Introducing SAFe 5.

0 the operating system for Business Agility

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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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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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 Big Picture Highlights

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New focus on business agility

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Competencies and the spanning palette

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Two new core competencies

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 Renamed and expanded two competencies

Previously
‘Business Solutions
and Lean Systems
Engineering’

Previously ‘DevOps and

Release on Demand’

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New SAFe Overview tab

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The Seven Competencies of Business Agility

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Seven Core Competencies of Business Agility

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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

 High-performing, cross-
functional, Agile teams

 Business and technical teams

build business solutions

 Quality business solutions

delight customers

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Essential SAFe combines program and team levels

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SAFe for Business Teams

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Agile Business Team maturity

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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

 Customer-centric product
strategy

 Develop on cadence and

release on demand

 Continuously explore,
integrate, deploy, and
innovate

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More focus on customer centricity and design thinking

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Design Thinking
A customer centric development process and the application of specific tools.

Problem Space Solution Space

Epics &
Features

Journey
Gemba Walks
Maps Prototyping
Personas Story
Empathy maps Mapping

Clear understanding of target market and problems it’s facing.

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Personas and empathy maps

Personas: reinforce that products and

solutions are created for people

Empathy Maps: use the

customer’s perspective to
inform solution development

Feature-Benefits Matrix: flipped

to Benefits-Feature Matrix

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Customer journey maps, story maps, and prototyping
Prototypes: increase
Journey Maps: design design Feedback
thinking tool for Operational
Value Streams

Paper Mid-fi Hi-fi Hardware

Story Maps: design the

User Workflow
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Continuous Delivery in Iterations

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Uncommitted Objectives

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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

 Apply Lean system

engineering to build
really big systems

 Coordinate and align

the full supply chain

 Continually evolve live

systems.

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Nine best practices for Enterprise Solution Delivery

1. Continually refine the fixed/variable Solution Intent

2. Apply multiple planning horizons
3. Architect for scale, modularity, releasability, and serviceability
4. Continually address compliance concerns
5. Build and integrate solution components and capabilities with Agile Release
Trains (ARTs) and Solution Trains
6. Apply ‘continuish’ integration
7. Manage the supply chain with systems of systems thinking
8. Build a Continuous Delivery Pipeline
9. Evolve deployed systems
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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

 Align strategy, funding, and

execution

 Optimize operations across

the portfolio

 Lightweight governance
empowers decentralized
decision-making

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Revised enterprise strategy formulation guidance

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Strategic Themes with OKRs

Objective Key Results

Increase customer engagement in
Reduce membership churn from 20% to 5%
our community platform

Increase Net Promoter Score from 35 to 60

Improve average weekly visits per active user from

5,000 to 20,000
Increase non-paid (organic) traffic to from 1,500 to
5,000

Improve engagement from 30% to 60%

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Focus on the Portfolio Vision

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Portfolio Vision – added TOWS analysis

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 Enhanced SAFe Lean Startup Epic lifecycle

Funnel Reviewing Analyzing Portfolio Backlog Implementing Done

All big ideas are • Refine • Solution • Epics MVP Persevere • Done when
captured, such as: understanding of alternatives approved by LPM
the epic LPM • Build and • Affected ARTs governance is
• New business • Refine WSJF evaluate MVP or Solution no longer
opportunities • Create the Epic • Periodically re- Trains reserve
• Cost estimates • Pivot or required
Hypothesis prioritized using capacity for the
• Cost savings persevere
Statement • Define MVP WSJF epic
• Marketplace decision made
• Calculate WSJF • Create Lean • Pulled by • Continue
changes
Business teams when feature
• WIP limited
• Mergers and Case available ART implementation
acquisitions capacity exists until WSJF
• Go/no-go
• Problems with decision determines
existing solutions otherwise
• WIP limited

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Enhanced SAFe Lean Startup Epic lifecycle

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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

 Create an enterprise-
wide, Lean-Agile
mindset

 ‘Lean out’ business

operations

 Respond quickly to
opportunities and
threats

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 Map operational value streams

Approve Create Approve Test

campaign content content system

Process time 1 day 2 days 4 hrs. 4 hrs.

Delay time 2 weeks 1 week 2 weeks
(Wait for people availability) (Wait for approval authority) (Wait for IT support)

29 days 4 days 14%

Total lead time time Total processing time Time efficiency

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Visualize flow everywhere

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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

 And 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

 Everyone in the organization

learns and grows together

 Exploration and creativity

are part of the organization’s
DNA

 Continuously improving
solutions, services, and
processes is everyone’s
responsibility

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Exploit ‘innovation riptides’

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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 Lean-
Agile 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

 Inspire others by exhibiting

desired behaviors

 Align mindset, words, and

actions to Lean-Agile values
and principles

 Actively lead the change

and guide others to the new
way of working

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 Mindsets CAN change

 Learn to identify where you

have a fixed mindset “I like to try new things” “I can either do it, or I can’t”

”I am inspired by the success of others” ”Failure is the limit of my abilities”

 Recognize that changing “My effort and attitude determine my abilities” “I’m either good at it, or I’m not”

“My abilities are unchanging”

mindset is a choice “Failure is an opportunity to grow”
GROWTH FIXED “I don’t like to be challenged”
“Challenges help me grow”
MINDSET MINDSET
“My potential is predetermined”

 Take growth mindset ”I can learn to do anything I want”

“When I’m frustrated, I give up”

“Feedback is constructive”
actions that align to the “I stick to what I know”

new mindset.

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Enhanced SAFe House of Lean

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New 10th principle

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Enhanced Implementation Roadmap

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 Configurations

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Essential SAFe

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The 10 critical ART success factors

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Large Solution SAFe

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Portfolio SAFe

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Full SAFe

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 Measure and Grow

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New measure and grow assessment and practices

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 New Business Agility self-assessment

Measure and Grow is the way portfolios evaluate their progress towards business
agility and determine their next improvement steps.

There are six steps in the measure and

grow process:

1. Facilitate effective self-assessment of

business agility

2. Analyze the results

3. Identify growth opportunities

4. Prioritize and take action

5. Integrate learning

6. Celebrate success

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