Overview of the basics of project management, the structure and elements of the SAFe® 6.0 framework and a pragmatic view of implementation and application. 

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Why is project management indispensable? 

Effective project management is the key to success in any industry. It promotes communication and teamwork, which ultimately improves the quality of results. This is because good team cohesion enables structured planning and coordination, which means that resources are used efficiently, risks are minimised and targets are met clearly and on time. It also enables budget targets to be adhered to, supports adaptation to changes and increases flexibility. As projects often involve several parties working together - both internally and externally - and the necessary information must be distributed in a targeted manner, it is important to adhere to standards and processes in order to ensure professional project management (Aston, 2024). 

Various closely interlinked project management concepts play a crucial role in this: while strategic planning defines the long-term goals and direction of a company, operations management ensures that these goals are realised in day-to-day business operations. Project management acts as a bridge between strategy and operations by translating strategic initiatives into concrete, realisable projects. This ensures that the strategic visions are realised effectively and efficiently. This synergy increases organisational agility and supports the sustainable competitiveness of the company. Ultimately, the successful implementation of the corporate strategy and the continuous improvement of operational processes can always be attributed to well-managed projects (Aston, 2024). 

The understanding and role of project management has only developed over time. More on this development in the next section.  

How has project management developed? 

The origins of project management date back to antiquity, when major projects such as the pyramids of Giza were realised using early forms of project management. In the 20th century, modern project management was shaped in the 1950s with the introduction of the Gantt chart by Henry Gantt, which revolutionised the planning and control of projects. In the 1960s, NASA and the US Department of Defence developed the PERT method (Program Evaluation and Review Technique) for planning complex projects. The 1980s saw the spread of the critical path method (CPM), which focussed on time-critical tasks (Bahr & Andrew, 2024). 

Traditional project management methods offer clear structures and fixed schedules, which make planning and control easier. However, these are often inflexible and less adaptable. Agile methods, popularised in the 1990s by the Agile Manifesto, such as Scrum, Kanban and Extreme Programming (XP), rely on iterative processes and constant feedback loops, making them more adaptable and responsive. The aim of the agile approach is to be able to react more quickly to changes through flexibility and continuous improvement and to offer customers added value at an early stage through regular and incremental progress. The disadvantages of agile methods are the potentially greater unpredictability and the need for a high level of discipline and communication within the team (Bahr & Andrew, 2024)

Modern approaches combine classic and agile methods. This approach is referred to as hybrid. It utilises the advantages of both worlds and increases the effectiveness and flexibility of project management, as well as enabling better adaptation to specific project requirements. Before describing hybrid project management frameworks and SAFe® (Scaled Agile Framework) in particular, we will differentiate frameworks from methods. 

What is the difference between a framework and a method? 

Project management frameworks are comprehensive structures that provide best practices, processes and tools for planning, executing and monitoring projects, such as PRINCE2 and PMBOK. They provide a systematic approach and guidelines for overall project management. In contrast, methodologies are specific techniques and practices that are applied within these frameworks, such as Scrum or Kanban in an agile framework. While frameworks provide an overarching framework, methods focus on concrete procedures for achieving specific tasks and goals. Frameworks define the "what" and "why", while methods specify the "how" (Schneider, 2024).  

The advantages and disadvantages of hybrid project management frameworks are explained in the following section. 

What are the advantages and disadvantages of hybrid project management frameworks? 

Hybrid project management frameworks combine elements of classic and agile methods in order to utilise the strengths of both approaches and minimise weaknesses. These frameworks offer flexible structures that can be adapted to different project requirements. The following lists show the advantages and disadvantages of these frameworks (Schulte, 2024): 

Advantages 

1. FlexibilityHybrid frameworks enable teams to react to changes while maintaining a stable project structure. 
2. EfficiencyThe combination of plan-based and iterative approaches optimises both long-term planning and short-term adaptability. 
3. Risk minimisationBy integrating both methods, risks can be better identified and managed. 
4. Optimised use of resourcesHybrid approaches allow a targeted and efficient allocation of resources based on specific project requirements.

Disadvantages

1. ComplexityThe combination of different methods can lead to more complex processes and a higher learning curve. 
2. Communication effortThe need for communication and coordination between different teams and methods is higher. 
3. Cultural conflictsDifferent working cultures and ways of thinking within a team can lead to conflicts if they are framed too narrowly and do not correspond to the team's own norms and values. 
4. Expertise requiredTeams must be trained in both approaches, which means additional training. 

Now that the distinction between frameworks and methods has been explained and some advantages and disadvantages have been listed, we will take a closer look at the SAFe® (Scaled Agile Framework) framework. However, as there are other approaches in addition to the frameworks already mentioned in the course of the text, these are listed as examples in the next paragraph. 

What are the most relevant hybrid project management frameworks? 

The best-known frameworks include the following: 

1. SAFe® (Scaled Agile Framework)Provides a structured and scalable method for large organisations to implement agile practices. 
2. LeSS (Large Scale Scrum)Simple, scalable frameworks that apply Scrum principles to large product developments. 
3. Scrum @ ScaleDeveloped by one of the co-founders of Scrum, it provides a scalable structure for Scrum teams in large organisations. 
4. NexusExtension of Scrum to coordinate several Scrum teams working together on a product.

In this blog post, we focus explicitly on SAFe® (Scaled Agile Framework), as this is mostly used in our large-scale projects.  

What is SAFe® 

SAFe® (Scaled Agile Framework) is a comprehensive and scalable framework for implementing agile practices in large organisations. It offers structured procedures for synchronising development teams that increase productivity and quality (scaledagileframework.com, 2024). 

Agile is a way of working and thinking that emphasises flexibility, continuous improvement and rapid response to change. It emphasises iterative development, close collaboration with customers and continuous feedback in order to improve products and services step by step. Agile promotes self-organised teams that work autonomously and cross-functionally to respond quickly to changing requirements and market conditions (Fischer, 2024). 

SAFe® integrates lean principles, agile development (https://scaledagileframework.com/safe-team-kanban/) and DevOps, (https://scaledagileframework.com/devops/) to accelerate the delivery of products. SAFe® enables harmonised collaboration across all levels of the company, from strategic planning to operational implementation (scaledagileframework.com, 2024). 

As it covers everything from strategic planning to operational implementation, the framework is structured accordingly. 

How is SAFe® structured 

SAFe® is divided into four levels: Essential SAFe®, Large Solution SAFe®, Portfolio SAFe® and Full SAFe®. Full SAFe® integrates all levels and offers a complete framework for large, complex organisations that cover development as well as strategic and operational management processes (scaledagileframework.com, 2024). 

Essential level in SAFe® 

Essential SAFe® forms the basis and comprises the fundamental elements for implementing agile teams and programmes. Here, agile teams consisting of 5 to 11 members often work together according to Scrum or Kanban. Each team is self-organised and cross-functional, which means that it has all the skills and responsibilities to take its tasks from idea to completion. The teams work in iterations (also known as sprints), which typically last two weeks and in which they deliver incremental improvements to the product. Each iteration ends with a review and retrospective to present the work done and identify opportunities for improvement. At the team level, there is also continuous work on improving processes and collaboration to maximise the efficiency and quality of results (scaledagileframework.com, 2024). 

Large Solution Level in SAFe® 

The Large Solution Level in SAFe® extends this basis and enables the coordination of multiple Agile Release Trains (ARTs) for the development of large, complex solutions. It is therefore designed to coordinate several Agile Release Trains (ARTs) and, if necessary, Solution Trains in order to develop complex, large-scale solutions that go beyond the capacities of a single ART. This level is used when companies need to realise projects that require a high level of complexity and extensive integration (scaledagileframework.com, 2024). 

1. Solution TrainsA large solution is typically supported by a solution train that coordinates several ARTs to develop and integrate the various components of the solution. 
2. CapabilitiesAt this level, work is carried out on so-called "capabilities", which represent greater functionalities than the features at programme level and which affect several teams. 
3. Solution IntentThe solution intent is a collection of requirements, architectural decisions and visions that serves as a guideline for the development of the solution. 
4. Solution DemoAt the end of a PI, a solution demo takes place in which the integrated results of the solution train are presented to ensure that the developed components work together and meet the requirements. 
5. Pre-PI PlanningPI Planning is preceded by Pre-PI Planning, in which important dependencies and requirements between the various ARTs and solution trains are identified and addressed. 

Portfolio level in SAFe® 

Portfolio SAFe® adds a portfolio layer that manages strategic issues and the alignment of investments and value streams. It ensures that the company's strategic goals and visions are integrated into the work of the ARTs and Solution Trains (scaledagileframework.com, 2024). 

1. Value StreamsAt portfolio level, the value streams are defined, which map the company's key end-to-end processes and value chains. These streams are orientated towards the needs of customers and the market. 
2. EpicsMajor initiatives, known as epics, are defined and prioritised at this level. Epics represent significant development work that often affects several ARTs and PIs. 
3. Portfolio KanbanA portfolio Kanban system is used to track epics from ideation to approval to implementation and completion. It helps to visualise progress and prioritisation. 
4. Lean budgetsAt portfolio level, budgets are managed according to lean principles in order to increase flexibility in the allocation of resources and to focus on value-adding activities. 
5. Strategic ThemesThe strategic themes are defined at this level and serve as a guide for decisions and priorities within the portfolio. They help to ensure that the project work is in line with the company's long-term goals and visions. 

The Large Solution and Portfolio levels complement the Team level of SAFe® by ensuring coordination and alignment to a larger business vision and effectively implementing complex, large-scale initiatives. 

Full SAFe® level 

Full SAFe® (Scaled Agile Framework) comprises all four configuration levels: Essential, Large Solution, Portfolio and Full SAFe. On the Team level agile teams work iteratively on features. The Programme level coordinates several teams via Agile Release Trains (ARTs). The Large solution level controls complex, large-scale solutions comprising several ARTs. The Portfolio level manages strategic alignment, value streams and lean budgets to achieve corporate goals (scaledagileframework.com, 2024). 

Now that the individual levels and roles have been explained, let's take a look at the cadence-based process that defines the time frame of the framework - the planning interval, or PI for short.  

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Procedure of a planning interval (PI) 

A planning interval (PI) is an essential component of SAFe® and usually covers a period of 8-12 weeks, consisting of several iterations and a special preparation and planning phase (PI Planning) (scaledagileframework.com, 2024). 

1. PI PlanningAt the beginning of a PI, PI Planning takes place, a two-day, face-to-face or virtual event where all teams of an Agile Release Train (ART) come together to create the goals and plan for the upcoming PI. This is where the features are prioritised and each iteration is planned. 
2. Iteration ExecutionAfter PI Planning, the teams carry out their iterations by implementing the planned tasks. Each iteration ends with a review and a retrospective to evaluate the results achieved and make continuous improvements. 
3. System DemoAt the end of each iteration and especially at the end of the PI, the teams present the developed features and increments in a system demo to receive feedback from stakeholders and review progress. 
4. Inspect and AdaptAt the end of the PI, the Inspect and Adapt (I&A) event takes place, where the entire ART comes together to review the PI. Here, the results are analysed and measures are identified to improve the process and rectify problems. 
5. PI Planning PreparationAfter the I&A event, the preparation for the next PI Planning begins. This includes reviewing and prioritising the backlog, clarifying dependencies and ensuring that all the necessary information is available for the next PI Planning. 

Through this structured PI process, SAFe® ensures that continuous improvements take place and that the teams receive regular feedback and can react to new requirements. 

How is SAFe® introduced and why do we need change management for this? 

The introduction of SAFe® into an organisation requires careful planning and systematic implementation. The starting point of the implementation is the support of the management level, as their commitment is crucial for the success of the implementation.  

This is followed by comprehensive training for managers, teams and other stakeholders. For this purpose, scaledagile.com offers courses such as Leading SAFe®, SAFe® for Teams and SAFe® Scrum Master.  

It is important to identify internal champions and change agents who can drive and support the transformation. A current state analysis helps to assess the maturity and readiness of the organisation, and an implementation roadmap defines the steps and milestones of the transformation.  

Once management support has been secured and employees have been empowered for the new roles through training, the value streams must be determined and the corresponding Agile Release Trains (ARTs) configured. Once the necessary infrastructure and tools have been provided, the first planning interval (PI) is planned. As soon as the first ART is running successfully, further ARTs can be added and scaled (scaledagileframework.com, 2024). 

But for the introduction of SAFe® to be successful, good change management is required. Change management in a company is the systematic approach to successfully implementing organisational changes and guiding employees through change. It comprises the planning, implementation and follow-up of measures that are necessary to realise changes in processes, technologies or structures. The aim is to gain the acceptance and support of employees, minimise resistance and maintain the performance of the organisation during the transition. Change management also includes communicating the vision and benefits of the change as well as training and supporting the affected employees. Effective change management ensures that the changes are implemented sustainably and successfully (Fleig, 2024). 

This is because the introduction of SAFe® often requires a significant change in the corporate culture, including new values, principles and working methods. Change management supports the organisation in accepting and integrating these cultural changes. Any change can encounter resistance, so change management helps to identify this resistance and minimise it through communication, training and support. Systematic change management also ensures that all those involved are involved and understand why the change is necessary, which promotes employee commitment and motivation.  

On the other hand, good change management can ensure that the changes introduced are sustainable and are maintained in the long term. This supports the continuous improvement and adaptation of processes. Through careful planning and communication, potential risks and challenges can be recognised and addressed at an early stage, which increases the success of the SAFe® implementation. 

Overall, change management is an integral part of the introduction of SAFe® as it supports organisational change, promotes acceptance and ensures that the changes are sustainable and successful (Mattis, 2024). 

How [at] can support you in the application or introduction of SAFe® 

We at Alexander Thamm [at] have extensive expertise and experience in various key areas and can support you in the introduction and development of SAFe®. Our change management experts help to ensure that the cultural and organisational changes run smoothly by minimising resistance and promoting acceptance of the new ways of working.  

Our project management experts support you in planning and realising the SAFe® implementation by ensuring that all steps are methodical and goal-oriented. In addition, we can fill various roles at team level to maximise the effectiveness of your agile teams. These include experienced SAFe® Scrum Masters, who support teams in applying agile principles and practices, and Proxy Product Owners (PO), who ensure that the product vision and requirements are clearly communicated and prioritised. We also provide qualified members for your agile teams who have the necessary skills and knowledge to successfully drive your projects forward.  

With our comprehensive support, we ensure that your SAFe® transformation is efficient, sustainable and successful. 

Bibliography 

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