Features and Capabilities - Scaled Agile Framework
Features and Capabilities - Scaled Agile Framework
https://www.scaledagileframework.com/features-and-capabilities/ 1/7
1/21/23, 8:20 PM Features and Capabilities - Scaled Agile Framework
Features also lend themselves to the Lean UX process model, which includes a definition of the
Minimum Marketable Feature (MMF), a benefit hypothesis, and acceptance criteria. The MMF helps limit
the scope and investment, enhances agility, and provides fast feedback. Capabilities behave the same
way as features. However, they are at a higher level of abstraction and support the definition and
development of large Solutions.
Details
Features and capabilities are central to the SAFe Requirements Model. They are critical to defining,
planning, and implementing Solution value. Figure 1 provides a broader context for these work items:
https://www.scaledagileframework.com/features-and-capabilities/ 2/7
1/21/23, 8:20 PM Features and Capabilities - Scaled Agile Framework
Figure 1 shows that solutions are developed using features. Each reflects a service provided by the
system that fulfills some important stakeholder needs. They are maintained in the Program Backlog and
are sized to fit in a Program Increment (PI) so that each delivers new value. Features can originate from
either the local context of the Agile Release Train (ART) or they may result from splitting Epics or
capabilities.
The Program and Solution Kanban systems support the flow of features and capabilities, where they
progress through the funnel, analyzing, backlog, implementing, validating, deployment, and release
states. This process provides reasoned economic analysis, technical impact, and strategy for incremental
implementation.
Product Management and System Architect/Engineering own the features and enablers, respectively.
Nonfunctional Requirements (NFRs) define system attributes such as security, reliability, performance,
maintainability, scalability, and usability. NFRs serve as constraints or restrictions on the design of the
system across the different backlogs. Features are prioritized using Weighted Shortest Job First
(WSJF) and are planned and reviewed at PI boundaries. They are split into Stories, and are implemented,
integrated, tested, and demonstrated as the functionality becomes available.
Design Thinking takes a Customer-Centric approach to create desirable and sustainable products.
Design thinking tools including personas, empathy maps, and customer journey maps provide empathy
towards and deeper understanding of customers and users. Together, they provide a rich context to
better understand features and their potential benefits.
Avoid defining features with the ‘user story voice‘ format that’s designed to support one user role;
features typically provide functionality for multiple user roles. Furthermore, using the same method
to describe user stories and features may confuse the business, especially since they are not normally
familiar with stories.
https://www.scaledagileframework.com/features-and-capabilities/ 3/7
1/21/23, 8:20 PM Features and Capabilities - Scaled Agile Framework
Product Managers, in collaboration with Product Owners, and other key stakeholders, define features in
the local context of an ART. Some arise as a result of splitting epics.
System Architects typically create enabler features. The program backlog is used to maintain enablers
alongside business features. Enablers pave the Architectural Runway and support exploration, or may
provide the infrastructure needed to develop, test, and integrate the initiative.
Just like business features, enabler features may originate from epics or emerge locally at the ART level.
Enablers that make it through the Kanban system will be subject to capacity allocation in the program
backlog to ensure that enough emphasis is placed on both furthering the solution and extending the
architectural runway. At each PI boundary, the percentage of resources to be allocated to new features
(or capabilities) versus enablers is estimated to guide the train.
Prioritizing Features
The WSJF prioritization model is used to sequence jobs (e.g. features, capabilities) based on the
economics of product development flow. Since implementing the right jobs in the right sequence
produces the maximum economic benefit—it is hard to overstate the importance of this critical process.
Product and Solution Management have the authority to prioritize features, while System and Solution
Architects and Engineering have the authority to prioritize enabler features.
Estimating Features
Feature estimation supports forecasting value delivery, applying WSJF prioritization, and sizing epics by
splitting them into features and summing their individual estimates. Feature estimation usually occurs in
the analysis state of the Program Kanban and relies on normalized estimation techniques, similar to the
methods used by Agile teams (see the Iteration Planning article for more detail). During analysis,
select subject matter experts from the ART engage in exploration activities and preliminary sizing. During
the analysis state, sizing features do not require splitting them into stories or the inclusion of all the
teams that might develop them.
Accepting Features
A t it i dt d t i
https://www.scaledagileframework.com/features-and-capabilities/
h th th i l t ti i t d d li th 4/7
1/21/23, 8:20 PM Features and Capabilities - Scaled Agile Framework
Acceptance criteria are used to determine whether the implementation is correct and delivers the
business benefits. Figure 3 provides an example:
Acceptance criteria mitigate implementation risk and enable early validation of the benefit hypothesis by
creating alignment between product management, stakeholders, and developers. Acceptance criteria can
also be used as the source of stories. As with stories, acceptance criteria are often transformed into
acceptance tests with Behavior-Driven Development (BDD).
Product Management is responsible for accepting the features. They use acceptance criteria to
determine whether the functionality is properly implemented and nonfunctional requirements met.
Capabilities
Most of this article is devoted to describing the definition and implementation of features, as they are
the most common description of system behavior. Capabilities exhibit the same characteristics and
practices as features. For example, they:
Capabilities may originate in the local context of the solution or occur as a result of splitting portfolio
epics that may cut across more than one Value Stream. Another potential source of capabilities is the
Solution Context, where some aspect of the environment may require new solution functionality.
https://www.scaledagileframework.com/features-and-capabilities/ 5/7
1/21/23, 8:20 PM Features and Capabilities - Scaled Agile Framework
Capabilities must be decomposed into features to be implemented. They, in turn, are split into stories
consumable by teams within an iteration. SAFe provides ten patterns for splitting work, as described in
Leffingwell [1], chapter 6.
Workflow steps
Business rule variations
Major effort
Simple/complex
Variations in data
Data methods
Deferring system qualities
Operations
Use-case scenarios
Breaking out a spike
https://www.scaledagileframework.com/features-and-capabilities/ 6/7
1/21/23, 8:20 PM Features and Capabilities - Scaled Agile Framework
Learn More
[1] Leffingwell, Dean. Agile Software Requirements: Lean Requirements Practices for Teams, Programs,
and the Enterprise. Addison-Wesley, 2011.
he information on this page is © 2010-2023 Scaled Agile, Inc. and is protected by US and International copyrigh
ws. Neither images nor text can be copied from this site without the express written permission of the copyrig
older. Scaled Agile Framework and SAFe are registered trademarks of Scaled Agile, Inc. Please visit Permission
FAQs and contact us for permissions.
https://www.scaledagileframework.com/features-and-capabilities/ 7/7