New times and rapidly changing circumstances call for new approaches based on flexibility, constant quality control, and efficiency. This is an axiom. Any miscalculation or insufficiently quick response to challenges can cost a recent undisputed favorite their top place.
This local revolution shaped the approach that is now called Lean. It will, over the years, become one of the three pillars on which the modern philosophy of Delivering Value rests. The other two parts of this triad – Agile and DevOps – have arisen in our time and are directly related to the field of high technology.
And creative rethinking and synthesis allowed the Scaled Agile Framework (SAFe) guru, first of all, Peter F. Drucker, to create his own system. Used in various industries and, first of all, in IT production by many well-known IT companies and recently entered the market by companies. SAFe allows you to literally monetize intangible assets.
Let’s take a look at how it works.
Unbreakable unity
People who are not deeply immersed in this topic often confuse or even contrast the three key terms of the Scaled Agile Framework: Lean, Agile, and DevOps. However, suppose we reduce and simplify the scheme. In that case, we can say that Lean became the foundation on which Agile arose, as a global intelligent production management system, and DevOps grew and developed from Agile. In 2001, 17 developers actively practicing the Lean and Scrum approach developed a methodology called Agile. To promote their ideas, they created the international non-profit organization Agile Alliance. They set out their principles in the document “Manifesto for Agile Software Development.”
This methodology has been mastered and actively implemented in everyday practice by different leading IT companies. Since 2007, the third pillar of SAFe, DevOps, has emerged among software developers. Combining these approaches has become a real breakthrough in delivering software roles and responsibilities. It has allowed companies that use this framework in their daily working processes to become the undisputed leaders of the IT market.
Look into Scaled Agile Framework
So, SAFe is a set of techniques and principles used to organize work in a company based on the Agile methodology. The uniqueness of this approach lies in its universal scalability. This allows it to be applied both to the company as a whole and to individual groups within it. SAFe covers software release cycles at all levels – from idea emergence through QA events all the way to bringing the final product to market.
Structurally, the SAFe concept resembles a four-tier pyramid. It includes four main elements:
- A team that is organized according to the SCRUM principle.
- The program. Everything here is related to development and quality assurance, including web application testing.
- Coordination – strategic planning, control of the interaction between departments, communication with clients and partners is carried out here.
- Portfolio – at this stage, a budget is planned, decisions are made on global purchases, sales, mergers, promising directions are determined, and irrelevant trends are abandoned.
In addition to the Agile Manifesto mentioned above, an essential part of SAFe is a body of principles and values. Compliance with them makes testing experts and the entire team as efficient, waste-free, and dynamic as possible.
These principles are:
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Conformity
Ensuring the oncoming traffic of information flows and synchronizing the work of all teams.
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Built-in quality
This approach includes key metrics like architecture and design, process, system and release.
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Transparency
Each team member understands the goals and objectives of the company as a whole and within each project.
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Program Execution Management
The implementation of SAFe values and principles in every process in the company depends on the leadership.
Challenges and Considerations
Implementing SAFe can present significant challenges. One of the most prominent is the high cost associated with training, coaching, and consulting services. Quality assurance companies often need to invest heavily in these areas to ensure successful implementation. Furthermore, resistance to change is a common hurdle. Employees may be resistant to new ways of working, fearing job security or the disruption to their existing routines. This resistance can hinder progress and undermine the intended benefits of SAFe.
Another critical consideration is the need for significant cultural shifts. SAFe requires a strong emphasis on collaboration, transparency, and continuous improvement. This necessitates a fundamental change in organizational culture, which can be challenging and time-consuming.
Finally, scaling Agile across large organizations can be complex. Ensuring consistent application of principles and practices across multiple teams and departments requires careful planning, coordination, and ongoing support. Overcoming these challenges requires strong leadership, effective communication, and a commitment to continuous learning and improvement.
Conclusion
The versatility of the principles of organizing work both in large and individual companies makes SAFe the “secret weapon of leaders.” Structures organized following this framework are literally doomed to success. After all, focusing on the client’s interests, ensuring a creative atmosphere in the team, transparency of processes, and high motivation of each member guarantee outstanding results.
