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Kaizen is about changing the way things are. If you assume that things are all right the way they are, you can’t do kaizen. So change something! —Taiichi Ohno

Inspect and Adapt

Inspect & adapt: overview.

The Agile Manifesto emphasizes the importance of continuous improvement through the following principle: “At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.”

In addition, SAFe includes ‘relentless improvement’ as one of the four pillars of the SAFe House of Lean as well as a dimension of the Continuous Learning Culture core competency. While opportunities to improve can and should occur continuously throughout the Program Increment (PI) (e.g., Iteration Retrospectives ), applying some structure, cadence, and synchronization helps ensure that there is also time set aside to identify improvements across multiple teams and Agile Release Trains.

All ART stakeholders participate along with the Agile Teams in the I&A event. The result is a set of improvement backlog items that go into the Program Backlog for the next PI Planning event. In this way, every Agile Release Train (ART) improves every PI. For large solutions , a similar I&A event is held by the Solution Train .

The I&A event consists of three parts:

PI System Demo

• Quantitative and qualitative measurement
• Retrospective and problem-solving workshop

Participants in the I&A should be, wherever possible, all the people involved in building the solution. These include for an ART:

• The Agile teams
• Release Train Engineer (RTE)
• System and Solution Architects/Engineering
• Product Management ,  Business Owners , and others on the train

Additionally, Solution Train stakeholders may attend this event.

The PI System Demo is the first part of the I&A, and it’s a little different from the regular system demos that happen after every iteration, in that it is intended to show all the Features that the ART has developed over the course of the PI. Typically the audience is broader, for example, customers or Portfolio representatives are more likely to attend this demo. Therefore, the PI system demo tends to be a little more formal, and some extra preparation and staging are usually required. But like any other system demo, it should be timeboxed to an hour or less, with the level of abstraction high enough to keep stakeholders actively engaged and providing feedback.

Prior to, or as part of the PI system demo, Business Owners collaborate with each Agile team to score the actual business value achieved for each of their Team PI Objectives .

Quantitative and Qualitative Measurement

In the second part of the I&A event, teams collectively review any quantitative and qualitative metrics they have agreed to collect, then discuss the data and trends. In preparation for this, the RTE and the Solution Train Engineer are often responsible for gathering the information, analyzing it to identify potential issues, and facilitating the presentation of the findings to the ART.

One primary metric is the program predictability measure. Each team’s planned vs. actual business value is rolled up to create the program predictability measure, as shown in Figure 2.

Reliable trains should operate in the 80–100 percent range; this allows the business and its external stakeholders to plan effectively. (Note: Uncommitted objectives don’t count toward the commitment but do count toward the actual business value achievement, as can also be seen in Figure 1.)

Retrospective

The teams then run a brief (30 minutes or less) retrospective, the goal of which is to identify a few significant issues they would like to address during the problem-solving workshop . There is no one way to do this; several different Agile retrospective formats can be used [3].

Based on the retrospective, and the nature of the problems identified, the facilitator helps the group decide which issues they want to tackle. Each team may work on a problem, or, more typically, new groups are formed from individuals across different teams who wish to work on the same issue. This self-selection helps provide cross-functional and differing views of the problem, and it brings together those who are impacted and those who are best motivated to address the issue.

Key ART stakeholders—including Business Owners, customers, and management—join the teams in the retrospective and problem-solving workshop. Often it is the Business Owners alone who can unblock the impediments that exist outside the team’s control.

Problem-Solving Workshop

For addressing systemic problems, a structured, root-cause problem-solving workshop is held by the ART. Root cause analysis provides a set of problem-solving tools used to identify the actual causes of a problem, rather than just addressing the symptoms. The session is typically facilitated by the RTE, in a timebox of two hours or less.

Figure 3 illustrates the steps in the problem-solving workshop.

The following sections describe each step of the process.

Agree on the Problem(s) to Solve

American inventor Charles Kettering is credited with the statement that “a problem well stated is a problem half solved.” At this point, the teams have self-selected the problem they want to address. But, do they agree on the details of the problem, or is it more likely that they have differing perspectives? To this end, the teams should spend a few minutes clearly stating the problem, highlighting the ‘what’, ‘where’, ‘when’, and ‘impact’ as succinctly as they can. Figure 4 illustrates a well-written problem statement.

Perform Root Cause Analysis

Effective problem-solving tools include the fishbone diagram and the ‘5 Whys.’ Also known as an Ishikawa Diagram , a fishbone diagram is a visual tool used to explore the causes of specific events or sources of variation in a process. Figure 5 illustrates the fishbone diagram with a summary of the previous problem statement written at the head of the ‘fish.’

For our problem-solving workshop, we preload the main bones with the categories people, process, tools, program, and environment. However, these may be adapted as appropriate.

Team members then brainstorm causes that they think contribute to the problem to be solved and group them into these categories. Once a cause is identified, its root cause is explored with the 5 Whys technique. By simply asking ‘why’ multiple times, the cause of the previous cause is uncovered, and added to the diagram. The process stops once a suitable root cause has been identified and the same process is then applied to the next cause.

Identify the Biggest Root Cause

Pareto Analysis , also known as the 80/20 rule, is a technique used to narrow down the number of actions that produce the most significant overall effect. It uses the principle that 20 percent of the causes are responsible for 80 percent of the problem. It’s especially useful when many possible courses of action are competing for attention, which is almost always the case with complex, systemic issues.

Once all the possible causes-of-causes have been identified, team members then cumulatively vote on the item they think is the most significant factor contributing to the original problem. They can do this by dot voting (five votes are allocated to each person, which can be spread among one or more items as they see fit) on the causes they think are most problematic. The team then summarizes the votes in a Pareto chart, such as the example in Figure 6, which illustrates their collective consensus on the most significant root cause.

Restate the New Problem

The next step is to pick the cause with the most votes and restate it clearly as a problem. This should take only a few minutes or so, as the teams have a good understanding of this root cause by now.

Brainstorm Solutions

At this point, the restated problem will start to imply some potential solutions. The team brainstorms as many possible corrective actions as they can think of within a fixed timebox (about 15–30 minutes). The rules of brainstorming apply here:

• Generate as many ideas as possible
• Do not allow criticism or debate
• Let the imagination soar
• Explore and combine ideas

Create Improvement Backlog Items

The team then cumulatively votes on up to three most likely solutions. These are rephrased as improvement stories and features to be fed directly into the PI Planning event that follows. During that event, the RTE helps ensure that the relevant work needed to deliver the identified improvements is planned. This closes the loop, thus ensuring that action will be taken and that people and resources are dedicated as necessary to improve the current state.

In this way, problem-solving becomes routine and systematic, and team members and ART stakeholders can be assured that the train is solidly on its journey of relentless improvement.

Inspect and Adapt at the Large Solution Level

The above describes a rigorous approach to problem-solving in the context of a single ART. If the ART is part of a Solution Train the I&A event will often include key stakeholders from the Large Solution level. In larger value streams, however, an additional large solution level I&A event may be required, following the same format.

Due to the number of people in a Solution Train, attendees at the large solution I&A event cannot include everyone, so stakeholders are selected that are best suited to address the problems faced. This includes the primary stakeholders of the Solution Train, as well as representatives from the various ARTs and Suppliers .

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Problem-solving workshop: Step-by-Step

A problem-solving workshop is held by the Agile Release Train and its purpose is to address systematic problems. The workshop that concentrates on identifying the problems, not just addressing the symptoms, is facilitated by the Release Train Engineer and time-boxed to maximum of two hours. What are the six steps of the workshop?

In SAFe® (Scaled Agile Framework for Enterprises®), problem-solving workshop is done during the Inspect & Adapt (I & A) event. I & A  is held at the end of each Program Increment, and it forms the basis for relentless improvement, one of the four pillars of the SAFe House of Lean , and a dimension of the Continuous Learning Culture core competency.

During the three parts of I & A event (PI System Demo, Quantitative and Qualitative measurement, and Retrospective and problem-solving workshop), the ART demonstrates and evaluates the current state of the solution and teams reflect and identify improvement backlog items. In this article we are going to concentrate on the last part of the event, problem-solving workshop, during which teams systematically address the larger impediments that are limiting velocity.

Problem-solving workshop consists of 6 steps

Step 1: agree on the problem to solve.

Clearly stating the problem is key to problem identification and correction. It enables more focused investigation, time-saving, and avoids ‘ready, fire, aim’ approach. On the other hand, a problem that is not well defined, may result in failure to reach the proper countermeasure. To identify and agree on the problem to solve, the teams should spend a few minutes clearly stating the problem, highlighting the ‘what’, ‘where’, ‘when’, and ‘impact’ as succinctly as they can.

Step 2: Apply root-cause analysis and 5 whys

The Root-cause analysis and the ‘5 Whys’ technique is used to explore the cause-and-effect relationships underlying a particular problem. It helps to avoid assumptions and logic traps, trace the chain of causality in direct increments from the effect to a root cause.

The root cause analysis (fishbone or Ishikawa) diagram features 5 main ‘bones’ that represent typical sources of problems in development (tools, people, program, process, environment). Team members then brainstorm causes that they think contribute to the problem to be solved and group them into these categories. Once a cause is identified, its root cause is explored with the 5 Whys technique. By simply asking ‘why’ multiple times, the cause of the previous cause is uncovered, and added to the diagram. The process stops once a suitable root cause has been identified and the same process is then applied to the next cause (© Scaled Agile, Inc.).

Step 3: Identify the biggest root-cause using Pareto analysis

Team uses Pareto analysis (or 80/20 rule) to narrow down the number of actions that produce the most significant overall effect. It is based on the principle that 20% of root causes can cause 80% of problems and it has proved useful where many possible sources and actions are competing. Once the team writes down all the causes-of-causes, they identify the biggest root-cause using dot-voting – every team member has five dots on its disposal, and he can allocate them to one or more items he thinks are most problematic. Then they summarize votes in Pareto chart that shows collective consensus on the most significant root-cause.

Step 4: Restate the new problem for the biggest root-cause

Team picks the most voted item from Pareto chart. They restate it clearly as a problem and add economic impact of the problem to the description.

Step 5: Brainstorm solutions

During the brainstorming activity that lasts about 15 – 30 minutes, team brainstorms as many possible corrective actions as possible. The goal of activity is to generate as many ideas as possible, without criticism or debate. Team members should let their imagination soar and explore and combine all the ideas that arise and in the end dot-vote to identify top contenders.

Step 6: Identify improvement backlog items (NRFs)

In the end of the problem-solving workshop, up to three most voted solutions are identified. Solutions are then rephrased as improvement stories and features to be fed directly into the PI Planning event that follows the I & A event. During that event, the RTE helps ensure that the relevant work needed to deliver the identified improvements is planned. This closes the loop, thus ensuring that action will be taken, and that people and resources are dedicated as necessary to improve the current state. In this way, problem-solving becomes routine and systematic, and team members and ART stakeholders can be assured that the train is solidly on its journey of relentless improvement (© Scaled Agile, Inc. ).

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Supercharge Agile Success with SAFe Inspect and Adapt

• On May 14, 2023
• By David Usifo (PSM, MBCS, PMP®)

The key to thriving in today’s rapidly changing business environment is adapting quickly to meet new challenges and opportunities.

Agile methodologies, such as the Scaled Agile Framework (SAFe), provide organizations with the tools they need to stay competitive and responsive.

One of the most critical components of SAFe is the Inspect and Adapt (I&A) process, which promotes continuous improvement and learning.

In this comprehensive blog post, we will explore the SAFe Inspect and Adapt process in-depth, guiding you through its principles, phases, benefits, and practical tips for success.

Table of Contents

What is SAFe?

The Scaled Agile Framework (SAFe) is a set of principles, processes, and best practices designed to help organizations scale Agile practices across the enterprise.

SAFe provides a structured approach to align multiple teams and coordinate their efforts, ensuring a consistent delivery of value to customers.

It emphasizes collaboration, communication, and transparency, making it easier for large organizations to adopt Agile methodologies and stay competitive in the market.

Inspect and Adapt in SAFe

Inspect and Adapt (I&A) is a key principle and event in the Scaled Agile Framework (SAFe) that emphasizes the importance of continuous improvement within an organization.

The I&A event or workshop is designed to help Agile Release Trains (ARTs) and other stakeholders regularly assess their progress, identify areas for improvement, and make necessary adjustments to their processes and plans.

This iterative approach ensures that teams stay aligned with their goals, learn from their experiences, and adapt as needed to optimize performance and outcomes.

The Inspect and Adapt event is structured to facilitate reflection, analysis, and action. It is held at the end of each Program Increment (PI) , which typically lasts 8-12 weeks, and involves the participation of all ART members, as well as Product Management, and other key stakeholders.

The event provides a formal opportunity for teams to:

1. Inspect their Work

Teams evaluate the work they have completed during the PI, assessing the quality and effectiveness of the solutions developed, as well as progress towards their objectives.

This involves reviewing both the tangible outputs (e.g., features, user stories ) and the underlying processes used to create them.

2. Adapt their approach

Based on the insights gained from the inspection, teams identify areas where improvements can be made, and develop action plans to address them.

This may involve adjusting their processes, tools, or strategies, as well as resolving any impediments or issues that have been identified.

By regularly engaging in the Inspect and Adapt process, organizations can cultivate a culture of continuous learning and improvement, enabling them to more effectively respond to change, address challenges, and achieve their desired outcomes.

The I&A event in SAFe reinforces the Agile principles of transparency, feedback, and adaptation, helping organizations to become more resilient, adaptive, and successful in today’s rapidly-evolving business environment.

Phases of the SAFe Inspect and Adapt Event

The Inspect and Adapt event is divided into three primary phases or components:

1. PI System Demo

The PI System Demo is an opportunity for Agile Release Trains (ARTs) to showcase the work they’ve accomplished during the Program Increment (PI).

This demo is a critical aspect of the I&A event, as it enables teams to:

• Gather feedback from stakeholders, which can be used to make improvements in the next PI.
• Validate that the developed features meet the customers’ needs and expectations.
• Ensure that the different teams’ work is integrated and functioning as a cohesive system.
• Promote transparency and foster a shared understanding of the progress made during the PI.

2. Quantitative Measurement

Quantitative measurement is an essential part of the I&A event, as it helps teams objectively evaluate their performance and progress.

Some common quantitative measurements used in SAFe include:

• Program Predictability Measure : This metric compares the actual business value delivered by the ART against the planned business value.
• Agile Metrics : These may include lead time, cycle time, team velocity , and other metrics that help assess the efficiency and effectiveness of the Agile teams.
• Quality Metrics : These can include defect counts, escaped defects, test coverage, and other indicators that measure product quality and reliability.
• DevOps Metrics : These may include deployment frequency, change lead time, change failure rate, and mean time to recovery, which help assess the efficiency of the development and operations processes.

These metrics help teams identify strengths and weaknesses, which can then be addressed during the Retrospective and Problem-Solving Workshop.

3. Retrospective and Problem-Solving Workshop

The Retrospective and Problem-Solving Workshop is a structured session where teams reflect on their performance, identify areas of improvement, and create action plans to address them.

The workshop typically follows these steps:

• Identify Improvements : Teams discuss the outcomes of the PI System Demo and the quantitative measurements, highlighting what went well and what needs to be improved.
• Root Cause Analysis : Teams conduct a thorough analysis of the underlying causes of the identified issues, using techniques such as the “5 Whys” or Ishikawa (fishbone) diagram.
• Brainstorm Solutions : Teams collaboratively brainstorm potential solutions to the root causes, considering various perspectives and ideas.
• Prioritize Actions : The team prioritizes the proposed solutions based on factors such as impact, feasibility, and alignment with organizational goals.
• Create Action Plans : For each prioritized solution, teams create an action plan detailing the steps, responsibilities, and timeline for implementation.

The insights and action plans generated during the Retrospective and Problem-Solving Workshop help teams continuously improve and increase their effectiveness in the next PI.

Benefits of the Inspect and Adapt Event to Organizations

The Inspect and Adapt (I&A) event in the Scaled Agile Framework (SAFe) offers several benefits to organizations, helping them to continuously improve and adapt to the ever-changing business environment.

Some of the key benefits include:

1. Continuous Improvement

The I&A event encourages teams to regularly reflect on their work, identify areas for improvement, and make necessary adjustments.

This fosters a culture of continuous learning and improvement, enabling organizations to optimize their processes and maximize their effectiveness.

2. Enhanced Agility

By embracing the principle of adaptation, organizations can better respond to changes in market conditions, customer needs, and technological advancements.

The I&A event helps organizations stay agile and pivot as needed to maintain alignment with their goals and objectives.

3. Increased Transparency

The I&A event promotes transparency by involving stakeholders in the review and assessment of the work completed during the Program Increment.

This shared understanding of progress and challenges helps build trust, improve collaboration, and ensure that everyone is working towards the same goals.

4. Higher Quality Outcomes

Through regular inspection of work and processes, organizations can identify and address issues that impact product quality.

This focus on quality leads to the delivery of robust and reliable solutions that meet or exceed customer expectations.

5. Better Decision-Making

The I&A event provides valuable data and insights that inform decision-making at both the team and organizational levels.

By using data-driven insights, organizations can make more informed choices that optimize their resources and drive better results.

6. Improved Employee Engagement

The I&A event encourages collaboration and empowers teams to take ownership of their work and improvement initiatives.

This sense of ownership and involvement can lead to higher employee engagement, satisfaction, and retention.

7. Alignment with Organizational Goals

By regularly reviewing progress towards objectives, teams can ensure that their work remains aligned with the organization’s overall goals and strategies.

This alignment helps prevent wasted efforts and ensures that all teams are working together to achieve the desired outcomes.

Tips for a Successful Inspect and Adapt Workshop

To ensure a successful Inspect and Adapt (I&A) workshop in the context of the Scaled Agile Framework (SAFe), consider the following tips:

1. Invite Relevant Stakeholders

Ensure that all key stakeholders, such as Agile Release Train (ART) members, Product Management, and other important contributors, attend the I&A workshop.

Their participation will help create a shared understanding of the progress and challenges faced during the Program Increment (PI).

2. Prepare and Share Data

Collect and share relevant quantitative data and performance metrics before the workshop.

This will provide a solid foundation for discussions and help participants understand the context of the issues that need to be addressed.

3. Establish a Safe and Open Environment

Encourage open and honest communication during the workshop. Participants should feel comfortable sharing their thoughts, experiences, and concerns without fear of judgment or retribution.

4. Use Structured Problem-Solving Techniques

Utilize structured problem-solving approaches, such as the “5 Whys” or Ishikawa (fishbone) diagrams, to facilitate root cause analysis of the identified issues and help ensure that the underlying causes are thoroughly investigated and addressed.

5. Focus on Actionable Improvements

Encourage participants to brainstorm and prioritize improvements that are actionable and within the team’s control. The goal is to identify changes that can be implemented in the next PI to drive continuous improvement.

6. Assign Clear Ownership and Timelines

For each prioritized improvement, assign clear ownership, responsibilities, and timelines. This will help ensure that the improvement initiatives are effectively executed and tracked.

7. Review previous action items

Begin the I&A workshop by reviewing the action items from the previous PI’s retrospective. Assess their completion status and discuss any learnings or challenges encountered during their implementation.

8. Follow up on Action Items

Regularly check on the progress of the action items generated during the I&A workshop throughout the next PI to help maintain accountability and ensure that continuous improvement remains a priority.

9. Celebrate Successes

Recognize and celebrate the successes and improvements achieved during the PI to reinforce a positive culture of continuous learning and improvement within the organization.

10. Continuously Improve the I&A Process

Finally, treat the I&A workshop itself as an opportunity for continuous improvement. Gather feedback from participants and look for ways to enhance the effectiveness and value of the workshop in future PIs.

Inspect and Adapt for Solution Trains

While I&A is usually associated with Agile Release Trains (ARTs), the concept is also applicable to Solution Trains, which operate at a higher level in the SAFe hierarchy .

A Solution Train is a collection of multiple ARTs and suppliers that work together to deliver more extensive and complex solutions.

Solution Trains are typically used in large-scale organizations with multiple interconnected systems, products, or services.

The I&A event for Solution Trains is similar to that of ARTs, with a focus on continuous improvement and adaptation at the solution level. The main difference lies in the broader scope and the involvement of additional stakeholders.

Here’s a high-level overview of the Inspect and Adapt process for Solution Trains:

1. Solution Demo

Conduct a comprehensive Solution Demo, showcasing the integrated work of all the ARTs and suppliers within the Solution Train.

This demo provides an opportunity for stakeholders to review the progress made during the Program Increment (PI), validate that the developed features meet customer needs, and verify that the different components are functioning cohesively.

Collect and analyze quantitative measurements related to the solution, such as value delivered, quality metrics, and DevOps metrics.

These metrics provide an objective assessment of the Solution Train’s performance, allowing for data-driven decision-making.

3. Solution-Level Retrospective

Conduct a Retrospective involving representatives from each ART, suppliers, and other key stakeholders.

This Retrospective should focus on identifying areas for improvement at the solution level, rather than the individual team or ART level.

The aim is to address issues and challenges that impact the overall solution’s delivery, quality, or performance.

4. Root Cause Analysis and Problem-Solving

Perform a root cause analysis of the identified issues, using structured techniques like the “5 Whys” or Ishikawa (fishbone) diagrams.

Brainstorm potential solutions, prioritize them based on impact and feasibility, and create action plans for implementation.

5. Monitor and Adapt

Track the progress of the action items generated during the I&A event, ensuring that they are effectively implemented and continuously monitored.

Adapt the solution and its underlying processes as needed, based on the insights and learnings gained from the I&A process.

Inspect and Adapt (I&A) Workshop vs Retrospective

While both the Inspect and Adapt (I&A) workshop and the Retrospective are events in the Scaled Agile Framework (SAFe) that focus on continuous improvement and learning, they differ in scope, purpose, and the level at which they operate.

Here’s a comparison of the two events highlighting the differences between them:

The I&A workshop is a larger-scale event that takes place at the end of each Program Increment (PI), which typically lasts 8-12 weeks.

It involves the entire Agile Release Train (ART) and other key stakeholders, such as Product Management and Business Owners.

The Retrospective on the other hand is a smaller-scale event that takes place at the end of each Iteration (typically 2 weeks) within a PI.

It involves individual Agile teams , such as Scrum teams, and focuses on their work and processes at the team level.

The main purpose of the I&A workshop is to assess the progress made during the PI, identify areas for improvement, and create action plans to address those areas.

The event covers both the work completed (e.g., features, user stories) and the underlying processes used to create them.

The Retrospective’s purpose is to reflect on the team’s performance during the Iteration, identify areas for improvement, and agree on specific actions to implement in the next Iteration.

The event primarily covers the team’s practices, collaboration, and any impediments faced during the Iteration.

The I&A workshop consists of several components, including the PI System Demo, the Quantitative Measurement, the Retrospective, and the Problem-Solving Workshop.

This comprehensive approach ensures that teams thoroughly inspect their work and adapt their processes as needed for continuous improvement.

The Retrospective on the other hand follows a more straightforward format, typically consisting of gathering feedback, discussing and prioritizing improvement areas, and creating action items.

Teams often use formats like “What went well,” “What did not go well,” and “What can we improve” to structure the discussion.

The SAFe Inspect and Adapt process is a powerful tool for driving continuous improvement and achieving Agile success in large organizations.

By regularly inspecting their work and adapting their processes based on the findings, teams can enhance their performance, improve product quality, and deliver greater value to customers.

To make the most of the I&A process, teams should focus on collecting both quantitative and qualitative data, conducting effective retrospectives, and developing clear and actionable improvement plans.

By embracing the Inspect and Adapt process, organizations can stay agile, maintain a competitive edge, and drive long-term success in today’s ever-changing business landscape.

David Usifo (PSM, MBCS, PMP®)

David Usifo is a certified project manager professional, professional Scrum Master, and a BCS certified Business Analyst with a background in product development and database management.

He enjoys using his knowledge and skills to share with aspiring and experienced project managers and product developers the core concept of value-creation through adaptive solutions.

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