Scaled Agile Framework (SAFe) - Revision history

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	SAFe follows a set of seven core competencies for lean enterprise practices as well as 10 lean-agile principles. Further, the SAFe framework consists of four configurations and is scalable depending on a corporation’s needs, and promotes alignment, collaboration, and delivery across teams of any size working in an agile environment. Further, this article describes a 12-step SAFe implementation roadmap.		SAFe follows a set of seven core competencies for lean enterprise practices as well as 10 lean-agile principles. Further, the SAFe framework consists of four configurations and is scalable depending on a corporation’s needs, and promotes alignment, collaboration, and delivery across teams of any size working in an agile environment. Further, this article describes a 12-step SAFe implementation roadmap.

	SAFe is freely available and developed by Scaled Agile, Inc. The framework was first released in 2011 and since then continuously developed. The current version 5.1 was released in February 2021. Although recognized as the most commonly implemented framework for scaled agile methods in corporations, the SAFe framework shows several [http://wiki.doing-projects.org/index.php/Scaled_Agile_Framework_(SAFe)#Limitations limitations] which are further outlined below.		SAFe is freely available and developed by Scaled Agile, Inc. which is the originator of the Scaled Agile Framework® (SAFe®). The organization aims to promote the values of innovation, collaboration, and flexibility by continuously further developing the framework and offering educational services including certification courses and consulting <ref name="SAFe Corp">''About Scaled Agile, Scaled Agile, Inc., February 2021, https://scaledagile.com/about-scaled-agile/</ref>. The framework was first released in 2011 and since then continuously developed. The current version 5.1 was released in February 2021. Although recognized as the most commonly implemented framework for scaled agile methods in corporations, the SAFe framework shows several [http://wiki.doing-projects.org/index.php/Scaled_Agile_Framework_(SAFe)#Limitations limitations] which are further outlined below.

	This topic has been touched by previous articles such as [http://wiki.doing-projects.org/index.php/SAFe SAFe] and [http://wiki.doing-projects.org/index.php/(Re)Introducing_Project_Management_in_a_SAFe_world (Re)Introducing Project Management in a SAFe world]. This article offers a more generic overview updated to the most recent release of SAFe 5.1 while emphasizing limitations faced by corporations working with the Scaled Agile Framework.		This topic has been touched by previous articles such as [http://wiki.doing-projects.org/index.php/SAFe SAFe] and [http://wiki.doing-projects.org/index.php/(Re)Introducing_Project_Management_in_a_SAFe_world (Re)Introducing Project Management in a SAFe world]. This article offers a more generic overview updated to the most recent release of SAFe 5.1 while emphasizing limitations faced by corporations working with the Scaled Agile Framework.

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Implementation Roadmap

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	[[File:SAFe_ImpRoadmap.jpg\|350px\|The 12-step SAFe Implementation Roadmap by Scaled Agile, Inc.\|thumb\|right]]		[[File:SAFe_ImpRoadmap.jpg\|350px\|The 12-step SAFe Implementation Roadmap by Scaled Agile, Inc.\|thumb\|right]]

	The following 12-step implementation roadmap provides a comprehensive guideline for implementing SAFe <ref name="SAFe Implementation">''SAFe Implementation Roadmap, Scaled Agile, Inc., February 2021, https://www.scaledagileframework.com/implementation-roadmap/</ref>:		The following 12-step implementation roadmap provides a comprehensive guideline for implementing any of the four available SAFe configurations <ref name="SAFe Implementation">''SAFe Implementation Roadmap, Scaled Agile, Inc., February 2021, https://www.scaledagileframework.com/implementation-roadmap/</ref>:

	#'''Reaching the Tipping Point'''		#'''Reaching the Tipping Point'''

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Implementation Roadmap

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	#: '''Value streams''' describe a sequence of steps to create value. This covers the steps starting from concept to the delivery of the final result to the customer. Value streams can be classified into two types:		#: '''Value streams''' describe a sequence of steps to create value. This covers the steps starting from concept to the delivery of the final result to the customer. Value streams can be classified into two types:
	#: '''Operational Value Streams''' include steps and the people who deliver value to the end-user using the business solutions created by the development value streams.		#: '''Operational Value Streams''' include steps and the people who deliver value to the end-user using the business solutions created by the development value streams.
	#: '''Development Value Streams''' describes the steps and the people who develop the business solutions used by operational value streams. This includes value streams that a managed by the SAFe portfolio.		#: '''Development Value Streams''' describes the steps and the people who develop the business solutions used by operational value streams. This includes value streams that are managed by the SAFe portfolio.
	#: '''Agile Release Trains (ARTs)''' describe the team of employees that realize the value. Depending on the complexity of the developed product, the value streams are developed by one or multiple ARTs working in parallel. These teams usually include between 50 to 150 people.		#: '''Agile Release Trains (ARTs)''' describe the team of employees that realize the value. Depending on the complexity of the developed product, the value streams are developed by one or multiple ARTs working in parallel. These teams usually include between 50 to 150 people.
	#'''Create the Implementation Plan'''		#'''Create the Implementation Plan'''
	#:Following the Agile principle, the overall goal lies in continuously providing value for the customer. Accordingly, the initial implementation plan is recommended to be of a smaller scale by selecting a single value stream to be developed by a single ART. This '''incremental approach to implementation ~~reduced~~ the initial planning time''' and allows it to develop in smaller circles instead of creating a very detailed, long-term execution plan.		#:Following the Agile principle, the overall goal lies in continuously providing value for the customer. Accordingly, the initial implementation plan is recommended to be of a smaller scale by selecting a single value stream to be developed by a single ART. This '''incremental approach to implementation reduces the initial planning time''' and allows it to develop in smaller circles instead of creating a very detailed, long-term execution plan.
	#'''Prepare for ART Launch'''		#'''Prepare for ART Launch'''
	#:From a change-management perspective, creating an implementation plan and launching the first ART is crucially important. This will generate the initial short-term wins that help the organization to build momentum and drive for the further implementation process. In the next step, the implementation plan is refined by defining a launch date and a program calendar. This helps to create a plan for a longer timeframe. ARTs operate by fixed cadence cycles known as '''Program Increment (PI)''' which can be limited to a recommended duration of eight to twelve weeks. Each PI is initially planned by a PI planning session. Once this '''program calendar''' is scheduled, teams are reorganized into Agile teams and include a set of roles such as a Scrum Master, a Product Owner as well as the team that directly create the value. At this point, it should be made sure that Scrum Masters, Product Owners, and team managers received SAFe training. Additionally, the overall launch readiness of the team is evaluated. Next, the scope of the Program is formalized with the help of the '''program backlog'''. This includes a description of high-value features that are to be developed, non-functional requirements, and the architectural framework that influences the behavior of the system in the future.		#:From a change-management perspective, creating an implementation plan and launching the first ART is crucially important. This will generate the initial short-term wins that help the organization to build momentum and drive for the further implementation process. In the next step, the implementation plan is refined by defining a launch date and a program calendar. This helps to create a plan for a longer timeframe. ARTs operate by fixed cadence cycles known as '''Program Increment (PI)''' which can be limited to a recommended duration of eight to twelve weeks. Each PI is initially planned by a PI planning session. Once this '''program calendar''' is scheduled, teams are reorganized into Agile teams and include a set of roles such as a Scrum Master, a Product Owner as well as the team that directly create the value. At this point, it should be made sure that Scrum Masters, Product Owners, and team managers received SAFe training. Additionally, the overall launch readiness of the team is evaluated. Next, the scope of the Program is formalized with the help of the '''program backlog'''. This includes a description of high-value features that are to be developed, non-functional requirements, and the architectural framework that influences the behavior of the system in the future.

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SAFe Configurations

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	#'''Essential SAFe'''		#'''Essential SAFe'''
	#:This configuration builds the starting point for all SAFe configurations providing the most simple starting point for implementation. Essential SAFe includes the first three of seven core competencies of SAFe including Lean-Agile Leadership, Team and Technical Agility, and Agile Product Delivery competencies. A crucial organizational structure builds the Agile Release Train (ART), which makes sure that Agile teams and key stakeholders are streamlined to deliver the targeted solution mission.		#:This configuration builds the starting point for all SAFe configurations providing the most simple starting point for implementation. If an organization would like to start SAFe on a smaller scale, this configuration is recommended. Essential SAFe includes the first three of seven core competencies of SAFe including Lean-Agile Leadership, Team and Technical Agility, and Agile Product Delivery competencies. A crucial organizational structure builds the Agile Release Train (ART), which makes sure that Agile teams and key stakeholders are streamlined to deliver the targeted solution mission.
	#'''Large Solution SAFe'''		#'''Large Solution SAFe'''
	#:Building on top of Essential SAFe, this configuration is intended for more complex and large-scale projects by including the fourth SAFe core competency Enterprise Solution Delivery on top of the Essential SAFe configuration. ~~This may include coordination~~ and ~~synchronization~~ across multiple programs and teams. Large Solution SAFe is not developed to consider any portfolio management considerations. Examples may include large projects as typically found in industries such as aerospace and defense, automotive, and government industries, which focus on large solutions but not portfolio governance.		#:Building on top of Essential SAFe, this configuration is intended for more complex and large-scale projects by including the fourth SAFe core competency Enterprise Solution Delivery on top of the Essential SAFe configuration. If an organization intends to coordinate and synchronize projects across multiple programs and teams, this configuration is recommended. Large Solution SAFe is not developed to consider any portfolio management considerations. Examples may include large projects as typically found in industries such as aerospace and defense, automotive, and government industries, which focus on large solutions but not portfolio governance.
	#'''Portfolio SAFe'''		#'''Portfolio SAFe'''
	#:Portfolio SAFe is designed for managing strategic direction, investment funding, and lean governance of projects. If an organization intends to optimize its portfolio management, this configuration provides the necessary tools. These competencies are covered by adding two additional SAFe core competencies including Organizational Agility and Lean Portfolio Management on top of the Essential SAFe framework.		#:Portfolio SAFe is designed for managing strategic direction, investment funding, and lean governance of projects. If an organization intends to optimize its portfolio management, this configuration provides the necessary tools. These competencies are covered by adding two additional SAFe core competencies including Organizational Agility and Lean Portfolio Management on top of the Essential SAFe framework.
	#'''Full SAFe'''		#'''Full SAFe'''
	#:The last configuration combines all the above described SAFe configurations. This framework is the most complex configuration and ~~typically allows the largest~~ corporations ~~by combining~~ the strengths of all seven core competencies of SAFe.		#:The last configuration combines all the above described SAFe configurations. This framework is the most complex configuration and is recommended to be chosen for large corporations. Full SAFe combines the strengths of all seven core competencies of SAFe.

	== Implementation Roadmap ==		== Implementation Roadmap ==

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SAFe Configurations

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	#:Building on top of Essential SAFe, this configuration is intended for more complex and large-scale projects by including the fourth SAFe core competency Enterprise Solution Delivery on top of the Essential SAFe configuration. This may include coordination and synchronization across multiple programs and teams. Large Solution SAFe is not developed to consider any portfolio management considerations. Examples may include large projects as typically found in industries such as aerospace and defense, automotive, and government industries, which focus on large solutions but not portfolio governance.		#:Building on top of Essential SAFe, this configuration is intended for more complex and large-scale projects by including the fourth SAFe core competency Enterprise Solution Delivery on top of the Essential SAFe configuration. This may include coordination and synchronization across multiple programs and teams. Large Solution SAFe is not developed to consider any portfolio management considerations. Examples may include large projects as typically found in industries such as aerospace and defense, automotive, and government industries, which focus on large solutions but not portfolio governance.
	#'''Portfolio SAFe'''		#'''Portfolio SAFe'''
	#:Portfolio SAFe is designed for managing strategic direction, investment funding, and lean governance of projects. These competencies are covered by adding two additional SAFe core competencies including Organizational Agility and Lean Portfolio Management on top of the Essential SAFe framework.		#:Portfolio SAFe is designed for managing strategic direction, investment funding, and lean governance of projects. If an organization intends to optimize its portfolio management, this configuration provides the necessary tools. These competencies are covered by adding two additional SAFe core competencies including Organizational Agility and Lean Portfolio Management on top of the Essential SAFe framework.
	#'''Full SAFe'''		#'''Full SAFe'''
	#:The last configuration combines all the above described SAFe configurations. This framework is the most complex configuration and typically allows the largest corporations by combining the strengths of all seven core competencies of SAFe.		#:The last configuration combines all the above described SAFe configurations. This framework is the most complex configuration and typically allows the largest corporations by combining the strengths of all seven core competencies of SAFe.

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Bibliography

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	== Bibliography ==		== Bibliography ==
			''The Standard for Program Management — Fourth Edition. (2017). Project Management Institute.''

			This book is delivered by the PMI Project Management Institute serves as the foundational standard literature providing a “definitive guide for individuals and organizations seeking to mature their program management practices”. In connection to Scaled Agile Framework for enterprises, especially chapter 8.2 is of interest as it introduces program delivery activities. This section is especially helpful for understanding the key differences between classic phase-gate model approaches and agile methods such as SAFe. This book builds the foundational know-how required by any leader involved in program management, whether in classic program management of SAFe.


	''SAFe Implementation Roadmap, Scaled Agile, Inc., February 2021, https://www.scaledagileframework.com/implementation-roadmap/''		''SAFe Implementation Roadmap, Scaled Agile, Inc., February 2021, https://www.scaledagileframework.com/implementation-roadmap/''

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	Sinha, Shameem & Kumar (2020) provide a critical literature review on agile software development and how to scale such agile initiatives in organizations. A total of 20 primary studies were selected in which 13 success factors and 11 limiting factors for scaling agile initiatives were identified. The insights are presented in the form of a SWOT analysis which is especially helpful to get a quick overview of strengths, weaknesses, opportunities, and threats in scaling agile methods for organizations. A limitation of this article is the focus primary focus on the software development industry. The article does not fully allow to generalization of the SWOT insights for applications of scaled agile methods in industries.		Sinha, Shameem & Kumar (2020) provide a critical literature review on agile software development and how to scale such agile initiatives in organizations. A total of 20 primary studies were selected in which 13 success factors and 11 limiting factors for scaling agile initiatives were identified. The insights are presented in the form of a SWOT analysis which is especially helpful to get a quick overview of strengths, weaknesses, opportunities, and threats in scaling agile methods for organizations. A limitation of this article is the focus primary focus on the software development industry. The article does not fully allow to generalization of the SWOT insights for applications of scaled agile methods in industries.




	== References ==		== References ==

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	Firstly, implementing SAFe requires a relatively '''high effort of initial training and continued coaching''' within the organization which results in a '''high financial investment''' <ref name="Literature Review">Dikert, K., Paasivaara, M., & Lassenius, C. (2016). ''Challenges and success factors for large-scale agile transformations: A systematic literature review.'' Journal of Systems and Software, 119, 87–108. https://doi.org/10.1016/j.jss.2016.06.013/</ref>.		Firstly, implementing SAFe requires a relatively '''high effort of initial training and continued coaching''' within the organization which results in a '''high financial investment''' <ref name="Literature Review">Dikert, K., Paasivaara, M., & Lassenius, C. (2016). ''Challenges and success factors for large-scale agile transformations: A systematic literature review.'' Journal of Systems and Software, 119, 87–108. https://doi.org/10.1016/j.jss.2016.06.013/</ref>.

	Secondly, the Scaled Agile framework is limited in terms of '''requiring a high level of oversight and leadership''' to enable a smooth operation of SAFe <ref name="Large-Scale Agile">Kadenic, M. D., & Tambo, T. (2021). ''Reinstitutionalization of Project Management Offices by Large-Scale Agile Frameworks''. Journal of Modern Project Management, 9(1), 86–101.</ref>. In a critical literature review of scaled agile processes, Kadenic & Tambo (2021) find issues such as '''high implementation complexity, re-made bureaucracy, a lack of team-centricity, and (top) management ~~in-sights~~''' could influence the quality of the project work. Additionally, these factors are often accompanied by '''skepticism towards agile development''' and a '''lack of management commitment''' which may create roadblocks towards the SAFe framework within a corporation. This is supported by Sinha, Shameem & Kumar (2020) who also emphasize the increased administration effort required in running SAFe <ref name="SWOT">Sinha, R., Shameem, M., & Kumar, C. (2020). ''SWOT: Strength, weaknesses, opportunities, and threats for scaling agile methods in global software development.'' Acm International Conference Proceeding Series, 3385037. https://doi.org/10.1145/3385032.3385037</ref>.		Secondly, the Scaled Agile framework is limited in terms of '''requiring a high level of oversight and leadership''' to enable a smooth operation of SAFe <ref name="Large-Scale Agile">Kadenic, M. D., & Tambo, T. (2021). ''Reinstitutionalization of Project Management Offices by Large-Scale Agile Frameworks''. Journal of Modern Project Management, 9(1), 86–101.</ref>. In a critical literature review of scaled agile processes, Kadenic & Tambo (2021) find issues such as '''high implementation complexity, re-made bureaucracy, a lack of team-centricity, and (top) management insights''' could influence the quality of the project work. Additionally, these factors are often accompanied by '''skepticism towards agile development''' and a '''lack of management commitment''' which may create roadblocks towards the SAFe framework within a corporation. This is supported by Sinha, Shameem & Kumar (2020) who also emphasize the increased administration effort required in running SAFe <ref name="SWOT">Sinha, R., Shameem, M., & Kumar, C. (2020). ''SWOT: Strength, weaknesses, opportunities, and threats for scaling agile methods in global software development.'' Acm International Conference Proceeding Series, 3385037. https://doi.org/10.1145/3385032.3385037</ref>.

	== Bibliography ==		== Bibliography ==
	''SAFe Implementation Roadmap, Scaled Agile, Inc., February 2021, https://www.scaledagileframework.com/implementation-roadmap/''		''SAFe Implementation Roadmap, Scaled Agile, Inc., February 2021, https://www.scaledagileframework.com/implementation-roadmap/''

	The SAFe ~~Implementation Roadmap provides~~ a comprehensive guideline for necessary steps ~~to implement~~ SAFe ~~at an organization~~.		The SAFe implementation roadmap is an article created by Scaled Agile, Inc and consists of a set of 12 articles providing a comprehensive guideline for the 12-step implementation plan for SAFe. Additionally, this article is accompanied by a graphic that summarizes the necessary steps for SAFe implementation and helps a quick reader in the form of a map.


			''Sinha, R., Shameem, M., & Kumar, C. (2020). SWOT: Strength, weaknesses, opportunities, and threats for scaling agile methods in global software development. Acm International Conference Proceeding Series, 3385037. https://doi.org/10.1145/3385032.3385037''

	''Sinha, R., Shameem, M., & Kumar, C. (2020). SWOT: Strength, weaknesses, opportunities, and threats for scaling agile methods in global software development. Acm International Conference Proceeding Series, 3385037. https://doi.org/10.1145/3385032.3385037
	''
	Sinha, Shameem & Kumar (2020) provide a critical literature review on agile software development and how to scale such agile initiatives in organizations. A total of 20 primary studies were selected in which 13 success factors and 11 limiting factors for scaling agile initiatives were identified. The insights are presented in the form of a SWOT analysis which is especially helpful to get a quick overview of strengths, weaknesses, opportunities, and threats in scaling agile methods for organizations. A limitation of this article is the focus primary focus on the software development industry. The article does not fully allow to generalization of the SWOT insights for applications of scaled agile methods in industries.		Sinha, Shameem & Kumar (2020) provide a critical literature review on agile software development and how to scale such agile initiatives in organizations. A total of 20 primary studies were selected in which 13 success factors and 11 limiting factors for scaling agile initiatives were identified. The insights are presented in the form of a SWOT analysis which is especially helpful to get a quick overview of strengths, weaknesses, opportunities, and threats in scaling agile methods for organizations. A limitation of this article is the focus primary focus on the software development industry. The article does not fully allow to generalization of the SWOT insights for applications of scaled agile methods in industries.

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	The SAFe Implementation Roadmap provides a comprehensive guideline for necessary steps to implement SAFe at an organization.		The SAFe Implementation Roadmap provides a comprehensive guideline for necessary steps to implement SAFe at an organization.

			''Sinha, R., Shameem, M., & Kumar, C. (2020). SWOT: Strength, weaknesses, opportunities, and threats for scaling agile methods in global software development. Acm International Conference Proceeding Series, 3385037. https://doi.org/10.1145/3385032.3385037
			''
			Sinha, Shameem & Kumar (2020) provide a critical literature review on agile software development and how to scale such agile initiatives in organizations. A total of 20 primary studies were selected in which 13 success factors and 11 limiting factors for scaling agile initiatives were identified. The insights are presented in the form of a SWOT analysis which is especially helpful to get a quick overview of strengths, weaknesses, opportunities, and threats in scaling agile methods for organizations. A limitation of this article is the focus primary focus on the software development industry. The article does not fully allow to generalization of the SWOT insights for applications of scaled agile methods in industries.


	== References ==		== References ==

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Limitations

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	== Limitations ==		== Limitations ==
	Limitations and challenges for successful SAFe application at an organization can be classified into two categories. Firstly, implementing SAFe requires a relatively high effort of initial training and continued coaching within the organization which results in a high financial investment <ref name="Literature Review">Dikert, K., Paasivaara, M., & Lassenius, C. (2016). ''Challenges and success factors for large-scale agile transformations: ~~A systematic literature review.'' Journal of Systems and Software, 119, 87–108. https://doi.org/10.1016/j.jss.2016.06.013/</ref>.~~		Limitations and challenges for successful SAFe application at an organization can be classified into two categories:

	~~This is supported by Sinha~~, ~~Shameem & Kumar (2020) who also emphasize~~ the ~~increased administration effort required~~ in ~~running SAFe~~ <ref name="~~SWOT~~">~~Sinha~~, R., ~~Shameem~~, M., & ~~Kumar~~, C. (~~2020~~). ''~~SWOT: Strength, weaknesses, opportunities,~~ and ~~threats~~ for ~~scaling~~ agile ~~methods in global software development~~.'' ~~Acm International Conference Proceeding Series~~, ~~3385037~~. https://doi.org/10.~~1145~~/~~3385032~~.~~3385037~~</ref>.		Firstly, implementing SAFe requires a relatively '''high effort of initial training and continued coaching''' within the organization which results in a '''high financial investment''' <ref name="Literature Review">Dikert, K., Paasivaara, M., & Lassenius, C. (2016). ''Challenges and success factors for large-scale agile transformations: A systematic literature review.'' Journal of Systems and Software, 119, 87–108. https://doi.org/10.1016/j.jss.2016.06.013/</ref>.

			Secondly, the Scaled Agile framework is limited in terms of '''requiring a high level of oversight and leadership''' to enable a smooth operation of SAFe <ref name="Large-Scale Agile">Kadenic, M. D., & Tambo, T. (2021). ''Reinstitutionalization of Project Management Offices by Large-Scale Agile Frameworks''. Journal of Modern Project Management, 9(1), 86–101.</ref>. In a critical literature review of scaled agile processes, Kadenic & Tambo (2021) find issues such as '''high implementation complexity, re-made bureaucracy, a lack of team-centricity, and (top) management in-sights''' could influence the quality of the project work. Additionally, these factors are often accompanied by '''skepticism towards agile development''' and a '''lack of management commitment''' which may create roadblocks towards the SAFe framework within a corporation. This is supported by Sinha, Shameem & Kumar (2020) who also emphasize the increased administration effort required in running SAFe <ref name="SWOT">Sinha, R., Shameem, M., & Kumar, C. (2020). ''SWOT: Strength, weaknesses, opportunities, and threats for scaling agile methods in global software development.'' Acm International Conference Proceeding Series, 3385037. https://doi.org/10.1145/3385032.3385037</ref>.
	~~This is accompanied by the second limitation of~~ the Scaled Agile framework ~~which refers to~~ a high level of oversight and leadership ~~required~~ to enable a smooth operation of SAFe. In a critical literature review of scaled agile processes, Kadenic & Tambo (2021) find issues such as high implementation complexity, re-made bureaucracy, a lack of team-centricity, and (top) management in-sights could influence the quality of the project work. Additionally, these factors are often accompanied by skepticism towards agile development and a lack of management commitment which may create roadblocks towards the SAFe framework within a corporation.

	== Bibliography ==		== Bibliography ==

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	== Limitations ==		== Limitations ==
	Limitations and challenges for successful SAFe application at an organization can be classified into two categories. Firstly, implementing SAFe requires a relatively high effort of initial training and continued coaching within the organization which results in a high financial investment <ref name="Literature Review">Dikert, K., Paasivaara, M., & Lassenius, C. (2016). ''Challenges and success factors for large-scale agile transformations: A systematic literature review.'' Journal of Systems and Software, 119, 87–108. https://doi.org/10.1016/j.jss.2016.06.013/</ref>.		Limitations and challenges for successful SAFe application at an organization can be classified into two categories. Firstly, implementing SAFe requires a relatively high effort of initial training and continued coaching within the organization which results in a high financial investment <ref name="Literature Review">Dikert, K., Paasivaara, M., & Lassenius, C. (2016). ''Challenges and success factors for large-scale agile transformations: A systematic literature review.'' Journal of Systems and Software, 119, 87–108. https://doi.org/10.1016/j.jss.2016.06.013/</ref>.

	~~Dikert~~, K., ~~Paasivaara~~, M., & ~~Lassenius~~, C. (~~2016~~). ~~Challenges~~ and ~~success factors~~ for ~~large-scale~~ agile ~~transformations: A systematic literature review~~. ~~Journal of Systems and Software~~, ~~119, 87–108~~. https://doi.org/10.~~1016~~/j.~~jss.2016.06~~.~~013~~		This is supported by Sinha, Shameem & Kumar (2020) who also emphasize the increased administration effort required in running SAFe <ref name="SWOT">Sinha, R., Shameem, M., & Kumar, C. (2020). ''SWOT: Strength, weaknesses, opportunities, and threats for scaling agile methods in global software development.'' Acm International Conference Proceeding Series, 3385037. https://doi.org/10.1145/3385032.3385037</ref>.


	~~This is supported by Sinha, Shameem & Kumar (2020) who also emphasize the increased administration effort required in running SAFe.~~

	This is accompanied by the second limitation of the Scaled Agile framework which refers to a high level of oversight and leadership required to enable a smooth operation of SAFe. In a critical literature review of scaled agile processes, Kadenic & Tambo (2021) find issues such as high implementation complexity, re-made bureaucracy, a lack of team-centricity, and (top) management in-sights could influence the quality of the project work. Additionally, these factors are often accompanied by skepticism towards agile development and a lack of management commitment which may create roadblocks towards the SAFe framework within a corporation.		This is accompanied by the second limitation of the Scaled Agile framework which refers to a high level of oversight and leadership required to enable a smooth operation of SAFe. In a critical literature review of scaled agile processes, Kadenic & Tambo (2021) find issues such as high implementation complexity, re-made bureaucracy, a lack of team-centricity, and (top) management in-sights could influence the quality of the project work. Additionally, these factors are often accompanied by skepticism towards agile development and a lack of management commitment which may create roadblocks towards the SAFe framework within a corporation.