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Live online · Large Solution certification
Implementing Large Solution SAFe®.
For those building complex, large-scale systems. Scale Lean-Agile practice through the Large Solution Delivery discipline — coordinating multiple ARTs, Solution Trains and strategic suppliers across the wider solution ecosystem.
- SPCT-led
- 18 seats max
- Exam fee included
Next batch
Sep 21–22, 2026
Investment
$2,150 exam included
( 01 ) — Is this you
When one Agile Release Train is not enough.
Some solutions are too large, too interdependent or too regulated for a single train to build. They take hundreds or thousands of people across many domains, they combine hardware and software into a system of systems, and they cross organisational boundaries — often including teams that do not work in an Agile way at all. That is the scale this course is about.
Where large solutions usually come from
- A new system of systems — something large-scale being built for the first time.
- A change of strategy — a new vision that needs alignment far beyond one train.
- A merger or acquisition — unifying strategies, consolidating systems, integrating delivery.
- One customer experience across many products — harmonising a journey that spans several systems.
- A major technology change — a significant legacy replacement, run in parallel with the old.
- Delivery that has stopped working — missed deadlines and cross-organisation execution problems.
Who attends
The course is written primarily for SAFe Practice Consultants and change agents — the people who will structure and coach this. Managers, architects, engineering leaders and business owners supporting a large-solution adoption attend alongside them.
- SPCs and change agents
- Solution and enterprise architects
- Engineering and delivery leaders
- Release Train Engineers
- Business owners and sponsors
- Supplier and partner managers
- Duration
- 2 days
- Delivery
- Live online
- Instructor
- Gold SPCT
- Class size
- 18 seats max
( 02 ) — What you learn
Seven things that only become necessary at scale.
Large Solution SAFe® teaches the competencies for coordinating and delivering solutions that span multiple ARTs, Solution Trains and non-Agile suppliers. Worked through against your own solution, not a case study.
Organise
Structure ARTs, Solution Trains and value stream networks — and choose correctly between them, which is the decision most of this rests on.
Roadmap
Align multiple value streams on one shared, evolving plan, against real capacity rather than a schedule committed to too early by too few people.
Coordinate
Keep delivery synchronised across teams that do not share a backlog, a cadence or, in some cases, an employer.
Define vision, intent and context
Craft a vision and a solution intent that hold across an ecosystem, while the solution is still being designed.
Architect the large solution
Build an architectural runway that lets the teams underneath it keep innovating independently instead of queueing behind a central design.
Meet regulatory compliance
Integrate regulation and governance into the flow of delivery, rather than assembling the evidence afterwards.
Collaborate across the supply chain
Structure supplier relationships that actually work — bringing strategic suppliers inside the cadence instead of managing them across a contract boundary.
( 03 ) — Two structures
The Solution Train is no longer the only answer.
The substantive change in this material is the value stream network: a loosely coupled structure where value streams each deliver standalone value, hold their own funding and roadmap, and collaborate only for as long as the shared solution needs them to. Knowing which of the two you are looking at is most of the diagnosis.
| Solution Train — tight coupling | Value stream network — loose coupling | |
|---|---|---|
| What it is | Multiple ARTs collaborating to build one integrated solution. | Multiple value streams collaborating to deliver a coordinated solution. |
| Where value comes from | Individual components are worth little alone. The value is in the integration. | Each value stream delivers value on its own, and more value through the shared solution. |
| Strategy and funding | Support for strategy and the funding rationale are linked — same people, same discussions. | Each supports strategy independently and is typically funded separately. |
| Vision and roadmap | One shared vision, intent and roadmap driving every ART. | Each has its own vision, intent and roadmap, aligned to deliver the shared solution. |
| Release cadence | Typically released as a single unit, in large batches. | Released independently to their own customers, with coordination for the shared solution. |
| Relationship | Parent and child — nested value streams reporting up to a shared solution. | Customer and provider — each is a supplier to some and a customer of others. |
( 04 ) — The workshops
Two facilitated workshops you can run afterwards.
Both are covered in depth, as things you will go and facilitate rather than things you will have heard of. They are also the two engagements most organisations ask for first.
Organising large solutions around value.
Not the same as the Value Stream and ART Identification workshop. That one targets a first organising effort and runs a linear path to a single answer. This one restructures ARTs, Solution Trains and value streams that already exist, assumes competing and sometimes conflicting optimisation goals, and runs as a diverge-then-converge design exercise ending in several candidate structures and an action plan.
Preparing- Define the strategic purpose and the optimisation goals.
- Identify the inputs the workshop will need.
- Define the scope of the new organisation.
- Identify who has to be in the room.
- Review the optimisation goals and the inputs.
- Create multiple options for the future structure.
- Evaluate the options and agree on an approach.
- Create an action plan.
Roadmap alignment.
Roadmapping replaces a fixed schedule — committed to too early, by too few people, creating false feasibility — with a real negotiation that tests shared context against actual capacity. It is what gets senior executives to agree on a roadmap that can genuinely be delivered, across parts of the organisation that work in very different ways.
Preparing- Define the outcomes, and who is needed to support them.
- Gather inputs from the shared and the local contexts.
- Invite the right individuals.
- Communicate the shared context.
- Review value stream capacity and existing work.
- Break out to align on how the shared context gets delivered.
- Agree a feasible delivery plan.
- Determine next steps.
( 05 ) — Where it sits
Where this sits in the advanced track.
Most people arrive here already coaching a SAFe adoption. Implementing SAFe with SPC is the natural course before it — this is the step from changing one organisation to structuring delivery across several.
- Implementing SAFe® with SPC ⟶
- SAFe® Release Train Engineer ⟶
- SAFe® for Architects ⟶
- All Advanced SAFe courses ⟶
LSS · 2 days
September 2026
5 batches
Week of Sep 21
3 batches
Week of Sep 28
2 batches
No batches match that filter this month ·
Live online in English. Also delivered in Spanish, French and Arabic — ask about a cohort in your language, or private dates.
- 1 Your details
- 2 Review & pay
Selected · next available
Sep 21–22, 2026
Weekday morning batch
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Need to move dates? Rescheduling carries no fee. The exam fee is included in the price.
