more business-related aspects, by aligning the company's overall strategy with its operational implementation.

To do this, this layer relies on 3 skills:

• Lean Portfolio Management, to apply Lean and systems thinking approaches to strategy, operations and governance;
• The Continuous Learning Culture competency, which describes a set of values and practices to encourage individuals to continually increase their knowledge and innovation;
• Organisational Agility, with the aim of optimising business processes.

The Portfolio Backlog

The Portfolio Backlog groups together the Epics, in other words the most important functionalities, which are in turn subdivided into smaller functionalities.

Roles at Portfolio level

• Epics Owners: they coordinate the Portfolio Epics via a Portfolio Kanban System.
  
  
• Enterprise Architect: establishes a technological strategy and a roadmap for all portfolio management.

How can SAFe be used in your company?

Advice from SAFe

Unlike other agile methodologies, such as Scrum or Kanban, SAFe does not seem so easy to implement and use in a company. The methodology involves a great deal of transformation and adaptation.

However, the official website suggests a multi-stage approach, with the aim of implementing it gradually:

• ✅ Wait for the tipping point before starting the process, i.e. the moment when it becomes imperative to change the organisation, to avoid resistance to change.
  
  
• ✅ Train Lean/Agile change agents.
  
  
• ✅ Train executives, managers and leaders.
  
  
• ✅ Create a Lean/Agile centre of excellence, i.e. a small team of people dedicated to implementing the working method.
  
  
• ✅ Identify Agile Release Trains.
  
  
• ✅ Create the implementation plan.
  
  
• ✅ Prepare the launch of the first ART (definition, date, pace, etc.).
  
  
• ✅ Train the teams and launch the ART.
  
  
• ✅ Launch more ARTs, once staff have got the hang of it.
  
  
• ✅ Extend to the entire portfolio
  
  
• ✅ Accelerate the transformation of the organisation and the total imbibition of the SAFe culture.

What about dedicated software?

The SAFe logic is therefore not so simple to implement, and involves the cohabitation of different project teams in the same workflow, all driven by the company's strategic vision. As a result, the use of software quickly becomes essential to :

• centralise all data;
• obtain visibility over the progress of operations; and
• collaborate and align.

Gone, then, is the good old Excel spreadsheet. As for the proliferation of tools (PPM, EPM, APM, etc.), this increases costs and complicates management. It's better to find the all-in-one solution that will enable you to deploy agility at scale!

🛠️ Triskel, for example, is a software package perfectly suited to this problem. It goes further than a traditional PPM, positioning itself as a genuine agile governance tool. Flexible and configurable, it enables SAFe to be implemented at every level (planning, resource management, etc.). It also offers a flexible, iterative approach to budgets: finance products according to strategic and organisational priorities. All with the emphasis on transparency and communication between teams.

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The SAFe agile method at a glance

SAFe may seem frightening at first, but understanding its broad outlines is not that complex. In short, we have several layers:

• Scrum teams ;
• several scrum teams grouped together in the same train, the Agile Release Train, and working at a common pace;
• if the projects are large, we combine these trains into a larger one, the Solution Train;
• Above that, we have the Portfolio, aimed at top management and designed to steer the strategic and financial aspects.

All of this is driven by fundamental values and principles, designed to instil a dynamic based on agility, on the value provided to the product and the customer, and on continuous improvement.