SAFe 6.0, a significant version of the Scaled Agile Framework, was released earlier this Spring. Join us for a deep dive into the newly released SAFe 6.0, where we'll explore the latest updates and improvements to the framework. In this session, we'll cover the following topics: Strengthening the Foundation for Business Agility - Foundational changes in SAFe Empowering Teams and Clarifying Responsibilities Accelerating Value Flow Enhancing Business Agility with SAFe across the business Delivering Better Outcomes with Measure and Grow and OKRs This session will provide valuable insights into the latest release and how it can help you and your organization improve business agility and deliver value to customers faster. Join us for an informative and engaging session with our expert speaker, SAFe Fellow/SPCT, and Scrum.org PST Yuval Yeret, who has extensive experience in implementing SAFe at scale. Yuval loves to answer questions, so review the “What’s new in SAFe 6.0” article and come up with concrete questions you want him to answer.

1. What’s new in
Scaled Agile Framework® 6.0
Work Differently. Build the Future.
Yuval
Yeret

2. Yuval Yeret
SAFe Fellow/SPCT | Scrum.org PST | Business Agility Coach/Trainer |
Professional Scrum w/ Kanban Co-creator & Steward

3. Topics
● Strengthening the Foundation for Business Agility -
● Enhancing Business Agility with SAFe across the
business
● Accelerating Value Flow
● Empowering Teams and Clarifying Responsibilities
● Delivering Better Outcomes with Measure and Grow and
OKRs
3

4. New practices
form new ways
of working
- 4 -
© Scaled Agile, Inc.

5. Understanding the role of SAFe in a Business
context

6. The traditional approach won’t get you there
Business opportunity
emerges
Business opportunity
leveraged (or too late?)
18 - 24 months
Design
Implementation
… …
Redo?
Learn
Funding
budget cycle
Requirements
Verification
- 6 -
© Scaled Agile, Inc.

7. Business
Agility
Business
opportunity
emerges
Business
opportunity
leveraged
Sense
opportunity
Organize
around value
Connect to
customer
Pivot or
persevere
Deliver value
continuously
Learn and
adapt
Deliver
MVP
Fund
MVP
2 – 6 months to Minimum Viable
Product
QUICK RESPONSE TO
BUSINESS OPPORTUNITY
Introducing the Business Agility Value Stream
- 7 -
© Scaled Agile, Inc.

8. - 8 -
© Scaled Agile, Inc.
Apply SAFe’s
seven core
competencies to
achieve
business agility

9. Sense opportunity
Take a Gemba Walk
Spend time where your customers perform work and
return with current, relevant, and specific information
about the realities of their products and services. This
will help you identify opportunities for innovative new
Foster market-sensing activities
Organizational
Agility
Sense
Opportunity
→ Market research
→ Analysis of quantitative and qualitative data
→ Direct and indirect customer feedback
→ Direct observation of the customers in the marketplace
- 9 -
© Scaled Agile, Inc.

10. Fund MVP
Lean Portfolio
Management
Fund MVP
→ Develop the Lean Portfolio Management
competency and use Lean Budgeting to quickly
allocate funds to build a Minimum Viable Product
(MVP)—an early version of the solution used to
evaluate the primary business hypothesis.
Quickly respond to opportunities with
nimble funding
- 10 -
© Scaled Agile, Inc.

11. Organize Around Value
Organize around value to address opportunity
and optimize value delivery
Team and
Technical Agility
Organizational
Agility
Organize
Around Value
→ Build technology portfolios of development value streams
→ Realize value streams with product-focused Agile Release
Trains (ARTs)
→ Form Agile teams that can directly deliver value
Build an MVP with existing Agile Teams or Agile
Release Trains (ARTs).
In some cases, creating an MVP may involve
modifying existing teams and ARTs or entirely new
development value stream may need to be formed. - 11 -
© Scaled Agile, Inc.

12. Connect to Customer
Create positive experiences for the customer
throughout the entire customer journey
Enterprise Solution
Delivery
Agile Product
Delivery
Connect to
Customer
→ A Customer Centricity mindset assures a direct
connection to the customer
→ Design Thinking help teams achieve positive
experiences by empathizing with the user to
design the right solution.
- 12 -
© Scaled Agile, Inc.

13. Deliver MVP
Deliver the MVP iteratively and incrementally,
following Lean-Agile practices
Enterprise Solution
Delivery
Agile Product
Delivery
There are differences in how teams work on an MVP
compared to evolving functionality in a mature solution.
→ There is more risk and uncertainty. Unknowns may
manifest in critical areas, including technology choices,
implementation strategy, organizational expertise,
deployment, operations, customer acceptance, and
business benefits.
→ More experimentation and even faster feedback are
required. And that is exactly what SAFe is optimized
for.
Deliver MVP
- 13 -
© Scaled Agile, Inc.

14. Pivot or Persevere
This decision point is a crucial investment
milestone
The result of the MVP is a set of facts that support a
decision regarding whether to proceed with further
development.
→ If the hypothesis is disproven, the organization accepts the sunk cost
and moves on to other opportunities.
→ If the hypothesis proves beneficial, additional funding follows to
enable further development.
Lean Portfolio
Management
Pivot or
Persevere
If hypothesis
is proven:
Pivot:
Create a new
hypothesis
continue
development
If not:
or Stop
The MVP outcome is not always a simple
yes or no. The experiment may yield vital
insights that reveal new alternative solutions.
- 14 -
© Scaled Agile, Inc.

15. Deliver Value Continuously
A successful MVP opens the gates to
deliver additional solution features
→ This process relies on Agile Product Delivery that fosters
iterative and incremental development powered by the ART.
→ Building on DevOps, these practices include optimizing a
Continuous Delivery Pipeline that ensures a steady flow of
value and the ability to release on-demand to meet the needs
of customers.
→ For some organizations, these solutions represent large and
complex applications and cyber-physical systems that require
thousands of developers and many suppliers to coordinate their
efforts within a Solution Train.
Deliver Value
Continuously
Enterprise Solution
Delivery
Agile Product
Delivery
- 15 -
© Scaled Agile, Inc.

16. SAFe Applied to Business Problems/Opportunities

17. Patterns of Agile Business & Technology
Operates? What
does that mean?

18. • Ideally found fit-
for-purpose
product
• Learnings/
Knowledge
Scientific (aka Operational)
Value Stream
Search for marketable Product
Platform - Systems/
Processes Enabling
effective
operational/scientific work
Developmental Work / Value
Stream – Product is the
Platform / Process / Systems
that support the scientific R&D
work
Business-Enabled ART
Scientists (Wet
Lab, Research,
Computational
Biology, etc.)
Hypothesis Design Manufacture
Characterize
In-Vitro
Administer
In-Vivo
Learn and
Inform
Hypothesis Design Manufacture
Characterize
In-Vitro
Administer
In-Vivo
Learn and
Inform
I actually prefer
Tech-enabled ART..
in this context…
Bio-enabled ART

19. What would an Agile Business Train look like in this
BioTech Context?
Scientific operational work
(searching for best in class
therapeutics carrier) + developing
the systems / platform to support
the scientific work - managed in
one ART
Especially appropriate when
operational work benefits from
agile principles and practices.
R&D scientific work is a great
example.
20
What about other types of
operational work? What might
happen if we use SAFe/ART to
manage that work?

20. •Examples of work streams / “Features” teams took on –
–Integration of multiple clinics/practices in Portland, ME
–Acceleration of Telemedicine services during covid19
–EMR selection and implementation
–Reduce occurences of missing medicine
•Teams included:
–IT applications
–Cybersecurity
–Finance
–Clinical Ops
–Marketing
–HR
–Clinic Admins
Agile Business Train Case Study –
Business/Clinical/IT ART at a New England
HCP
the multi-disciplinary approach combining IT and operational
people as part of the same DVS inside stream-aligned agile
teams achieved the following benefits:
•improving the predictability of delivery - clinic consolidation
that managed to finish on time despite the challenges
covid19 threw at the team
•reigning in teams that were attempting to work on too many
projects simultaneously and helping them focus
•enabling the business agility needed to quickly pivot
towards telemedicine as a focus.

21. “To enable fast and predictable lead times
in any value stream, there is usually a
relentless focus on creating a smooth and
even flow of work.”
▪ —Gene Kim et al., The DevOps Handbook
- 22 -
- 22 -
© Scaled Agile, Inc.
Accelerating Value Flow

22. Eight properties of a flow-based system
1
2
3
4
5
7
6
8
→ Flow occurs when
there is a smooth,
linear, and fast
movement of work
product through the
steps in a value
stream
→ Flow properties
describe the elements
that always exist in a
flow system
© Scaled Agile, Inc.
- 23 -

23. Eight flow accelerators
- 24 -
© Scaled Agile, Inc.
→ Every accelerator
offers an
opportunity to
optimize each flow
property
→ This is the topic of
SAFe Principle #6:
“Make value flow
without
interruptions”
- 24 -

24. Accelerators apply differently to each SAFe level
→ Four new articles describe
applying the eight flow
accelerators:
▪ Team Flow
▪ ART Flow
▪ Solution Train Flow
▪ Portfolio Flow
→ Each article offers techniques for
addressing, optimizing, and
debugging issues with achieving
continuous value flow at that
specific level
- 25 -
© Scaled Agile, Inc.

25. How do we know we are going faster? Measure flow.
Flow
Distribution
Proportion of each
item type
Flow
Velocity
Items done in a
given period
Flow Time
Time from entry
to delivery
Flow Load
Total work-in-progress
Flow
Predictability
Planned vs.
actual value
Flow Efficiency
Active vs.
waiting
FLOW METRICS
- 26 -
© Scaled Agile, Inc.

26. © Scaled Agile, Inc. - 27 -
When does it make sense to focus on
making value flow?

27. SAFer through clarity

28. © Scaled Agile, Inc. - 29 -
What has changed in the Implementation Roadmap?

29. - 30 -
Clarity on Roles via Responsibility Wheels

30. - 31 -

31. - 32 -
Team
Coach…
BTW Scrum of
Scrums -> Coach
Sync

32. - 33 -
OKRs - not really new in SAFe 6.0 but promoted to the BP
https://www.slideshare.net/yy
eret/using-okrs-in-the-safe-
enterprise-align-and-focus-
on-outcomes-and-enable-
business-agility

33. - 34 -
Program No More (Supports Project->Product Evolution)

34. Wider trends in the SAFe ecosystem
Rising demand for
“Help us Fix our SAFe” and
realization that in order to succeed
you need SAFe practitioners that
are real agilists at heart

35. Yuval Yeret
SAFe Fellow/SPCT | Scrum.org PST | Business Agility Coach/Trainer |
Professional Scrum w/ Kanban Co-creator & Steward
Http://YuvalYeret.com
Helping people
implement/fix
SAFe the Agile
way

36. NOW WHAT
What actions make
sense for you?
What are you going
to do now?
WHAT
What did you
notice, what
changes stood
out?
SO WHAT
Why is that
important? What
patterns or
conclusions are
emerging? What
hypotheses can
you make?

37. Q&A -
Which changes do you want to talk about? Which
ones do you like?
Which ones are you upset about?