Implementing large initiatives in enterprise Agile can be challenging. As a key component of the Scaled Agile Framework (SAFe), Epics provide a container for these strategic ideas to help drive alignment with business objectives.
Understanding SAFe Epics and how to effectively define, forecast, and implement them enables you to successfully deliver value at scale.
In this post, we’ll explore what SAFe Epics are, the different types, how to create the business case and define the Minimum Viable Product (MVP), and techniques for forecasting duration and managing implementation across multiple Agile Release Trains.
You’ll learn how to utilize Epics to implement impactful initiatives incrementally in line with the Lean-Agile mindset.
What is a SAFe Epic?
A SAFe Epic is a container used to capture and manage the work required to build solutions for strategic initiatives.
Epics are defined at the Portfolio layer of SAFe and represent significantly large bodies of work that align with business objectives and span multiple Agile Release Trains (ARTs) and Program Increments (PIs).
Unlike traditional projects that have defined start and end dates, Epics are ongoing initiatives that get prioritized on the Portfolio Kanban and implemented incrementally.
The scope of an Epic is flexible and follows an inspect and adapt approach based on learnings rather than being fixed at the start.
Epics allow organizations to break down large strategic ideas into smaller manageable chunks that ARTs can tackle in a Lean-Agile way. The Minimum Viable Product (MVP) is identified upfront to validate assumptions and adjust scope.
Types of Epics in SAFe
There are two main types of SAFe Epics – Platform Epics and Solution Epics.
Platform Epics deliver capabilities that enable building solutions, like infrastructure, tools, technology upgrades, etc. They provide foundational components for solution development.
On the other hand, Solution Epics deliver end-user focused solutions that realize business outcomes. They consist of features that directly serve internal or external users.
Both Platform and Solution Epics require involvement from multiple ARTs and span multiple Program Increments.
The type of Epic used depends on whether the need is internal platform capabilities or external end-user solutions aligned to strategic goals.
Defining Epics in SAFe
Before starting implementation, it is important to clearly define the Epic so that it can be properly planned and executed. This involves developing the lean business case, identifying the MVP, and estimating costs.
1. Creating the Lean Business Case
The lean business case helps establish validity for the Epic by outlining the business need, target outcomes, timelines, costs involved, etc. It enables leadership to make data-driven decisions about whether to greenlight the initiative.
The business case should provide clarity on strategic objectives the Epic seeks to fulfill and the expected business value like increased revenue, cost savings, etc. It is critical to get stakeholder alignment on the business case before finalizing the Epic.
Since the scope is flexible, the business case can be revisited and updated based on feedback and learnings during implementation.
2. Defining the MVP
The Minimum Viable Product is key for testing hypotheses and incremental learning. The MVP should be the smallest set of features that can provide initial validation for the Epic.
By defining a thin vertical slice of the functionality required, the MVP enables faster feedback on whether the solution resonates with users. The learnings can then be incorporated into subsequent scope.
The MVP also facilitates adjusting scope based on evolving strategic needs.
3. Estimating Epic Costs
Developing estimates for Epic costs is important for planning purposes. Estimates typically include:
Implementation Costs
The costs for Agile teams to develop the features and capabilities over multiple sprints and PIs. This includes the overall team size, complexity, team composition needed, effort, etc.
Supplier Costs
Any expenses for licensing third-party software, procuring infrastructure, outsourcing specialized work, or obtaining components from external suppliers required for the implementation of the Epic should be estimated.
Since Epic estimates have high uncertainty, using ranges or t-shirt sizing is recommended over precise figures. Revisiting and adjusting estimates continuously based on new learnings also helps improve accuracy.
Forecasting an Epic’s Duration
Forecasting the timeline for SAFe Epics can be tricky due to the uncertainty inherent in large initiatives. Unlike predefined project plans, Epics follow an empirical approach based on emergent learning.
However, it is still useful to forecast a target timeframe for completion. You can forecast an Epics duration using these steps:
1. Breakdown into PIs
Break the Epic into multiple Program Increments spanning different Agile Release Trains (ARTs). Estimating the number of PIs needed to deliver the full scope provides a preliminary timeline.
2. Analyze Team Velocity
Evaluate the historical velocity of teams to estimate their throughput. This data helps determine how much work teams can complete within a PI.
3. Factor in Risks/Uncertainties
Account for potential risks and unknowns that could impact the timeline. Adding buffers and contingency plans helps make forecasts more realistic.
4. Re-evaluate Frequently
Treat forecasts as tentative estimates rather than commitments. Re-evaluate timelines after every PI based on new learnings and achievement of milestones and adjust forecasts upwards or downwards accordingly.
Implementing SAFe Epics
Once an Epic has been defined and approved, the next step is to execute implementation. There are some key aspects to effectively implementing Epics:
Prioritization
The Epic gets prioritized on the Portfolio Kanban based on its WSJF score and importance. Higher priority Epics get addressed earlier by Agile Release Trains (ARTs). The prioritization is continuously revisited and adjusted.
Decomposition
The Epic gets progressively decomposed into features, stories, and tasks over multiple Program Increments. Breaking down work into smaller batches improves focus and agility.
Release Planning
Teams estimate features and collaborate on release planning to map out deliverables for the Program Increment. Accounting for dependencies and coordination between ARTs is critical during this activity.
Continuous Tracking
Epic Owners track progress via the Portfolio Kanban and Program Kanban. Metrics like story completion, defects, and team velocity help assess progress during PI execution.
Inspect and Adapt
User feedback, achievement of KPIs, and learnings are evaluated at the end of each PI to determine if any course correction is needed for the next PI’s work. Adjusting scope and priorities occurs through tight feedback loops.
SAFe Epic Owner
The SAFe Epic Owner is the individual responsible for defining, prioritizing, and managing the Epic throughout its lifecycle. They are typically part of the Lean Portfolio Management group.
The key responsibilities of the SAFe Epic Owner include:
- Developing the lean business case and getting stakeholder alignment
- Working with Product Management to identify the Minimum Viable Product
- Coordinating across multiple Agile Release Trains (ARTs) to map out delivery
- Prioritizing the Epic and creating backlog items for the various ARTs
- Tracking progress through the various Program Increments
- Ensuring the strategic objectives are met through continuous inspect and adapt
- Making course corrections based on feedback and learnings
- Transitioning ownership to Product Management once execution starts
The SAFe Epic Owner plays a pivotal role in decomposing the large Epic into actionable increments and guiding teams to build solutions that deliver business value.
SAFe Epics vs Features
Epics and Features are different constructs in SAFe that serve complementary purposes. While both represent large bodies of work, there are some key differences:
- Scope: Epics are significantly larger initiatives that span multiple ARTs and PIs, while features are more narrowly scoped to a single ART and PI.
- Alignment: Epics align with strategic business objectives, while features align with solution-level capabilities.
- Details: Epics outline outcomes at a high-level while features define functionality in detail.
- Ownership: The Epic Owner manages the Epic lifecycle, while the Product Manager owns Features.
- Delivery: Epics are incrementally delivered over time. Features on the other hand are completed within a PI.
Conclusion
Effectively implementing large business initiatives requires an Agile, value-driven approach. Within the Scaled Agile Framework, SAFe Epics provide a mechanism to deliver on strategic goals incrementally.
By understanding how to define, plan, and manage Epics across multiple Agile Release Trains, you can drive alignment between executive vision and team execution.
With the right knowledge and techniques, Epics can help transform your organization’s biggest ideas into real impact and outcomes. So leverage Epics to enable enterprise agility and continuous value realization on your most significant initiatives.
