SAFe v4.6 full

Agile Manifesto
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

Agile Principles
1. Customer satisfaction by early and
continuous delivery of valuable software
2. Welcome changing requirements, even in
late development
5. Projects are built around motivated
individuals, who should be trusted
4. Close, daily cooperation between business
people and developers
7. Working software is the primary measure of
progress
6. Face-to-face conversation is the best form of
communication (co-location)
3. Deliver working software frequently (weeks
rather than months)
8. Sustainable development, able to maintain a
constant pace
9. Continuous attention to technical
excellence and good design
10. Simplicity—the art of maximizing the
amount of work not done—is essential
11. Best architectures, requirements, and
designs emerge from self-organizing teams
12. Regularly, teams reflects on how to become
more effective, and adjusts accordingly

Scaled Agile Framework
History
Strengths
• It is a relatively lightweight framework that creates
efficiency in software development
• It maintains the centralized decision-making necessary
at the enterprise level
• Helps cross-functional teams collaborate more
effectively
• Helps organizations achieve greater transparency
• Aligns all aspects of a project to the broader business
goals
Weaknesses
• Some believe the framework is not pure agile, because
requires too much upfront planning and process
definition
• Also takes more of a top-down approach rather than a
team-based approach
• Provides additional layers of oversight, administration
and coordination and ironically it resemble the waterfall
approach
• Inconsistency with Agile Manifesto and Principles -
Reduced Agility
• The SAFe framework was introduced in 2011. It was originally called the “Agile Enterprise Big Picture” by software-
industry veteran Dean Leffingwell, who published the bestselling book Agile Software Requirements. The Big Picture
described how to leverage existing agile frameworks such as Lean, Kanban, Scrum, and XP—and apply them at the
Team, Program, and Portfolio.
• Today, SAFe’s entire catalogue of knowledge and success patterns is all available for free, and it has become one of
the most popular agile frameworks.
Strengths and Weakness

SAFe v4.6
Team Level describes the structure and activities of the
Agile team that build the solution applying continuous
integration, test-first, refactoring, pair work, collective
ownership and more.
Program Level is the heart of SAFe with key
stakeholders dedicated for ongoing mission with self
managing and organizing Agile teams that plans,
commit and executes together.
Value Stream Level helps enterprises that face the
biggest challenges by building large scale,
multidisciplinary software, hardware and complex IT
systems.
Portfolio Level which organizes the Lean Agile
enterprise around the flow of value through one or
more value streams.
The Spanning Palette contains various roles and
artifacts that may be applicable to a specific team,
program, value stream or portfolio.
The Foundation contains the supporting principles,
values, mind-set, implantation guidance and leadership
roles needed to successfully deliver value at scale.

The Foundation
SAFe Principles, SAFe is based on:
Implementation Roadmap, SAFe provides the roadmap to guide
the journey to implement it.
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 objectives
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
• Lean-Agile Leaders, are ultimately responsible for the success of
Lean-Agile adoption. There are 8 key behaviours leaders can
focus:
• Core Values, 4 values define the belief systems for SAFe:
• Alignment, ensure that many people act as one unit or team
• Built-in quality, small issue can have enormous impact on whole system.
Built in quality helps to ensure each solution element at every
increment achieves standard quality.
• Transparency, is sharing progress and facts openly and to build trust
and improving performance.
• Program execution, which focus on working systems and business
outcomes which is the purpose of ART
• Lean-Agile Mid-Set, Management is responsible for the success of
the change and improve workplace for business to achieve goals.
There are 2 aspects:
1. Lead the Change
3. Exhibit Lean-Agile mind-set
4. Develop people
5. Know the way and emphasize lifelong learning
6. Inspire and align with Mission, minimize constraints
7. Unlock the intrinsic motivation of knowledge workers
8. Evolve the role of the development manager
SPC, SAFe Program
Consultant who combine
knowledge and
motivation to improve
systems and software
development processes.
• Embracing Agility
• Thinking Lean

The Spanning Palette
• Metrics, is primary objective is measurement of working solution
• Shared Services, specialty roles that are necessary for the success of an ART or Value Stream
• CoP, Communities of Proactive is an informal group of experts sharing practical knowledge
• Milestones, are used to track progress toward a specific goal or event with fixed-date and PI milestones
• Roadmap, communicates planned ART and Value Streams deliverables and milestones over timeline
• Vision, is future view of the solution to be developed reflecting customer and stakeholders needs
• System Team, is to assist in building and using the agile development environment
• Lean UX, is the application of Lean principles to use experience design

Team:
Iteration Metrics Team Program Increment Performance
Seft Assessment
https://www.scaledagileframework.com/metrics/#PF1
• Metrics, is primary objective is measurement of working solution and are used at all levels:

Metrics for Program:
Performance
Feature Project report
Cumulative Flow Diagram
Release TRAIN self assessment
DevOps radar

Metrics for Large Solution:
Solution TRAIN Predictability
Lean Portfolio metric
Solution TRAIN Performance
Metrics for Portfolio:
Enterprise Balanced Scorecard Lean Portfolio Self Assessment

Other Metrics that can be used at Team & Feature levels
Sprint Burndown Report
Tasks planned vs Actual Tasks
Team Velocity
Average work of team during a sprint
Epic and Release Burndown
Value delivered
Value vs Risk
Work Items Age
Age vs Status
Blocked time
Escaped Defects
Failed Deployments
Quality Coverage
https://www.plutora.com/blog/agile-metrics
https://www.intellectsoft.net/blog/agile-metrics/

• Shared Services, specialty roles that are necessary for the success of an ART or Value Stream
• CoP, Communities of Practice is an informal group of experts sharing practical knowledge
Shared Services represents the specialty roles, people, and services required for the success of an Agile Release
Train (ART) or Solution Train, but that cannot be dedicated full-time.
Members of Shared Services may include people with the following types of specialized skills:
• Agile and software/systems engineering coaches
• Configuration management
• Data modelling, data engineering and support
• End-user training
• Enterprise architecture
• Infrastructure and tools management
• IT Service Management
• Security specialist
• Regulatory and compliance
• IT Support
Communities of Practice (CoPs) are organized groups of people collaborate regularly to share information,
improve their skills, and actively work on advancing the general knowledge of the teams.
CoPs members comes from a variety of areas covering most of the
business domains. Subject Matter Experts support teams across
Value Streams and ARTs.
Members focus on maintaining the community by:
• Keeping things simple and informal
• Fostering trust
• Ensuring communication
• Increasing the body of knowledge.

• Milestones, are used to track progress toward a specific goal or event with fixed-date and PI milestones
Three types:
Program Increment which provides an objective evidence of Working System
Fixed Dates dedicated for events, release dates, Contractual binding and Third Parties target dates
Learning are based on business values and discovery customer needs along the project

• Roadmap, communicates planned ART and Value Streams deliverables and milestones over timeline
The Roadmap is a schedule of events and Milestones that communicate planned Solution deliverables over a
Planning Horizon.
There are two types:
Near Term PI roadmap which contains the commitments for Agile
Release Train, upcoming Program Increment and deliverables for next 2
or 3 PI.
These would require to build a PI roadmap, committed it and forecast
upcoming PIs.
Solution Roadmap provides long terms (it can be years), showing the key
milestones and deliverables needed to achieve the solution Vision over long
period of time.
These would require build the solution vision and
estimate long-terms initiatives (with story

• Vision, is future view of the solution to be developed reflecting customer and stakeholders needs
The Vision is a description of the future state of the solution under development, it reflects Customer and
stakeholder needs, as well as the Feature and Capabilities, proposed to meet those needs.
The portfolio vision sets a longer-term context for near-term decisions in practical
and inspirational way.
The Vision is defined with the portfolio Canvas that record as-it structure, purpose
and status.
The Vision inputs are:
• Customers
• Strategic Themes
• Portfolio Canvas
• Solution Context
• Solution Backlog
• Solution IntentArchitect/EngineersAgile Teams
• Product Owners

• System Team, is to assist in building and using the agile development environment
The System Team is a specialized Agile Team that assists in building and supporting the Agile development
environment, as well as supporting maintenance, integration and perform E2E testing where necessary.
The System Team are part of the Agile Release Train as facilitators such a infrastructure team that support and
contribute to deliver a large solution but which is not required the full project lifecycle.
The System Teams are particularly useful for supporting the larger-scale integration challenges and may follow one
of these structures:
• One per ART that coordinates the solution integration and validation without additional help
• Only for the Solution Train, which can fulfil these responsibilities for each of its ARTs
• One for each the ARTs and Solution Train (depending on the scale of the project)
The System Teams responsibilities may be:
• Build development Infrastructure and support Continuous Integration
• Solution Integration
• End-to-End Testing
• System and Solution Demos
For the Project to be successes, it’s required that System
Teams and Agile Teams share responsibilities of the solution.

• Lean UX, is the application of Lean principles to use experience design
Lean User Experience design is a mind-set, culture, and a process that aims to implement functionality in minimum
viable increments and determines success by measuring results against a benefit hypothesis.
Generally, UX represents a user’s perceptions of a system—ease of use, utility, and the effectiveness of the user
interface (UI) and focuses on building systems that demonstrate a deep understanding of end users by providing a
MMF (minimum marketable feature ) and MVP (minimum viable product)
Lean UX Process describes an agile process to:
• Evaluate, all stakeholders participate to evaluate and qualify
the MMF, by usage observation, user surveys & usage
analytics.
• Build MMF, hypothesis is build as MMF with an early
lightweight feature to be validated
• Collaborative design, which involved all stakeholders inputs
regarding the hypothesis feature.
• Create Benefit Hypothesis – Agile and UX team identify an
hypothesis about a feature to satisfice a customer needs.

Team Level
Agile Team Roles. SAFe team are mainly structured
after the roles in scrum:
• Scrum master, the servant leader for the team to
facilitate, foster and helping remove
impediments.
• Product Owner, owns the backlog, defines user
stories, prioritize the work and help
development team
• Dev team is a subset of agile team who develop
the solution, features or enablers
Each Agile team is cross-functional to cover all
activities to deliver software, hardware or firmware
and does:
• Estimates and manage own work
• Determines the technical design
• Commits the work and the time-box
• Implement and test functionality
• Support and builds automation
• Continuous improvement
Team apply continuous
integration, test-first,
refactoring, pair work,
collective ownership
and more.
Scrum or Kanban. SAFe allows to use both
frameworks on which
• Each team delivers valuable, tested, working
system at least every 2 weeks
• Teams implement user stories and enablers
• Scrum teams have 3 to 9 members with Scrum
Master & Product Owner
• Kanban Teams roles are less rigorously defined
• Both are part of the Agile Release Train (ART)
Scrum
Lightweight
Plan the Iteration
Visualize work (Kanban)
Daily Stand up
Demonstrate Value
Build Quality In
Kanban
Team pull work from list
Follows workflow states
WIP is allowed

Team Level
Team Backlog. User and enabler stories are
maintained in the backlog
• It contains all things
• It’s a list of want to do items
• It contains user stories, enablers and
improvements stories
• It has a single owner
User stories, during PI planning, features are broken
down into smaller user stories. Which are negotiable,
expressions of intended system behaviour. Stories
provide just enough information to explain the intent
to both business and technical people. It contains 3
parts:
• User role
• Activity
• Business Value
Estimating stories, team estimate stories with story
points, a single number that represent the
combination of: volume, complexity, knowledge &
uncertainty. Stories should be INVEST
The Team Backlog
contains user and
enabler Stories that
originate from the
Program Backlog.
SAFe Requirements Model
A Story should contain:
- Card
- Conversation
- Confirmation
A Story should be define like “As a (user role), I
want (activity) to, so that (business value)”

Team Level
Program Increment.
It’s a fixed timebox of 8 to 12 weeks for building and
validating a full system increment, demonstrating
value, and getting feedback.
It’s part of the Agile Release Train (ART)
PI is about Develop on Cadence and Release on
Demand
PI follows the Plan-Do-Check-Adjust
A Program Increment
is an incremental value
in the form of working,
tested software and
system.
Executing PI.
It’s a close-loop sequence of events
• PI Planning happens on a fixed cadence for teams to
estimate what they are going to deliver and highlight
dependencies
• Scrum of Scrums event helps coordinate the
dependencies of the ART and provides visibility on
progress and impediments
• Product Owner Sync (PO Sync) is a weekly event
that aims to get visibility on the ART progress, discuss
problems and identify opportunities. It can be done
together with SoS
• System Demo is a fortnightly event that provide
feedback on the solution and ensure integration.
• Prepare PI Planning is a continuous process
• Inspect and Adapt is an event to improve velocity,
techniques and team communications

Team Level
Iterations.
Each iteration is a standard, fixed-length time box,
where Agile Teams deliver incremental value in the
form of working, tested software and systems
The suggested time box is 2 weeks to maximum of 4
weeks.
The time box should be defined between PO, Scrum
Master and Dev team and it should take into account
the project, the deliverables, a consistent delivery
and the integration areas.
Each Iteration would consist on:
- Planning
- Executing
- Review
- Retrospective
Iterations provide a
regular, cadence-based
opportunity, for teams
to work on activities
Develop on Cadence.
Cadence is the use of a regular, predictive
development rhythm.
Essential method for managing the variability of
systems development by making sure events and
activities occur on a regular & predictable schedule.
Along with synchronization, are a key construct used
to build system and Solution.
Development Cadence can be manage and helped by
using tailored Devops techniques.
Built-in Quality
Ensure that each Solution element, at every increment, meets
appropriate quality standards throughout development
DevOps can support Built-in quality and ensure development
meet deployment state with High Quality.
Think Test First:
Approach collapses
the traditional “V-
Model” by creating
tests earlier in the
development cycle

Program Level
Agile Program Roles. It consist on:
The program level is
where Teams deliver
solutions via an Agile
Release Train
• System Architect/Engineer is responsible for
defining and communicating a shared technical and
architectural vision for an Agile Release Train (ART)
• Product Management is responsible for defining
and supporting the building of desirable, feasible,
viable, and sustainable products that meet customer
needs
• Release Train Engineer is a servant leader and
coach for the Agile Release Train (ART) and major
responsibilities are to facilitate the ART events and
processes and assist the teams in delivering value.
• Business Owners are a small group of stakeholders
who have the primary business and technical
responsibility for governance, compliance, and return
on investment (ROI) for a Solution developed by an
Agile Release Train
Continuous Delivery Pipeline. It represents the workflows, activities, and automation needed to shepherd a new
piece of functionality from ideation to an on-demand release and consist on:
• Continuous Exploration focuses on creating
alignment on what's need to be built. It starts with an
idea or hypothesis which are analysed and elaborated
to a MVP and explore the need to include it as Product
Feature.
• Continuous Integration focuses on taking features
from the Program backlog and implementing them.
• Continuous Deployment takes the changes from
the staging environment and deploys them to
production. Then, they’re verified and monitored to
make sure they are working properly
• Release on Demand is the ability to make value
available to customers all at once, or in a staggered
fashion based market and business needs.
It starts with a mapping delivery pipeline as below
Percentage complete and Delay are identified

Program Level
Agile Release Train. is a long-lived team of Agile
teams, which, incrementally develops, delivers and
operates, one or more solutions in a value stream
Agile Release Trains
align teams to a
common business and
technology mission to
deliver a solution
ARTorganize teams around value by building cross functional organization that optimized the flow of value.
Agile Release Train align teams to a common
business and technology mission.
Each is a virtual organization (typically 50 – 125
people) that plans, commits, develops and deploys
together between 8 to 12 weeks.
ART operates with below principles:
• The schedule is fixed
• A new system increment every two weeks
• Synchronization is applied
• The train has a known velocity
• Agile Teams
• Dedicated people
• Face-to-face PI Planning
• Innovation and Planning (IP)
• Inspect and Adapt (I&A)
• Develop on Cadence, Release on Demand
ART is powered by Agile teams that define, build and
test features and components. It consist on 5 to 11
members with all required skills to deliver committed
increment.
ART also contains special members such:
Scrum Master
Product Owner
Release Train Engineer
Product Management
System Architect
Business owners
System Teams
Shared Services
Some ART roles may be shared with higher level such:
• Scrum Master to Agile Coach
• Release Train Engineer to Solution Train Engineer
• Product Management to Solution Management
• System Architect to Solution Architect

Program Level
Agile Release Trainmay follow these steps:
SAFe enterprises
implement DevOps to
break down silos and
empower each Agile
Release Train (ART)
Define the ART with parameters, boundaries,
development packages, Business Owners, roles &
participants, technical assests, Development
Value Stream and operational Value Stream
supported.
ART should apply Cadence and Synchronization
to ensure the system is iterating as a whole.
In some cases, Iteration may split but it requires
coordination to achieve the same Demo and
Program Increment target date.
ART builds and maintains a Continuous Delivery
Pipeline and DevOps can be applied together to
ensure Solution is delivered and maintained.
SAFe uses a tailored DevOps which is reduced to:
- Culture - Automation
- Lean Flow - Measurement
- Recovery

Large Solution Level
Large Solutionshould contain more than 2 ART
called Solution Train which aligns the people and the
work towards a common solution vision, mission,
and backlog.
It should follow below principles:
• Fixed Cadence
• Solution intent
• Increment every PI
• Economic Framework
• Inspect & Adapt
• Release on Demand
• Solution Kanban and Backlog
Large Solution SAFe is meant for enterprises
that address large-scale solutions that can
not deliver on a single ART to develop and
requires additional roles, artifacts, events,
and coordination
New Roles are required to manage the Train and are:
• Solutions Train Engineer who lead the train and
resolve any issue or bottleneck
• Solution Management who represent the customer
and collaborate with each ART Product
Management
• Solution Architect who define the technology and
architecture across ARTs
• Supplier & Shared Services
Solution Intent is the repository for storing, managing
and communicating the Solution scope across teams. It
contains requirement with current/future states and:
• Specifications known for all ARTs with capabilities,
features, stories, NFR, standards…
• Design with models, design decisions, analysis and
TOM
• Tests with SIT, UAT & E2E
Economic Frameworkrefers to the set of financial
decisions and objectives of the solution:
• Lean Budgets to fund value streams and not
projects
• Epic funding, to control the ROI for ART
• Decentralized Economic Decision Making to
empower teams on financial decisions on the
assigned budget
• Cost of Delay based on Weighted Shortest Job First
(WSJF)
Program & Solution Backlogholds the features,
capabilities and enablers from where multiples ARTs can
feed their development. Backlog should be:
• Refined items to feed ARTs
• Prioritized following WSJF
• Prepared for PI planning

Portfolio Level
Portfolio aligns strategy with execution and
organizes solution development around the
flow of value through one or more value
streams.
Portfoliocontains High Level of Governance
- Enterprise, Government & Strategic Themes
- Roles & Portfolio Canvas - Portfolio Kanban
- Lean Budgets - Value Stream
Enterprise may be small enterprise with 1 portfolio or
Large enterprise with multiple portfolios and address :
• Vision, the future state of what business wants
• Mission, with business objectives
• Business Drivers, trends and emerging themes
• Competitive environment, with SWOT analysis
• Financial Goals, with ROI, revenue, profitability…
• Portfolio Context
Strategic Themes align Business Strategies with:
• Portfolio Vision
• Value Streams
• Portfolio Kanban
• Vision and Solution backlogs
Rolesare:
• Epic Owners, business responsible of the Epics
• Enterprise Architect who establishes a technology
strategy
Portfolio Canvas defines:
- Value Streams - Solutions
- Channels - Budgets
It capture the current state (SWOT), identify opportunities
(TOWS) and provide a decision making
Portfolio Kanbanmanage:
- Business Epics & Enabler Epics
Selected Epics are moving to Solution & ART
Lean Budget provides effective financial governance over
investment by:
- Funding Value Stream, not projects
- Guiding Investment by Horizon
Value Streamrepresents the steps to implement a
Solution and are two types:
- Operational Value Stream (people who deliver value)
- Development Value Stream (people who develop value)
Value Streammostly are aligned to Solution Train and
ARTs but not neccessary

SAFe version comparison
v 5 v 4.6
vs

SAFe version 5 update
Business Agilityis the ability to compete and thrive in the digital age by quickly
responding to market changes and emerging opportunities with innovative business
solutions.
Continuous Learning Culture describes a set of values and practices that encourage
individuals to continually increase knowledge, competence, performance, and
innovation.
Organizational Agilitydescribes how Lean-thinking people and Agile teams optimize
their business processes, evolve strategy with clear and decisive new commitments.
Team and Technical Agilitydescribes the critical skills and Lean-Agile principles
and practices that Agile teams use to create high-quality solutions.
Agile Product Deliveryis a customer-centric approach to defining, building, and
releasing a continuous flow of valuable products and services to customers and users.
Lean Portfolio Managementaligns strategy and execution by applying Lean and
systems thinking approaches to strategy and investment funding.
Enterprise Solution Deliverydescribes how to apply principles and practices to the
specification, development, deployment, operation, and evolution software
applications.
Lean-Agile Leadership describes how Lean-Agile Leaders drive and sustain
organizational change by empowering individuals and teams to reach their highest
potential.
Customer Centricitymarket and user research that creates insights into the
problems customers face, the solution requirements, and the solution context.
Design Thinkingrepresents a different approach to product and solution
development from understand a problem to design a solution and deliver that solution
to the market.
Measure & Growcontains new techniques to measure new items such Business
Agility, Portfolio Management & Design Thinking

SAFe Implementation
Roadmapfollows these steps:
- Reach Tipping point
- Train Lean Agile Change Agents
- Train Executives, Manager & Leaders
- Identify Value Streams & ARTs
- Create Implementation Plan
- Prepare for ART Launch
- Train Teams & Launch ART
- Coach ART Execution
- Launch More ARTs and Value Streams
- Extend to the Portfolio
- Sustain and Improve
Benefits are:
- Time to Market improves from 30 to 75%
- Engagement raises from 10 to 50%
- Quality enhances from 25 to 75%
- Productivity improves from 20 to 50%

SAFe Implementation
Reach Tipping point
For a technology change, there are two main reason to
promote the change:
- Burning platform, company fails to compete, software
is not meeting the company needs or platform fails
too often
- Visionary leadership, leadership drives the change
and envision the company future
Train Lean Agile Change Agents
Once the change has been accepted among Managers
and Leadership, there are some actions to take as below:
- Establishing a sense of urgency
- Creating the guide
- Developing a vision and strategy
- Communicating the change vision
- Empowering employees for broad-based action
- Generating short-term wins
- Consolidating gains and producing more change
- Anchoring new approaches in the culture
Train Executives, Managers & Leaders
They are the drivers for the change and need to
understand the implications of the change and the
philosophy therefore company can benefit of SAFe.
Mind-set change is require and perform by applying
Lean Agile principles:
1. Take an economic view
2. Apply system thinking
3. Assume variability, preserve options
4. Build incrementally with fast, integrated learning
cycle
5. Base milestones on objective evaluation of working
systems
6. Visualize and limit WIP, reduce batch sizes and
manage queue length
7. Apply Cadence, synchronize with cross domain
planning
8. Unlock motivation of knowledge workers
10. Organize around value
Identify Value streams and ART
This requires to understand the new organization
change and optimize the value flow across silos,
activities and teams by these steps:
• Identifying the operational value streams
• Identifying the systems that support the operational
value stream
• Identifying the people who develop and maintain
those systems
• Defining the development value streams that contain
the systems and people
• Identifying the ARTs that realize the development
value streams
Create the Implementation Plan
By identifying the first Value Stream to be implemented,
these steps should be follow:
• Pick the first value stream
• Develop Value streams cross Boundaries
• Select the first ART
• Create a preliminary plan for additional ARTs and
value streams

Prepare for ART Launch
Activities to prepare the launch are:
• Define the ART
• Set the launch date and cadence for the program
calendar
• Train ART leaders and stakeholders
• Establish the Agile teams
• Train Product Managers and Product Owners (POs)
• Train Scrum Masters
• Train System Architects/Engineers
• Assess and evolve launch readiness
• Prepare the program backlog
SAFe Implementation
Train Team and Launch the ART
Now it’s time to train the teams that create the value and
solution. SAFe provides diversity of training for all levels.
To Launch the ART and now that teams are trained, align
teams to common objectives and committee them. Keep
training during the planning.
Coach ART execution
At this stage, teams are now to start working and
requires some coaching to focus on mastering the roles
and events:
• Iteration Planning
• Backlog Refinement
• Daily Stand-ups
• Iteration reviews
• Iteration Retros
• SoS, PO and ART Sync
Launch more ARTs and Value Streams
By:
• Implementing large solution Roles, Artifacts and
Events
• Launch more Value Streams
• Manage Impediments
Extend to Portfolio
By:
• Lead the Change and foster Improvement
• Align Value Streams with Enterprise Strategy
• Establish Value flow
• Implement Financial Management
Accelerate
When SAFe is applied, now it’s time to monitor:
• Measure the performance of the portfolio
• Reinforce the basics
• Progress toward mastery
• Anchor new behaviors in the culture
• Apply learnings across the enterprise

SAFe Tools
The tool unify and enable teams at all levels across the organization to envision and deliver software
The tool allows:
• Agile Portfolio Planning
• Portfolio and Team Kanban
• Team Collaboration
• Customer Idea Management
• Release and Iteration Tracking
• Executive Dashboards
• Product Road mapping
• Test Case Management
• Agile Metrics and Analytics
• Budgeting and Allocation
• Defect Tracking
• Custom Reporting
Managing Backlog
Release Plan
Dependencies map Product Backlog

The tool well-known that fit Agile and multiple teams
The tool allows:
• Business project templates
• Issue details
• Notifications
• Power search
• Reports and Dashboards
• Boards (Cloud only)
Managing Backlog
Release Backlog
Release Plan
Portfolio Plan
SAFe Tools

SAFe Tools
The tool has been bought by Atlassian recently and support many Agile frameworks
The tool allows:
• Strategy
• Lean Budgets
• Continuous Improvement
• Product Management
• DevOps Management
• Flow State
• Checklists
• Financials
• Support all SAFe levels
• Assesments
Managing Backlog Release Plan
Portfolio
Budget

SAFe Tools
A tool that support all SAFe levels and many Agile frameworks
The tool allows:
• Portfolio
• Multiples roles
• Product Life Cycle
• Product Management
• Risk Management
• Definition of Processes
• MS Project integration
• Request Management
Value Stream Program & Portfolio
Kanban
Detailed Dashboard Cross Team
Dependencies

SAFe – How would I implement it?
Client
Provider
Either
Both

SAFe:
https://www.scaledagileframework.com/
https://www.scaledagileframework.com/blog/safe-4-6-white-paper/
https://www.scaledagileframework.com/metrics/#PF1
https://jeronimopalacios.com/
https://www.intellectsoft.net/blog/agile-metrics/
https://www.plutora.com/blog/agile-metrics
Tools
https://www.collab.net/products/versionone
https://www.atlassian.com/es/software/jira
https://agilecraft.com/
https://www.targetprocess.com/
200
9
201
2
2010
2018
Passions
2019
PSM I – Professional Scrum Master
PSPO I – Professional Scrum Product Owner
SPS – Scaled Professional Scrum (aka Nexus)
agonzalez@cleverpath.es
Contact
SAFe
2020

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