Welcome to the Scaled Agile Framework
SAFe exists to help organizations build winning software, hardware and cyber-physical products by providing a knowledge base of the most effective, proven product development practices alongside the learning support to help your workforce master them.
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Choose from the Big Picture or one of the SAFe Disciplines to begin your journey.
Big Picture
Lean Portfolio Management
Team and Technical
Agility
Product
Development Flow
Large Solution Integration and Delivery
Leadership
and CultureSAFe Big Picture
An interactive visual guide to the roles, activities, and artifacts of the Framework, designed to help you implement SAFe and accelerate your Lean-Agile journey. Click any icon to explore detailed guidance for each element.
Lean Portfolio Management Discipline
Aligns strategy and execution by applying Lean and systems thinking approaches to strategy and investment funding, Agile portfolio operations, and governance. Read the discipline article
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The following Competencies address the most common business problems related to Lean Portfolio Management.
Business Problem: We struggle to execute our desired strategy across the existing portfolio structures.
Business Problem: Our partner selection processes are slow, siloed, and misaligned with evolving business needs.
Validating Investment Opportunities
Business Problem: We often make investment decisions that lead to unrealized value and wasted effort.
Enabling Agility with Enterprise Architecture
Business Problem: Our inconsistent technology and design choices create duplicated technical efforts, poor user experiences, and increased costs.
Business Problem: We struggle to balance immediate needs with strategic initiatives, leading to inefficient delivery of the most critical portfolio work.
Team and Technical Agility Discipline
Describes how to enable cross-functional Agile Teams to accelerate value delivery. It describes the critical skills, roles, and practices that high-performing Agile Teams and Agile Release Trains (ARTs) use to create high-quality products and solutions for customers. Read the discipline article
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The following Competencies address the most common business problems related to Team and Technical Agility.
Business Problem: Our teams are applying agile team practices, but we are slow to deliver and have low employee engagement.
Business Problem: We have technical software delivery bottlenecks and frequent post-release defects with high maintenance costs.
Launching Agile Business Teams
Business Problem: We are not adapting to changing customer and market needs across our operational departments.
Business Problem: We have no clear visibility into our end-to-end delivery processes that are slow, error-prone, and inefficient.
Business Problem: Our marketing efforts struggle to keep pace with emerging
requirements and changing priorities, leading to less customer impact.
Implementing the Architectural Runway
Business Problem: Our architecture is defined up front, often with minimal collaboration, making it difficult to respond to emerging
requirements.
Product Development Flow Discipline
Enables organizations to smoothly release valuable product increments and respond swiftly to market changes. Read the discipline article
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The following Competencies address the most common business problems related to Product Development Flow.
Organizing Teams and ARTs Around Value
Business Problem: We struggle to organize our workforce effectively around our products to optimize speed and agility.
Business Problem: Inconsistent or missing metrics inhibit our ability to take data-driven decisions and effectively shape our product strategy.
Business Problem: We are losing our competitive edge due to delays in delivering timely products and services that address customer needs.
Business Problem: We do not capture and use customer feedback or share learnings across our organization, resulting in features no one wants.
Business Problem: Our product and roadmaps are poorly prioritized, inflexible, and quickly become out of date, making it difficult to adapt to changes.
Business Problem: We have not integrated design in our Lean-Agile ways of working, resulting in poorly received products.
Large Solution Integration and Delivery Discipline
Describes how to apply SAFe principles and practices to the specification, development, operation, and evolution of the world’s largest and most sophisticated software, hardware, and cyber-physical systems. Read the discipline article
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The following Competencies address the most common business problems related to Large Solution Integration and Delivery.
Coordinating Large Solution Delivery
Business Problem: We struggle to coordinate and deliver value across multiple teams, specialists, and suppliers to deliver integrated products and systems.
Organizing Around Value for Large Solutions
Business Problem: The larger the projects and the more systems involved, the slower we are at delivering them, and the more deadlines we miss.
Business Problem: Our engineering practices have not kept pace with the rapid technological advancements and market demands, resulting in missed opportunities and competitive disadvantages.
Business Problem: We face challenges in effectively planning our large solution development, leaving it fragmented and misaligned.
Leadership and Culture Discipline
Explains how leaders can build a positive and high-performing culture where people and teams can achieve their best. Read the discipline article
The following Competencies address the most common business problems related to Leadership and Culture.
Business Problem: We lack a cohesive, scalable strategy to leverage AI across our organization, leaving us vulnerable to faster-moving competitors.
Transforming People Development
Business Problem: Our workforce development model is too slow and outdated to keep pace with rapid change, leaving critical skills gaps.
Business Problem: Rapid change is overwhelming our organization, and our leaders lack the mindset and skills to lead transformations effectively.
Operating Agile Management Teams
Business Problem: Management Teams continue to steer the organization using traditional approaches and mindsets, limiting the benefits from a true Agile transformation.
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