Identify value streams and agile release trains (ARTs): Value streams refer to the value that a business provides its customers, while ARTs are the agile teams that develop solutions that create value.
Create a Lean agile center of excellence: Creating a center of excellence (CoE) will help ensure companywide optimized performance rather than simply practicing agile project management within specific domains.
Get executives and managers on board: Executives must also be trained so they can model behavior around the same Lean agile views and practices.
These change agents will be responsible for training business leaders and other stakeholders in SAFe practices and processes.
Identify and train change agents: Leadership must identify people across the organization who can be change agents and facilitate their training as Certified SAFe Program Consultants.
Company leadership needs to identify and communicate the business reasons for the shift to SAFe, and then mentor and motivate stakeholders to ensure all activities are aligned with the vision for change.
Recognize and communicate the need for change: Many factors may prompt the need for organizational change, including shifts in industry legislation, best practices, or desired goals.
There are 12 general processes organizations should follow to implement SAFe, although it is important to note that each step should be modified as needed to fit your organizational needs. SAFe doesn’t change the principles of the other methodologies. The key is recognizing SAFe is about scaling up in larger teams and organizations and complex projects versus smaller ones that don’t necessarily require the SAFe framework. Teams often use SAFe to scale agile methodologies such as Lean, Kanban, and Scrum.
Lean portfolio management: A sound organizational strategy that includes financial considerations, portfolio management and compliance-related aspects is essential to SAFe success.
Business solutions and Lean systems engineering: The more organizations facilitate Lean agile practices to drive blueprints, development, and deployment, the more innovative they can be.
DevOps and release on demand: The establishment of a continual, ongoing pipeline for deliverables is vital for creating value to meet your customers’ needs.
Ensuring the technical agility of teams is especially important, as they are the ones who ultimately perform the actual work that will be delivered to your customers.
Team and technical agility: Teams must possess certain vital skills and adhere to Lean agile practices to create well-designed solutions quickly.
This involves modeling SAFe’s Lean agile mindset, principles, and practices.
Lean agile leadership: Lean agile leaders drive change and operational excellence, leading by example to help ensure teams reach their potential.
The current version, SAFe 5.0, focuses on Lean enterprise and business agility as well as the following five core competencies:
Decentralize decision-making to become more agile and effective.
Unlock the intrinsic motivation of knowledge workers to reach their unseen potential.
Apply cadence (timing), synchronize with cross-domain formation to recognize business opportunities and allow for corrective action as needed.
Limit the amount of work in progress, decrease batch sizes, and manage queue lengths to enable continuous flow.
Base milestones on objective estimation and evaluation of working systems to ensure there is an economic benefit.
Build incrementally with fast, integrated learning cycles that allow customer feedback and reduce risks.
Assume market and technical variability by preserving choices and encouraging innovation.
Implement systems thinking into all facets of development.
Take an economic view to allow for optimal lead time while providing the best quality and value.
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