01 SAFe Executive Workshop 5.0 Workbook (A4)

© Scaled Agile, Inc.
SAFe Executive Workshop

®
V5.0.0
Introducing SAFe® 5.0

Your Operating System for Business Agility
© Scaled Agile, Inc. © Scaled Agile, Inc.

2
1
Workshop agenda
4Competing in the Digital Age with Business Agility
4SAFe 5.0 – Your Operating System for Business Agility
4Leading the Change
4Getting the Help You Need
© Scaled Agile, Inc. 3
Those who master large-scale software

delivery will define the economic
landscape of the 21st century.
—Mik Kersten
2
Five technological revolutions
Installation Period Turning Point Deployment Period
1771 1793-1801
Industrial
Canal Mania (UK) Great British Leap
Revolution
1829 1848-1850
Age of Steam
Railway Mania (UK) The Victoria Boom
& Railways
1875 1890-1895
Age of Steel & London funded global market Belle Epoque (Europe)
Heavy Engineering infrastructure build-up Progressive Era (USA)
1908 1929-1943
Age of Oil &

The Roaring Twenties Post-War Golden Age
Mass Production
1971 2000-?
Age of Software Dotcom and internet mania;

?
& Digital Global finance and housing bubbles
Adapted from Technological Revolutions and Financial Capital, Carlota Perez

Production capital follows financial capital
4Installation Period – New technology and financial capital combine to

create a “Cambrian explosion” of new entrants, disrupting the entire
industries from the previous age
4Turning Point – Existing businesses either master the new technology or

decline and become relics of the last age.
4Deployment Period – Production capital of the new technological giants

starts to take over.
Installation Period Turning Point Deployment Period
1971 2000-?
Age of Software Dotcom and internet mania;

?
& Digital Global finance and housing bubbles
3
Where are we?
4“BMW Group’s CEO expects that in their future more than half of its R&D staff will be
software developers.” —Mik Kersten, Project to Product
4Amazon and Whole Foods Merger to Introduce Cross-Platform Selling and Lower Prices
(Forbes, August 2017)
4The market cap of Tesla ($43B market cap, $21B revenue) now exceeds the market cap
of Ford ($36.2B market cap, $160B revenue) 8:1 value ratio
(September 2019)
4Apple is now the biggest watchmaker in the world

(Investopedia 2019)
Competing in the Age of Software
The problem is not with our organizations realizing that

they need to transform; the problem is that organizations
are using managerial frameworks and infrastructure
models from past revolutions to manage their
businesses in this one.
—Mik Kersten
4
Rethinking the organization
The world is now changing at a rate at which the

basic systems, structures, and cultures built over
the past century cannot keep up with the
demands being placed on them.
—John P. Kotter
We started with a network
5
We add hierarchy for stability and execution
Efficiency and Stability Speed of Innovation
Customer
Centricity
Guess what happens?
6
The solution is not to trash what we know and
start over but instead to reintroduce a second
system—one which would be familiar to most
successful entrepreneurs.
You need a dual operating system.
—John P. Kotter
We need a dual operating system for business agility
Speed of Innovation
Customer
Centricity
Efficiency and stability

7
And we have just such an operating system at our fingertips
Value Stream Functional

Network hierarchy
Introducing SAFe 5.0 the operating system for Business Agility

www.scaledagileframework.com 16
8
SAFe At a Glance
SAFe Training SAFe Case Studies
500,000 A comprehensive role-based curriculum for
Typical results
SAFe-trained professionals
in 110+ countries successfully implementing SAFe and skills
validation through professional certification.
50% Faster
Time-to-Market
20,000 35% Increase in

Business Tech Business
Productivity
SAFe enterprises across every industry Leaders Teams Teams
Improvements
from healthcare to aircraft manufacturing
50% in Quality
30% Increased Employee

Agile Trainers &
300 Scaled Agile Partners

in 50+ countries
Experts Coaches
Engagement
Clear Leader in Agility at Scale Inclusive

Scaled Agile
stock equity Gartner Agile in the
and employee Enterprise Survey SAFe integrates practices from
Annual gatherings for
time to Pledge Lean, Agile, DevOps, Scrum,
the SAFe community in
1% campaign Kanban, XP, Design Thinking, and
the U.S. and Europe. CollabNet VersionOne Product Development Flow
State of Agile Report
What is SAFe?
©©Scaled
ScaledAgile,
Agile,Inc.
Inc. 18
9
The world’s leading framework
for business agility
SAFe for Lean Enterprises is a knowledge base

®
of proven, integrated principles, practices, and

competencies for achieving Business Agility by
implementing Lean, Agile, and DevOps at scale.
scaledagileframework.com
Delivers business results
30%
Happier, 50%
more motivated Faster
employees Time-to-Market
35% 50%
Increase in Defect
Productivity Reduction
Typical results from scaledagile.com/case-studies

10
Within enterprise and government
(Dutch Tax Administration)

scaledagile.com/case-studies 21
Recent news
TransUnion’s CEO announces strong earnings and

innovation-driven growth, then points to SAFe:
“And we are improving our software

“… to create a complex platform with the capacity development capabilities by continuing to use
to quickly scale in a short amount of time. SAFe agile across our product and
Hennekens chose the SAFe (Scaled Agile technology organizations…we will continue to
Framework) methodology to do this due to its invest to improve our infrastructure and
reputation for handling challenging tasks at development capabilities to effectively meet
speed.” market needs.”
https://bit.ly/2QH0L2V
https://bit.ly/2KJZPXS
11
SAFe 5.0 brings the focus back
to what it takes to bring great
solutions to the marketplace.
Achieving a state of business agility means

that the entire organization—not just
development—is engaged in continually and
proactively delivering innovative business
solutions faster than the competition.
12
Business Agility requires
technical agility and
a business-level commitment to
product and value stream
thinking.
And it requires that everyone

involved in delivering
business solutions use Lean
and Agile practices.
SAFe 5.0 Your Operating System for

Business Agility
©©Scaled
ScaledAgile,
Agile,Inc.
Inc. 26
13
Seven core competencies of Business Agility
Why Team and

Technical Agility?
Agile teams and teams of Agile
teams create and support the
business solutions that deliver
value to the enterprise’s
customers. Consequently, an
organization’s ability to thrive in
the digital age is entirely
dependent on the ability of its
teams to deliver solutions that
reliably meet a customer’s needs.
14
Team and Technical Agility
The Team and Technical Agility

competency describes the critical
skills and Lean-Agile principles
and practices that high-
performing Agile teams and
Teams of Agile teams use to
create high-quality solutions for
their customers.
Agile Teams
4 Cross functional teams have all the skills they need to define, build, deliver and sustain value
4 Teams iterate with Scrum, Kanban, XP, and SAFe scaled practices
4 Feature teams deliver end to end value
4 Component teams build specialized components
4 Other teams may help flow by supporting DevOps, site reliability, and specialty services
4 Agile Business teams define, enable and support business solutions
15
Teams of Agile Teams
4 Agile Release Trains (ARTs)

are cross-functional, cross-
component, business and
technology teams of Agile
teams
4 Software, hardware, firmware,

security, compliance and more
4 Organized around Value

Streams
4 Virtual organizations (typically

50 – 125) people that define,
build, deliver and operate
business solutions
Built in Quality
4 Built-In Quality practices ensure that

each Solution element, at every
increment, meets appropriate quality
standards throughout development
4 All teams —software, hardware,
operations, product marketing, legal,
security, compliance, etc.—share the
goals and principles of built-in quality.
4 Practices vary by discipline but all
support Agile values
16
Without Team and Technical Agility
☐ Dependencies between functional silos slow

execution and delivery
☐ Even our Agile Teams can’t deliver value

independently
☐ Team priorities are misaligned with business

needs
☐ Quality problems are endemic
☐ Non-Agile business teams slow down the delivery

of business solutions
Why Agile
Product Delivery?
In order to achieve Business
Agility, enterprises must rapidly
increase their ability to deliver
innovative products and
services. To be sure that the
enterprise is creating the right
solutions for the right
customers at the right time,
they must balance their
execution focus with a
customer focus.
17
Agile Product Delivery
Agile Product Delivery

is a customer-centric
approach to defining,
building, and releasing
a continuous flow of
valuable products and
services to customers
and users.
Customer Centricity and Design Thinking
Problem Space Solution Space
Epics &
Features
Journey
Gemba Walks
Maps Prototyping
Personas Empathy Story
maps Mapping
A clear and continuous understanding of the target market, customers,

the problems they are facing and the jobs to be done
18
Develop on Cadence; Release on Demand
4 Developing on cadence helps control the

variability of product development and makes
routine that which can be routine. Variance to
to plan is limited to single short development
interval.
4 DevOps and the Continuous Delivery pipeline

support releasing value to the customer—in
whole or in part—whenever the market
demands
DevOps and the Continuous Delivery Pipeline

DevOps
Continuous Delivery Pipeline
4 Workflows, activities, and automation needed to
shepherd a new piece of functionality from
ideation to an on-demand release of value to the
end user
4 Culture of shared
responsibility
4 Automate everything
4 Lean Flow
4 Measure flow
4 Recovery
19
Synchronize with PI Planning
There is no magic in SAFe … except maybe for PI Planning

4All stakeholders face-to-face (but typically multiple locations)
4Management sets the mission, with minimum possible constraints

4Requirements and design emerge
4Important stakeholder decisions are accelerated
4Teams create—and take responsibility for—plans
For a short PI Planning

example, see:
https://bit.ly/2Y9cQQ2
Without Agile Product Delivery
☐ Coordination between teams and departments on

value delivery is way too complicated
☐ Our planning process is too slow and doesn't

reflect or predict reality
☐ Business and technical feedback is too late in the

process for us to to react
☐ Releases are large, infrequent, and cause quality

issues and support emergencies
☐ Customers don’t love our products and their end-

to-end experience is poor
20
Why Enterprise
Solution Delivery?
Humanity has always dreamed big;
and scientists, engineers, and
software developers then turn those
big dreams into reality. That requires
innovation, experimentation, and
knowledge from diverse disciplines.
Engineers and developers bring
Enterprise Solution Delivery
these innovations to life by defining
and coordinating all the activities to
successfully specify, design, test,
deploy, operate, evolve, and
decommission large, complex
solutions.
Enterprise Solution Delivery
The Enterprise Solution

Delivery competency
describes how to apply
Lean-Agile principles and
practices to the specification,
development, deployment,
operation, and evolution of
the world’s largest and most
sophisticated software
applications, networks, and
cyber-physical systems.
21
Nine best practices for Enterprise Solution Delivery
Continually refine the fixed/variable Solution Intent
Apply multiple planning horizons
Architect for scale, modularity, releasability, and serviceability

Enterprise Continually address compliance concerns
Solution
Build and integrate solution components and capabilities
Delivery with Agile Release Trains (ARTs) and Solution Trains
Apply ‘continuish integration’
Manage the supply chain with systems of systems thinking
Build a Continuous Delivery Pipeline
Evolve deployed systems
Align business and technology with the Solution Train
4 Used to build large and complex customer Solutions that require the coordination of multiple Agile
Release Trains (ARTs) and Suppliers
4 Aligns ARTs with a shared business and technology mission using the Solution Vision, Intent, Backlog,
and Roadmap
4 Aligned Program Increments, integration, demos, and Inspect and Adapt
22
Lean System and Solution Engineering
Continually Apply multiple planning horizons
refine the
fixed/variable
Solution
Intent
Architect for scale, modularity, Continually address compliance concerns

releasability, and serviceability
Coordinating Trains and Suppliers
Build and integrate solution components Apply ‘continuish’ integration

and capabilities with Agile Release and
Solution Trains
Manage the supply chain with

systems of systems thinking
23
Continuously Evolve Live Systems
Develop an end-to-end Evolve live systems

Continuous Delivery Pipeline
Without Enterprise Solution Delivery
☐ We don’t know how to apply agility to build our

extra-large and complex systems
☐ Hard to integrate Agile practices and traditional

waterfall suppliers
☐ System integration occurs too late in development
☐ Our traditional compliance processes cause

excess overhead and slow delivery
☐ Our organization and systems aren't designed to

evolve live systems after deployment
24
Why Lean Portfolio
Management?
Traditional approaches to
portfolio management were not
designed for a global economy
or the impact of digital
disruption. These factors put
pressure on enterprises to work
under a higher degree of
uncertainty, and yet deliver
innovative solutions much faster.
Lean Portfolio Management
The Lean Portfolio

Management competency
aligns strategy and execution
by applying Lean and
systems thinking approaches
to strategy and investment
funding, Agile portfolio
operations, and governance.
25
Meet business targets with strategy and investment funding
Strategy and investment funding ensures that the entire portfolio is

aligned and funded to create and maintain the solutions needed to meet
business targets.
Connect the portfolio to the Enterprise strategy

Enterprise
Enterprise
Executives
Executives Maintain a Portfolio Vision and Roadmap
Establish Lean Budgets and Guardrails

Business Enterprise
Enterprise
Owners Architect
Establish portfolio flow
Architect Strategy &
Investment
Funding
Agile
Lean
Governance Portfolio
Operations
Fund value streams aligned with the business strategy
Funding value streams instead of projects provides the following benefits:
4Full control of spend

4No costly and delay-inducing project cost variance analyses
4No resource reassignments

4No blame game for project overruns
Lean Budgets
Guardrails
26
Agile Portfolio Operations
Lean Governance
27
Without Lean Portfolio Management
☐ Strategy is unclear to those who must execute it
☐ Our project funding model causes internal friction,

overhead, incessant internal negotiations, and
inhibits innovation
☐ Agile practices across the portfolio are different,

confusing and problematic
☐ Current metrics reflect processes and outputs, not

outcomes
☐ Our governance practices interfere with value flow

and time to market
Why
Organizational
Agility?
Without organizational agility,
enterprises simply cannot
respond sufficiently to the
challenges and opportunities
that today’s rapidly changing
markets present. Without it,
employees and the enterprise
associate an individual’s value
with their functional skills,
rather than business
outcomes.
28
Organizational Agility
The Organizational Agility

competency describes how
Lean-thinking people and
Agile teams optimize their
business processes, evolve
strategy with clear and
decisive new commitments,
and quickly adapt the
organization as needed to
capitalize on new
opportunities.
Lean-Thinking People and Agile Teams
Create an enterprise-wide Lean and Agile Mindset
4Apply lean thinking

4Embrace the Agile Manifesto
4Understand and apply Lean-Agile
Principles
4Instantiate Agile technical teams
4Instantiate Agile business teams
4Implement Agile HR
29
Lean Business Operations
“A bad system will beat a good person every time.”
— W. Edwards Deming
Map Value Streams
Visualize the work
Strategy Agility
Respond quickly to opportunities and threats
4Continuous market sensing
4Make strategy changes decisively
4Organize and reorganize around value
4Innovate like a startup
4Implement changes quickly
4Ignore sunk costs
30
Without Organizational Agility
☐ It is extremely difficult to change the organization

to support new strategic challenges and
opportunities
☐ Our people management practices drive

individual, rather than collaborative behavior
☐ End-to-end business operations are ill-defined and

not efficient
☐ We discover customer needs and market trends

too late
☐ We cannot adapt rapidly enough to changing

market conditions
Why Continuous
Learning Culture?
In order to thrive in the current
climate, organizations must
evolve into adaptive engines of
change, powered by a culture
of fast and effective learning at
all levels. Learning
organizations leverage the
collective knowledge,
experience, and creativity of
their workforce, customers,
supply chain, and the broader
ecosystem.
31
Continuous Learning Culture
The Continuous Learning

Culture competency
describes a set of values
and practices that
encourage individuals—
and the enterprise as a
whole—to continually
increase knowledge,
competence, performance,
and innovation.
The management paradigm for the digital age
32
Learning organization
Employees at every level are learning and growing together
4 Personal Mastery – Build individual “T-shaped” breadth of
knowledge in multiple disciplines for deep and broad expertise
4 Shared Vision – Leaders envision and articulate exciting
possibilities and invite others to contribute to a common view of the
future
4 Team Learning – Teams achieve common objectives by sharing
knowledge, suspending assumptions, and ‘thinking together’
4 Mental Models – Teams surface their existing assumptions and
generalizations while working with an open mind to create new
models
4 Systems Thinking – Everyone sees the larger picture and
recognizes that optimizing individual components does not optimize
the system
Relentless Improvement
The entire enterprise as a system is continuously being challenged to improve
4 A ‘Constant Sense of Danger ‘ drives improvement activities

that are essential to the survival of an organization
4 Optimize the Whole - improvements are designed to increase
the effectiveness of the entire, as opposed to optimizing
individual teams, silos, or subsystems
4 A Problem-solving Culture is the driver for continuous
improvement
4 Reflect at Key Milestones – improvement activities are
treated with as much urgency as new feature development,
fixing defects, and responding to the latest outage
4 Fact-based improvement leads to changes guided by the
data about the problem rather than conjecture or opinions
33
Innovation Culture
Leaders create an environment that supports creative thinking,
curiosity, and challenging the status quo
4 Innovative People - Instilling innovation 4 Experimentation and Feedback - Conducting
requires a commitment to cultivating experiments iteratively is the most effective path to
courage and aptitude for innovation and learning
risk-taking
4 Pivot Without Mercy or Guilt - When fact patterns
4 Time and Space for Innovation includes dictate that a hypothesis will be proven false, pivot
providing work areas conducive to quickly to a new one
creative activities, as well as setting aside
4 Innovation Riptides – Innovation flows
dedicated time to explore and experiment
continuously up, down and across the enterprise
4 Go See - Innovation ideas are sparked
by seeing the problems first-hand—
witnessing how customers interact with
solutions and understanding their
problems
Without Continuous Learning Culture
☐ Knowledge is inconsistent and not shared across

the organization
☐ We continuously repeat our mistakes
☐ We are not as innovative as we used to be, or as

we need to be
☐ There is never time time for learning and

experimentation
☐ Teams seem to be addressing symptoms to

problems, not root causes
34
Why Lean-Agile
Leadership?
An organization’s managers,
executives, and other leaders
are responsible for the
adoption, success, and
ongoing improvement of Lean-
Agile development and the
competencies that lead to
business agility. Only they
have the authority to change
and continuously improve the
systems that govern how work
is performed.
Lean-Agile Leadership
The Lean-Agile Leadership

competency describes how
Lean-Agile Leaders drive
and sustain organizational
change and operational
excellence by empowering
individuals and teams to
reach their highest
potential.
35
Mindset and Principles
“The basic tenets of Lean challenge many of the aspects of traditional
management theory and calls for a mindset that is foreign to most executives.”
—Jacob Stoller, author of The Lean CEO
4Have Mindset awareness and

openness to change
4Embody and exhibit the core values
4Exhibit Lean-Agile thinking and
behaviors
4Understand, apply and teach Lean-
agile principles
Leading by Example
“Setting an example is not the main means of influencing others,
it is the only means.” —Albert Einstein
4 Authenticity requires leaders to model desired professional and

ethical behaviors.
4 Emotional intelligence describes how leaders identify and
manage their emotions and those of others through self-
awareness, self-regulation, motivation, empathy, and social skills
4 Life-long learning depicts how leaders engage in ongoing,
voluntary, and self-motivated pursuit of knowledge and growth,
and they encourage and support the same in others
4 Growing others encourages leaders to provide the personal,
professional, and technical guidance and resources each
employee needs to assume increasing levels of responsibility
4 Decentralized decision-making moves the authority for
decisions to where the information is
36
Leading Change
“In short, to make a Switch, leaders need to script the critical moves”
— Chip and Dan Heath
4 Change vision is how leaders communicate why change is
needed in ways that inspire, motivate, and engage people
4 Change leadership is the ability to positively influence and
motivate others to engage in the change through the leader’s
personal advocacy and drive
4 A powerful coalition for change is when individuals from
multiple levels and across silos are empowered and have the
influence necessary to effectively lead the change
4 Psychological safety occurs when leaders create an
environment for risk-taking that supports change without fear
of negative consequences to self-image, status, or career
4 Training ensures that everyone has the knowledge of the new
way of working including a commitment by leaders to their
own training
Without Lean-Agile Leadership
☐ Organizational mindset reinforces status quo
☐ Leaders often behave differently than what they

advocate
☐ People can’t experiment or take risks without fear

of negative consequences
☐ Constant escalation of decisions creates long lead

times and lack of empowerment
☐ Agile is inconsistently applied with no enterprise-

wide synergy of language or practice
37
Measure and grow assessment and practices
Business Agility Self-Assessment
Measure and Grow

is the way portfolios
evaluate their
progress towards
business agility and
determine their next
improvement steps.
38
Take the next steps
©©Scaled
ScaledAgile,
Agile,Inc.
Inc. 77
SAFe Business Agility diagnostic

Fill in the number of symptoms you identified for each of the seven core competencies
39
The management challenge
It is not enough that management commit

themselves to quality and productivity, they
must know what it is they must do.
Such a responsibility cannot be delegated.
—W. Edwards Deming
…and if you can’t come, send no one

—Vignette from Out of the Crisis, W. Edwards Deming
Selling change in three minutes
See the
companion video
“Three Minute Pitch”
40
Keys to leading successful change
1. Establish a sense of urgency

2. Create a powerful guiding coalition
3. Develop the vision and strategy
4. Communicate the vision
5. Empower employees for broad-based action
6. Generate short-term wins
7. Consolidate gains and produce more wins
8. Anchor new approaches in the culture
SAFe Implementation Roadmap
41
Prepare Share
Activity: Leading the change 5 2
► Step 1: Identify three action

items you can do in the next
month to start leading the SAFe
transformation.
► Step 2: Find a partner and share

your ideas.
► Step 3: Discuss:
– What outcomes do you hope to

achieve with your Action Plan?
Explore the SAFe knowledge base

and find free resources:
§ Articles
§ Guidance
§ Presentations
§ White papers
§ Videos
§ Customer stories
§ SAFe Glossaries in
multiple languages
scaledagileframework.com
42
Configure SAFe to meet your needs
Full Configuration
Large Solution Configuration
Portfolio Configuration
Essential Configuration
Produce consistent
results across the
enterprise with
Scaled Agile’s role-
based curriculum
scaledagile.com/learning
43
Connect with the
global SAFe Community
SAFe Community Platform
500,000+
(accessible to those who certify)
SAFe Meetups
Find a SAFe Meetup near you at trained in SAFe
scaledagile.com/calendar and select SAFe
Meetup from the Event Type dropdown menu.
in over 110 countries
SAFe Summits
Attend the world’s largest gathering of SAFe
professionals at the Global and Regional SAFe
Summit events. Details at safesummit.com.
What inspired us to begin the SAFe transformation was the need

to adapt to market conditions and to essentially deliver business
value faster.
We had all of the knowledge, all of the skills, but we just didn’t
have the experience. I think it was extremely important to work
with a Scaled Agile Partner, … to essentially shorten the
timeframe when we could take the wheel back and run the
transformation ourselves.
—Russ McCabe
Associate Director - Technology, AT&T
44
Work with a Partner
to ensure success
300
Global Partners
• Training and coaching for all in 50 countries & 350 cities
SAFe roles
• Implementation and consulting services

across industries and disciplines
• Platforms for SAFe automation,

visibility, and flow
scaledagile.com/find-a-partner
Questions
45

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© Scaled Agile, Inc.

SAFe Executive Workshop

Introducing SAFe® 5.0

© Scaled Agile, Inc. © Scaled Agile, Inc.

4Competing in the Digital Age with Business Agility

4SAFe 5.0 – Your Operating System for Business Agility

4Leading the Change

4Getting the Help You Need

© Scaled Agile, Inc. 3

Those who master large-scale software

© Scaled Agile, Inc. 4

Age of Oil &

Age of Software Dotcom and internet mania;

Adapted from Technological Revolutions and Financial Capital, Carlota Perez

Production capital follows financial capital

4Installation Period – New technology and financial capital combine to

4Turning Point – Existing businesses either master the new technology or

4Deployment Period – Production capital of the new technological giants

Age of Software Dotcom and internet mania;

© Scaled Agile, Inc. 6

4Apple is now the biggest watchmaker in the world

© Scaled Agile, Inc. 7

Competing in the Age of Software

The problem is not with our organizations realizing that

© Scaled Agile, Inc. 8

The world is now changing at a rate at which the

© Scaled Agile, Inc. 9

We started with a network

© Scaled Agile, Inc. 10

© Scaled Agile, Inc. 11

Guess what happens?

© Scaled Agile, Inc. 12

You need a dual operating system.

© Scaled Agile, Inc. 13

We need a dual operating system for business agility

Efficiency and stability

Value Stream Functional

© Scaled Agile, Inc. 15

Introducing SAFe 5.0 the operating system for Business Agility

© Scaled Agile, Inc.

20,000 35% Increase in

30% Increased Employee

300 Scaled Agile Partners

Clear Leader in Agility at Scale Inclusive

SAFe for Lean Enterprises is a knowledge base

of proven, integrated principles, practices, and

Delivers business results

Typical results from scaledagile.com/case-studies

(Dutch Tax Administration)

© Scaled Agile, Inc.

TransUnion’s CEO announces strong earnings and

“And we are improving our software

© Scaled Agile, Inc. 22

© Scaled Agile, Inc. 23

Achieving a state of business agility means

© Scaled Agile, Inc. 24

And it requires that everyone

SAFe 5.0 Your Operating System for

© Scaled Agile, Inc. 27

Why Team and

© Scaled Agile, Inc. 28

The Team and Technical Agility

© Scaled Agile, Inc. 29

4 Agile Release Trains (ARTs)