SAFe can be applied to smaller scales than those for which it was designed by treating it, not as an “off-the-shelf” approach, but rather as a thinking framework and collection of valuable practices to be mined according to an organization’s situation.
While this is good for the consultants who ride these waves, it doesn’t serve clients well. No “solution” works for every organization or even most of them, because no two organizations are at the same place when they become ready to make significant improvement.
There is undoubtedly value in most “solutions.” However, a turnkey solution is not the path to the results an organization desires. Rather, the way to success is for the experts in the organization’s condition–its members–to understand their situation at the time they become ready to change. Then they can choose what helps with their actual needs. You should never change something just because someone says “that’s the way our solution says you must do it.”
It seems fairly simple to use the framework part of SAFe and not do a heavier than needed release plan. When the full degree of SAFe planning isn’t needed, perhaps because there are fewer teams or a natural alignment between the parts of the system being developed, we can adjust the planning event to be lighter. The key is to adjust the degree and length of the planning. The two-day SAFe planning event is just as much about socialization as it is about planning. Be sure to include lots of communication between the teams, even if you organize, for instance, with shared kanban boards and skip SAFe’s dependencies board.
Different communication mechanisms are needed at different scales. You will need to decide on the mechanisms you need at your scale. These kinds of conversations, though, create an opportunity to do SAFe in a lighter way than prescribed. This enables us to get the holistic view of things without adopting anything overly heavy.
A major benefit that SAFe at any scale provides is a set of useful default management agreements. These address:
A lightweight implementation of SAFe provides a framework within which to do Kaizen (small-step incremental improvement) to refine the structure of the organization as well as its management system.
The bottom line is that anything can be applied in too rote a manner…and this happens more often than not. Don’t just accept any prescription of a framework or method without first asking, “does this serve the needs my organization is actually experiencing?” If the answer is no, then skip the prescription; there are plenty of other prescriptions available for the needs you have without adopting any for those you don’t.
There are two ways to think of SAFe: as a whole template to which you conform your whole organization, or as a thinking framework with multiple practices that you can mine to address different development needs.