Leaders and Executives considering a “scaled Agile transformation” – you have a choice. You can fall in line with the masses and install a scaling framework such as SAFe. Alternatively, you can take a much more targeted approach, one that addresses your needs specifically, and that actually simplifies (de-scales) product development. SAFe vs. Simple Scaling.
Let’s compare these two approaches in an attempt to outfit you with some decision-making information.
Option 1: SAFe
The Scaled Agile Framework (SAFe) is all about scaling up team-level agility. When product development requires a large number of people (50 – 125) or teams (5 – 12) to collaborate, SAFe defines a framework of roles, events, artifacts, and rules to follow.
SAFe is by far the most popular Agile scaling framework and is backed by an impressive knowledge base derived from Lean-Agile and systems thinking. Numerous success stories exist on the SAFe site here. It is interesting to note however, that most of the well-known high-tech companies (Google, Facebook, Amazon, Apple, Twitter etc.) do not use SAFe to scale their team-level agility. It begs the question “Why not?”
In a nutshell, SAFe’s approach to scaling Agile is to add additional levels, constructs, roles, and events to ensure that team-of-teams are collaborating effectively to build the products and services needed. It is a “scale UP” approach.
Pros
- Easily accessible knowledge base with guidance articles, templates, and job aids
- Excellent role-based training
- Several configurations available to choose from
- Can be considered less risky than other choices
Cons
- Considerable overhead involved as defined in Full SAFe configuration: 16 new roles, 17 events (meetings), 31 new artifacts, 3 levels, 4 configurations, etc.
- Often installed without consideration to alignment of value
- Scaling solution is generic – may not even address your desired business outcomes
- Large frameworks that attempt to solve everything can actually inhibit agility innovation
- Significant training investment required
Option 2: Simple Scaling
Simple Scaling is a “roll your own” approach that brings relevant Agile principles and practices to bear in a custom fit-for-purpose way. It is targeted to solving your business needs and avoids layering in additional levels of complexity and waste.
Simple Scaling is actually a de-scaling approach: instead of asking “What additional constructs and meetings do we need to scale Agile?” the better question is “How can we simplify our current product development approach to achieve better flow of value to our customers?” It is more of a “scale DOWN” approach.
Experienced Agile Coaches can help guide the executive team and organization using the following high-level steps:
- Identify the Business Objective
- Observe, understand, and honor the past
- Align to the flow of value
- Apply targeted Agile principles/practices in pursuit of the Business Objective
Obviously these steps can be adjusted for your needs.
Yes, it’s really that simple! But each of these steps deserve a bit more explanation below.
1. Identify the Business Objective
Leadership should start by defining their Business Objective(s) associated with the scaled Agile transformation. Ask questions such as “What are the goals of this transformation in business terms?” Leadership should agree on 1 – 3 top priority Business Objectives. Potential answers could include:
- Reduce time-to-market by 50%
- Increase customer satisfaction from 60 to 90 as measured by NPS scores
- Improve quality of deliverables by reducing production defects by 25%
- Predictably hit 80% of our targets annually
- Create an environment of innovation, resulting in a minimum of 2 major innovation advances annually
Notice how each of the Business Objective examples are quantified and measurable. This allows us to measure the impact of the Agile changes introduced. Shout out to Agile Velocity – they have a great starting point for defining business objectives in their Path to Agility approach here.
Final thought: Sorry, but “We just want to get better or faster” is not good enough. It’s not a real business objective that can be measured!
2. Observe, Understand, and Honor the Past
Framework installers often rush in and after a few days of observation and proclaim “We need to install the <insert favorite scaled Agile framework> framework!” In effect, they are more interested in installing something they are familiar with than empathizing with the organization undergoing the scaled Agile transformation. Observation seems to be a lost art these days!
A healthy observation period is absolutely necessary to understand the current situation and position the Agile Coaches and Leaders to guide the organization towards the stated Business Objectives (see step 1). How long? It depends on many factors such as the size of the enterprise/organization, the organizational model used, the number of existing siloes, how value flows to the customer, etc. For small companies/organizations, 1 – 2 months might be sufficient. For large companies/organizations, 3 – 6 months might be more appropriate.
Don’t sacrifice this step – it is essential in achieving a level of understanding, empathy, and contextual awareness required for a meaningful transformation. It also allows us an opportunity to “honor the past” and acknowledge those who worked tirelessly to get the company to where it is today!
Final thought: This step positions us for success in achieving the Business Objectives. Sacrificing this step will likely ensure another failed Agile transformation.
3. Align to the Flow of Value
Aligning to the flow of value is critical. It is not optional. It involves crucial activities such as performing value stream identification, determining which teams make sense to work together, forming “team of teams” constructs around the flow of value, breaking down organizational siloes, and providing structural support for these “team of teams” to plan and execute together.
An important aspect of this step involves aggressive dependency reduction. Dependencies inhibit the flow of value. They are deserving of creative solutions such as migration to team topologies, adjusting team makeup for higher levels of cross-functionality, dedicated availability of shared service personnel, breaking down siloes, etc.
Final thought: Any scaled Agile approach without better alignment to value is folly.
4. Apply Targeted Agile Principles/Practices in Pursuit of the Business Objective
The first three steps of Simple Scaling allow the enterprise/organization to build a foundation for higher levels of agility. In many ways this foundation of agility is needed regardless of Business Objective. But we will still need some level of behavioral and/or process changes in order to achieve the Business Objectives laid out in step 1.
In this step, Agile Coaches will recommend specific Agile principles and practices related to achieving the Business Objectives. For a Business Objective on improved product quality, specific Agile practices such as code reviews, demos, feedback loops, and static code analysis might be recommended. For a Business Objective on speed-to-market, specific Agile practices such as decentralized decision making, last responsible moment, swarming/pairing, MVP and MMF, and test case automation might be recommended. And so on, very context-specific.
Final thought: This step is related very closely to the understanding achieved in step 2. The situational awareness gained allows us to instill changes that will actually make a difference!
Training – Simple Scaling
For training, the focus should be on system-level training, not role-based SAFe training. Courses should cover aspects such as Lean Flow, Systems Thinking, Theory of Constraints, Queueing Theory, Whole Product Thinking, Lean Portfolio, etc.
Pros – Simple Scaling
- High probability of achieving the desired business outcome(s)
- Lightweight, targeted approach
- Minimal waste in terms of unnecessary overhead
- Likelihood of obtaining earlier results than a SAFe transformation
- Based on common sense and doing what is needed instead of following a generic framework
Cons – Simple Scaling
- May be considered “riskier” than following an established framework
- Reliance on a few good Agile Coaches with experience in building Agile ecosystems that actually make a difference (short supply)
Wrap – Decision Time
SAFe vs. Simple Scaling – the decision is yours. Each approach has obvious pros and cons.
For each option, ask yourself questions such as:
- “How exactly will this approach help us achieve our desired business outcomes?”
- “How quickly can we expect results?”
- “What is the cost in terms of monetary spend and additional overhead?”
- “Which approach will lead to higher levels of customer satisfaction?”
- “Which approach will lead to higher levels of employee satisfaction?”
Good luck in your Agile journey! Read more at our Agile Authority Resources page.