This document discusses how to successfully implement SAFe (Scaled Agile Framework) Program Increments alongside Google's OKR (Objective and Key Results) framework. It provides an overview of SAFe and OKR, including their benefits and structures. It then gives an example of how an IT infrastructure organization could connect SAFe and OKR, balancing product and organizational goals. Finally, it outlines a process for implementing OKRs within SAFe, with preparation and refinement steps tied to the Program Increment Planning events.

1. SAFe and OKR
Successfully support the implementation of Program Increments
(PI) according to SAFe with Objective Key Results according to
Google

2. Alexander
Axthelm
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02
Partner @ScaledInnovation
Enterprise
Transformation
Leadership
People
Human Centric
Coach and Mentor
Initiator of the
HALO Framework
SPC, KMP,
CPO, Design
Thinking Coach
MBA Innovation
Management
10+ years
Business and IT
projects
EntrepreneurTransformations
@Scale
Experience
Knowledge

3. Today’s
Story
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What’s
SAFe®?
Share
experience
What’s
OKR?
How to
implement

4. SAFe® is the most
popular scaling method
Soucre: The 12th annual State of Agile™ report, VersionOne Inc.
With over 130,000 people trained, SAFe is the fastest-
growing method for scaling Agile.
SAFe is a framework of guidance, principles, and
practices for scaling Agile throughout the enterprise.
SAFe’s body of knowledge is freely available at
scaledagileframework.com.
SAFe is implemented by enterprises worldwide through
training and certification provided by Scaled Agile, Inc.
and its Global Partner Network.
As a configurable Framework, SAFe is able to
accommodate enterprises of all sizes, industries, and
culture.

5. Core Elements
Scaled Agile Framework
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05
Agile Release Train
The Agile Realse Train (ART) consists of
several agile teams (with PO and SM) and
is complemented at program level by a
System Team, Release Train Engineer,
Product Management, System Engineer
and Business Owner.
Maximum size: 125 people
Program Increment
The so called PI corresponds to the
planning period of an ART, at the end of
which all teams present their results. The
goal is to receive feedback for fully
functional delivery results in order to be on
track having maximum value orientation.
Duration: 8 and 12 weeks
PI Planning
The central event at the beginning of each
PI. All ART members and stakeholders
create a cross-team plan as part of a big
room planning event. After the first PI, the
planning is supplemented by a demo and
an Inspect&Adapt session.

6. Benefits
Objective Key Results
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Collaboration
Transparency and alignment
are strengthened through
intensive communication.
Focus
The overall goal can be focused
concretely through the work of
the teams.
Prioritization
Every employee understands the
influence of his or her work on the
result and can support it on his or
her own responsibility.
Motivation
Employees enjoy a level of freedom
in determining the concrete
achievement of objectives

7. Structure
Objective Key Results
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represents a visionary and
trend-setting vision of the
future.
Objective
are transparent, ambitious,
measurable and assessable
results that maximally advance
the goals.
(max. 5 Key Results per
Objective).
Key Results
Objectives and results are
defined for a period of 2-3
months, but should be adjusted
if necessary.
Period

8. Connect SAFe and OKR
Example: IT Infrastructure Services Organization
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Situation
✓ OKR as model for the alignment of strategic goals of the
organization and management
✓ SAFe as a model for capacity-controlled planning of work by
the teams
Approach
✓ Harmonization of the timing in processes as a basis for a
synchronized approach
✓ Focus on strategic, organizational and functional, operational
goals
✓ Shared responsibility between Product Manager/Owner and
Management
PI Planning PI Planning
Program Increment
12 weeks
Sprint
2 weeks
OKR Workshop
OKR Alignment

9. Balancing Product and Organizational Features
Example: IT Infrastructure Services Organization
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PI Planning
Strategic Organizational Features
Unit Level
Department Level
Team Level
OKR Backlog
Product and Architecture Features
Feature Backlog
✓ Plan Backlog Items Together
✓ Develop a balance based on the
capacities of the teams across the ART

10. Pros vs Cons
SAFe and OKR
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pros
Strengthening transparency with regard to
operational and strategic goals
Early communication of strategic and
organizational changes
Teams can drive and support the achievement
of their goals in a self-determined manner.
No overloading of teams due to integrated,
capacity-based planning
Periods (PI and OKR cycle) complement each
other
cons
PI Objectives offer a similar format to OKR, but are
only created with PI Planning.
OKR do not provide a sufficient basis for planning
projects over a longer period of time.
Risk of double expenses with inaccurate
delimitation of the focus of the OKR.

11. Implement
OKR in SAFe
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4 weeks before
PI Planning
Perparation
great OKR and PIs
✓ Initial OKR Workshop with Leadership,
Management, Product Manager, Scrum Master etc.
✓ Focus on strategic, organizational objectives of
company, ART (Tribe)
✓ Brainstorming on relevant objectives and results
from different perspectives
✓ Result: not more than 5 Objectives with max. 5 Key
Results

12. 2 weeks before
PI Planning
Refinement
at
PI Planning
✓ Presentation by the management or leadership
at the beginning of the PI Planning
✓ Preparation and planning of the activities for the
upcoming Program Increment
✓ Visualization in the Program Board
✓ Integration into Team Backlogs
✓
Communication
✓ Feedback to initial OKR by participants
✓ Final alignment, e.g. by validating the results of Vitality
Checks of the teams
✓ Revision and adaptation
✓ Selection and prioritization

13. for value-driven
organizations
innovationhappy scaling!