Title Slide: SAFe Principles
with Examples to
Understand
AN EXPLORATION OF THE SAFE PRINCIPLES WITH DETAILED EXAMPLES TO HELP UNDERSTAND
EACH PRINCIPLE IN PRACTICE. THIS PRESENTATION COVERS ALL TEN SAFE PRINCIPLES AND
PROVIDES PRACTICAL EXAMPLES TO ILLUSTRATE THEIR APPLICATION IN REAL-WORLD
SCENARIOS.
Slide 1: Take an
economic view
TAKING AN ECONOMIC VIEW MEANS MAKING DECISIONS BASED ON ECONOMIC IMPACT. IT
INVOLVES UNDERSTANDING THE TRADE-OFFS BETWEEN RISK, COST, AND VALUE TO DELIVER THE
BEST POSSIBLE OUTCOMES. FOR EXAMPLE, PRIORITIZING FEATURES THAT PROVIDE THE HIGHEST
VALUE AND RETURN ON INVESTMENT HELPS IN ACHIEVING THE BUSINESS GOALS EFFICIENTLY.
Slide 2: Apply systems
thinking
SYSTEMS THINKING EMPHASIZES UNDERSTANDING THE ENTIRE SYSTEM RATHER THAN JUST
INDIVIDUAL PARTS. IT REQUIRES A HOLISTIC VIEW OF THE DEVELOPMENT PROCESS, ENSURING
THAT ALL COMPONENTS WORK TOGETHER SEAMLESSLY. AN EXAMPLE IS CONSIDERING THE
IMPACT OF A NEW FEATURE ON THE OVERALL SYSTEM PERFORMANCE AND USER EXPERIENCE.
Slide 3: Assume variability;
preserve options
ASSUMING VARIABILITY AND PRESERVING OPTIONS INVOLVES MAINTAINING FLEXIBILITY IN DECISIONMAKING TO ACCOMMODATE CHANGES. THIS PRINCIPLE ENCOURAGES EXPLORING MULTIPLE
SOLUTIONS AND KEEPING OPTIONS OPEN TO ADAPT TO NEW INFORMATION. FOR EXAMPLE,
DEVELOPING MULTIPLE DESIGN PROTOTYPES AND TESTING THEM TO CHOOSE THE BEST ONE.
Slide 4: Build incrementally
with fast, integrated learning
cycles
BUILDING INCREMENTALLY WITH FAST, INTEGRATED LEARNING CYCLES INVOLVES DEVELOPING AND
DELIVERING SMALL, FUNCTIONAL INCREMENTS OF A PRODUCT FREQUENTLY. THIS APPROACH ENABLES QUICK
FEEDBACK AND CONTINUOUS IMPROVEMENT. AN EXAMPLE IS USING AGILE SPRINTS TO DEVELOP AND
RELEASE FEATURES INCREMENTALLY, ALLOWING FOR RAPID ITERATION BASED ON USER FEEDBACK.
Slide 5: Base milestones
on objective evaluation
of working systems
BASING MILESTONES ON OBJECTIVE EVALUATION OF WORKING SYSTEMS MEANS SETTING MILESTONES BASED
ON THE ACTUAL PROGRESS AND PERFORMANCE OF THE SYSTEM. THIS PRINCIPLE ENSURES THAT DECISIONS
ARE MADE BASED ON EMPIRICAL DATA RATHER THAN ASSUMPTIONS. FOR EXAMPLE, USING WORKING
PROTOTYPES TO EVALUATE PROGRESS AND MAKE INFORMED DECISIONS ABOUT THE NEXT STEPS.
Slide 6: Visualize and limit
WIP, reduce batch sizes,
and manage queue lengths
VISUALIZING AND LIMITING WIP (WORK IN PROGRESS), REDUCING BATCH SIZES, AND MANAGING
QUEUE LENGTHS HELPS IN OPTIMIZING WORKFLOW AND IMPROVING EFFICIENCY. THIS PRINCIPLE
FOCUSES ON MINIMIZING DELAYS AND MAXIMIZING PRODUCTIVITY. AN EXAMPLE IS USING KANBAN
BOARDS TO VISUALIZE TASKS, LIMIT WIP, AND MANAGE THE FLOW OF WORK EFFECTIVELY.
Slide 7: Apply cadence,
synchronize with crossdomain planning
APPLYING CADENCE AND SYNCHRONIZING WITH CROSS-DOMAIN PLANNING INVOLVES ESTABLISHING REGULAR RHYTHMS FOR
DEVELOPMENT CYCLES AND COORDINATING ACROSS DIFFERENT TEAMS AND DOMAINS. THIS PRINCIPLE ENSURES THAT ALL PARTS
OF THE ORGANIZATION ARE ALIGNED AND WORKING TOGETHER. FOR EXAMPLE, SYNCHRONIZING SPRINT PLANNING MEETINGS
ACROSS MULTIPLE TEAMS TO ENSURE ALIGNMENT ON PRIORITIES AND GOALS.
Slide 8: Unlock the intrinsic
motivation of knowledge
workers
UNLOCKING THE INTRINSIC MOTIVATION OF KNOWLEDGE WORKERS FOCUSES ON CREATING AN ENVIRONMENT THAT FOSTERS
AUTONOMY, MASTERY, AND PURPOSE. THIS PRINCIPLE EMPHASIZES THE IMPORTANCE OF EMPOWERING INDIVIDUALS TO TAKE
OWNERSHIP OF THEIR WORK. AN EXAMPLE IS PROVIDING OPPORTUNITIES FOR CONTINUOUS LEARNING AND DEVELOPMENT,
ENCOURAGING INNOVATION AND CREATIVITY.
Slide 9: Decentralize
decision-making
DECENTRALIZING DECISION-MAKING MEANS EMPOWERING TEAMS AND INDIVIDUALS TO MAKE
DECISIONS AT THE LOWEST POSSIBLE LEVEL. THIS PRINCIPLE HELPS IN SPEEDING UP DECISIONMAKING AND IMPROVING RESPONSIVENESS. FOR EXAMPLE, ALLOWING DEVELOPMENT TEAMS
TO MAKE TECHNICAL DECISIONS WITHOUT NEEDING APPROVAL FROM HIGHER MANAGEMENT.
Slide 10: Organize around
value
ORGANIZING AROUND VALUE INVOLVES STRUCTURING TEAMS AND PROCESSES TO DELIVER THE MAXIMUM
VALUE TO CUSTOMERS. THIS PRINCIPLE FOCUSES ON ALIGNING THE ORGANIZATION’S STRUCTURE WITH THE
FLOW OF VALUE. AN EXAMPLE IS CREATING CROSS-FUNCTIONAL TEAMS THAT ARE RESPONSIBLE FOR
DELIVERING END-TO-END SOLUTIONS RATHER THAN HAVING SILOED DEPARTMENTS.
Slide 11: Example of
Principle 1
EXAMPLE OF PRINCIPLE 1: ECONOMIC VIEW - CONSIDER A COMPANY DECIDING BETWEEN
TWO PROJECTS. BY TAKING AN ECONOMIC VIEW, THE COMPANY EVALUATES THE POTENTIAL
RETURN ON INVESTMENT, COST, AND RISK OF EACH PROJECT. THEY CHOOSE THE PROJECT WITH
THE HIGHER VALUE AND LOWER RISK, ENSURING OPTIMAL USE OF RESOURCES.
Slide 12: Example of
Principle 2
EXAMPLE OF PRINCIPLE 2: SYSTEMS THINKING - A SOFTWARE COMPANY DEVELOPING A NEW FEATURE
CONSIDERS ITS IMPACT ON THE ENTIRE SYSTEM. THEY ANALYZE HOW THE FEATURE WILL INTERACT WITH
EXISTING COMPONENTS, ENSURING SEAMLESS INTEGRATION AND OVERALL SYSTEM PERFORMANCE.
THIS HOLISTIC APPROACH AVOIDS POTENTIAL ISSUES AND IMPROVES USER EXPERIENCE.
Slide 13: Example of
Principle 3
EXAMPLE OF PRINCIPLE 3: ASSUME VARIABILITY; PRESERVE OPTIONS - A DEVELOPMENT TEAM
EXPLORES MULTIPLE DESIGN SOLUTIONS FOR A NEW PRODUCT. THEY CREATE AND TEST SEVERAL
PROTOTYPES, GATHERING FEEDBACK AND DATA. BY KEEPING OPTIONS OPEN, THEY CAN ADAPT TO
NEW INFORMATION AND CHOOSE THE BEST SOLUTION, REDUCING THE RISK OF FAILURE.
Slide 14: Example of
Principle 4
EXAMPLE OF PRINCIPLE 4: BUILD INCREMENTALLY - A TEAM WORKING ON A MOBILE APP
RELEASES NEW FEATURES INCREMENTALLY THROUGH AGILE SPRINTS. EACH RELEASE INCLUDES
FUNCTIONAL FEATURES THAT PROVIDE VALUE TO USERS. THIS APPROACH ALLOWS FOR
CONTINUOUS FEEDBACK, RAPID ITERATION, AND IMPROVEMENT BASED ON USER INPUT.
Slide 15: Example of
Principle 5
EXAMPLE OF PRINCIPLE 5: OBJECTIVE EVALUATION - A HARDWARE COMPANY SETS MILESTONES
BASED ON WORKING PROTOTYPES. INSTEAD OF RELYING ON TIMELINES, THEY USE ACTUAL
PERFORMANCE DATA TO EVALUATE PROGRESS. THIS OBJECTIVE APPROACH ENSURES THAT
DECISIONS ARE BASED ON REAL PROGRESS, LEADING TO BETTER OUTCOMES.
Slide 16: Example of
Principle 6
EXAMPLE OF PRINCIPLE 6: VISUALIZE AND LIMIT WIP - A MANUFACTURING PLANT USES KANBAN
BOARDS TO VISUALIZE TASKS AND LIMIT WORK IN PROGRESS. BY REDUCING BATCH SIZES AND
MANAGING QUEUES, THEY OPTIMIZE WORKFLOW AND INCREASE PRODUCTIVITY. THIS
APPROACH MINIMIZES DELAYS AND IMPROVES EFFICIENCY.
Slide 17: Example of
Principle 7
EXAMPLE OF PRINCIPLE 7: APPLY CADENCE - AN ORGANIZATION SYNCHRONIZES SPRINT
PLANNING ACROSS MULTIPLE TEAMS. BY ESTABLISHING REGULAR RHYTHMS FOR DEVELOPMENT
CYCLES AND COORDINATING EFFORTS, THEY ENSURE ALIGNMENT ON PRIORITIES AND GOALS.
THIS SYNCHRONIZED APPROACH IMPROVES COLLABORATION AND OVERALL EFFICIENCY.
Slide 18: Example of
Principle 8
EXAMPLE OF PRINCIPLE 8: UNLOCK INTRINSIC MOTIVATION - A TECH COMPANY FOSTERS A
CULTURE OF CONTINUOUS LEARNING AND DEVELOPMENT. THEY PROVIDE OPPORTUNITIES FOR
EMPLOYEES TO PURSUE THEIR INTERESTS, ENCOURAGING INNOVATION AND CREATIVITY. BY
EMPOWERING INDIVIDUALS, THEY UNLOCK THEIR INTRINSIC MOTIVATION AND DRIVE.
Slide 19: Example of
Principle 9
EXAMPLE OF PRINCIPLE 9: DECENTRALIZE DECISION-MAKING - A SOFTWARE DEVELOPMENT TEAM IS
GIVEN AUTONOMY TO MAKE TECHNICAL DECISIONS. WITHOUT NEEDING APPROVAL FROM HIGHER
MANAGEMENT, THEY CAN RESPOND QUICKLY TO CHALLENGES AND OPPORTUNITIES. THIS
DECENTRALIZED APPROACH SPEEDS UP DECISION-MAKING AND IMPROVES RESPONSIVENESS.
Slide 20: Example of
Principle 10
EXAMPLE OF PRINCIPLE 10: ORGANIZE AROUND VALUE - A HEALTHCARE ORGANIZATION
RESTRUCTURES ITS TEAMS TO FOCUS ON DELIVERING PATIENT CARE SOLUTIONS. CROSS-FUNCTIONAL
TEAMS WORK TOGETHER ON END-TO-END SOLUTIONS, ALIGNING THEIR EFFORTS WITH THE FLOW OF
VALUE. THIS APPROACH IMPROVES EFFICIENCY AND CUSTOMER SATISFACTION.