Enterprise Architects focus on cross-ART and cross-Value Stream strategy and technical alignment.

Defining Solution design for Agile Release Trains (C) is the responsibility of Solution/System

Architects at the ART or Solution Train level, not Enterprise Architects.

“Enterprise Architects define and communicate a shared technical and architectural vision for the

enterprise. Solution and System Architects design at the ART/Solution Train level.”

(Source: SAFe 6.0 Framework: Enterprise Architect, Solution Architect)

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SAFe encourages Suppliers—even those using traditional methodologies—to collaborate closely with

ARTs (Agile Release Trains) and the Solution Train. This is accomplished by participating in key Value

Stream events such as PI Planning, Solution Demos, and Inspect and Adapt. This helps synchronize

work, ensures alignment, and enables the Supplier’s deliverables to integrate with the ART’s

outputs.

“Suppliers—regardless of their methods—are encouraged to participate in key Solution Train and

ART events to ensure alignment and synchronization across the Value Stream.”

(Source: SAFe 6.0 Framework: Suppliers; SPC 6.0 Guide, “Building Solutions with Agile Product

Delivery”)

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SAFe promotes continuous delivery and recommends releasing products and solutions whenever

they meet both business (market) and governance criteria, regardless of iteration or PI boundaries.

This enables faster value delivery and more frequent feedback from customers.

“The best time to release is whenever the solution meets market opportunity and governance

requirements, not necessarily at PI or iteration boundaries.”

(Source: SAFe 6.0 Framework: Release on Demand; SPC 6.0 Guide, “Building Solutions with Agile

Product Delivery”)

In the transition to SAFe, traditional program managers most often assume the role of Release Train

Engineer (RTE) or Value Stream Engineer (VSE).

The RTE is described as “the chief Scrum Master for the train,” focusing on program-level facilitation,

coordination, and execution—duties very similar to those of a traditional program manager.

The VSE supports the coordination of multiple ARTs in a Solution Train.

The SAFe Practice Consultant (SPC) 6.0 guide explicitly notes:

“Program managers typically become Release Train Engineers (RTEs) or Value Stream Engineers

(VSEs) in SAFe, as these roles align with their experience in coordinating teams and managing

delivery at scale.”

Reference:

SAFe 6.0 Website: Release Train Engineer

SPC 6.0 Guide, “Leading the Change” section: “Program Managers may serve as RTEs or VSEs,

leveraging their background in multi-team delivery.”

SAFe provides multiple coordination mechanisms across Value Streams:

Establishing Enterprise architecture (B): Ensures consistency and alignment of technical direction

across Value Streams.

Applying cadence and synchronization (D): Aligns events, releases, and activities, improving

predictability and coordination.

Creating a Portfolio Vision and Roadmap (F): Aligns multiple Value Streams around shared business

outcomes and direction.

Moving teams between Value Streams is discouraged as it disrupts team stability. The Portfolio is

funded as a collection of Value Streams, not instead of them. The Value Stream Engineer role does

not exist in SAFe.

“SAFe coordinates across Value Streams through enterprise architecture, synchronization, and a

common Portfolio Vision and Roadmap.”

(Source: SAFe 6.0 Framework: Coordination across Value Streams; SPC 6.0 Guide, “Reaching the SAFe

Tipping Point”)

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SAFe’s four Core Values are: Alignment, Built-in Quality, Transparency, and Program Execution.

Predictability is a desirable outcome of applying Lean-Agile principles and practices but is not itself a

Core Value.

Reference:

SAFe 6.0 Website: Core Values

SPC 6.0 Guide: “Core Values: Alignment, Built-in Quality, Transparency, and Program Execution.”

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Systems thinking in SAFe focuses on optimizing the entire system, not just individual components.

Involving representatives of department teams in planning and demos broadens feedback, uncovers

cross-team dependencies, and improves flow across the system, rather than optimizing for one

team.

Reference:

SAFe 6.0 Website: Systems Thinking

SPC 6.0 Guide: “Systems thinking encourages improvements that benefit the whole system.”

Program Portfolio Management (now commonly referred to as Lean Portfolio Management in SAFe

6.0) is accountable for:

Strategy and Investment Funding: Ensuring the portfolio’s investments align with the enterprise’s

business strategy.

Agile Portfolio Operations (Program Management): Supporting program execution, including

coordination and support across value streams.

Governance: Assuring compliance, monitoring progress, and evaluating outcomes.

SAFe 6.0 documentation emphasizes these three pillars as the core responsibilities of LPM/PPM.

Option D omits program management, while B and C list activities or deliverables but not the full

scope of responsibilities.

Reference:

SAFe 6.0 Website: Lean Portfolio Management

SPC 6.0 Guide: "Strategy and Investment Funding, Agile Portfolio Operations, and Lean Governance

are the primary responsibilities of Lean Portfolio Management."

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The primary role of the Scrum Master in SAFe is to act as a servant leader and coach for the team,

helping remove impediments, facilitate events, and foster an environment for high-performing

teams. SAFe explicitly highlights servant leadership as central to the Scrum Master’s role.

“The Scrum Master is a servant leader and coach for the Agile Team. They help educate the team in

Scrum, Extreme Programming (XP), Kanban, and SAFe, ensuring that the agreed Agile process is

followed.”

(Source: SAFe 6.0 Framework: Scrum Master; SPC 6.0 Guide “Becoming a Lean-Agile Leader”)

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SAFe best practice is to split large Epics into Features that fit within a PI and then use capacity

allocation to ensure the right balance between new business Features and Enabler work. Capacity

allocation is a specific SAFe tool to guide what goes into the PI, especially when dealing with both

Features and Epics.

Reference:

SAFe 6.0 Website: PI Planning

SPC 6.0 Guide: “Split Epics into Features and use capacity allocation to guide PI Planning.”

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