Frequently Asked
Questions about SAFe
How can we use the SAFe PO/PM framework in an organization where only half uses it? (IT and not operation)
One approach is to try step by step to involve relevant stakeholders in the agile events and activities, so the other part of the organization over time learns and understands the purpose and use of the agile framework.
Can SAFe be utilized outside Software development?
Yes, where teams have to build something together SAFe would make sense. Scaled Agile (the makes of SAFe) is of course using SAFe itself to run their business. Other organizations will probably adjust SAFe in a non-IT environment. https://scaledagile.com/insights-customer-stories/
Is it the PM’s responsibility to refine the backlog before the PI planning? with or without the PO?
Yes, PMs should refine the backlog of Features together with PO and Teams before the PI Planning.
Do we need to split PO/PM when the product is more about processes and not that much about IT?
Good question. Observe the consequences of not having a PM and consider if some responsibilities around stakeholder management, alignment, vision, and roadmap suffer from a lack of attention. But it could be that you could do with an engaged and committed Business Owner.
To what extent do you have to follow the framework? Is there some room for adjustment / own interpretation?
The guidelines in the SAFe framework often have to be adjusted to an organization. There is always room for adjustments in a framework and SAFe has a value of “Relentless improvement” and that also goes for adjustments and improvements of the way of working supplied in the framework.
Be careful that you do not bend the framework just to fit your current way of working, eg. because the organization resists change. Because then you won’t get any benefit out of introducing a new framework.
A mindset could be that we do not just “copy” the framework into our organization but “improve” the framework while we transform our organization.
How do you create user stories without making them task-based (e.g. updating URS, creating test cases, etc.)?
Keep the user-perspective and describe user activities, needs, or variants/sub-parts of activities (eg handling of different data types or groups of data). The Story map technique is a good way to stay in the user’s perspective and identify stories that are relevant to users.
Size of Feature vs User Story: When is an update to a system a Feature and when is it a User Story?
If a need is small enough to deliver in two weeks is probably a story. If it is too big to be delivered in two iterations and perhaps needs 3-4 iterations it is most likely a Feature. And sometimes a small Feature could be the same as a big Story that needs to be split up.
Can the same guy take more than one role?
I would be careful with having too many roles in one person. Eg being both a Product Owner and Scrum Master is seldom a good combination. But you could be PO for two teams or SM for two teams.
Epic Owner in SAFe is however a role that POs and PMs could have next to their primary role.
Should the PM and PO have a technical foundation?
POs should have a technical foundation from the SAFe perspective. The PM has a customer/market focus.
Who “owns” improvement initiatives on the team level?
The team owns its own improvements. Usually, the Scrum Master would help the team to keep the focus on improvements and many teams also assign individual team members to improvement initiatives on an iteration basis.
Features vs Enablers: This gets tricky at times. What should be the base?
If the question is about when we should call it a Feature or an Enabler, then test it against business people. If they can understand the purpose and business value of delivery it is probably a Feature. We do not need an enabler for every Feature, so I would say that the Feature is the base, and we can add Enablers if we need to.
Read this article https://www.scaledagileframework.com/enablers/
Resources
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