Introducing SAFe 4.

6 ®

for Lean Enterprises

© Scaled Agile, Inc. © Scaled Agile, Inc.

 Digital disruption
is affecting
every industry
across the
globe.

© Scaled Agile, Inc.

It’s not just tech companies.

From shipbuilders and farmers to banks,

airlines, and government agencies,
virtually every major organization is on
some sort of digital transformation journey.

© Scaled Agile, Inc. 1.3

In 2018, enterprises are expected to
invest $1.3 trillion in digital
transformation initiatives.

Many will not reach their stated goals.

IDC Worldwide Semiannual Digital Transformation Spending Guide

https://www.idc.com/getdoc.jsp?containerId=prUS43381817

© Scaled Agile, Inc. 1.4

How do you ensure that your organization
will be one of those who succeed with
digital transformation?

© Scaled Agile, Inc. 1.5

First, we have to ask:
“Why do many
digital transformations fail?”

© Scaled Agile, Inc. 1.6

Heard in the field—why digital transformations fail

“Our Agile teams are not disciplined or predictable, plus we have lots of
technical debt”

“Now we need DevOps and continuous delivery to keep up with the

competition!”

“We build really big systems, subject to rigorous compliance, it takes

hundreds of people, and you can’t integrate continuously.”

“Sure we want a more Agile portfolio and budget process, but our
stakeholders demand answers before we can get the money.”

“We just don’t have the knowledge and leadership skills to transform.”

© Scaled Agile, Inc.

 “Every business is a software business now.
Agility isn't an option, or a thing just for teams, it is
a business imperative. But we struggle building big
systems. What’s needed is a Lean Enterprise.”

—Dean Leffingwell
Creator of SAFe
@DeanLeffingwell

© Scaled Agile, Inc. 1.8

Introducing the
Lean Enterprise
The Lean Enterprise is a thriving digital
age business that delivers competitive
systems and solutions to its customers
in the shortest sustainable lead time.

© Scaled Agile, Inc. 1.9

 The world’s leading framework for enterprise agility

SAFe® for Lean Enterprises is a knowledge base

of proven, integrated principles, practices, and
competencies for Lean, Agile, and DevOps

scaledagileframework.com

© Scaled Agile,Agile,
2017 Scaled Inc. Inc. All Rights Reserved. 1.10
SAFe® 4.6 for Lean Enterprises

© Scaled Agile, Inc.

Delivers business results

10 – 50% happier, 30 – 75% faster

more motivated time-to-market
employees

20 – 50% increase 25 – 75%

in productivity defect reduction

See scaledagileframework.com/case-studies © Scaled Agile, Inc.

© Scaled Agile, Inc.

Within enterprise and government

(Dutch Tax Administration)

scaledagileframework.com/case-studies
© Scaled Agile, Inc.
 SAFe® 4.6 introduces the
Five Core Competencies of the Lean Enterprise

Lean-Agile Leadership

Team and Technical Agility

DevOps and Release on Demand

Business Solutions and Lean Systems Engineering

Lean Portfolio Management

© Scaled Agile, Inc.

 “We just don’t have the knowledge and leadership skills to transform.”

The Lean-Agile Leadership competency

Lean-Agile describes how Lean-Agile Leaders drive and
Leadership sustain organizational change and operational
excellence by empowering individuals and
teams to reach their highest potential.

They do this by learning, exhibiting, teaching,

Core Competency
and coaching SAFe’s Lean-Agile mindset,
values, principles, and practices.
© Scaled Agile, Inc. 15
Leading the Lean Enterprise

“One of the most promising movements in modern

business history has been the emergence of the
global Lean movement.

… (but)

The basic tenets of lean challenge many aspects of

traditional management theory and call for a mindset
that is foreign to most executives.”

—Jacob Stoller
Speaker, advisor, and award-winning author
@JacobStoller
© Scaled Agile, Inc.
Lean-Agile Leadership provides the basis for success

Exemplify the Core Values ▸ Apply the SAFe Principles

Embrace a Lean-Agile Mindset ▸ Lead the transformation

© Scaled Agile, Inc.

Exemplify SAFe Core Values

© Scaled Agile, Inc.

Embrace the Lean-Agile Mindset

House of Lean Agile Manifesto

VALUE We are uncovering better ways of developing software by doing it and
helping others do it. Through this work we have come to value:
people and culture

improvement
Respect for

Relentless
Innovation

Individuals and interactions over processes and tools

Flow

Working software over comprehensive documentation

Customer collaboration over contract negotiation

LEADERSHIP Responding to change over following a plan

Value in the shortest That is, while there is value in the items on the
sustainable lead time right, we value the items on the left more.

© Scaled Agile, Inc. © Scaled Agile, Inc.

© Scaled Agile, Inc.

Apply SAFe Principles

# 1 Take an economic view

#2 Apply systems thinking
#3 Assume variability; preserve options
#4 Build incrementally with fast, integrated learning cycles
#5 Base milestones on objective evaluation of working systems
#6 Visualize and limit WIP, reduce batch sizes, and manage queue lengths
#7 Apply cadence, synchronize with cross-domain planning
#8 Unlock the intrinsic motivation of knowledge workers
#9 Decentralize decision-making © Scaled Agile, Inc.

© Scaled Agile, Inc.

Lead the transformation

© Scaled Agile, Inc.

© Scaled Agile, Inc.

 “Our Agile teams are not disciplined or predictable, plus we have lots of
technical debt”

Team and The Team and Technical Agility

Technical competency describes the critical skills
Agility and Lean-Agile principles and practices
that are needed to create high-performing
Agile teams who create high-quality, well
Core Competency designed technical solutions.

© Scaled Agile, Inc. 22

 Continuous attention to technical
excellence and good design
enhances agility.
—Agile Manifesto

© Scaled Agile, Inc. 1.23

Scrum and Kanban provide the basics

▸ Agile teams are cross-functional, self-organizing entities that can define,

build and test, and where applicable deploy, increments of value
▸ Scrum optimizes teams for communication and value delivery
▸ Kanban is applied to optimize value flow

© Scaled Agile, Inc.

Built-in quality supports flow

▸ Behavior-Driven Development (BDD)

▸ Test-Driven Development (TDD)

▸ XP code quality practices

▸ Design patterns and practices

▸ Agile modeling

© Scaled Agile, Inc.

Collapse the ‘V’ model with test-first and test automation

© Scaled Agile, Inc.

 “Now we need DevOps and continuous delivery to keep up with the
competition!”

DevOps and The DevOps and Release on Demand

Release on competency describes how implementing
Demand DevOps and a continuous delivery pipeline
provides the enterprise with the capability
to release value, in whole or in part, at any
Core Competency time necessary to meet market and
customer demand.

© Scaled Agile, Inc. 27

 “I absolutely agree that DevOps
is an essential capability for
every Agile Release Train.”

—Gene Kim
Multi-award winning CTO,
researcher, and best-selling author
@realgenekim

© Scaled Agile, Inc. 1.28

DevOps and Release on Demand

DevOps provides the culture, automation, Lean-flow,

measurement, and recovery (CALMR) approach that
enables continuous delivery and release on demand

Agile Release Trains (ARTs) are teams of agile

teams that are organized to release value on
demand via a continuous delivery pipeline

© Scaled Agile, Inc.

© Scaled Agile, Inc.

© Scaled Agile, Inc.

ARTs are organized to define, build, deploy and release

5-12 teams working together on a solution

© Scaled Agile, Inc.
Synchronize with PI Planning

There is no magic in SAFe . . . except maybe for PI Planning

 All stakeholders face-to-face (but typically multiple locations)

 Management sets the mission, with minimum possible constraints
 Requirements and design emerge
 Important stakeholder decisions are accelerated
 Teams create—and take responsibility for—plans

For a short PI Planning example,

see: youtu.be/ZZAtl7nAB1M

© Scaled Agile, Inc.

 “We build really big systems, subject to rigorous compliance, it takes
hundreds of people, and you can’t integrate continuously.”

Business The Business Solutions and Lean Systems

Solutions and Engineering competency describes how to
Lean Systems apply Lean-Agile principles and practices to
Engineering the specification, development, deployment
and evolution of large, complex software
Core Competency applications and cyber-physical systems.

© Scaled Agile, Inc. 32

From spaceships to submarines

“In some of our programs we haven’t had a delay in three years

since transitioning to SAFe, nor have we had a problem in
deployment or release, which was a really big deal.”
—Robin Yeman
Lockheed Martin Software Engineering Fellow

© Scaled Agile, Inc. 33

Solution Trains deliver Business Solutions and Lean Systems

Solution trains coordinate multiple ARTs and suppliers

Manage frequent integration
Continuously address compliance concerns
Architect for scale, modularity, releasability, and serviceability

© Scaled Agile, Inc.

© Scaled Agile, Inc.

8 practices for building large and complex solutions

© Scaled Agile, Inc.

© Scaled Agile, Inc.

Apply multiple planning horizons

© Scaled Agile, Inc.

Solution Roadmap PI Roadmap

© Scaled Agile, Inc.

© Scaled Agile, Inc.

 “Sure we want a more Agile portfolio and budget process, but our
stakeholders demand answers before we can get the money.”

Lean The Lean Portfolio Management competency

Portfolio aligns strategy and execution by applying
Management Lean and systems thinking approaches to
strategy and investment funding, agile
portfolio operations, and governance.
Core Competency

© Scaled Agile, Inc. 37

The role of Lean Portfolio Management

“Most strategy dialogues end up with executives talking at

cross-purposes because … nobody knows exactly what is
meant by vision and strategy, and no two people ever quite
agree on which topics belong where.

That is why, when you ask members of an executive team to

describe and explain the corporate strategy, you frequently
get wildly different answers. We just don’t have a good
business discipline for converging on issues this abstract.”

—Geoffrey Moore
Bestselling Author, Consultant and
Disruptive Technology Specialist
@geoffreymoore
© Scaled Agile, Inc.
Lean Portfolio Management creates strategic alignment

Connects enterprise to portfolio strategy

Creates Lean budget and investment guardrails
Manages portfolio operations
Provide Lean governance across value streams

Strategy &
Investment Lean Portfolio
Funding
Management

Agile
Lean
Portfolio
Governance
Operations

© Scaled Agile, Inc.

© Scaled Agile, Inc.

 Strategy and investment funding

Key stakeholders collaborate, developing and communicating the portfolio strategy

They provide lean budgeting and funding to the value streams that develop and maintain
the portfolio products and services
Build a Portfolio Kanban system to establish flow

Connect the portfolio to enterprise strategy

Enterprise
Enterprise
Executives
Executives Maintain a portfolio vision

Fund value streams

Business
Business Enterprise
Enterprise
Owners
Owners Architect
Architect Establish portfolio flow
© Scaled Agile, Inc.

© Scaled Agile, Inc.

Fund value streams aligned with the business strategy

Funding value streams instead of projects provides the following benefits:

Full control of spend
No costly and delay-inducing project cost variance analyses
No resource reassignments
No blame game for project overruns

Lean Budgets

© Scaled Agile, Inc.

Guardrails

© Scaled Agile, Inc.

Agile portfolio operations

 Support SAFe implementation, relentless improvement and Agile

practices to achieve business goals

 Enable continuous flow of value through coordination of Value

Streams and ARTs

Coordinate Value Streams

Agile
Agile RTE and
RTE and SM
SM Support program execution
PMO/LACE
PMO/LACE CoP
COP
Drive operational excellence
© Scaled Agile, Inc.

© Scaled Agile, Inc.

 Lean governance

Collaborate on forecasting and dynamic budgeting with an agile approach

Establish minimum Lean portfolio metrics necessary to assure strategy is
being implemented

Forecast and budget dynamically

Enterprise
Measure portfolio performance
Solution
Architect Portfolio Mgmt
Coordinate continuous compliance
© Scaled Agile, Inc.

APMO

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Start your journey: Explore the SAFe knowledge base
explore SAFe and find free resources:

 Articles
 Guidance
 Presentations
 White papers
 Videos
 Case studies
 SAFe Glossaries in
multiple languages

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Configure SAFe to meet your needs

Full Configuration

Large Solution Configuration

Portfolio Configuration

Essential Configuration

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 Companies that offer comprehensive training programs
have 218% higher income per employee than companies
without formalized training.

These companies also enjoy a 24% higher profit margin

than those who spend less on training.

—Association for Talent Development

businesstrainingexperts.com/knowledge-center/training-roi/profiting-from-learning

© Scaled Agile, Inc. 1.46

Train everyone. Launch trains.
Scaled Agile’s
role-based
curriculum

The blueprint for

producing consistent
results across the
enterprise

scaledagile.com/learning

© Scaled Agile, Inc. 47

 “The single biggest driver of
business impact is the strength of
an organization’s learning culture.”

—Josh Bersin
founder of Bersin by Deloitte, best-selling author,
and global industry analyst focused on corporate HR
@Josh_Bersin

© Scaled Agile, Inc. 1.48

Learn more from the Connect with the global
SAFe Community through:
SAFe community
SAFe Community Platform
(accessible to those who certify)

SAFe Meetups
300,000+ To find a SAFe Meetup near you, go to
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Meetup from the Event Type dropdown menu.
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professionals at the Global and Regional SAFe
Summit events. Details at safesummit.com.

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200+ Global Partners Work with a Partner to
in 50 countries & 350 cities
ensure success

• Training and coaching for all

SAFe roles

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visibility, and flow

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 Questions

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