The Evolution of SAFe: A Look at the Framework's Adaptations and Innovations Over Time

Scaled Agile Framework (SAFe) is a popular framework organizations use to implement Agile practices at an enterprise scale. But how did SAFe come to be, and what has been its evolution over the years? In this blog post, we will explore the history of SAFe, from its creation by Dean Leffingwell in 2011 to its current form, including the significant updates and revisions it has undergone. I will also discuss the latest SAFe announcement set to be released on March 15th and what it means for the future of this framework. So, if you want to learn about the past, present, and future of SAFe, keep reading!

SAFe 1.0

SAFe 1.0, released in 2011 by Dean Leffingwell, was the first publicly available version of the Scaled Agile Framework (SAFe) designed to help organizations apply Agile development practices at an enterprise scale. It was a significant milestone in the evolution of Agile development methodologies.

At its core, SAFe 1.0 was a collection of best practices and principles to promote collaboration, alignment, and improved decision-making across teams, programs, and portfolios. It applied the principles of Agile development, Lean manufacturing, and systems thinking to large, complex, and distributed software and systems development environments.

SAFe 1.0 emphasized the concept of value streams, which represented the sequence of steps an organization went through to deliver value to customers. Further, it sought to align these value streams across different teams, programs, and portfolios to ensure that everyone was working towards a common goal and that the organization was delivering value promptly and efficiently.

The focus on Agile Release Trains (ARTs) was another critical aspect of SAFe 1.0. ARTs were cross-functional, self-organizing teams that worked together to deliver a specific set of features or capabilities. In addition, they were designed to be scalable and adaptable to different development environments.

Other components of SAFe 1.0 included the Potential Shippable Increment (PSI) Planning process, which helped align teams and programs around a standard set of objectives and priorities, and the Lean-Agile Leadership model, which emphasized the need for leaders to support and empower their teams to achieve their goals.

SAFe 1.0 provided a comprehensive and scalable framework for applying Agile practices at an enterprise level, and subsequent versions have built upon and refined the core concepts and techniques of the first version. However, many fundamental principles and practices introduced in SAFe 1.0 remain relevant and valuable for organizations seeking to scale their Agile development practices.

SAFe 2.0 

SAFe 2.0 was the second major release of the Scaled Agile Framework (SAFe), and it's the first significant adaptation to the framework since its initial public release. Released in October 2012, SAFe 2.0 represented a significant framework evolution from its initial version, SAFe 1.0.

One of the critical changes in SAFe 2.0 was the restructuring of the Portfolio and Program levels of the framework. The Portfolio level in SAFe 1.0 was focused on the strategic alignment of value streams and the prioritization of initiatives. In SAFe 2.0, the Portfolio level was restructured to include three additional functions: Strategy and Investment Funding, Agile Portfolio Operations, and Lean Governance. These additional functions provided a more comprehensive approach to portfolio management within the SAFe framework.

At the Program level, SAFe 2.0 introduced the concept of multiple Agile Release Trains (ARTs). This allowed for greater flexibility and scalability within the framework, recognizing that larger organizations may need numerous ARTs working on different product lines or initiatives.

SAFe 2.0 also included the Continuous Delivery Pipeline, which represented the flow of value from ideation through deployment, and provided a visual representation of the steps involved in delivering a product or service. The Pipeline included four stages: Continuous Exploration, Continuous Integration, Continuous Deployment, and Release on Demand.

Other key components of SAFe 2.0 included the Innovation and Planning Iteration (IP Iteration), which allowed teams to focus on innovation and experimentation without the pressure of delivering working software. SAFe 2.0 also introduced the use of Lean User Experience (UX) design principles to help ensure that the end user's perspective was considered throughout the development process.

SAFe 3.0 

SAFe 3.0, released in 2014, was the third major release of the Scaled Agile Framework (SAFe) adapted from SAFe 2.0.

One of the key changes in SAFe 3.0 was the introduction of the concept of the Solution Train. The Solution Train represented a more extensive value stream, including multiple Agile Release Trains (ARTs) working together to deliver a solution or product line. This provided a more scalable and flexible approach to managing more significant and complex development efforts within the framework.

SAFe 3.0 also introduced the concept of the Lean-Agile Center of Excellence (LACE). The LACE was a cross-functional team responsible for guiding and coaching the adoption of SAFe within an organization. The LACE provided a centralized hub for knowledge sharing and best practices. It helped ensure that the implementation of SAFe was consistent and effective across different teams and programs.

Another critical change in SAFe 3.0 was the enhancement of the Portfolio level of the framework. SAFe 3.0 introduced the Portfolio Backlog concept, a prioritized list of features and initiatives aligned with the organization's strategic objectives. This ensured that the portfolio focused on delivering customers the highest value features and capabilities while adapting quickly to changing market conditions and customer needs.

At the Program level, SAFe 3.0 introduced the concept of the Program Kanban. The Program Kanban provided a visual representation of the flow of work within an ART. We ensured that the portfolio focused on delivering the highest value features and capabilities to customers and could adapt quickly to changing market conditions and customer needs.

Other key components of SAFe 3.0 included the concept of Value Stream Mapping (VSM), a tool used to identify and optimize value streams within an organization, and the System Demo, a regular event where teams demonstrated their work and received feedback from stakeholders.

SAFe LSE 

SAFe LSE (Scaled Agile Framework for Lean Systems Engineering) is a 2015 divergent framework (a tangential adaptation from the traditional evolutionary path). It was created to assist in developing complex or cyber-physical systems in industries such as defense, medicine, and transportation. SAFe LSE extends SAFe's core principles and practices by adding several components specific to systems engineering.

One of the key changes in SAFe LSE from the previous version, SAFe 3.0, was introducing the concept of the Solution Context. The Solution Context represented the broader ecosystem in which a system was being developed, and it included factors such as regulatory requirements, safety standards, and environmental factors. The Solution Context helped to ensure that the development of the system was aligned with the broader goals and objectives of the organization.

Another critical change in SAFe LSE was introducing the concept of the Systems Team. The Systems Team was a cross-functional team responsible for ensuring that the developed system met all stakeholders' needs, including customers, users, and regulators. In addition, the Systems Team worked closely with the Agile Release Trains (ARTs) to ensure that the system was developed in a holistic and integrated manner.

SAFe 4.0

SAFe 4.0 was another major release of the Scaled Agile Framework (SAFe). It was released in 2016 and included several significant changes from the previous version, SAFe 3.0.

One of the key changes in SAFe 4.0 was the introduction of Lean Portfolio Management at the Portfolio level. This approach focused on delivering high-value features and capabilities to customers while adapting quickly to changing market conditions and customer needs. It also guided managing investments and funding and optimized the flow of value through the portfolio.

Another significant addition in SAFe 4.0 was the Continuous Delivery Pipeline at the Program level. This visual representation of the steps involved in delivering a product or service helped teams identify bottlenecks and areas where improvements could be made to increase efficiency and productivity.

The Value Stream Engineer (VSE) was another new concept in SAFe 4.0. This cross-functional role was responsible for optimizing value streams within an organization and ensuring the timely and efficient delivery of value.

Finally, SAFe 4.0 introduced Lean Startup and Lean UX principles and practices to ensure that the development of products and services was customer-focused and driven by data and feedback. These principles aimed to enable organizations to develop innovative solutions that meet customer needs effectively.

SAFe 4.5

SAFe 4.5 was a minor release of the Scaled Agile Framework (SAFe) in 2018. The adaptation introduced several changes from its previous version, SAFe 4.0.

SAFe 4.5 introduced reconfigurability. This feature enabled organizations to customize the framework to their specific requirements and provided guidance on how to adapt it to diverse contexts and situations. One of its components, the Essential SAFe Configuration, outlined a minimum set of practices essential for the successful implementation of SAFe.

Another critical change in SAFe 4.5 was the integration of Lean Startup and Lean UX practices into the framework. These practices were designed to help organizations develop products and services that were customer-focused and driven by data and feedback. In addition, Lean Startup and Lean UX were integrated into the Continuous Delivery Pipeline, which helped teams to test and validate their ideas and assumptions quickly and efficiently.

SAFe 4.5 also introduced the concept of Innovation and Planning Iteration (IP Iteration). In this dedicated timebox, teams could focus on innovation, experimentation, and planning for the upcoming Program Increment (PI). This helped teams incorporate feedback and new ideas into the development process and prepare for the following PI with a clear plan and vision.

Additionally, SAFe 4.5 introduced the Five Core Competencies of the Lean Enterprise. These competencies were a set of capabilities that organizations needed to develop to achieve business agility and compete effectively in the market. The competencies included Leadership, Lean-Agile Mindset, Continuous Learning Culture, Alignment, and Built-in Quality.

Overall, SAFe 4.5 provided greater flexibility and innovation to the framework, allowing organizations to tailor SAFe to their specific needs while maintaining the core principles and practices of Agile development.       

SAFe 4.6

SAFe 4.6 was another minor release of the Scaled Agile Framework (SAFe) in 2018.

One of the significant changes in SAFe 4.6 was the introduction of the Five Core Competencies of the Lean Enterprise as the primary lens for implementing SAFe. The Five Core Competencies were designed to provide a comprehensive and integrated approach to achieving business agility at an enterprise scale. They included Leadership, Lean-Agile Mindset, Continuous Learning Culture, Alignment, and Built-in Quality.

SAFe 4.6 also brought a substantial modification by introducing the Agile Product and Solution Management (APSM) role. This position defines and oversees the product and solution vision, roadmap, and backlog. In addition, the APSM worked closely with Product Owners and stakeholders to ensure that product and solution development aligned with business strategy and customer needs.

SAFe 4.6 also introduced the Continuous Delivery Pipeline Assessment, a tool for organizations to evaluate the effectiveness and maturity of their Continuous Delivery Pipeline and helped to identify areas for improvement and optimization.

Additionally, SAFe 4.6 integrated Lean Startup and Lean UX practices into the Agile Teams and Continuous Delivery Pipeline, allowing the teams to test and validate ideas and assumptions quickly and efficiently.

SAFe 5.0 

SAFe 5.0 is the latest major release of the Scaled Agile Framework (SAFe). Released in 2019, SAFe 5.0 is the most evolved SAFe iteration to date.

The release introduced a new focus on Business Agility and Customer Centricity, emphasizing the importance of developing a customer-centric mindset and creating an agile organization that can quickly respond to changing market conditions and customer needs. The updated SAFe House of Lean included new elements such as Continuous Learning and Growth and Organizational Agility to support this focus.

Two new core competencies were introduced: Lean Portfolio Management and Agile Product Management. Lean Portfolio Management focused on managing the portfolio in a lean and agile way, ensuring it aligned with the overall business strategy and delivered maximum value to customers. Agile Product Management focused on managing the product and solution vision, roadmap, and backlog in an agile way, ensuring that product and solution development was customer-centric and responsive to changing market conditions.

SAFe 5.0 reorganized the Program and Team levels into the Essential Configuration, which provided a minimum set of practices necessary for successfully implementing SAFe. It emphasized the importance of focusing on delivering the highest value features and capabilities to customers.

The release also introduced the concept of Continuous Learning Culture, a set of techniques encouraging organizations to continuously learn and improve. It emphasized the importance of experimentation, feedback, and continuous improvement in business agility.

SAFe has continued to evolve and adapt over time, meeting the needs of enterprises seeking to implement Lean|Agile practices at scale. Today, SAFe is widely adopted by organizations worldwide, becoming a leading framework for scaling Agile practices in enterprise environments.

SAFe 6.0: What could be next?

SAFe 6.0 is poised to usher in a new era of Agile development practices at an enterprise scale, with exciting potential for innovation and evolution. Building on the successes of SAFe 5.0, this latest release could revolutionize how organizations approach team autonomy, customer engagement, and emerging technologies.

With a renewed focus on team autonomy, SAFe 6.0 could provide comprehensive guidance and tools to empower Agile teams, create a culture of trust, and foster self-organization. This could help organizations achieve a new level of productivity and efficiency while allowing team members to work in a way that suits their unique needs.

In addition, SAFe 6.0 could offer a new perspective on customer engagement, helping organizations gather feedback and co-create with customers more effectively. By emphasizing the importance of feedback loops and customer co-creation, SAFe 6.0 could provide organizations with the insights needed to create innovative solutions that meet customer needs effectively.

Another exciting possibility for SAFe 6.0 is the possible integration of emerging technologies and practices into the framework. Organizations must remain agile and adaptable to remain competitive as the Agile landscape continues to evolve over time. SAFe 6.0 could provide guidance and tools to help organizations integrate emerging practices like DevOps and Design Thinking and technologies such as AI and Blockchain into their development processes.

Overall, SAFe 6.0 has the potential to be a game-changer for organizations seeking to scale Agile development practices at any level. By focusing on team autonomy, customer engagement, and emerging technologies, SAFe 6.0 could provide the tools and techniques necessary for organizations to stay competitive and achieve Business Agility in a rapidly evolving market.