Scaled Agile Framework Mastery for Enterprise Transformation
You're not just managing change. You're leading it - under pressure, with high stakes, and an impatient board watching every move. The promise of agility is real. But too often, transformation stalls at the enterprise level because frameworks are applied tactically, not strategically. Initiatives get lost in translation between teams and executives. Funding dries up. Momentum fades. And you're left defending outcomes instead of delivering them. Sound familiar? You need more than theory. You need a structured path from confusion to clarity, from resistance to adoption, from pilot to enterprise-scale impact. Scaled Agile Framework Mastery for Enterprise Transformation is your end-to-end blueprint for turning SAFe from a buzzword into board-level results. This is not about certification trivia or surface-level concepts. It’s about practical, role-specific mastery that empowers you to design, launch, and sustain agile at scale - with measurable business outcomes. One senior transformation lead at a global financial institution used this course to shift her organisation from fragmented Agile teams to a fully aligned SAFe 6.0 portfolio in under ten weeks. Her program delivered a 38% reduction in time-to-market and secured an additional $12M in executive buy-in for roadmap expansion. That’s the kind of momentum this course creates. This is your bridge from uncertain and stuck, to funded, recognised, and future-proof. No fluff. No filler. Just a step-by-step system trusted by enterprise leaders, architects, and change agents worldwide. Here’s how this course is structured to help you get there.Course Format & Delivery Details Self-Paced. Immediate Access. Zero Scheduling Conflicts.
This course is designed for professionals operating in real-time enterprise environments. You don’t have time for rigid schedules or long-winded sessions. That’s why Scaled Agile Framework Mastery for Enterprise Transformation is fully self-paced, with on-demand access from any device, anywhere in the world. You control your learning journey. Whether you're carving out 20 minutes during lunch or diving deep after hours, your progress is tracked, preserved, and always accessible. Most learners complete the core framework in 21–28 days, with the first tangible strategy outputs - including a portfolio readiness assessment and stakeholder alignment plan - ready in under 7 days. Lifetime Access. Always Updated. Always Relevant.
Agile evolves. SAFe evolves. Your learning should too. That’s why you receive lifetime access to all course materials, including future updates at no additional cost. As new SAFe configurations, roles, and practices emerge, your access automatically includes them - ensuring your expertise remains sharp, current, and board-ready. Mobile-Friendly. Globally Secure. 24/7 Availability.
Access your course anytime, from any device - desktop, tablet, or smartphone. The interface adapts seamlessly to your screen, with offline-capable content modules and secure encrypted access to protect your data and progress, no matter your location. Direct Instructor Support & Role-Based Guidance
Every module includes structured support pathways. Learners are invited to submit questions through a secure portal, with responses from our enterprise agility experts within 48 business hours. Support is not generic. It’s tailored to your role - whether you’re a Release Train Engineer, Portfolio Manager, or C-Suite sponsor. Guidance is reinforced with templates, implementation checklists, and annotated real-world examples - all vetted by SAFe Program Consultants with over 15 years of transformation leadership in Fortune 500 environments. You Earn a Verified Certificate of Completion
Upon successful completion, you will receive a Certificate of Completion issued by The Art of Service - a globally recognised leader in enterprise competence development. This certificate is verifiable, shareable, and designed to validate your practical mastery of SAFe at enterprise scale. It is accepted as professional development evidence by PMI, Scrum Alliance, and leading HR frameworks. No Hidden Fees. Transparent Pricing. Trusted Payment Options.
The price you see is the price you pay. There are no recurring charges, upgrade traps, or surprise costs. The course fee includes full curriculum access, support, templates, progress tracking, and your certificate - all included upfront. We accept major payment methods including Visa, Mastercard, and PayPal - processed securely with PCI-compliant infrastructure. 100% Risk-Free. 30-Day Satisfied or Refunded Guarantee.
Try the course with complete confidence. If you’re not satisfied with the depth, clarity, or practical value within the first 30 days of access, simply contact support for a full refund - no questions asked, no hassle. This guarantee eliminates risk. You either walk away with a full refund, or you walk away with mastery. There is no downside. Real Support for Real People - Even If You’re Behind the Curve
Worried this might not work for you? Perhaps you're new to SAFe. Maybe your organization is still waterfall-dominant. Or you're unsure if your role has enough influence to drive change. This course works even if: - You’re transitioning from project to product thinking and need to reframe your leadership approach
- You're the only agile advocate in a sceptical C-suite
- You’ve read the SAFe framework but struggle to operationalise it across finance, compliance, and delivery domains
- You’re not a technical product owner but need to govern investment funding in agile portfolios
A Director of Engineering at a healthcare tech firm told us, “I had failed two agile rollouts before this. This course gave me the structure to align HR, finance, and legal under a single operating model. My third attempt wasn’t just successful - it became the benchmark for the region.” After enrollment, you’ll receive a confirmation email. Your access details and login instructions will be sent separately once your course materials are fully provisioned - ensuring you begin with a clean, optimised learning environment. Your journey to transformation mastery starts with clarity, not complexity. And the risk is entirely on us - not you.
Module 1: Foundations of Enterprise Agile Transformation - Understanding the crisis in traditional enterprise delivery
- The evolution from Agile teams to enterprise agility
- Why SAFe has become the dominant enterprise framework
- Key limitations of single-team Scrum at scale
- The cost of transformation failure - case studies from global enterprises
- Defining enterprise agility as a business outcome, not a process
- Aligning transformation goals with organisational strategy
- The role of Lean-Agile leadership in driving change
- Psychological safety and change resistance in hierarchical organisations
- Stakeholder mapping for executive sponsorship
Module 2: SAFe Principles and Core Concepts - Principle 1: Take an economic view of delivery investments
- Principle 2: Apply systems thinking to solution development
- Principle 3: Assume variability and preserve options
- Principle 4: Build incrementally with fast, integrated learning cycles
- Principle 5: Base milestones on objective evaluation of working systems
- Principle 6: Visualise and limit work in progress
- Principle 7: Apply cross-functional teams
- Principle 8: Decentralise decision-making
- Principle 9: Organise around value streams and solutions
- Principle 10: Unlock the intrinsic motivation of knowledge workers
- Principle 11: Make value flow without interruptions
- Principle 12: Coordinate using the cadence of development
- Principle 13: Use synchronisation to deliver integrated value
- Understanding the difference between SAFe and traditional programme management
- SAFe’s scientific foundation: complexity theory and lean product development
Module 3: SAFe Configurations and Organisational Fit - Overview of Essential, Large Solution, Portfolio, and Full SAFe
- Selecting the right configuration for your enterprise size and complexity
- Assessing solution size and lifecycle duration to determine configuration
- When to use Large Solution SAFe with multiple solution trains
- Portfolio SAFe for strategic investment and governance
- Essential SAFe for mid-sized enterprises starting their journey
- Full SAFe for complex, multi-solution, multi-geography deployments
- Mapping your current state to recommended SAFe configuration
- Integration with legacy ERP and financial systems
- Customising SAFe without breaking core principles
Module 4: Implementing the Lean-Agile Mindset - The psychology of mindset change in enterprise environments
- Training leaders to model Lean-Agile behaviors
- Common cognitive biases that block agility (e.g. planning fallacy, sunk cost)
- Reframing performance metrics around flow, not utilization
- Creating a culture of continuous learning and experimentation
- Building trust between finance, delivery, and operations
- From command-and-control to servant leadership
- Workshops for mindset alignment across silos
- Managing union and regulatory constraints in agile transformation
- Measuring mindset adoption through behavioural indicators
Module 5: Value Streams and Solution Definition - Identifying value streams that deliver customer and business value
- Differentiating operational from development value streams
- Mapping current-state value streams with stakeholder input
- Designing future-state value streams aligned to strategy
- Calculating lead time, cycle time, and throughput per value stream
- Defining solution boundaries and lifecycle stages
- Handling long-lived solutions with embedded software and hardware
- Managing solutions with multiple lifecycles and regulatory requirements
- Integrating portfolio value streams with development value streams
- Using value stream mapping to identify bottlenecks and waste
Module 6: Organising Agile Release Trains (ARTs) - Defining the Agile Release Train as a long-lived program team
- Team sizing: ideal ART composition (50–125 people)
- Structuring cross-functional teams within the ART
- Aligning teams to features, capabilities, and non-functional requirements
- Establishing train-level PI planning readiness
- Choosing between fixed and flexible ART cadences
- Managing ARTs across time zones and geographies
- Integrating distributed teams with effective communication protocols
- Dealing with shared resource constraints across multiple ARTs
- Transitioning from project teams to product teams within ARTs
Module 7: Roles and Responsibilities in SAFe - SAFe role taxonomy: from team to portfolio
- Product Manager: market alignment and backlog prioritisation
- Product Owner: team-level backlog refinement and acceptance
- Scrum Master: team facilitation and impediment removal
- Release Train Engineer: ART-level coordination and facilitation
- System Architect: technical vision and solution integration
- Business Owner: business value representation and prioritisation
- Solution Train Engineer: large solution coordination
- Enterprise Architect: portfolio-level standards and alignment
- Lean Portfolio Manager: funding and strategy execution
- Change Agent: driving transformation adoption
- Executive Sponsor: vision, support, and obstacle removal
- Role clarity workshops to eliminate overlap and gaps
- Compensation and performance management aligned to agile roles
Module 8: Launching the Agile Release Train - Pre-launch checklist: readiness assessment and gap analysis
- Stakeholder engagement and communication planning
- Team formation and coach assignment
- Defining the ART mission, vision, and operating agreement
- Establishing PI cadence and start dates
- Creating the initial program backlog with epics and features
- Conducting the ART launch event with executive presence
- Setting up collaboration tools and physical/virtual workspaces
- Integrating DevOps and CI/CD pipelines from day one
- Measuring launch success with defined KPIs
Module 9: Programme Increment (PI) Planning - Architecture and logistics of PI Planning events
- Roles and responsibilities during the event
- Day 1 agenda: context, vision, market and product updates
- Team breakout sessions for backlog refinement
- Feature estimation using normalized story points
- Identifying risks, dependencies, and impediments
- Day 2 agenda: draft plans, problem solving, and final plans
- Management review and confidence vote
- Outputs: final plan, PI Objectives, dependency board
- Remote PI Planning: best practices for virtual events
- Running PI Planning in hybrid and regulated environments
- Training SAFe Scrum Masters to facilitate team breakouts
- Using PI Planning to expose organisational bottlenecks
- Legal and IP considerations during collaborative events
Module 10: Executing the PI and Continuous Delivery - Daily stand-ups at team and Scrum of Scrums level
- Managing cross-team dependencies with integration points
- Kanban for managing flow across teams
- Backlog refinement cadences at feature and capability level
- Feature and capability acceptance criteria definition
- Continuous integration and automated testing practices
- Deploying to production multiple times per iteration
- Managing compliance and audit requirements in CI/CD
- Using DevOps to reduce deployment risk and lead time
- Rollback strategies and canary releases at enterprise scale
- Monitoring system health and performance in production
- Feedback loops from operations to development teams
Module 11: Measurement and Metrics in SAFe - The SAFe House of Lean and its application to measurement
- Differentiating leading from lagging indicators
- Flow metrics: cycle time, throughput, work in process
- Quality metrics: defect escape rate, test coverage, mean time to restore
- Lean budget consumption vs. earned value management
- Measuring business value delivery per PI
- Using sentiment analysis in team health checks
- Portfolio-level metrics: ROI, TTV, strategic alignment
- Visualising data with management dashboards
- Avoiding metric gaming and misinterpretation
- Reporting progress to executives without technical jargon
- Aligning SAFe metrics with existing enterprise reporting
Module 12: Lean Portfolio Management - Aligning strategy to execution through Lean Portfolio Management
- The Portfolio Backlog: epic identification and refinement
- Epic hypothesis statements and validation planning
- Lean business cases: cost, benefit, and risk assessment
- Funding value streams instead of projects
- Continuous funding vs. annual budget cycles
- Portfolio Kanban system with defined states and WIP limits
- Managing epics through the funnel: from ideation to implementation
- Governance gates and compliance checkpoints
- Measuring portfolio performance and strategic alignment
- Integrating enterprise architecture with portfolio decisions
- Managing regulatory and security epics at scale
Module 13: Solution Train and Large Solution Management - When to implement a Solution Train
- Solution Train Engineer role and responsibilities
- Defining solution context and mission
- Managing multiple ARTs within a single solution
- Integration points and synchronisation protocols
- System demos and solution demos coordination
- Handling end-to-end value flow across interconnected systems
- Non-functional requirements at solution level
- Solution architecture and emergent design
- Integration testing and environment management
- Release planning for complex solutions with external dependencies
- Managing intellectual property and third-party integrations
Module 14: Continuous Learning and Community Development - Establishing the Community of Practice model
- Role-specific guilds: Scrum Masters, Product Owners, Architects
- Peer learning and coaching circles
- Knowledge sharing templates and playbooks
- Capturing and disseminating lessons learned
- Running internal workshops and brown bag sessions
- Curating a living library of agile practices
- Onboarding new members using peer mentoring
- Recognition and reward systems for contribution
- Linking community growth to career progression
Module 15: DevOps and Release on Demand - The CALMR approach to DevOps: Culture, Automation, Lean, Measurement, Recovery
- Building a DevOps transformation roadmap
- Toolchain integration: planning, development, testing, deployment, monitoring
- Automating the continuous delivery pipeline
- Environment provisioning and configuration management
- Infrastructure as code and cloud-native deployment
- Security and compliance embedded in the pipeline
- Feature toggles and progressive delivery
- Monitoring, logging, and incident response at scale
- Release strategy: canary, blue-green, dark launching
- Customer feedback integration in the delivery loop
- Measuring deployment frequency, lead time, and change failure rate
Module 16: Synchronisation and ART Coordination - Scrum of Scrums: purpose, frequency, and facilitation
- System Team role in integration and environment support
- Managing dependencies with the dependency board
- Resolving impediments at the ART level
- Using cadence and synchronisation for flow
- Handling asynchronous teams in different time zones
- Integration testing windows and hardening iterations
- Shared services and component teams coordination
- Managing cross-ART dependencies
- Using PI boundaries to coordinate delivery waves
Module 17: Coaching the Enterprise Transformation - The change agent’s toolkit: workshops, assessments, roadmaps
- Reading organisational culture and politics
- Building coalitions of champions across departments
- Running effective SAFe implementation workshops
- Coaching executives on Lean-Agile leadership
- Addressing common transformation pitfalls and anti-patterns
- Using data to tell compelling transformation stories
- Managing outsourced vendors in an agile environment
- Scaling coaching across multiple locations
- Mentoring internal coaches and change advocates
Module 18: Advanced SAFe Patterns and Anti-Patterns - Common SAFe implementation failures and how to avoid them
- “Fake agile”: superficial adoption without real change
- Over-customisation and deviation from core principles
- ART bloat: too many teams, poor coordination
- PI Planning fatigue: lack of meaningful outcomes
- Cargo cult SAFe: copying ceremonies without understanding
- SAFe as a project management overlay instead of a mindset
- Ignoring HR, finance, and legal in transformation
- Poor integration with existing governance frameworks
- Underestimating cultural and behavioural change
Module 19: Finance, Procurement, and Legal in SAFe - Transforming finance from project accounting to value stream funding
- Lean budgeting and consumption tracking
- Procurement models for agile: outcome-based vs. time and materials
- Contract structures that support iterative delivery
- Managing vendor performance in agile partnerships
- Legal considerations: IP ownership, compliance, audits
- Integrating agile into financial year-end reporting
- Aligning SAFe with GAAP and SOX requirements
- Handling audits in a continuous delivery environment
- Creating legal playbooks for agile procurement
Module 20: Sustaining and Evolving the SAFe Ecosystem - Running PI Planning Retrospectives at the enterprise level
- Measuring ART and portfolio health over time
- Conducting regular Value Stream and ART assessments
- Refresh planning for new capabilities and teams
- Onboarding new ARTs using existing patterns
- Expanding to new business units and geographies
- Managing SAFe at scale across multiple subsidiaries
- Using feedback from customers and operations to refine strategy
- Integrating new technologies into the SAFe operating model
- Ensuring long-term sustainability through leadership continuity
Module 21: Certification Preparation and Career Advancement - Mapping course content to SAFe certification exams (e.g. SPC, POPM, RTE)
- High-yield topics for SAFe Program Consultant (SPC) exam
- Common exam pitfalls and how to avoid them
- Using your Certificate of Completion as a credentialing asset
- Adding SAFe transformation experience to your resume
- Positioning yourself for roles: Release Train Engineer, Lean PM, SPC
- Leveraging The Art of Service certification in job interviews
- Building a personal brand as an enterprise agility leader
- Networking with other SAFe professionals globally
- Continuing education pathways beyond this course
- Understanding the crisis in traditional enterprise delivery
- The evolution from Agile teams to enterprise agility
- Why SAFe has become the dominant enterprise framework
- Key limitations of single-team Scrum at scale
- The cost of transformation failure - case studies from global enterprises
- Defining enterprise agility as a business outcome, not a process
- Aligning transformation goals with organisational strategy
- The role of Lean-Agile leadership in driving change
- Psychological safety and change resistance in hierarchical organisations
- Stakeholder mapping for executive sponsorship
Module 2: SAFe Principles and Core Concepts - Principle 1: Take an economic view of delivery investments
- Principle 2: Apply systems thinking to solution development
- Principle 3: Assume variability and preserve options
- Principle 4: Build incrementally with fast, integrated learning cycles
- Principle 5: Base milestones on objective evaluation of working systems
- Principle 6: Visualise and limit work in progress
- Principle 7: Apply cross-functional teams
- Principle 8: Decentralise decision-making
- Principle 9: Organise around value streams and solutions
- Principle 10: Unlock the intrinsic motivation of knowledge workers
- Principle 11: Make value flow without interruptions
- Principle 12: Coordinate using the cadence of development
- Principle 13: Use synchronisation to deliver integrated value
- Understanding the difference between SAFe and traditional programme management
- SAFe’s scientific foundation: complexity theory and lean product development
Module 3: SAFe Configurations and Organisational Fit - Overview of Essential, Large Solution, Portfolio, and Full SAFe
- Selecting the right configuration for your enterprise size and complexity
- Assessing solution size and lifecycle duration to determine configuration
- When to use Large Solution SAFe with multiple solution trains
- Portfolio SAFe for strategic investment and governance
- Essential SAFe for mid-sized enterprises starting their journey
- Full SAFe for complex, multi-solution, multi-geography deployments
- Mapping your current state to recommended SAFe configuration
- Integration with legacy ERP and financial systems
- Customising SAFe without breaking core principles
Module 4: Implementing the Lean-Agile Mindset - The psychology of mindset change in enterprise environments
- Training leaders to model Lean-Agile behaviors
- Common cognitive biases that block agility (e.g. planning fallacy, sunk cost)
- Reframing performance metrics around flow, not utilization
- Creating a culture of continuous learning and experimentation
- Building trust between finance, delivery, and operations
- From command-and-control to servant leadership
- Workshops for mindset alignment across silos
- Managing union and regulatory constraints in agile transformation
- Measuring mindset adoption through behavioural indicators
Module 5: Value Streams and Solution Definition - Identifying value streams that deliver customer and business value
- Differentiating operational from development value streams
- Mapping current-state value streams with stakeholder input
- Designing future-state value streams aligned to strategy
- Calculating lead time, cycle time, and throughput per value stream
- Defining solution boundaries and lifecycle stages
- Handling long-lived solutions with embedded software and hardware
- Managing solutions with multiple lifecycles and regulatory requirements
- Integrating portfolio value streams with development value streams
- Using value stream mapping to identify bottlenecks and waste
Module 6: Organising Agile Release Trains (ARTs) - Defining the Agile Release Train as a long-lived program team
- Team sizing: ideal ART composition (50–125 people)
- Structuring cross-functional teams within the ART
- Aligning teams to features, capabilities, and non-functional requirements
- Establishing train-level PI planning readiness
- Choosing between fixed and flexible ART cadences
- Managing ARTs across time zones and geographies
- Integrating distributed teams with effective communication protocols
- Dealing with shared resource constraints across multiple ARTs
- Transitioning from project teams to product teams within ARTs
Module 7: Roles and Responsibilities in SAFe - SAFe role taxonomy: from team to portfolio
- Product Manager: market alignment and backlog prioritisation
- Product Owner: team-level backlog refinement and acceptance
- Scrum Master: team facilitation and impediment removal
- Release Train Engineer: ART-level coordination and facilitation
- System Architect: technical vision and solution integration
- Business Owner: business value representation and prioritisation
- Solution Train Engineer: large solution coordination
- Enterprise Architect: portfolio-level standards and alignment
- Lean Portfolio Manager: funding and strategy execution
- Change Agent: driving transformation adoption
- Executive Sponsor: vision, support, and obstacle removal
- Role clarity workshops to eliminate overlap and gaps
- Compensation and performance management aligned to agile roles
Module 8: Launching the Agile Release Train - Pre-launch checklist: readiness assessment and gap analysis
- Stakeholder engagement and communication planning
- Team formation and coach assignment
- Defining the ART mission, vision, and operating agreement
- Establishing PI cadence and start dates
- Creating the initial program backlog with epics and features
- Conducting the ART launch event with executive presence
- Setting up collaboration tools and physical/virtual workspaces
- Integrating DevOps and CI/CD pipelines from day one
- Measuring launch success with defined KPIs
Module 9: Programme Increment (PI) Planning - Architecture and logistics of PI Planning events
- Roles and responsibilities during the event
- Day 1 agenda: context, vision, market and product updates
- Team breakout sessions for backlog refinement
- Feature estimation using normalized story points
- Identifying risks, dependencies, and impediments
- Day 2 agenda: draft plans, problem solving, and final plans
- Management review and confidence vote
- Outputs: final plan, PI Objectives, dependency board
- Remote PI Planning: best practices for virtual events
- Running PI Planning in hybrid and regulated environments
- Training SAFe Scrum Masters to facilitate team breakouts
- Using PI Planning to expose organisational bottlenecks
- Legal and IP considerations during collaborative events
Module 10: Executing the PI and Continuous Delivery - Daily stand-ups at team and Scrum of Scrums level
- Managing cross-team dependencies with integration points
- Kanban for managing flow across teams
- Backlog refinement cadences at feature and capability level
- Feature and capability acceptance criteria definition
- Continuous integration and automated testing practices
- Deploying to production multiple times per iteration
- Managing compliance and audit requirements in CI/CD
- Using DevOps to reduce deployment risk and lead time
- Rollback strategies and canary releases at enterprise scale
- Monitoring system health and performance in production
- Feedback loops from operations to development teams
Module 11: Measurement and Metrics in SAFe - The SAFe House of Lean and its application to measurement
- Differentiating leading from lagging indicators
- Flow metrics: cycle time, throughput, work in process
- Quality metrics: defect escape rate, test coverage, mean time to restore
- Lean budget consumption vs. earned value management
- Measuring business value delivery per PI
- Using sentiment analysis in team health checks
- Portfolio-level metrics: ROI, TTV, strategic alignment
- Visualising data with management dashboards
- Avoiding metric gaming and misinterpretation
- Reporting progress to executives without technical jargon
- Aligning SAFe metrics with existing enterprise reporting
Module 12: Lean Portfolio Management - Aligning strategy to execution through Lean Portfolio Management
- The Portfolio Backlog: epic identification and refinement
- Epic hypothesis statements and validation planning
- Lean business cases: cost, benefit, and risk assessment
- Funding value streams instead of projects
- Continuous funding vs. annual budget cycles
- Portfolio Kanban system with defined states and WIP limits
- Managing epics through the funnel: from ideation to implementation
- Governance gates and compliance checkpoints
- Measuring portfolio performance and strategic alignment
- Integrating enterprise architecture with portfolio decisions
- Managing regulatory and security epics at scale
Module 13: Solution Train and Large Solution Management - When to implement a Solution Train
- Solution Train Engineer role and responsibilities
- Defining solution context and mission
- Managing multiple ARTs within a single solution
- Integration points and synchronisation protocols
- System demos and solution demos coordination
- Handling end-to-end value flow across interconnected systems
- Non-functional requirements at solution level
- Solution architecture and emergent design
- Integration testing and environment management
- Release planning for complex solutions with external dependencies
- Managing intellectual property and third-party integrations
Module 14: Continuous Learning and Community Development - Establishing the Community of Practice model
- Role-specific guilds: Scrum Masters, Product Owners, Architects
- Peer learning and coaching circles
- Knowledge sharing templates and playbooks
- Capturing and disseminating lessons learned
- Running internal workshops and brown bag sessions
- Curating a living library of agile practices
- Onboarding new members using peer mentoring
- Recognition and reward systems for contribution
- Linking community growth to career progression
Module 15: DevOps and Release on Demand - The CALMR approach to DevOps: Culture, Automation, Lean, Measurement, Recovery
- Building a DevOps transformation roadmap
- Toolchain integration: planning, development, testing, deployment, monitoring
- Automating the continuous delivery pipeline
- Environment provisioning and configuration management
- Infrastructure as code and cloud-native deployment
- Security and compliance embedded in the pipeline
- Feature toggles and progressive delivery
- Monitoring, logging, and incident response at scale
- Release strategy: canary, blue-green, dark launching
- Customer feedback integration in the delivery loop
- Measuring deployment frequency, lead time, and change failure rate
Module 16: Synchronisation and ART Coordination - Scrum of Scrums: purpose, frequency, and facilitation
- System Team role in integration and environment support
- Managing dependencies with the dependency board
- Resolving impediments at the ART level
- Using cadence and synchronisation for flow
- Handling asynchronous teams in different time zones
- Integration testing windows and hardening iterations
- Shared services and component teams coordination
- Managing cross-ART dependencies
- Using PI boundaries to coordinate delivery waves
Module 17: Coaching the Enterprise Transformation - The change agent’s toolkit: workshops, assessments, roadmaps
- Reading organisational culture and politics
- Building coalitions of champions across departments
- Running effective SAFe implementation workshops
- Coaching executives on Lean-Agile leadership
- Addressing common transformation pitfalls and anti-patterns
- Using data to tell compelling transformation stories
- Managing outsourced vendors in an agile environment
- Scaling coaching across multiple locations
- Mentoring internal coaches and change advocates
Module 18: Advanced SAFe Patterns and Anti-Patterns - Common SAFe implementation failures and how to avoid them
- “Fake agile”: superficial adoption without real change
- Over-customisation and deviation from core principles
- ART bloat: too many teams, poor coordination
- PI Planning fatigue: lack of meaningful outcomes
- Cargo cult SAFe: copying ceremonies without understanding
- SAFe as a project management overlay instead of a mindset
- Ignoring HR, finance, and legal in transformation
- Poor integration with existing governance frameworks
- Underestimating cultural and behavioural change
Module 19: Finance, Procurement, and Legal in SAFe - Transforming finance from project accounting to value stream funding
- Lean budgeting and consumption tracking
- Procurement models for agile: outcome-based vs. time and materials
- Contract structures that support iterative delivery
- Managing vendor performance in agile partnerships
- Legal considerations: IP ownership, compliance, audits
- Integrating agile into financial year-end reporting
- Aligning SAFe with GAAP and SOX requirements
- Handling audits in a continuous delivery environment
- Creating legal playbooks for agile procurement
Module 20: Sustaining and Evolving the SAFe Ecosystem - Running PI Planning Retrospectives at the enterprise level
- Measuring ART and portfolio health over time
- Conducting regular Value Stream and ART assessments
- Refresh planning for new capabilities and teams
- Onboarding new ARTs using existing patterns
- Expanding to new business units and geographies
- Managing SAFe at scale across multiple subsidiaries
- Using feedback from customers and operations to refine strategy
- Integrating new technologies into the SAFe operating model
- Ensuring long-term sustainability through leadership continuity
Module 21: Certification Preparation and Career Advancement - Mapping course content to SAFe certification exams (e.g. SPC, POPM, RTE)
- High-yield topics for SAFe Program Consultant (SPC) exam
- Common exam pitfalls and how to avoid them
- Using your Certificate of Completion as a credentialing asset
- Adding SAFe transformation experience to your resume
- Positioning yourself for roles: Release Train Engineer, Lean PM, SPC
- Leveraging The Art of Service certification in job interviews
- Building a personal brand as an enterprise agility leader
- Networking with other SAFe professionals globally
- Continuing education pathways beyond this course
- Overview of Essential, Large Solution, Portfolio, and Full SAFe
- Selecting the right configuration for your enterprise size and complexity
- Assessing solution size and lifecycle duration to determine configuration
- When to use Large Solution SAFe with multiple solution trains
- Portfolio SAFe for strategic investment and governance
- Essential SAFe for mid-sized enterprises starting their journey
- Full SAFe for complex, multi-solution, multi-geography deployments
- Mapping your current state to recommended SAFe configuration
- Integration with legacy ERP and financial systems
- Customising SAFe without breaking core principles
Module 4: Implementing the Lean-Agile Mindset - The psychology of mindset change in enterprise environments
- Training leaders to model Lean-Agile behaviors
- Common cognitive biases that block agility (e.g. planning fallacy, sunk cost)
- Reframing performance metrics around flow, not utilization
- Creating a culture of continuous learning and experimentation
- Building trust between finance, delivery, and operations
- From command-and-control to servant leadership
- Workshops for mindset alignment across silos
- Managing union and regulatory constraints in agile transformation
- Measuring mindset adoption through behavioural indicators
Module 5: Value Streams and Solution Definition - Identifying value streams that deliver customer and business value
- Differentiating operational from development value streams
- Mapping current-state value streams with stakeholder input
- Designing future-state value streams aligned to strategy
- Calculating lead time, cycle time, and throughput per value stream
- Defining solution boundaries and lifecycle stages
- Handling long-lived solutions with embedded software and hardware
- Managing solutions with multiple lifecycles and regulatory requirements
- Integrating portfolio value streams with development value streams
- Using value stream mapping to identify bottlenecks and waste
Module 6: Organising Agile Release Trains (ARTs) - Defining the Agile Release Train as a long-lived program team
- Team sizing: ideal ART composition (50–125 people)
- Structuring cross-functional teams within the ART
- Aligning teams to features, capabilities, and non-functional requirements
- Establishing train-level PI planning readiness
- Choosing between fixed and flexible ART cadences
- Managing ARTs across time zones and geographies
- Integrating distributed teams with effective communication protocols
- Dealing with shared resource constraints across multiple ARTs
- Transitioning from project teams to product teams within ARTs
Module 7: Roles and Responsibilities in SAFe - SAFe role taxonomy: from team to portfolio
- Product Manager: market alignment and backlog prioritisation
- Product Owner: team-level backlog refinement and acceptance
- Scrum Master: team facilitation and impediment removal
- Release Train Engineer: ART-level coordination and facilitation
- System Architect: technical vision and solution integration
- Business Owner: business value representation and prioritisation
- Solution Train Engineer: large solution coordination
- Enterprise Architect: portfolio-level standards and alignment
- Lean Portfolio Manager: funding and strategy execution
- Change Agent: driving transformation adoption
- Executive Sponsor: vision, support, and obstacle removal
- Role clarity workshops to eliminate overlap and gaps
- Compensation and performance management aligned to agile roles
Module 8: Launching the Agile Release Train - Pre-launch checklist: readiness assessment and gap analysis
- Stakeholder engagement and communication planning
- Team formation and coach assignment
- Defining the ART mission, vision, and operating agreement
- Establishing PI cadence and start dates
- Creating the initial program backlog with epics and features
- Conducting the ART launch event with executive presence
- Setting up collaboration tools and physical/virtual workspaces
- Integrating DevOps and CI/CD pipelines from day one
- Measuring launch success with defined KPIs
Module 9: Programme Increment (PI) Planning - Architecture and logistics of PI Planning events
- Roles and responsibilities during the event
- Day 1 agenda: context, vision, market and product updates
- Team breakout sessions for backlog refinement
- Feature estimation using normalized story points
- Identifying risks, dependencies, and impediments
- Day 2 agenda: draft plans, problem solving, and final plans
- Management review and confidence vote
- Outputs: final plan, PI Objectives, dependency board
- Remote PI Planning: best practices for virtual events
- Running PI Planning in hybrid and regulated environments
- Training SAFe Scrum Masters to facilitate team breakouts
- Using PI Planning to expose organisational bottlenecks
- Legal and IP considerations during collaborative events
Module 10: Executing the PI and Continuous Delivery - Daily stand-ups at team and Scrum of Scrums level
- Managing cross-team dependencies with integration points
- Kanban for managing flow across teams
- Backlog refinement cadences at feature and capability level
- Feature and capability acceptance criteria definition
- Continuous integration and automated testing practices
- Deploying to production multiple times per iteration
- Managing compliance and audit requirements in CI/CD
- Using DevOps to reduce deployment risk and lead time
- Rollback strategies and canary releases at enterprise scale
- Monitoring system health and performance in production
- Feedback loops from operations to development teams
Module 11: Measurement and Metrics in SAFe - The SAFe House of Lean and its application to measurement
- Differentiating leading from lagging indicators
- Flow metrics: cycle time, throughput, work in process
- Quality metrics: defect escape rate, test coverage, mean time to restore
- Lean budget consumption vs. earned value management
- Measuring business value delivery per PI
- Using sentiment analysis in team health checks
- Portfolio-level metrics: ROI, TTV, strategic alignment
- Visualising data with management dashboards
- Avoiding metric gaming and misinterpretation
- Reporting progress to executives without technical jargon
- Aligning SAFe metrics with existing enterprise reporting
Module 12: Lean Portfolio Management - Aligning strategy to execution through Lean Portfolio Management
- The Portfolio Backlog: epic identification and refinement
- Epic hypothesis statements and validation planning
- Lean business cases: cost, benefit, and risk assessment
- Funding value streams instead of projects
- Continuous funding vs. annual budget cycles
- Portfolio Kanban system with defined states and WIP limits
- Managing epics through the funnel: from ideation to implementation
- Governance gates and compliance checkpoints
- Measuring portfolio performance and strategic alignment
- Integrating enterprise architecture with portfolio decisions
- Managing regulatory and security epics at scale
Module 13: Solution Train and Large Solution Management - When to implement a Solution Train
- Solution Train Engineer role and responsibilities
- Defining solution context and mission
- Managing multiple ARTs within a single solution
- Integration points and synchronisation protocols
- System demos and solution demos coordination
- Handling end-to-end value flow across interconnected systems
- Non-functional requirements at solution level
- Solution architecture and emergent design
- Integration testing and environment management
- Release planning for complex solutions with external dependencies
- Managing intellectual property and third-party integrations
Module 14: Continuous Learning and Community Development - Establishing the Community of Practice model
- Role-specific guilds: Scrum Masters, Product Owners, Architects
- Peer learning and coaching circles
- Knowledge sharing templates and playbooks
- Capturing and disseminating lessons learned
- Running internal workshops and brown bag sessions
- Curating a living library of agile practices
- Onboarding new members using peer mentoring
- Recognition and reward systems for contribution
- Linking community growth to career progression
Module 15: DevOps and Release on Demand - The CALMR approach to DevOps: Culture, Automation, Lean, Measurement, Recovery
- Building a DevOps transformation roadmap
- Toolchain integration: planning, development, testing, deployment, monitoring
- Automating the continuous delivery pipeline
- Environment provisioning and configuration management
- Infrastructure as code and cloud-native deployment
- Security and compliance embedded in the pipeline
- Feature toggles and progressive delivery
- Monitoring, logging, and incident response at scale
- Release strategy: canary, blue-green, dark launching
- Customer feedback integration in the delivery loop
- Measuring deployment frequency, lead time, and change failure rate
Module 16: Synchronisation and ART Coordination - Scrum of Scrums: purpose, frequency, and facilitation
- System Team role in integration and environment support
- Managing dependencies with the dependency board
- Resolving impediments at the ART level
- Using cadence and synchronisation for flow
- Handling asynchronous teams in different time zones
- Integration testing windows and hardening iterations
- Shared services and component teams coordination
- Managing cross-ART dependencies
- Using PI boundaries to coordinate delivery waves
Module 17: Coaching the Enterprise Transformation - The change agent’s toolkit: workshops, assessments, roadmaps
- Reading organisational culture and politics
- Building coalitions of champions across departments
- Running effective SAFe implementation workshops
- Coaching executives on Lean-Agile leadership
- Addressing common transformation pitfalls and anti-patterns
- Using data to tell compelling transformation stories
- Managing outsourced vendors in an agile environment
- Scaling coaching across multiple locations
- Mentoring internal coaches and change advocates
Module 18: Advanced SAFe Patterns and Anti-Patterns - Common SAFe implementation failures and how to avoid them
- “Fake agile”: superficial adoption without real change
- Over-customisation and deviation from core principles
- ART bloat: too many teams, poor coordination
- PI Planning fatigue: lack of meaningful outcomes
- Cargo cult SAFe: copying ceremonies without understanding
- SAFe as a project management overlay instead of a mindset
- Ignoring HR, finance, and legal in transformation
- Poor integration with existing governance frameworks
- Underestimating cultural and behavioural change
Module 19: Finance, Procurement, and Legal in SAFe - Transforming finance from project accounting to value stream funding
- Lean budgeting and consumption tracking
- Procurement models for agile: outcome-based vs. time and materials
- Contract structures that support iterative delivery
- Managing vendor performance in agile partnerships
- Legal considerations: IP ownership, compliance, audits
- Integrating agile into financial year-end reporting
- Aligning SAFe with GAAP and SOX requirements
- Handling audits in a continuous delivery environment
- Creating legal playbooks for agile procurement
Module 20: Sustaining and Evolving the SAFe Ecosystem - Running PI Planning Retrospectives at the enterprise level
- Measuring ART and portfolio health over time
- Conducting regular Value Stream and ART assessments
- Refresh planning for new capabilities and teams
- Onboarding new ARTs using existing patterns
- Expanding to new business units and geographies
- Managing SAFe at scale across multiple subsidiaries
- Using feedback from customers and operations to refine strategy
- Integrating new technologies into the SAFe operating model
- Ensuring long-term sustainability through leadership continuity
Module 21: Certification Preparation and Career Advancement - Mapping course content to SAFe certification exams (e.g. SPC, POPM, RTE)
- High-yield topics for SAFe Program Consultant (SPC) exam
- Common exam pitfalls and how to avoid them
- Using your Certificate of Completion as a credentialing asset
- Adding SAFe transformation experience to your resume
- Positioning yourself for roles: Release Train Engineer, Lean PM, SPC
- Leveraging The Art of Service certification in job interviews
- Building a personal brand as an enterprise agility leader
- Networking with other SAFe professionals globally
- Continuing education pathways beyond this course
- Identifying value streams that deliver customer and business value
- Differentiating operational from development value streams
- Mapping current-state value streams with stakeholder input
- Designing future-state value streams aligned to strategy
- Calculating lead time, cycle time, and throughput per value stream
- Defining solution boundaries and lifecycle stages
- Handling long-lived solutions with embedded software and hardware
- Managing solutions with multiple lifecycles and regulatory requirements
- Integrating portfolio value streams with development value streams
- Using value stream mapping to identify bottlenecks and waste
Module 6: Organising Agile Release Trains (ARTs) - Defining the Agile Release Train as a long-lived program team
- Team sizing: ideal ART composition (50–125 people)
- Structuring cross-functional teams within the ART
- Aligning teams to features, capabilities, and non-functional requirements
- Establishing train-level PI planning readiness
- Choosing between fixed and flexible ART cadences
- Managing ARTs across time zones and geographies
- Integrating distributed teams with effective communication protocols
- Dealing with shared resource constraints across multiple ARTs
- Transitioning from project teams to product teams within ARTs
Module 7: Roles and Responsibilities in SAFe - SAFe role taxonomy: from team to portfolio
- Product Manager: market alignment and backlog prioritisation
- Product Owner: team-level backlog refinement and acceptance
- Scrum Master: team facilitation and impediment removal
- Release Train Engineer: ART-level coordination and facilitation
- System Architect: technical vision and solution integration
- Business Owner: business value representation and prioritisation
- Solution Train Engineer: large solution coordination
- Enterprise Architect: portfolio-level standards and alignment
- Lean Portfolio Manager: funding and strategy execution
- Change Agent: driving transformation adoption
- Executive Sponsor: vision, support, and obstacle removal
- Role clarity workshops to eliminate overlap and gaps
- Compensation and performance management aligned to agile roles
Module 8: Launching the Agile Release Train - Pre-launch checklist: readiness assessment and gap analysis
- Stakeholder engagement and communication planning
- Team formation and coach assignment
- Defining the ART mission, vision, and operating agreement
- Establishing PI cadence and start dates
- Creating the initial program backlog with epics and features
- Conducting the ART launch event with executive presence
- Setting up collaboration tools and physical/virtual workspaces
- Integrating DevOps and CI/CD pipelines from day one
- Measuring launch success with defined KPIs
Module 9: Programme Increment (PI) Planning - Architecture and logistics of PI Planning events
- Roles and responsibilities during the event
- Day 1 agenda: context, vision, market and product updates
- Team breakout sessions for backlog refinement
- Feature estimation using normalized story points
- Identifying risks, dependencies, and impediments
- Day 2 agenda: draft plans, problem solving, and final plans
- Management review and confidence vote
- Outputs: final plan, PI Objectives, dependency board
- Remote PI Planning: best practices for virtual events
- Running PI Planning in hybrid and regulated environments
- Training SAFe Scrum Masters to facilitate team breakouts
- Using PI Planning to expose organisational bottlenecks
- Legal and IP considerations during collaborative events
Module 10: Executing the PI and Continuous Delivery - Daily stand-ups at team and Scrum of Scrums level
- Managing cross-team dependencies with integration points
- Kanban for managing flow across teams
- Backlog refinement cadences at feature and capability level
- Feature and capability acceptance criteria definition
- Continuous integration and automated testing practices
- Deploying to production multiple times per iteration
- Managing compliance and audit requirements in CI/CD
- Using DevOps to reduce deployment risk and lead time
- Rollback strategies and canary releases at enterprise scale
- Monitoring system health and performance in production
- Feedback loops from operations to development teams
Module 11: Measurement and Metrics in SAFe - The SAFe House of Lean and its application to measurement
- Differentiating leading from lagging indicators
- Flow metrics: cycle time, throughput, work in process
- Quality metrics: defect escape rate, test coverage, mean time to restore
- Lean budget consumption vs. earned value management
- Measuring business value delivery per PI
- Using sentiment analysis in team health checks
- Portfolio-level metrics: ROI, TTV, strategic alignment
- Visualising data with management dashboards
- Avoiding metric gaming and misinterpretation
- Reporting progress to executives without technical jargon
- Aligning SAFe metrics with existing enterprise reporting
Module 12: Lean Portfolio Management - Aligning strategy to execution through Lean Portfolio Management
- The Portfolio Backlog: epic identification and refinement
- Epic hypothesis statements and validation planning
- Lean business cases: cost, benefit, and risk assessment
- Funding value streams instead of projects
- Continuous funding vs. annual budget cycles
- Portfolio Kanban system with defined states and WIP limits
- Managing epics through the funnel: from ideation to implementation
- Governance gates and compliance checkpoints
- Measuring portfolio performance and strategic alignment
- Integrating enterprise architecture with portfolio decisions
- Managing regulatory and security epics at scale
Module 13: Solution Train and Large Solution Management - When to implement a Solution Train
- Solution Train Engineer role and responsibilities
- Defining solution context and mission
- Managing multiple ARTs within a single solution
- Integration points and synchronisation protocols
- System demos and solution demos coordination
- Handling end-to-end value flow across interconnected systems
- Non-functional requirements at solution level
- Solution architecture and emergent design
- Integration testing and environment management
- Release planning for complex solutions with external dependencies
- Managing intellectual property and third-party integrations
Module 14: Continuous Learning and Community Development - Establishing the Community of Practice model
- Role-specific guilds: Scrum Masters, Product Owners, Architects
- Peer learning and coaching circles
- Knowledge sharing templates and playbooks
- Capturing and disseminating lessons learned
- Running internal workshops and brown bag sessions
- Curating a living library of agile practices
- Onboarding new members using peer mentoring
- Recognition and reward systems for contribution
- Linking community growth to career progression
Module 15: DevOps and Release on Demand - The CALMR approach to DevOps: Culture, Automation, Lean, Measurement, Recovery
- Building a DevOps transformation roadmap
- Toolchain integration: planning, development, testing, deployment, monitoring
- Automating the continuous delivery pipeline
- Environment provisioning and configuration management
- Infrastructure as code and cloud-native deployment
- Security and compliance embedded in the pipeline
- Feature toggles and progressive delivery
- Monitoring, logging, and incident response at scale
- Release strategy: canary, blue-green, dark launching
- Customer feedback integration in the delivery loop
- Measuring deployment frequency, lead time, and change failure rate
Module 16: Synchronisation and ART Coordination - Scrum of Scrums: purpose, frequency, and facilitation
- System Team role in integration and environment support
- Managing dependencies with the dependency board
- Resolving impediments at the ART level
- Using cadence and synchronisation for flow
- Handling asynchronous teams in different time zones
- Integration testing windows and hardening iterations
- Shared services and component teams coordination
- Managing cross-ART dependencies
- Using PI boundaries to coordinate delivery waves
Module 17: Coaching the Enterprise Transformation - The change agent’s toolkit: workshops, assessments, roadmaps
- Reading organisational culture and politics
- Building coalitions of champions across departments
- Running effective SAFe implementation workshops
- Coaching executives on Lean-Agile leadership
- Addressing common transformation pitfalls and anti-patterns
- Using data to tell compelling transformation stories
- Managing outsourced vendors in an agile environment
- Scaling coaching across multiple locations
- Mentoring internal coaches and change advocates
Module 18: Advanced SAFe Patterns and Anti-Patterns - Common SAFe implementation failures and how to avoid them
- “Fake agile”: superficial adoption without real change
- Over-customisation and deviation from core principles
- ART bloat: too many teams, poor coordination
- PI Planning fatigue: lack of meaningful outcomes
- Cargo cult SAFe: copying ceremonies without understanding
- SAFe as a project management overlay instead of a mindset
- Ignoring HR, finance, and legal in transformation
- Poor integration with existing governance frameworks
- Underestimating cultural and behavioural change
Module 19: Finance, Procurement, and Legal in SAFe - Transforming finance from project accounting to value stream funding
- Lean budgeting and consumption tracking
- Procurement models for agile: outcome-based vs. time and materials
- Contract structures that support iterative delivery
- Managing vendor performance in agile partnerships
- Legal considerations: IP ownership, compliance, audits
- Integrating agile into financial year-end reporting
- Aligning SAFe with GAAP and SOX requirements
- Handling audits in a continuous delivery environment
- Creating legal playbooks for agile procurement
Module 20: Sustaining and Evolving the SAFe Ecosystem - Running PI Planning Retrospectives at the enterprise level
- Measuring ART and portfolio health over time
- Conducting regular Value Stream and ART assessments
- Refresh planning for new capabilities and teams
- Onboarding new ARTs using existing patterns
- Expanding to new business units and geographies
- Managing SAFe at scale across multiple subsidiaries
- Using feedback from customers and operations to refine strategy
- Integrating new technologies into the SAFe operating model
- Ensuring long-term sustainability through leadership continuity
Module 21: Certification Preparation and Career Advancement - Mapping course content to SAFe certification exams (e.g. SPC, POPM, RTE)
- High-yield topics for SAFe Program Consultant (SPC) exam
- Common exam pitfalls and how to avoid them
- Using your Certificate of Completion as a credentialing asset
- Adding SAFe transformation experience to your resume
- Positioning yourself for roles: Release Train Engineer, Lean PM, SPC
- Leveraging The Art of Service certification in job interviews
- Building a personal brand as an enterprise agility leader
- Networking with other SAFe professionals globally
- Continuing education pathways beyond this course
- SAFe role taxonomy: from team to portfolio
- Product Manager: market alignment and backlog prioritisation
- Product Owner: team-level backlog refinement and acceptance
- Scrum Master: team facilitation and impediment removal
- Release Train Engineer: ART-level coordination and facilitation
- System Architect: technical vision and solution integration
- Business Owner: business value representation and prioritisation
- Solution Train Engineer: large solution coordination
- Enterprise Architect: portfolio-level standards and alignment
- Lean Portfolio Manager: funding and strategy execution
- Change Agent: driving transformation adoption
- Executive Sponsor: vision, support, and obstacle removal
- Role clarity workshops to eliminate overlap and gaps
- Compensation and performance management aligned to agile roles
Module 8: Launching the Agile Release Train - Pre-launch checklist: readiness assessment and gap analysis
- Stakeholder engagement and communication planning
- Team formation and coach assignment
- Defining the ART mission, vision, and operating agreement
- Establishing PI cadence and start dates
- Creating the initial program backlog with epics and features
- Conducting the ART launch event with executive presence
- Setting up collaboration tools and physical/virtual workspaces
- Integrating DevOps and CI/CD pipelines from day one
- Measuring launch success with defined KPIs
Module 9: Programme Increment (PI) Planning - Architecture and logistics of PI Planning events
- Roles and responsibilities during the event
- Day 1 agenda: context, vision, market and product updates
- Team breakout sessions for backlog refinement
- Feature estimation using normalized story points
- Identifying risks, dependencies, and impediments
- Day 2 agenda: draft plans, problem solving, and final plans
- Management review and confidence vote
- Outputs: final plan, PI Objectives, dependency board
- Remote PI Planning: best practices for virtual events
- Running PI Planning in hybrid and regulated environments
- Training SAFe Scrum Masters to facilitate team breakouts
- Using PI Planning to expose organisational bottlenecks
- Legal and IP considerations during collaborative events
Module 10: Executing the PI and Continuous Delivery - Daily stand-ups at team and Scrum of Scrums level
- Managing cross-team dependencies with integration points
- Kanban for managing flow across teams
- Backlog refinement cadences at feature and capability level
- Feature and capability acceptance criteria definition
- Continuous integration and automated testing practices
- Deploying to production multiple times per iteration
- Managing compliance and audit requirements in CI/CD
- Using DevOps to reduce deployment risk and lead time
- Rollback strategies and canary releases at enterprise scale
- Monitoring system health and performance in production
- Feedback loops from operations to development teams
Module 11: Measurement and Metrics in SAFe - The SAFe House of Lean and its application to measurement
- Differentiating leading from lagging indicators
- Flow metrics: cycle time, throughput, work in process
- Quality metrics: defect escape rate, test coverage, mean time to restore
- Lean budget consumption vs. earned value management
- Measuring business value delivery per PI
- Using sentiment analysis in team health checks
- Portfolio-level metrics: ROI, TTV, strategic alignment
- Visualising data with management dashboards
- Avoiding metric gaming and misinterpretation
- Reporting progress to executives without technical jargon
- Aligning SAFe metrics with existing enterprise reporting
Module 12: Lean Portfolio Management - Aligning strategy to execution through Lean Portfolio Management
- The Portfolio Backlog: epic identification and refinement
- Epic hypothesis statements and validation planning
- Lean business cases: cost, benefit, and risk assessment
- Funding value streams instead of projects
- Continuous funding vs. annual budget cycles
- Portfolio Kanban system with defined states and WIP limits
- Managing epics through the funnel: from ideation to implementation
- Governance gates and compliance checkpoints
- Measuring portfolio performance and strategic alignment
- Integrating enterprise architecture with portfolio decisions
- Managing regulatory and security epics at scale
Module 13: Solution Train and Large Solution Management - When to implement a Solution Train
- Solution Train Engineer role and responsibilities
- Defining solution context and mission
- Managing multiple ARTs within a single solution
- Integration points and synchronisation protocols
- System demos and solution demos coordination
- Handling end-to-end value flow across interconnected systems
- Non-functional requirements at solution level
- Solution architecture and emergent design
- Integration testing and environment management
- Release planning for complex solutions with external dependencies
- Managing intellectual property and third-party integrations
Module 14: Continuous Learning and Community Development - Establishing the Community of Practice model
- Role-specific guilds: Scrum Masters, Product Owners, Architects
- Peer learning and coaching circles
- Knowledge sharing templates and playbooks
- Capturing and disseminating lessons learned
- Running internal workshops and brown bag sessions
- Curating a living library of agile practices
- Onboarding new members using peer mentoring
- Recognition and reward systems for contribution
- Linking community growth to career progression
Module 15: DevOps and Release on Demand - The CALMR approach to DevOps: Culture, Automation, Lean, Measurement, Recovery
- Building a DevOps transformation roadmap
- Toolchain integration: planning, development, testing, deployment, monitoring
- Automating the continuous delivery pipeline
- Environment provisioning and configuration management
- Infrastructure as code and cloud-native deployment
- Security and compliance embedded in the pipeline
- Feature toggles and progressive delivery
- Monitoring, logging, and incident response at scale
- Release strategy: canary, blue-green, dark launching
- Customer feedback integration in the delivery loop
- Measuring deployment frequency, lead time, and change failure rate
Module 16: Synchronisation and ART Coordination - Scrum of Scrums: purpose, frequency, and facilitation
- System Team role in integration and environment support
- Managing dependencies with the dependency board
- Resolving impediments at the ART level
- Using cadence and synchronisation for flow
- Handling asynchronous teams in different time zones
- Integration testing windows and hardening iterations
- Shared services and component teams coordination
- Managing cross-ART dependencies
- Using PI boundaries to coordinate delivery waves
Module 17: Coaching the Enterprise Transformation - The change agent’s toolkit: workshops, assessments, roadmaps
- Reading organisational culture and politics
- Building coalitions of champions across departments
- Running effective SAFe implementation workshops
- Coaching executives on Lean-Agile leadership
- Addressing common transformation pitfalls and anti-patterns
- Using data to tell compelling transformation stories
- Managing outsourced vendors in an agile environment
- Scaling coaching across multiple locations
- Mentoring internal coaches and change advocates
Module 18: Advanced SAFe Patterns and Anti-Patterns - Common SAFe implementation failures and how to avoid them
- “Fake agile”: superficial adoption without real change
- Over-customisation and deviation from core principles
- ART bloat: too many teams, poor coordination
- PI Planning fatigue: lack of meaningful outcomes
- Cargo cult SAFe: copying ceremonies without understanding
- SAFe as a project management overlay instead of a mindset
- Ignoring HR, finance, and legal in transformation
- Poor integration with existing governance frameworks
- Underestimating cultural and behavioural change
Module 19: Finance, Procurement, and Legal in SAFe - Transforming finance from project accounting to value stream funding
- Lean budgeting and consumption tracking
- Procurement models for agile: outcome-based vs. time and materials
- Contract structures that support iterative delivery
- Managing vendor performance in agile partnerships
- Legal considerations: IP ownership, compliance, audits
- Integrating agile into financial year-end reporting
- Aligning SAFe with GAAP and SOX requirements
- Handling audits in a continuous delivery environment
- Creating legal playbooks for agile procurement
Module 20: Sustaining and Evolving the SAFe Ecosystem - Running PI Planning Retrospectives at the enterprise level
- Measuring ART and portfolio health over time
- Conducting regular Value Stream and ART assessments
- Refresh planning for new capabilities and teams
- Onboarding new ARTs using existing patterns
- Expanding to new business units and geographies
- Managing SAFe at scale across multiple subsidiaries
- Using feedback from customers and operations to refine strategy
- Integrating new technologies into the SAFe operating model
- Ensuring long-term sustainability through leadership continuity
Module 21: Certification Preparation and Career Advancement - Mapping course content to SAFe certification exams (e.g. SPC, POPM, RTE)
- High-yield topics for SAFe Program Consultant (SPC) exam
- Common exam pitfalls and how to avoid them
- Using your Certificate of Completion as a credentialing asset
- Adding SAFe transformation experience to your resume
- Positioning yourself for roles: Release Train Engineer, Lean PM, SPC
- Leveraging The Art of Service certification in job interviews
- Building a personal brand as an enterprise agility leader
- Networking with other SAFe professionals globally
- Continuing education pathways beyond this course
- Architecture and logistics of PI Planning events
- Roles and responsibilities during the event
- Day 1 agenda: context, vision, market and product updates
- Team breakout sessions for backlog refinement
- Feature estimation using normalized story points
- Identifying risks, dependencies, and impediments
- Day 2 agenda: draft plans, problem solving, and final plans
- Management review and confidence vote
- Outputs: final plan, PI Objectives, dependency board
- Remote PI Planning: best practices for virtual events
- Running PI Planning in hybrid and regulated environments
- Training SAFe Scrum Masters to facilitate team breakouts
- Using PI Planning to expose organisational bottlenecks
- Legal and IP considerations during collaborative events
Module 10: Executing the PI and Continuous Delivery - Daily stand-ups at team and Scrum of Scrums level
- Managing cross-team dependencies with integration points
- Kanban for managing flow across teams
- Backlog refinement cadences at feature and capability level
- Feature and capability acceptance criteria definition
- Continuous integration and automated testing practices
- Deploying to production multiple times per iteration
- Managing compliance and audit requirements in CI/CD
- Using DevOps to reduce deployment risk and lead time
- Rollback strategies and canary releases at enterprise scale
- Monitoring system health and performance in production
- Feedback loops from operations to development teams
Module 11: Measurement and Metrics in SAFe - The SAFe House of Lean and its application to measurement
- Differentiating leading from lagging indicators
- Flow metrics: cycle time, throughput, work in process
- Quality metrics: defect escape rate, test coverage, mean time to restore
- Lean budget consumption vs. earned value management
- Measuring business value delivery per PI
- Using sentiment analysis in team health checks
- Portfolio-level metrics: ROI, TTV, strategic alignment
- Visualising data with management dashboards
- Avoiding metric gaming and misinterpretation
- Reporting progress to executives without technical jargon
- Aligning SAFe metrics with existing enterprise reporting
Module 12: Lean Portfolio Management - Aligning strategy to execution through Lean Portfolio Management
- The Portfolio Backlog: epic identification and refinement
- Epic hypothesis statements and validation planning
- Lean business cases: cost, benefit, and risk assessment
- Funding value streams instead of projects
- Continuous funding vs. annual budget cycles
- Portfolio Kanban system with defined states and WIP limits
- Managing epics through the funnel: from ideation to implementation
- Governance gates and compliance checkpoints
- Measuring portfolio performance and strategic alignment
- Integrating enterprise architecture with portfolio decisions
- Managing regulatory and security epics at scale
Module 13: Solution Train and Large Solution Management - When to implement a Solution Train
- Solution Train Engineer role and responsibilities
- Defining solution context and mission
- Managing multiple ARTs within a single solution
- Integration points and synchronisation protocols
- System demos and solution demos coordination
- Handling end-to-end value flow across interconnected systems
- Non-functional requirements at solution level
- Solution architecture and emergent design
- Integration testing and environment management
- Release planning for complex solutions with external dependencies
- Managing intellectual property and third-party integrations
Module 14: Continuous Learning and Community Development - Establishing the Community of Practice model
- Role-specific guilds: Scrum Masters, Product Owners, Architects
- Peer learning and coaching circles
- Knowledge sharing templates and playbooks
- Capturing and disseminating lessons learned
- Running internal workshops and brown bag sessions
- Curating a living library of agile practices
- Onboarding new members using peer mentoring
- Recognition and reward systems for contribution
- Linking community growth to career progression
Module 15: DevOps and Release on Demand - The CALMR approach to DevOps: Culture, Automation, Lean, Measurement, Recovery
- Building a DevOps transformation roadmap
- Toolchain integration: planning, development, testing, deployment, monitoring
- Automating the continuous delivery pipeline
- Environment provisioning and configuration management
- Infrastructure as code and cloud-native deployment
- Security and compliance embedded in the pipeline
- Feature toggles and progressive delivery
- Monitoring, logging, and incident response at scale
- Release strategy: canary, blue-green, dark launching
- Customer feedback integration in the delivery loop
- Measuring deployment frequency, lead time, and change failure rate
Module 16: Synchronisation and ART Coordination - Scrum of Scrums: purpose, frequency, and facilitation
- System Team role in integration and environment support
- Managing dependencies with the dependency board
- Resolving impediments at the ART level
- Using cadence and synchronisation for flow
- Handling asynchronous teams in different time zones
- Integration testing windows and hardening iterations
- Shared services and component teams coordination
- Managing cross-ART dependencies
- Using PI boundaries to coordinate delivery waves
Module 17: Coaching the Enterprise Transformation - The change agent’s toolkit: workshops, assessments, roadmaps
- Reading organisational culture and politics
- Building coalitions of champions across departments
- Running effective SAFe implementation workshops
- Coaching executives on Lean-Agile leadership
- Addressing common transformation pitfalls and anti-patterns
- Using data to tell compelling transformation stories
- Managing outsourced vendors in an agile environment
- Scaling coaching across multiple locations
- Mentoring internal coaches and change advocates
Module 18: Advanced SAFe Patterns and Anti-Patterns - Common SAFe implementation failures and how to avoid them
- “Fake agile”: superficial adoption without real change
- Over-customisation and deviation from core principles
- ART bloat: too many teams, poor coordination
- PI Planning fatigue: lack of meaningful outcomes
- Cargo cult SAFe: copying ceremonies without understanding
- SAFe as a project management overlay instead of a mindset
- Ignoring HR, finance, and legal in transformation
- Poor integration with existing governance frameworks
- Underestimating cultural and behavioural change
Module 19: Finance, Procurement, and Legal in SAFe - Transforming finance from project accounting to value stream funding
- Lean budgeting and consumption tracking
- Procurement models for agile: outcome-based vs. time and materials
- Contract structures that support iterative delivery
- Managing vendor performance in agile partnerships
- Legal considerations: IP ownership, compliance, audits
- Integrating agile into financial year-end reporting
- Aligning SAFe with GAAP and SOX requirements
- Handling audits in a continuous delivery environment
- Creating legal playbooks for agile procurement
Module 20: Sustaining and Evolving the SAFe Ecosystem - Running PI Planning Retrospectives at the enterprise level
- Measuring ART and portfolio health over time
- Conducting regular Value Stream and ART assessments
- Refresh planning for new capabilities and teams
- Onboarding new ARTs using existing patterns
- Expanding to new business units and geographies
- Managing SAFe at scale across multiple subsidiaries
- Using feedback from customers and operations to refine strategy
- Integrating new technologies into the SAFe operating model
- Ensuring long-term sustainability through leadership continuity
Module 21: Certification Preparation and Career Advancement - Mapping course content to SAFe certification exams (e.g. SPC, POPM, RTE)
- High-yield topics for SAFe Program Consultant (SPC) exam
- Common exam pitfalls and how to avoid them
- Using your Certificate of Completion as a credentialing asset
- Adding SAFe transformation experience to your resume
- Positioning yourself for roles: Release Train Engineer, Lean PM, SPC
- Leveraging The Art of Service certification in job interviews
- Building a personal brand as an enterprise agility leader
- Networking with other SAFe professionals globally
- Continuing education pathways beyond this course
- The SAFe House of Lean and its application to measurement
- Differentiating leading from lagging indicators
- Flow metrics: cycle time, throughput, work in process
- Quality metrics: defect escape rate, test coverage, mean time to restore
- Lean budget consumption vs. earned value management
- Measuring business value delivery per PI
- Using sentiment analysis in team health checks
- Portfolio-level metrics: ROI, TTV, strategic alignment
- Visualising data with management dashboards
- Avoiding metric gaming and misinterpretation
- Reporting progress to executives without technical jargon
- Aligning SAFe metrics with existing enterprise reporting
Module 12: Lean Portfolio Management - Aligning strategy to execution through Lean Portfolio Management
- The Portfolio Backlog: epic identification and refinement
- Epic hypothesis statements and validation planning
- Lean business cases: cost, benefit, and risk assessment
- Funding value streams instead of projects
- Continuous funding vs. annual budget cycles
- Portfolio Kanban system with defined states and WIP limits
- Managing epics through the funnel: from ideation to implementation
- Governance gates and compliance checkpoints
- Measuring portfolio performance and strategic alignment
- Integrating enterprise architecture with portfolio decisions
- Managing regulatory and security epics at scale
Module 13: Solution Train and Large Solution Management - When to implement a Solution Train
- Solution Train Engineer role and responsibilities
- Defining solution context and mission
- Managing multiple ARTs within a single solution
- Integration points and synchronisation protocols
- System demos and solution demos coordination
- Handling end-to-end value flow across interconnected systems
- Non-functional requirements at solution level
- Solution architecture and emergent design
- Integration testing and environment management
- Release planning for complex solutions with external dependencies
- Managing intellectual property and third-party integrations
Module 14: Continuous Learning and Community Development - Establishing the Community of Practice model
- Role-specific guilds: Scrum Masters, Product Owners, Architects
- Peer learning and coaching circles
- Knowledge sharing templates and playbooks
- Capturing and disseminating lessons learned
- Running internal workshops and brown bag sessions
- Curating a living library of agile practices
- Onboarding new members using peer mentoring
- Recognition and reward systems for contribution
- Linking community growth to career progression
Module 15: DevOps and Release on Demand - The CALMR approach to DevOps: Culture, Automation, Lean, Measurement, Recovery
- Building a DevOps transformation roadmap
- Toolchain integration: planning, development, testing, deployment, monitoring
- Automating the continuous delivery pipeline
- Environment provisioning and configuration management
- Infrastructure as code and cloud-native deployment
- Security and compliance embedded in the pipeline
- Feature toggles and progressive delivery
- Monitoring, logging, and incident response at scale
- Release strategy: canary, blue-green, dark launching
- Customer feedback integration in the delivery loop
- Measuring deployment frequency, lead time, and change failure rate
Module 16: Synchronisation and ART Coordination - Scrum of Scrums: purpose, frequency, and facilitation
- System Team role in integration and environment support
- Managing dependencies with the dependency board
- Resolving impediments at the ART level
- Using cadence and synchronisation for flow
- Handling asynchronous teams in different time zones
- Integration testing windows and hardening iterations
- Shared services and component teams coordination
- Managing cross-ART dependencies
- Using PI boundaries to coordinate delivery waves
Module 17: Coaching the Enterprise Transformation - The change agent’s toolkit: workshops, assessments, roadmaps
- Reading organisational culture and politics
- Building coalitions of champions across departments
- Running effective SAFe implementation workshops
- Coaching executives on Lean-Agile leadership
- Addressing common transformation pitfalls and anti-patterns
- Using data to tell compelling transformation stories
- Managing outsourced vendors in an agile environment
- Scaling coaching across multiple locations
- Mentoring internal coaches and change advocates
Module 18: Advanced SAFe Patterns and Anti-Patterns - Common SAFe implementation failures and how to avoid them
- “Fake agile”: superficial adoption without real change
- Over-customisation and deviation from core principles
- ART bloat: too many teams, poor coordination
- PI Planning fatigue: lack of meaningful outcomes
- Cargo cult SAFe: copying ceremonies without understanding
- SAFe as a project management overlay instead of a mindset
- Ignoring HR, finance, and legal in transformation
- Poor integration with existing governance frameworks
- Underestimating cultural and behavioural change
Module 19: Finance, Procurement, and Legal in SAFe - Transforming finance from project accounting to value stream funding
- Lean budgeting and consumption tracking
- Procurement models for agile: outcome-based vs. time and materials
- Contract structures that support iterative delivery
- Managing vendor performance in agile partnerships
- Legal considerations: IP ownership, compliance, audits
- Integrating agile into financial year-end reporting
- Aligning SAFe with GAAP and SOX requirements
- Handling audits in a continuous delivery environment
- Creating legal playbooks for agile procurement
Module 20: Sustaining and Evolving the SAFe Ecosystem - Running PI Planning Retrospectives at the enterprise level
- Measuring ART and portfolio health over time
- Conducting regular Value Stream and ART assessments
- Refresh planning for new capabilities and teams
- Onboarding new ARTs using existing patterns
- Expanding to new business units and geographies
- Managing SAFe at scale across multiple subsidiaries
- Using feedback from customers and operations to refine strategy
- Integrating new technologies into the SAFe operating model
- Ensuring long-term sustainability through leadership continuity
Module 21: Certification Preparation and Career Advancement - Mapping course content to SAFe certification exams (e.g. SPC, POPM, RTE)
- High-yield topics for SAFe Program Consultant (SPC) exam
- Common exam pitfalls and how to avoid them
- Using your Certificate of Completion as a credentialing asset
- Adding SAFe transformation experience to your resume
- Positioning yourself for roles: Release Train Engineer, Lean PM, SPC
- Leveraging The Art of Service certification in job interviews
- Building a personal brand as an enterprise agility leader
- Networking with other SAFe professionals globally
- Continuing education pathways beyond this course
- When to implement a Solution Train
- Solution Train Engineer role and responsibilities
- Defining solution context and mission
- Managing multiple ARTs within a single solution
- Integration points and synchronisation protocols
- System demos and solution demos coordination
- Handling end-to-end value flow across interconnected systems
- Non-functional requirements at solution level
- Solution architecture and emergent design
- Integration testing and environment management
- Release planning for complex solutions with external dependencies
- Managing intellectual property and third-party integrations
Module 14: Continuous Learning and Community Development - Establishing the Community of Practice model
- Role-specific guilds: Scrum Masters, Product Owners, Architects
- Peer learning and coaching circles
- Knowledge sharing templates and playbooks
- Capturing and disseminating lessons learned
- Running internal workshops and brown bag sessions
- Curating a living library of agile practices
- Onboarding new members using peer mentoring
- Recognition and reward systems for contribution
- Linking community growth to career progression
Module 15: DevOps and Release on Demand - The CALMR approach to DevOps: Culture, Automation, Lean, Measurement, Recovery
- Building a DevOps transformation roadmap
- Toolchain integration: planning, development, testing, deployment, monitoring
- Automating the continuous delivery pipeline
- Environment provisioning and configuration management
- Infrastructure as code and cloud-native deployment
- Security and compliance embedded in the pipeline
- Feature toggles and progressive delivery
- Monitoring, logging, and incident response at scale
- Release strategy: canary, blue-green, dark launching
- Customer feedback integration in the delivery loop
- Measuring deployment frequency, lead time, and change failure rate
Module 16: Synchronisation and ART Coordination - Scrum of Scrums: purpose, frequency, and facilitation
- System Team role in integration and environment support
- Managing dependencies with the dependency board
- Resolving impediments at the ART level
- Using cadence and synchronisation for flow
- Handling asynchronous teams in different time zones
- Integration testing windows and hardening iterations
- Shared services and component teams coordination
- Managing cross-ART dependencies
- Using PI boundaries to coordinate delivery waves
Module 17: Coaching the Enterprise Transformation - The change agent’s toolkit: workshops, assessments, roadmaps
- Reading organisational culture and politics
- Building coalitions of champions across departments
- Running effective SAFe implementation workshops
- Coaching executives on Lean-Agile leadership
- Addressing common transformation pitfalls and anti-patterns
- Using data to tell compelling transformation stories
- Managing outsourced vendors in an agile environment
- Scaling coaching across multiple locations
- Mentoring internal coaches and change advocates
Module 18: Advanced SAFe Patterns and Anti-Patterns - Common SAFe implementation failures and how to avoid them
- “Fake agile”: superficial adoption without real change
- Over-customisation and deviation from core principles
- ART bloat: too many teams, poor coordination
- PI Planning fatigue: lack of meaningful outcomes
- Cargo cult SAFe: copying ceremonies without understanding
- SAFe as a project management overlay instead of a mindset
- Ignoring HR, finance, and legal in transformation
- Poor integration with existing governance frameworks
- Underestimating cultural and behavioural change
Module 19: Finance, Procurement, and Legal in SAFe - Transforming finance from project accounting to value stream funding
- Lean budgeting and consumption tracking
- Procurement models for agile: outcome-based vs. time and materials
- Contract structures that support iterative delivery
- Managing vendor performance in agile partnerships
- Legal considerations: IP ownership, compliance, audits
- Integrating agile into financial year-end reporting
- Aligning SAFe with GAAP and SOX requirements
- Handling audits in a continuous delivery environment
- Creating legal playbooks for agile procurement
Module 20: Sustaining and Evolving the SAFe Ecosystem - Running PI Planning Retrospectives at the enterprise level
- Measuring ART and portfolio health over time
- Conducting regular Value Stream and ART assessments
- Refresh planning for new capabilities and teams
- Onboarding new ARTs using existing patterns
- Expanding to new business units and geographies
- Managing SAFe at scale across multiple subsidiaries
- Using feedback from customers and operations to refine strategy
- Integrating new technologies into the SAFe operating model
- Ensuring long-term sustainability through leadership continuity
Module 21: Certification Preparation and Career Advancement - Mapping course content to SAFe certification exams (e.g. SPC, POPM, RTE)
- High-yield topics for SAFe Program Consultant (SPC) exam
- Common exam pitfalls and how to avoid them
- Using your Certificate of Completion as a credentialing asset
- Adding SAFe transformation experience to your resume
- Positioning yourself for roles: Release Train Engineer, Lean PM, SPC
- Leveraging The Art of Service certification in job interviews
- Building a personal brand as an enterprise agility leader
- Networking with other SAFe professionals globally
- Continuing education pathways beyond this course
- The CALMR approach to DevOps: Culture, Automation, Lean, Measurement, Recovery
- Building a DevOps transformation roadmap
- Toolchain integration: planning, development, testing, deployment, monitoring
- Automating the continuous delivery pipeline
- Environment provisioning and configuration management
- Infrastructure as code and cloud-native deployment
- Security and compliance embedded in the pipeline
- Feature toggles and progressive delivery
- Monitoring, logging, and incident response at scale
- Release strategy: canary, blue-green, dark launching
- Customer feedback integration in the delivery loop
- Measuring deployment frequency, lead time, and change failure rate
Module 16: Synchronisation and ART Coordination - Scrum of Scrums: purpose, frequency, and facilitation
- System Team role in integration and environment support
- Managing dependencies with the dependency board
- Resolving impediments at the ART level
- Using cadence and synchronisation for flow
- Handling asynchronous teams in different time zones
- Integration testing windows and hardening iterations
- Shared services and component teams coordination
- Managing cross-ART dependencies
- Using PI boundaries to coordinate delivery waves
Module 17: Coaching the Enterprise Transformation - The change agent’s toolkit: workshops, assessments, roadmaps
- Reading organisational culture and politics
- Building coalitions of champions across departments
- Running effective SAFe implementation workshops
- Coaching executives on Lean-Agile leadership
- Addressing common transformation pitfalls and anti-patterns
- Using data to tell compelling transformation stories
- Managing outsourced vendors in an agile environment
- Scaling coaching across multiple locations
- Mentoring internal coaches and change advocates
Module 18: Advanced SAFe Patterns and Anti-Patterns - Common SAFe implementation failures and how to avoid them
- “Fake agile”: superficial adoption without real change
- Over-customisation and deviation from core principles
- ART bloat: too many teams, poor coordination
- PI Planning fatigue: lack of meaningful outcomes
- Cargo cult SAFe: copying ceremonies without understanding
- SAFe as a project management overlay instead of a mindset
- Ignoring HR, finance, and legal in transformation
- Poor integration with existing governance frameworks
- Underestimating cultural and behavioural change
Module 19: Finance, Procurement, and Legal in SAFe - Transforming finance from project accounting to value stream funding
- Lean budgeting and consumption tracking
- Procurement models for agile: outcome-based vs. time and materials
- Contract structures that support iterative delivery
- Managing vendor performance in agile partnerships
- Legal considerations: IP ownership, compliance, audits
- Integrating agile into financial year-end reporting
- Aligning SAFe with GAAP and SOX requirements
- Handling audits in a continuous delivery environment
- Creating legal playbooks for agile procurement
Module 20: Sustaining and Evolving the SAFe Ecosystem - Running PI Planning Retrospectives at the enterprise level
- Measuring ART and portfolio health over time
- Conducting regular Value Stream and ART assessments
- Refresh planning for new capabilities and teams
- Onboarding new ARTs using existing patterns
- Expanding to new business units and geographies
- Managing SAFe at scale across multiple subsidiaries
- Using feedback from customers and operations to refine strategy
- Integrating new technologies into the SAFe operating model
- Ensuring long-term sustainability through leadership continuity
Module 21: Certification Preparation and Career Advancement - Mapping course content to SAFe certification exams (e.g. SPC, POPM, RTE)
- High-yield topics for SAFe Program Consultant (SPC) exam
- Common exam pitfalls and how to avoid them
- Using your Certificate of Completion as a credentialing asset
- Adding SAFe transformation experience to your resume
- Positioning yourself for roles: Release Train Engineer, Lean PM, SPC
- Leveraging The Art of Service certification in job interviews
- Building a personal brand as an enterprise agility leader
- Networking with other SAFe professionals globally
- Continuing education pathways beyond this course
- The change agent’s toolkit: workshops, assessments, roadmaps
- Reading organisational culture and politics
- Building coalitions of champions across departments
- Running effective SAFe implementation workshops
- Coaching executives on Lean-Agile leadership
- Addressing common transformation pitfalls and anti-patterns
- Using data to tell compelling transformation stories
- Managing outsourced vendors in an agile environment
- Scaling coaching across multiple locations
- Mentoring internal coaches and change advocates
Module 18: Advanced SAFe Patterns and Anti-Patterns - Common SAFe implementation failures and how to avoid them
- “Fake agile”: superficial adoption without real change
- Over-customisation and deviation from core principles
- ART bloat: too many teams, poor coordination
- PI Planning fatigue: lack of meaningful outcomes
- Cargo cult SAFe: copying ceremonies without understanding
- SAFe as a project management overlay instead of a mindset
- Ignoring HR, finance, and legal in transformation
- Poor integration with existing governance frameworks
- Underestimating cultural and behavioural change
Module 19: Finance, Procurement, and Legal in SAFe - Transforming finance from project accounting to value stream funding
- Lean budgeting and consumption tracking
- Procurement models for agile: outcome-based vs. time and materials
- Contract structures that support iterative delivery
- Managing vendor performance in agile partnerships
- Legal considerations: IP ownership, compliance, audits
- Integrating agile into financial year-end reporting
- Aligning SAFe with GAAP and SOX requirements
- Handling audits in a continuous delivery environment
- Creating legal playbooks for agile procurement
Module 20: Sustaining and Evolving the SAFe Ecosystem - Running PI Planning Retrospectives at the enterprise level
- Measuring ART and portfolio health over time
- Conducting regular Value Stream and ART assessments
- Refresh planning for new capabilities and teams
- Onboarding new ARTs using existing patterns
- Expanding to new business units and geographies
- Managing SAFe at scale across multiple subsidiaries
- Using feedback from customers and operations to refine strategy
- Integrating new technologies into the SAFe operating model
- Ensuring long-term sustainability through leadership continuity
Module 21: Certification Preparation and Career Advancement - Mapping course content to SAFe certification exams (e.g. SPC, POPM, RTE)
- High-yield topics for SAFe Program Consultant (SPC) exam
- Common exam pitfalls and how to avoid them
- Using your Certificate of Completion as a credentialing asset
- Adding SAFe transformation experience to your resume
- Positioning yourself for roles: Release Train Engineer, Lean PM, SPC
- Leveraging The Art of Service certification in job interviews
- Building a personal brand as an enterprise agility leader
- Networking with other SAFe professionals globally
- Continuing education pathways beyond this course
- Transforming finance from project accounting to value stream funding
- Lean budgeting and consumption tracking
- Procurement models for agile: outcome-based vs. time and materials
- Contract structures that support iterative delivery
- Managing vendor performance in agile partnerships
- Legal considerations: IP ownership, compliance, audits
- Integrating agile into financial year-end reporting
- Aligning SAFe with GAAP and SOX requirements
- Handling audits in a continuous delivery environment
- Creating legal playbooks for agile procurement
Module 20: Sustaining and Evolving the SAFe Ecosystem - Running PI Planning Retrospectives at the enterprise level
- Measuring ART and portfolio health over time
- Conducting regular Value Stream and ART assessments
- Refresh planning for new capabilities and teams
- Onboarding new ARTs using existing patterns
- Expanding to new business units and geographies
- Managing SAFe at scale across multiple subsidiaries
- Using feedback from customers and operations to refine strategy
- Integrating new technologies into the SAFe operating model
- Ensuring long-term sustainability through leadership continuity
Module 21: Certification Preparation and Career Advancement - Mapping course content to SAFe certification exams (e.g. SPC, POPM, RTE)
- High-yield topics for SAFe Program Consultant (SPC) exam
- Common exam pitfalls and how to avoid them
- Using your Certificate of Completion as a credentialing asset
- Adding SAFe transformation experience to your resume
- Positioning yourself for roles: Release Train Engineer, Lean PM, SPC
- Leveraging The Art of Service certification in job interviews
- Building a personal brand as an enterprise agility leader
- Networking with other SAFe professionals globally
- Continuing education pathways beyond this course
- Mapping course content to SAFe certification exams (e.g. SPC, POPM, RTE)
- High-yield topics for SAFe Program Consultant (SPC) exam
- Common exam pitfalls and how to avoid them
- Using your Certificate of Completion as a credentialing asset
- Adding SAFe transformation experience to your resume
- Positioning yourself for roles: Release Train Engineer, Lean PM, SPC
- Leveraging The Art of Service certification in job interviews
- Building a personal brand as an enterprise agility leader
- Networking with other SAFe professionals globally
- Continuing education pathways beyond this course