Whats New in SAFe 4.0?

An Overview

2016 Scaled Agile, Inc.All Rights

2016 Agile, Inc. V4.0.0
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Please note the following usage restrictions for this presentation:
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Framework (SAFe) for the benefit of the enterprises and individuals who apply
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Agenda

1. Overview
2. Program and Team Level changes
3. Expand for large Value Streams
4. Manage large Portfolios

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 1. Overview

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Knowledge for people building the worlds most important systems

SAFe is a freely revealed

knowledge base of
proven success patterns
for implementing Lean-Agile development
at enterprise scale

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The evolution continues

Field experience at enterprise scale

2011 Now

3.0
1.0 2.0 4.0
LSE

Agile development | Lean product development | Systems thinking

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 PRESENTING

SAFe 4.0 for Lean Software

and Systems Engineering

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SAFe 4.0

Synchronizes alignment, collaboration, and delivery

for large numbers of teams

Core Values

1. Built-In Quality
2. Program execution
3. Alignment
4. Transparency

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Three-level SAFe

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Three-level SAFe 4.0 is backwards compatible with V3

SAFe 3.0 Three-level SAFe 4.0

4.0 is a superset: all the features of SAFe 3.0 are in 3-level SAFe 4.0
Well suited for small to medium-sized, independent programs
Migrate existing SAFe implementations to 4.0 as, and when, needed

Note: SAFe 3.0 website and courseware will be fully supported through 2016.

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New foundation layer

Easy access to the Values, Mindset, Principles, Practices, and

Implementation guidance

Lean-Agile Leaders
Communities of Practice
Core Values, Lean-Agile Mindset, and SAFe Principles
Implementing 1,2,3

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 Integral 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

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 2. Program and Team
Level changes

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New Program Level

Manage the flow of work through the Program Kanban system

Apply objective Milestones to plan, manage, and measure progress
Have enhanced guidance for program execution
Have enhanced communication with new Vision and Roadmap updates
Customize to your context with Value Stream Level constructs

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Enablers support value at all levels

Enablers are technical initiatives that support the

development of upcoming business initiatives Enablers
Enablers exist on all four levels of SAFe:
Portfolio Enabler Epics
Value Stream Level Enabler Capabilities
Program Level Enabler Features
Team Level Enabler Stories
Enablers usually fall into one of three categories:
1. Exploration
2. Architecture
3. Infrastructure

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Program Kanban for flow and Feature readiness

Program Epics

Funnel Review Analysis

WIP limit WIP limit

Breakdown
of epics
WIP limit

Individual
Features

Funnel Analysis Backlog Implementing Done

Features

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Enhanced Team Level

Support Agile Teams with software, firmware, hardware

Apply Kanban for flow
Built-In Quality covers software and hardware
XP software guidance

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SAFe teams have a choice of methods

Most teams use Scrum, but Scrum is not exclusive

Some teamsespecially maintenance teams,
DevOps, and System Teamsoften apply Kanban as
their base practice
Scrum teams can apply Kanban to visualize work,
establish WIP limits, and illustrate bottlenecks

Scrum

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3. Expand for large Value Streams

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Expand SAFe for large Value Streams

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New Value Stream Level

For people building the worlds largest and most critical systems:
Establish governance with an Economic Framework and Value Stream roles
Build integrated Solutions for Customers
Manage fixed and variable Solution Intent
Manage the flow of Capabilities with the Value Stream Kanban
Apply cadence and synchronization

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Solution and Solution Context

A Solution is uniquely associated with one

Value Stream. It is defined by Solution Intent.
The Solution Context defines the
environment in which the solution operates:
- System of systems (e.g., avionics system as
part of the aircraft), product suite (word
processor as part of an office suite) Solution Context

- Production infrastructure (e.g., cloud

environment where solution is deployed)
- Other applications or systems the target
solution is integrated with

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Capabilities describe Solution behaviors

A Capability describes the higher-level behaviors of a Solution

They are maintained in the Value Stream backlog and are prioritized
using WSJF
They are written using a phrase, statement of benefits, and acceptance
criteria
They must be structured to fit within a single PI
Capabilities are split into Features for implementation

A G I L E R E L E A S E T R A I N

A G I L E R E L E A S E T R A I N
Capability
A G I L E R E L E A S E T R A I N

Value Stream
Backlog

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Capture knowledge in Solution Intent

Solution Intent:
Single source of truth
as to the intended
and actual behavior
of the Solution
Traceability

Record and communicate requirements and design decisions

Facilitate continuous exploration and analysis activities
Align the Customer, system builders, and Suppliers to a common purpose
Support compliance, contractual issues, traceability, high assurance

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Customers have Agile responsibilities

Engaging the Customer in the Agile processdepends on type of

Solution and Customer impact

General solutions Custom built-solutions

Example: End-user Example: Government
purchaser of a CRM system purchaser of a defense system

Impact on solution
Indirect Direct
- Solution builder content authorities - Customer represents self
proxy the Customer - Defines fixed/variable solution intent
- Solution Intent reflects facts and - Directly validates product assumptions;
hypotheses attends planning and Solution Demos
- Frequently validates product assumptions - Collaborative scope and schedule
- Scope, schedule, and budget at solution management; managed investment
builders discretion funding model

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Suppliers may or may not be Agile

Suppliers often play a key role in Solution development. The overall

Value Streams agility is dependent on Suppliers agility.
Lean-Agile Suppliers are treated as another Agile Release Train,
participating in all value stream ceremonies.
Suppliers working in traditional methodologies work against Milestones
but are expected to attend Pre- and Post-PI Planning, Solution Demo,
and Value Stream Inspect and Adapt.
SAFe Enterprises help Suppliers improve their processes and
become more Lean and Agile, to the economic benefit of both
organizations.

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Coordinating with Pre- and Post-PI Planning

Typically attended by: Customers, VSE, Solution Mgmt,

Solution Architects/Eng, Value Stream stakeholders,
and select representatives from ARTs and Supplier
Pre-meeting helps build an aligned plan for the next PI
and match Solution demand to ART capacities
Post-meeting reviews, recaps, communicates, and
provides feedback

Value Stream Pre Post

ART PI
Planning

ART PI
ARTs Planning

ART PI
Planning

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Solution Demo provides objective evidence

The Solution Demo is a major event in the life

Solution Demo
of the Solution
The entire Value Stream demos a fully integrated
solution, showing accomplishments of the previous
Program Increment
Senior managers and high-profile stakeholders
review the progress
Action and investment decisions are based on
this objective evidence

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Spanning palette increases flexibility

This is a floating surface for roles and artifacts that can apply to multiple levels
of SAFe. It is an essential part of the configurability and modularity of the
framework.

Most often at the Value Stream and/or Program Levels

Some can apply to the Portfolio or Team Levels (e.g., Metrics, Vision,
Roadmap, etc.)
Use only what is needed for each SAFe level in your Enterprise

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4. Manage large Portfolios

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Enterprise Portfolios

An Enterprise may have multiple Portfolios

Enhance Lean-Agile Budgeting with Value Stream funding,
CapEx, and OpEx
Organize around value
Coordinate Value Streams in a Portfolio

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Portfolios within the Enterprise

Single-ART Value Stream,

Smaller Value Stream Level not
business needed
(3-level SAFe)

Multiple Value Streams,

some with multiple ARTs;
Larger full Solution Context
business needed
(4-level SAFe)

Multiple SAFe
portfolios, some
Largest larger, some smaller
business (multiple instances of
3- and 4-level SAFe)

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 Value Stream Coordination

Cadence and
synchronization
Injection of new Portfolio
Level Epics and Enablers
Program/content
management and enterprise
architecture
Portfolio Roadmap
Deployment and Release

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Train Everyone.
Launch Trains.

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Implementing SAFe 1-2-3

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Achieve business results

Happier, TI 30 75%
more
M
E

T
TO faster time

EN
motivated to market

EM
employees PR M
O AR

AG
D KE
G U T
CT
EN

BUSINESS
VI I
TY

TY
RESULTS

I
AL
U
20 50% Q 50%+
increase in defect
productivity reduction

See ScaledAgileFramework.com/case-studies
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 2016 Scaled Agile, Inc. All Rights Reserved. 37
Dependencies 50% 95%
Better able
and risks Improved Decrease in
to manage
revealed far delivery product
expectations
in advance predictability defects

20-25%
20 50% Higher Better
Increase business-IT
Productivity productivity,
in client higher quality
increase collaboration
satisfaction

Dramatic
Better focus 90%
improvement Increased
on the most Improvement
in Net efficiency with
business in build and
Promoter aligned teams
value deployment
Score

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 Gain the knowledge
Find SAFe training Explore the SAFe
worldwide at: knowledge base and
ScaledAgile.com find free resources at:
ScaledAgileFramework.com

Leading SAFe
with SA Certification

Implementing SAFe
with SPC4 Certification

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