Getting a large-scale agile release train back on track

Introduction:

‍In a large public sector development initiative involving over 200 professionals and more than 10 scrum teams, the Agile Release Train (ART) faced significant challenges in alignment and operational efficiency. The organization’s decision to transition from a single-vendor to a multi-vendor delivery model provided an opportunity to reassess and refine the ART’s ways of working. Our role was to assess the current state, define a target state, and guide the organization through a comprehensive transformation effort.

‍The Challenge:

‍Using the SAFe Essentials framework as a benchmark, we conducted a detailed assessment that identified critical gaps in roles, processes, and governance. The ART’s workflows were hindered by a bureaucratic Epic Kanban system, extensive pre-planning before PI Planning, and the absence of key agile roles such as Product Owners and Product Management. These challenges limited the ART’s ability to function effectively and align with SAFe principles.

‍The Transformation:

‍Working closely with leadership, we developed a target state and guided the ART toward alignment with SAFe Essentials. One of the critical changes was equipping each team with a dedicated Product Owner, a role that had previously been absent. The organization took ownership of this role, ensuring clear accountability and alignment between strategic priorities and team execution. Additionally, a Product Management layer was established to coordinate priorities across teams and provide clear direction. Workflows were streamlined, and decision-making processes were refined to improve agility and collaboration throughout the ART.

‍Ongoing Change:

‍This transformation is still in progress and represents a significant cultural and operational shift for the organization. While it will take time to fully realize the benefits, the ART now operates with a stronger foundation, clearer roles, and a renewed focus on agile principles.