© Scaled Agile, Inc.
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Introducing SAFe 5.0
®
Your Operating System for Business Agility
© Scaled Agile, Inc.
© Scaled Agile, Inc.
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Those who master large-scale software
delivery will define the economic
landscape of the 21st century.
—Mik Kersten
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Five technological revolutions
Installation Period
Turning Point
1793-1801
1771
Industrial
Revolution
Canal Mania (UK)
Railway Mania (UK)
Age of Steel &
Heavy Engineering
The Victoria Boom
1890-1895
1875
Belle Epoque (Europe)
Progressive Era (USA)
London funded global market
infrastructure build-up
1929-1943
1908
Age of Oil &
Mass Production
The Roaring Twenties
1971
Age of Software
& Digital
Great British Leap
1848-1850
1829
Age of Steam
& Railways
Deployment Period
Dotcom and internet mania;
Global finance and housing bubbles
Post-War Golden Age
2000-?
?
Adapted from Technological Revolutions and Financial Capital, Carlota Perez
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Where are we?
“BMW Group’s CEO expects that in their future more than half of its R&D staff will be
software developers.” —Mik Kersten, Project to Product
Amazon and Whole Foods Merger to Introduce Cross-Platform Selling and Lower Prices
(Forbes, August 2017)
The market cap of Tesla ($43B market cap, $21B revenue) now exceeds the market cap
of Ford ($36.2B market cap, $160B revenue) 8:1 value ratio
(September 2019)
Apple is now the biggest watchmaker in the world
(Investopedia 2019)
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Competing in the Age of Software
The problem is not with our organizations realizing that
they need to transform; the problem is that organizations
are using managerial frameworks and infrastructure
models from past revolutions to manage their
businesses in this one.
—Mik Kersten
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Rethinking the organization
The world is now changing at a rate at which the
basic systems, structures, and cultures built over
the past century cannot keep up with the
demands being placed on them.
—John P. Kotter
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We started with a network
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We add hierarchy for stability and execution
Efficiency and Stability
Speed of Innovation
Customer
Centricity
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Guess what happens?
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The solution is not to trash what we know and
start over but instead to reintroduce a second
system—one which would be familiar to most
successful entrepreneurs.
You need a dual operating system.
—John P. Kotter
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We need a dual operating system for business agility
Speed of Innovation
Customer
Centricity
Efficiency and stability
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And we have just such an operating system at our fingertips
Value Stream
Network
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Functional
hierarchy
13
Introducing SAFe 5.0 the operating system for Business Agility
’
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www.scaledagileframework.com
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SAFe 5.0 brings the focus back
to what it takes to bring great
solutions to the marketplace.
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Achieving a state of business agility means
that the entire organization—not just
development—is engaged in continually and
proactively delivering innovative business
solutions faster than the competition.
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SAFe 5.0 is a monumental release that I am
convinced will be key in helping countless
enterprise organizations succeed in their
shift from project to product
—Mik Kersten
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Business Agility requires
technical agility and
a business-level commitment to
product and value stream
thinking.
And it requires that everyone
involved in delivering
business solutions use Lean
and Agile practices.
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What is SAFe®?
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The world’s leading framework
for business agility
SAFe® for Lean Enterprises is a knowledge base
of proven, integrated principles, practices, and
competencies for achieving Business Agility by
implementing Lean, Agile, and DevOps at scale.
scaledagileframework.com
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Delivers business results
30%
Happier,
more motivated
employees
35%
Increase in
Productivity
50%
Faster
Time-to-Market
50%
Defect
Reduction
Typical results from scaledagile.com/case-studies
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Within enterprise and government
(Dutch Tax Administration)
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scaledagile.com/case-studies
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Recent news
TransUnion’s CEO announces strong earnings and
innovation-driven growth, then points to SAFe:
“… to create a complex platform with the capacity
to quickly scale in a short amount of time.
Hennekens chose the SAFe (Scaled Agile
Framework) methodology to do this due to its
reputation for handling challenging tasks at
speed.”
https://bit.ly/2QH0L2V
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“And we are improving our software
development capabilities by continuing to use
SAFe agile across our product and
technology organizations…we will continue to
invest to improve our infrastructure and
development capabilities to effectively meet
market needs.”
https://bit.ly/2KJZPXS
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The seven core competencies
of Business Agility
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Seven core competencies of Business Agility
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Why Lean-Agile
Leadership?
An organization’s managers,
executives, and other leaders
are responsible for the
adoption, success, and
ongoing improvement of LeanAgile development and the
competencies that lead to
business agility. Only they
have the authority to change
and continuously improve the
systems that govern how work
is performed.
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Lean-Agile Leadership
The Lean-Agile Leadership
competency describes how
Lean-Agile Leaders drive
and sustain organizational
change and operational
excellence by empowering
individuals and teams to
reach their highest
potential.
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Mindset and Principles
“The basic tenets of Lean challenge many of the aspects of traditional
management theory and calls for a mindset that is foreign to most executives.”
—Jacob Stoller, author of The Lean CEO
Have Mindset awareness and
openness to change
Embody and exhibit the core values
Exhibit Lean-Agile thinking and
behaviors
Understand, apply and teach Leanagile principles
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Relentless
improvement
Innovation
Flow
Respect for
people and culture
Work in the House of Lean
VALUE
LEADERSHIP
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Embrace the Agile Manifesto
We are uncovering better ways of developing software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
While there is value in the items on the right, we value the items on the left more.
agilemanifesto.org
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Apply SAFe Lean-Agile Principles
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Why Team and
Technical Agility?
Agile teams and teams of Agile
teams create and support the
business solutions that deliver
value to the enterprise’s
customers. Consequently, an
organization’s ability to thrive in
the digital age is entirely
dependent on the ability of its
teams to deliver solutions that
reliably meet a customer’s needs.
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Team and Technical Agility
The Team and Technical Agility
competency describes the critical
skills and Lean-Agile principles
and practices that highperforming Agile teams and
Teams of Agile teams use to
create high-quality solutions for
their customers.
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Agile Teams
 Cross functional teams have all the skills they need to define, build, deliver and sustain value
 Teams iterate with Scrum, Kanban, XP, and SAFe scaled practices
 Feature teams deliver end to end value
 Component teams build specialized components
 Other teams may help flow by supporting DevOps, site reliability, and specialty services
 Agile Business teams define, enable and support business solutions
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Teams of Agile Teams
 Agile Release Trains (ARTs)
are cross-functional, crosscomponent, business and
technology teams of Agile
teams
 Software, hardware, firmware,
security, compliance and more
 Organized around Value
Streams
 Virtual organizations (typically
50 – 125) people that define,
build, deliver and operate
business solutions
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Why Agile
Product Delivery?
In order to achieve Business
Agility, enterprises must rapidly
increase their ability to deliver
innovative products and
services. To be sure that the
enterprise is creating the right
solutions for the right
customers at the right time,
they must balance their
execution focus with a
customer focus.
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Agile Product Delivery
Agile Product Delivery
is a customer-centric
approach to defining,
building, and releasing
a continuous flow of
valuable products and
services to customers
and users.
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Customer Centricity and Design Thinking
Problem Space
Solution Space
Epics &
Features
Gemba Walks
Personas
Journey
Maps
Empathy
maps
Prototyping
Story
Mapping
A clear and continuous understanding of the target market, customers,
the problems they are facing and the jobs to be done
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DevOps and the Continuous Delivery Pipeline
DevOps
Continuous Delivery Pipeline
 Workflows, activities, and automation needed to
shepherd a new piece of functionality from
ideation to an on-demand release of value to the
end user
 Culture of shared
responsibility
 Automate everything
 Lean Flow
 Measure flow
 Recovery
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Agile Release Trains (ARTs) continuously deliver value
A virtual organization of 5 – 12 teams (50 – 125+ individuals)
Synchronized on a common cadence, a Program Increment (PI)
Aligned to a common mission via a single Program Backlog
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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:
https://bit.ly/2Y9cQQ2
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Why Enterprise
Solution Delivery?
Humanity has always dreamed big;
and scientists, engineers, and
software developers then turn those
big dreams into reality. That requires
innovation, experimentation, and
knowledge from diverse disciplines.
Engineers and developers bring
Enterprise Solution Delivery
these innovations to life by defining
and coordinating all the activities to
successfully specify, design, test,
deploy, operate, evolve, and
decommission large, complex
solutions.
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Enterprise Solution Delivery
The Enterprise Solution
Delivery competency
describes how to apply
Lean-Agile principles and
practices to the specification,
development, deployment,
operation, and evolution of
the world’s largest and most
sophisticated software
applications, networks, and
cyber-physical systems.
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Nine best practices for Enterprise Solution Delivery
Continually refine the fixed/variable Solution Intent
Apply multiple planning horizons
Architect for scale, modularity, releasability, and serviceability
Enterprise
Solution
Delivery
Continually address compliance concerns
Build and integrate solution components and capabilities
with Agile Release Trains (ARTs) and Solution Trains
Apply ‘continuish integration’
Manage the supply chain with systems of systems thinking
Build a Continuous Delivery Pipeline
Evolve deployed systems
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Align business and technology with the Solution Train
 Used to build large and complex customer Solutions that require the coordination of multiple Agile
Release Trains (ARTs) and Suppliers
 Aligns ARTs with a shared business and technology mission using the Solution Vision, Intent, Backlog,
and Roadmap
 Aligned Program Increments, integration, demos, and Inspect and Adapt
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Why Lean Portfolio
Management?
Traditional approaches to
portfolio management were not
designed for a global economy
or the impact of digital
disruption. These factors put
pressure on enterprises to work
under a higher degree of
uncertainty, and yet deliver
innovative solutions much faster.
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Lean Portfolio Management
The Lean Portfolio
Management competency
aligns strategy and execution
by applying Lean and
systems thinking approaches
to strategy and investment
funding, Agile portfolio
operations, and governance.
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Meet business targets with strategy and investment funding
Strategy and investment funding ensures that the entire portfolio is
aligned and funded to create and maintain the solutions needed to meet
business targets.
Connect the portfolio to the Enterprise strategy
Enterprise
Enterprise
Executives
Executives
Maintain a Portfolio Vision and Roadmap
Establish Lean Budgets and Guardrails
Business
Business
Owners
Owners
Enterprise
Enterprise
Architect
Architect
Establish portfolio flow
Strategy &
Investment
Funding
Lean
Governance
© Scaled Agile, Inc.
Agile
Portfolio
Operations
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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
Guardrails
© Scaled Agile, Inc.
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Why
Organizational
Agility?
Without organizational agility,
enterprises simply cannot
respond sufficiently to the
challenges and opportunities
that today’s rapidly changing
markets present. Without it,
employees and the enterprise
associate an individual’s value
with their functional skills,
rather than business
outcomes.
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Organizational Agility
The Organizational Agility
competency describes how
Lean-thinking people and
Agile teams optimize their
business processes, evolve
strategy with clear and
decisive new commitments,
and quickly adapt the
organization as needed to
capitalize on new
opportunities.
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Strategy Agility
Respond quickly to opportunities and threats
Continuous market sensing
Make strategy changes decisively
Organize and reorganize around value
Innovate like a startup
Implement changes quickly
Ignore sunk costs
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Ignore
Sunk Costs
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Why Continuous
Learning Culture?
In order to thrive in the current
climate, organizations must
evolve into adaptive engines of
change, powered by a culture
of fast and effective learning at
all levels. Learning
organizations leverage the
collective knowledge,
experience, and creativity of
their workforce, customers,
supply chain, and the broader
ecosystem.
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Continuous Learning Culture
The Continuous Learning
Culture competency
describes a set of values
and practices that
encourage individuals—
and the enterprise as a
whole—to continually
increase knowledge,
competence, performance,
and innovation.
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The management paradigm for the digital age
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Measure and Grow
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Measure and grow assessment and practices
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Business Agility Self-Assessment
Measure and Grow
is the way portfolios
evaluate their
progress towards
business agility and
determine their next
improvement steps.
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Take the next steps
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SAFe Implementation Roadmap
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Explore the SAFe knowledge base
and find free resources:
 Articles
 Guidance
 Presentations
 White papers
 Videos
 Customer stories
 SAFe Glossaries in
multiple languages
scaledagileframework.com
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Configure SAFe to meet your needs
Full Configuration
Large Solution Configuration
Portfolio Configuration
Essential Configuration
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Produce consistent
results across the
enterprise with
Scaled Agile’s rolebased curriculum
scaledagile.com/learning
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Connect with the
global SAFe Community
SAFe Community Platform
(accessible to those who certify)
SAFe Meetups
Find a SAFe Meetup near you at
scaledagile.com/calendar and select SAFe
Meetup from the Event Type dropdown menu.
+
500,000
trained in SAFe
in over 110 countries
SAFe Summits
Attend the world’s largest gathering of SAFe
professionals at the Global and Regional SAFe
Summit events. Details at safesummit.com.
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What inspired us to begin the SAFe transformation was the need
to adapt to market conditions and to essentially deliver business
value faster.
We had all of the knowledge, all of the skills, but we just didn’t
have the experience. I think it was extremely important to work
with a Scaled Agile Partner, … to essentially shorten the
timeframe when we could take the wheel back and run the
transformation ourselves.
—Russ McCabe
Associate Director - Technology, AT&T
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Work with a Partner
to ensure success
• Training and coaching for all
300
Global Partners
in 50 countries & 350 cities
SAFe roles
• Implementation and consulting services
across industries and disciplines
• Platforms for SAFe automation,
visibility, and flow
scaledagile.com/find-a-partner
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Questions
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