Levels of Scaled Agile Framework: A Complete Overview

Having worked with organizations for over 15 years now, I have witnessed the struggle behind scaling agile practices beyond a handful of teams. While Scrum works exceptionally well for individual teams, it falls short on its face when there is a need for immense collaboration among dozens or even hundreds of people on complex products.

This is exactly where the Scaled Agile Framework (SAFe) comes in.

Feeling lost on how to implement Agile at scale? Understanding the different levels of the Scaled Agile Framework (SAFe) will make the implementation process a whole lot easier. Worry not, as I aim to prepare you for success in this guide by explaining all the different levels of SAFe so that you can pick the right one for your organization.

SAFe, standing for the Scaled Agile Framework, is essentially a collection of integrated concepts and strategies for incorporating Lean, Agile, and DevOps at the enterprise level. Originally developed by Dean Leffingwell in 2011, SAFe now has 6 versions, the latest one being 6.0, making it the most adopted agile scaling framework out there.

More than 70 percent of Fortune 100 companies have adopted SAFe in one form or another, as reported in the Business Agility Report. Why? Because, when correctly implemented, the SAFe Agile framework hierarchy brings:

• Market entry of 30-50% faster
• Improvement in quality by 25-50%
• Enhancement in productivity by 20-50%
• Growth in employee engagement by 10-50%

SAFe's what sets it apart is its different levels of flexibility and configurability circularity which enables it to fit various organizational contexts. This distinguishes it when considering Agile vs SAFe, as SAFe provides a structured approach for scaling beyond traditional agile practices.

SAFe has four different configurations to align with your organization's scale and complexity. But before we get into specific levels, it's essential to highlight that each configuration encompasses different levels of the key components of the SAFe framework.

Full SAFe has the most complex configuration, usable by large, equestrian-style organizations with a headcount of 5000 to 50000. These organizations work with complicated systems and need a wide top top-down hierarchical structure to deal with the numerous intricate solutions they have. On the lower end of the scale, the essential SAFe has a configuration for around 50-125 people, where the only value stream is single. Companies that are new to this scale or have just one value stream work on this level.

With Portfolio SAFe having a value range of around 100 to 500, medium to high complexity, it is best suited for organizations having multiple value streams needing alignment, while large solution SAFe serviced businesses building complex solutions with 100 to 500 people supporting them. Finally, full SAFe with its tiered approach best serves large, versatile business enterprises that build complex solutions as they add more features to the existing systems. These proxies are indicative of the agile frozen ranged estuary.

SAFe is a multilevel approach to agile project management that brings together various functionalities into one unified structure. This enables large-scale collaboration under various levels pertaining to a single goal for all underlying tasks. Now we will be examining the other components of the agile framework.

Breaking down each level like this makes understanding the scaled Agile Framework much simpler. Further subdivisions show the building blocks across all these levels that can be used interchangeably in many cases. Looking at the graphic representation makes the effort all worth it, is very motivating.

Agile Teams: These are self-organizing, cross-functional groups that provide value in working increments during time-boxed iterations (usually 2 weeks).

Scrum Master: Helps the team with process facilitation and removes blockers.

Product Owner: The customer's representative who manages the backlog and ensures the team is building the right product.

Development Team: Product creators include engineers, testers, and other specialists.

The Team level uses Scrum or Kanban, and cadence is maintained with the following SAFe agile ceremonies:

• Iteration Planning: Goal setting for the upcoming sprint.
• Daily Stand-up: Daily synchronization of work activities and impediments.
• Iteration Review: Demonstrating completed work to stakeholders.
• Iteration Retrospective: Post-mortem discussions on the process to improve.

In my opinion, the most profound strength of the Team level is the combination of connected autonomy and the larger context of work at hand. Here, teams utilize user stories and features from the program backlog to assist in the execution of work at this level.

The Program level combines several agile teams into one to create an Agile Release Train (ART), which is the main instrument for managing value delivery in SAFe.

An AReT usually includes 5-12 Agile teams, which tally to an approximate 50 to 125 participants. In my experience, supporting the launch of numerous ARTs has led to the realization of how mesmerizing it is when these teams synchronize their work rhythms and collaborate on common goals.

The following are pivotal responsibilities in terms of the Program level:

• Release Train Engineer (RTE): Serves as Scrum Master for the whole ART.
• Product Management: Represents the program and manages the backlog, alongside defining the features that need to be built
• System Architect/Engineering: Delivers technical leadership throughout the ART.
• Business Owners: Essential value definers who are held accountable for the value realized.

The central rhythm of the Program level is Program Increment (PI), which is usually 8-12 weeks long, contains several iterations, and is time-bound. The PI starts with PI Planning, a two-day significant event where all the teams need to:

• Get all the teams to agree on a single mission and vision for the organization.
• Get all the teams to plan work during the upcoming PI.
• Find dependencies and risks.
• Make firm commitments on the objectives set, along with milestones planned and designated for each PI.

"PI Planning is the heartbeat of the Agile Release Train. It's where the magic happens as teams align their work to create something greater than the sum of its parts." - Dean Leffingwell, Creator of SAFe.

What is powerful about the Program level is the level of autonomy and control it has at the same time. While striving towards common goals, teams have independence, which becomes a strong mechanism for customer value delivery.

When developing large and complex solutions that need the work of multiple ARTs, the Large Solution level kicks in. This level orchestrates several ARTs and suppliers working on a product or a solution in parallel.

I remember working with aerospace, automotive, and even some financial services companies where the Large Solution level was paramount to adopting in order to cope with the complexity of their products.

The following are key components of the Large Solution level:

• Solution Train: An Aggregate of many ARTs and suppliers
• Solution Train Engineer (STE): Serves as a facilitator and coach for the solution train
• Solution Management: Owns the solution backlog as well as the roadmap for the solution
• Solution Architect/Engineering: Responsible for providing technical guidance for the entire solution

At this level, teams coordinate using:

• Pre- and Post-PI Planning: Synchronization for multiple ARTs.
• Solution Demos: Demonstrating the solution to the stakeholders in an integrated fashion
• Solution Context: Boundaries and interfaces for overall definition.

The Large Solution level is of great importance when it comes to controlling the dependencies management across ARTs, as well as the integration of all aspects of systems working towards a solution. I worked with this one automotive client, and in his case, this was able to synchronise 15 ARTs working on various parts of one autonomous driving system.

At the very top of the layered SAFe framework explained earlier is the Portfolio level, which governs the full organizational execution of their strategy.

At the Portfolio level, a value stream is managed that undertakes the delivery of the products or services to the customers. This level ensures that the funding decisions made across the different portfolios serve the purpose of the strategic objectives of the enterprise.

The Portfolio level key includes components, such as:

• Lean Portfolio Management (LPM): Elucidated as the governing body that holds authority over the portfolio.
• Enterprise Architect: Guides at a strategic level from a technical perspective.
• Epic Owners: Business or technical specialists who execute large business initiatives (epics).

These processes are included at the Portfolio level:

• Strategy and Investment Funding: Assigning funding to value streams.
• Agile Portfolio Operations: Coordinating and serving the needs of the ARTs.
• Lean Governance: Compliance and outcome measurement.

Perhaps the most flexible feature of the Portfolio level is the ability to change from project-based funding to value stream funding. Organizations now approve projects to be funded on a more adaptive basis that enhances delivery, capacity is allocated to value streams.

The Scaled Agile Framework (SAFe) contains an entire approach to agility at scale, and developing all of its features can be quite challenging. A summary of the steps towards putting SAFe into practice is as below: 12-step roadmap:

1. Obtain the tipping point: Create an environment to define the need for change.
2. Obtain further training as Lean-Agile Change agents: Train groups who will lead the change/movement.
3. Train senior leaders, managers, and other executives: Acquire leadership approval.
4. Set up a Lean-Agile Center of Excellence: Develop a dedicated team that is responsible for leadership.
5. Set up value streams and identify the ARTs: Look at your company to structure it in the right way.
6. Set up the master plan and redesign your SAFe rollout strategy: Write down everything that needs to happen
7. Get ready to launch the ART: Prepare your teams and their infrastructure with the needed training.
8. Train teams and launch the ART: Conduct PI Planning
9. Assist teams in the execution of ART: Throughout the supporting process (this is to be done with the provided guidance of consultants during the initial program increments).
10. Scale out the implementation: Onboard more ARTs and value streams.
11. Maintain Lean Portfolio Management (LPM): Extend to put everything in the portfolio.
12. Enhance your SAFe framework implementation: Remove done and focus solely on maintaining, sustaining, and improving.

Most common dead ends in implementing

• Implement too many components all at once
• Lack of support from higher executive levels
• Misalignment of adequate prepared training packages for the teams running and those leading the center
• Forcing solutions to come too rapidly
• Failing to customize SAFe to organization context

As one seeks a proportional strategy to scaling quickly, these other frameworks can compare and as give the perfect insights on where the competition lies.

During my consulting sessions, I have observed the most complex solutions tend to use SAFe framework while others tend to use LeSS or Nexus for simpler organizational frameworks.

The multiple levels of SAFe Agile can be implemented more easily with the right tools and resources. Here are some that my clients have found helpful:

Software tools that support SAFe:

• Jira Align: Enterprise agility platform designed for SAFe.
• VersionOne: Comprehensive support for all SAFe levels.
• Digital.ai (formerly CollabNet VersionOne): Strong portfolio management capabilities.
• Targetprocess: Visual management across all SAFe levels.
  Planview: Strong resource management and portfolio capabilities.

Training and certification pathways:

• Leading SAFe: Crucial for trainers and change leaders.
• SAFe Program Consultant (SPC): For those implementing SAFe programs.
• SAFe for Teams: Foundational training for all team members.
• Role-specific training: For Scrum Masters, Product Owners, RTEs, etc.

Communities and resources:

• Scaled Agile Community Platform
• SAFe Meetup groups (available in most major cities)
• LinkedIn SAFe discussion groups
• Annual SAFe Summit conference

The Scaled Agile Framework levels provide an ever-evolving approach for scaling agile practices across an organization. If you learn each level: Team, Program, Large Solution, Portfolio, and how they interact with one another, you will be able to implement a custom solution catered to your organization needs.

With these bullet points in mind:

• Begin with Essential SAFe at the Team and Program levels.
• Develop competency prior to adding complexity.
• SAFe should be adapted to your context instead of being rigidly followed.
• Outcomes, not process compliance, take priority.
• Significant resources should be provided for training and coaching.

At all times, think about value delivery and the environment created for people to perform optimally, whether it is the very first step down the path of SAFe or seeking to optimize an existing implementation.

The SAFe Agile framework defines an organizational structure as a sustained balance of the two competing needs for autonomy and alignment: on the one hand, for teams and individuals to have scope for their initiatives, and on the other hand, for all efforts to be integrated.