The American Journal of Engineering and Technology
135
https://www.theamericanjournals.com/index.php/tajet
TYPE
Original Research
PAGE NO.
135-143
10.37547/tajet/Volume07Issue06-15
OPEN ACCESS
SUBMITED
24 April 2025
ACCEPTED
17 May 2025
PUBLISHED
19 June 2025
VOLUME
Vol.07 Issue 06 2025
CITATION
Dhanasekar Elumalai. (2025). Scalable Agile Frameworks: Comparing Safe,
Less, And Nexus for Enterprise Adoption. The American Journal of
Engineering and Technology, 7(06), 135
–
143.
https://doi.org/10.37547/tajet/Volume07Issue06-15
COPYRIGHT
© 2025 Original content from this work may be used under the terms
of the creative commons attributes 4.0 License.
Scalable Agile
Frameworks: Comparing
Safe, Less, And Nexus for
Enterprise Adoption
Dhanasekar Elumalai
Fidelity Investments
Abstract:
This study aims to identify and systematically
compare the main large-scale agile frameworks that
companies can adopt to manage the work of large scale
and distributed teams. The companies can consciously
perform better decision on the choice of the framework
that fits the practices and challenges of their
organizations. The work employs a qualitative approach
supporting an exploratory analysis identifying the
processes of migration to large scale agile. First the
assessment criteria for scaling agile are discussed.
Second these criteria used to perform a comparative
analysis fo 3 large scale agile frameworks i.e. SAFe, LeSS
and Nexus. The findings reveal there isn’t a dominant
large scale agile framework in all dimensions. However,
framework like Nexus offer low technical complexity
accommodating the changes easily while other
frameworks like SAFe offer high level of scalability more
demanding and deep efforts changing work processes in
organization.
Keywords:
SAFe, LeSS, Nexus, scalable, frameworks.
Introduction:
Since the creation of the Agile Manifesto
in 2001, agile software development methods have
become mainstream in software projects that are
continuously affected by external drivers, such as
changing customer demands, shifting regulatory
requirements, and new technological advances. Since
then, academics and practitioners have devoted a great
deal of attention to agile methods. Agile methodologies,
such as Extreme Programming and Scrum, were initially
created for small, co-located, and self-organizing teams
developing software in close collaboration with
customers applying short iterations. Given the
successful adoption of agile methods in small
organizations and projects, many software practitioners
The American Journal of Engineering and Technology
136
https://www.theamericanjournals.com/index.php/tajet
are increasingly engaged in using these methods in large
projects and organizations. Some existing agile methods
and software practitioners, who have worked with
companies to scale agile approaches to their settings,
have promoted various agile scaling frameworks, such as
Large-Scale Scrum (LeSS)1 and Scaled Agile Framework
(SAFe) to address issues related to the adoption of agile
methods in large companies and projects. As large
organizations face increasing pressure to become more
agile, the adoption of agile scaling frameworks in the
industry has grown, to provide off-the-shelf solutions for
scaling agile methods.
Even though there is a growing div of knowledge on
agile scaling frameworks, the existing literature neglects
to investigate why companies select a specific
framework, what benefits they expect, and how
satisfied they are with selected framework. We
understand this gap in the literature by presenting our
findings on the reasons, expected benefits, and
satisfaction of organizations adopting agile scaling
frameworks of industry participants worldwide.
Agile methodologies play a vital role in software
development in teamwork from team flexibility
collaboration and have been delivering high quality
products, the need of scaling agile practices is crucial for
organizational growth, maintaining efficiency and
alignment across multiple teams. This. Paper aiming to
compare 3 popular scaling frameworks: SAFe (Scaled
Agile framework), Nexus, and LeSS ( Large scale scrum)
focusing for suitability of enterprise adoption. Let’s
examine their principle, benefits, challenges and real-
world examples providing comprehensive analysis to
guide the most appropriate framework for the needs.
1.
SAFe ( Scaled Agile Framework):
SAFe is framework designed to scale agile practices for
large organizations integrating Lean, Agile and Devops
principle structured for aligning teams, programs and
portfolios. The principles of SAFe: (Fig 1. Refer for the big
picture of the SAFe framework)
•
Lean- Agile mindset
•
Agile Release Train (ART)
•
Continuous delivery pipeline
2.1
Lean- Agile mindset
is combination of lean thinking
and agile principles aiming a culture of continuous
improvement, collaboration and customer focused
in an organization emphasizing the importance of
delivering value effectively and efficiently to the
changing circumstances. Lean thinking focus
maximizing value and minimizing waste encouraging
to process streamline, eliminate inefficiencies and
optimize work flow. Key principles include
Value,
Value stream, flow, pull and perfection.
2.1.1
Value defined from the customers
perspective which is derived by engaging with
customer to understand their needs and deliver
value.
2.1.2
Value stream will identify, and map steps
required to deliver value, this is adopted to
changing requirement and market conditions
2.1.3
Flow of work throughout the value stream
smoothly
and
continuous
via
iterative
development cycles.
2.1.4
Pull will produce the work based on demand
rather then forecasts in collaboration with diverse
team members.
2.1.5
Perfection by continuously improving the
process reflecting the practices.
The lean agile mindset integrates agile principles with
lean thinking creating an approach to deliver value by
encouraging Embrace change an opportunity for
improvement rather disruption, focus on value
delivering for customers and stakeholders, Optimize
flow ensuring efficient delivery of work, empower team
by making decisions and ownership of their work,
continuous learning culture and experimentation
promoted. This benefits by reducing waste and
optimizing process to deliver value faster, enhance
collaboration between cross functional teams working
efficiently together, Flexibility adapting to changing
circumstances and customer needs, Higher quality of
products and services delivered, Increased customer
satisfaction by consistent value delivered.
2.2
Agile Release Train (ART)
is one objective of
delivered value by agile teams working in synchronous,
having a fixed schedule and following a cadence of
program increments (PIs) lasting 8-12 weeks. The ART
designed aligning teams, stakeholders and business
The American Journal of Engineering and Technology
137
https://www.theamericanjournals.com/index.php/tajet
objectives all working towards a common goal. Key
components of ART include
2.2.1
Program increment (PI) which is a timeboxed
ART delivery incremented in a 8-12 week durations
comprising of multiple iterations.
2.2.2
Agile teams with cross functional knowledge
practicing Scrum or Kanban to collaborate and
deliver features and capabilities.
2.2.3
PI Planning a two day even kickoff each
program increment along with teams and
stakeholders together planning the upcoming PI
work.
While
setting
objectives
related
dependencies and risks identified and mitigated.
2.2.4
System demo to demonstrate the integrated
work during the PI providing visibility of progress
and gathering feedback from stakeholders.
2.2.5
Inspect and Adapt an workshop held end of
each PI to review the outcome, identify
improvements and plan for next PI comprising on
continuous improvement and problem solving.
The following are the benefits of ART ensuring teams
working towards common objective and business goals,
provide predictability schedule of delivered value
reducing uncertainty, Collaboration among teams,
stakeholders and business leaders, continuous delivery
of value through regular increments, enhances
transparency in progress, dependencies and risks. There
are challenges for ART in terms of coordination required
among multiple teams and stakeholders, managing
dependencies and integration can be complex, training
teams and coaching to adopt ART practices effectively,
change management facing resistance in organization
implementing it. (Figure 1. Refer for the big picture of
the SAFe framework)
Figure 1. SAFE Big picture depicting roles and framework
The Agile release train being powerful mechanism
scaling agile practices across large organizations
providing structured approach delivering value, helping
teams stay aligned, collaborate effectively and improve
process continuously.
2.3
Continuous Delivery pipeline represents workflow,
activities and automation to deliver new features and
capabilities encompassing the entire lifecycle of a
product from ideation to deployment that value is
delivered continuously and efficiently. Key components
of the continuous delivery pipeline:
2.3.1
Continuous exploration: Keep focusing on
identifying and refining new ideas and opportunities,
involve in market research, customer feedback and
The American Journal of Engineering and Technology
138
https://www.theamericanjournals.com/index.php/tajet
competitive analysis, ensure the organization
working on most valuable and relevant features.
2.3.2
Continuous integration: Integrating frequent
code changes and testing to ensure quality,
automated testing, build and integration process
used to detect issue early promoting collaboration
among teams reducing integration risks.
2.3.3
Continuous Deployment: Deployment of code
changes to production environments with new
features delivered to users quickly and reliably by
involving automated testing, release management
and monitoring.
2.3.4
Release on Demand: Allowing organizations to
release new features and capabilities as neeed and
aligning business priorities and customer needs by
involving feature toggles, canary releases and other
techniques to manage releases.
Benefits of the continuous delivery pipeline are Faster
time to market of new features and capabilities reducing
lead time, Better Quality using automation for testing
and integration process identifying issues early and
resolving
it,
Enhanced
collaboration
among
development testing and operations, Greater flexibility
responding to changing market conditions and customer
needs and finally increased customer satisfaction with
value delivered continuous keeping customers happy.
Challenges of continuous delivery pipeline are
Automation, Coordination, Change management and
monitoring. Though it’s the key to adhere for the SAFe
approach has to be tackled in order for achieving faster
delivery of features, improved quality and enhanced
collaboration among teams. (Figure 1. Refer for the big
picture of the SAFe framework)
SAFe can be done at portfolio, program and team levels,
lets know at high level from each perspective in brief.
Portfolio level it is important focusing on aligning
strategy with execution ensuring investments are
directed towards most valuable initiatives involving
strategic themes, setting investment guardrails
managing the portfolio backlog.
Strategic themes are high level business objectives
guiding the portfolio direction helping all initiatives align
with organizations strategic goals.
Investment guardrails help allocate funding different
value streams and initiatives, ensuring the investments
are balanced and aligned strategic priorities.
Portfolio backlog are list of prioritized epics and
initiatives intending for portfolio delivery by
continuously refine and prioritized on strategic themes
business value.
Agile portfolio operations involve coordinating,
supporting execution of value streams across portfolio
managing dependencies, facilitating collaboration and
ensuring teams having resources needing success. Lean
portfolio management (LPM) oversees portfolio
operations, ensuring investments aligned to strategic
goals on value streams delivering effectively. Portfolio
sync on regular cadence to review progress with
stakeholders, address dependencies to keep portfolio
on track. Governance for portfolio operation defining
guardrails complying with organizational policies and
standards.
Program level PI planning is critical event where all ART
teams come together planning the work for upcoming
program increment ensuring alignment, collaboration
and shared understanding of objectives. Setting PI
objectives with measurable objectives aiming to achieve
the PI aligned overall goals of the ART.
Team level framework used to manage work iterative
cycle emphasizing collaboration, transparency and
continuous improvement. By implementing the key
components at portfolio, program and team levels
organizations can effectively scale agile practices
delivering efficiently.
3.
Nexus :
Lets talk about this framework in terms of
scaling on large product development initiatives
involving multiple scrum teams, this approach was
created by Ken Schwaber who was one of the co-
creaters of Scrum principles. The framework aims
to enhance collaboration, integration and
transparency within the teams working on a single
product ensuring value delivered efficiently and
effectively.
The key components of Nexus:
3.1
Scrum based scaling involves applying the principles
and practices to large scale product development
The American Journal of Engineering and Technology
139
https://www.theamericanjournals.com/index.php/tajet
initiatives. This framework enables a structured
approach managing multiple scrum teams working on
single product. The principes of scrum-based scaling
involves
* Transparency having visibility into each other’s work
and progress, promoting an open collaboration and
communication.
* Inspection reviewing and accessing work identifying
issues/ opportunities for improvement by involving in
sprint review and retrospective
* Adaption by continuously improving processes and
practices on feedback and insights encouraging to adapt
on changing circumstances and customer needs.
* Collaboration among teams ensuring working together
effectively and involving on regular ceremonies and
communication channels.
The benefits of Scrum based scaling helps enhanced
collaboration, improved transparency, greater flexibility
and continuous improvement. There are challenges on
the approach as well like coordination of managing
dependencies and integration with multiple teams can
be complex. Effective communication requires effort
and discipline, change management could be
challenging of resistance on new practices and
framework. Training needs to coach and practices
effectively for adoption. On overcoming and adopting to
the principles will achieve better results to deliver
efficient and effective product development.
3.2
Nexus Integration Team ( NIT)
is specialized team
with the framework for ensuring multiple scrum teams
operate effectively aligned and integrated. This plays a
crucial
role
managing
dependencies,
facilitate
communication and ensure integrated product
increment meeting quality standards. The team
comprises of members having deep understanding of
product, technical expertise and strong facilitation skills,
they include 1) product owner who represents
stakeholders with well-defined prioritized product
backlog. 2) Scrum master who facilitates nexus events,
removes impediments and adhering to scrum principles
3) Integration specialists who is expert in integrating
multiple
teams
work
by
resolving
technical
dependencies and cohesive to the product increment. 4)
Representatives from scrum teams who provide insights
about teams progress, challenges and dependencies.
The following are some of the events facilitated by the
NIT team
3.2.1 Nexus Sprint
3.2.2 Nexus Daily scrum
3.2.3 Nexus sprint planning
3.2.4 Nexus sprint review
3.2.5 Nexus sprint retrospective
Fig 2. Nexus overall framework
The American Journal of Engineering and Technology
140
https://www.theamericanjournals.com/index.php/tajet
3.2.1 Nexus Integration team is responsible in
coordinating and integrating the work done by multiple
scrum teams ensuring the dependencies are managed
and aligning the team. They facilitate all communication
and collaboration among multiple teams.
3.2.2 Nexus sprint is synchronized across all scrum
teams working together delivering an integrated
incremental product, involving regular ceremonies of
sprint planning, daily scrum, sprint review and
retrospective.
3.2.3 Nexus Daily scrum is a sync from representatives
of each scrum team discussing progress, identify
blockers and coordinating the work. It ensures teams are
aligned and integration issues are promptly addressed.
3.2.4 Nexus sprint planning where all teams unite to plan
the work for the upcoming sprint, identifying
dependencies, set objectives and create a shared
understanding of the work being done.
3.2.5 Nexus sprint review a forum the teams
demonstrate the integrated work with all stakeholders
obtaining feedback, it also provides visibility on progress
and fosters collaboration.
3.2.6 Nexus sprint retrospective reflecting teams on
their processes and uncover improvements, focused on
continuous improvement and problem solving.
3.3 Nexus sprint synchronize all scrum teams with Nexus
to ensure all teams work together delivering integrated
increment of product. The Nexus sprint have the same
principle and practice as scrum sprint but has additional
layer of coordination and integration to manage
complexities of scaling scrum.
Key elements of Nexus sprint is 1)
Sprint planning
a
collaborative event of all scrum teams to plan upcoming
sprint facilitated by NIT aligning the work and
coordination. 2)
Daily scrum
with representative of each
scrum team to discuss and coordinate work followed by
3)
Sprint review
and 4
) Sprint retrospective
to review
the progress and continuous feedback loop to have
enhanced collaboration, improved transparency,
greater flexibility and continuous improvement.
The Nexus Sprint is powerful mechanism for scaling and
ensuring multiple teams work effectively together to
deliver high quality product increment. Through
synchronized sprints, ceremonies and continuous
improvement Nexus promotes a collaboration and
adaptability enabling organization to respond changing
market conditions and customer needs.
3.
LeSS (Large Scale Scrum)
applies principles at scale,
emphasizing simplicity and effective communication
for large organizations. The principle for LeSS:
3.
1 Scrum principles applied at scale
3.2
LeSS Framework
3.3
LeSS Huge
Lets discuss in detail on the principle emphasizes the
importance of scrum principles such as transparency,
inspection and adaptation applying them at scale to
ensure that large organizations can achieve the same
benefits as smaller scrum teams.
3.1.1
Transparency is crucial to ensure that teams
have clear visibility on the work and progress
by sharing artifacts, common sprint reviews
and open communication channels. Shared
artifacts is a single product backlog visible to
all teams ensuring everyone is aligned on
priority to understanding overall goals. The
common sprint reviews help demonstrate
their work to stakeholders and obtain
feedback promoting transparency that
everyone is aware of the progress and
challenges.
3.1.2
Inspection is essentially needed on a regular
basis to identify the issues and opportunities
to improve via synchronized sprint events
and continuous feedback loops. Sprint
planning conducted together ensuring they
are aligned on the work identifying
dependencies and risks. Daily scrum
representing each team discussing the
progress
across
cross
team.
Sprint
retrospective is held to reflect their process
and identify improvements addressing
systemic issues and collaboration across
teams.
3.1.3
Adaption is core principle enabling for
process improvement continuously to
changing requirements. This Is achieved
through iterative development, feedback
The American Journal of Engineering and Technology
141
https://www.theamericanjournals.com/index.php/tajet
and continuous focus on improvement, LeSS
emphasizes importance of continuous
improvement both on team and organization
level.
The basic LeSS designed for eight teams working
towards single product having single product backlog
shared sprint planning and common sprint review. LeSS
Huge is extension of basic LeSS designed for very large
organizations with more than eight teams including
additional structures managing complexity of large scale
development. Product gets divided into requirement
areas by separate product owner manage complexity to
make team focus on specific area of product. Area
prioritized product backlog is owned by area product
owner aligned to overall product goals.
Fig 3. LeSS Framework
Though the LeSS basic or the LeSS Huge framework
follows the scrum principles the only difference is the
number of teams working towards the product objective
changes. LeSS basic covers eight teams with one product
and one goal objective to obtain for the product,
whereas the LeSS Huge divides the areas of the product
separately owned by area product owner ultimately
with one product goal. In spite of all practices the
benefits of using the framework such as enhanced
collaboration, improved transparency, greater flexibility
and continuous improvement.
The challenges in coordination among multiple teams
can
be
complex
and
challenging,
effective
communication will require lot of effort and discipline,
adopting new practice and framework may get
resistance. Lot of training needs adopting Huge LeSS
practices effectively After carefully reviewing each of
the framework let’s talk about the statistics on adoption
rate for the different frameworks.
Table 1. Comparison of different frameworks
Aspect
SAFe (Scaled Agile
Framework)
Nexus
LeSS (Large Scale
Scrum)
Purpose
To scale Agile across
large enterprises,
integrating Lean and
Agile practices
To scale Scrum in
multiple teams
working on single
product
To apply Scrum
principles in Large
scale enterprise
contexts
Structure
Multi level team,
program, portfolio,
large solution
Nexus integration
team, Nexus sprint
planning, Nexus
daily scrum, Nexus
LeSS- 8 teams
LeSS Huge – upto
1000 people
The American Journal of Engineering and Technology
142
https://www.theamericanjournals.com/index.php/tajet
sprint review, Nexus
sprint retrospective
Roles
Release train
engineer, Product
management,
System Architect
Nexus integration
team to coordinate
multiple scrum
teams
Single product
owner, multiple
cross functional
teams
Events
PI planning, System
demo, Inspect &
Adapt, Scrum of
Scrums
Nexus sprint
planning, Nexus
daily scrum, Nexus
sprint review, Nexus
sprint retrospective
Sprint planning,
daily scrum, sprint
review, sprint
retrospective
Artifacts
Program backlog,
solution backlog,
portfolio backlog, PI
objectives
Integrated
increment Nexus
sprint backlog,
Nexus goal
Single product
backlog, Definition
of Done, potentially
shippable product
increment.
Adoption
complexity
High, requires
significant
organizational
change and training
Moderate builds on
existing scrum
practices with
minimal extensions
Moderate to high
requires deep
understand of scrum
and organizational
change
Best Suited for
Large enterprises
with complex
structures and
multiple product
lines
Organization with
multiple scrum
teams working on
single product
Enterprise looking
for simple, scalable
scrum framework
Conclusion
: Each framework has strengths and
challenges in terms of scalability, flexibility and
implementation. SAFe is highly scalable providing a
structured approach requiring significant effort
customizing and implementing. Nexus has simplicity of
scrum enhancing collaboration and integration having
moderately scalable and easy implementing. LeSS has
simplicity and effective communication with flexibility of
implementation maintaining scalability of large
organization. According to 15
th
state of Agile Report,
SAFe is the most popular scaling framework with 37%
respondents using SAFe with its structured approach
and comprehensive nature making it suitable for
complex product development needs. Nexus is used 9%
as per the Agile report based on its simplicity and
enhancing scrum appealing for moderate scaling needs.
LeSS is used 7% of respondents as per the Agile report
emphasizing simplicity and effective communication
suitable for large product development needs.
According to State of SAFe report ’25 72% o
f
organizations found Scaled agile is extremely useful in
their adoption. Based on the above-mentioned facts and
suiting the enterprise needs the respective framework
can be incorporated for better results. (Table 1 for
reference)
REFERENCES
Almeida, Fernando, and Eduardo Espinheira. "Large-
scale agile frameworks: a comparative review."
Journal
of Applied Sciences, Management and Engineering
Technology
2, no. 1 (2021): 16-29.
Putta, Abheeshta. "Adopting Agile Methods in Large-
scale Organizations using Scaling Frameworks." (2022).
Putta, Abheeshta, Ömer Uludağ, Shun
-Long Hong, Maria
Paasivaara,
and
Casper
Lassenius.
"Why
do
organizations adopt agile scaling frameworks? a survey
The American Journal of Engineering and Technology
143
https://www.theamericanjournals.com/index.php/tajet
of practitioners." In
Proceedings of the 15th ACM/IEEE
International Symposium on Empirical Software
Engineering and Measurement (ESEM)
, pp. 1-12. 2021.
Turetken, Oktay, Igor Stojanov, and Jos JM Trienekens.
"Assessing the adoption level of scaled agile
development: a maturity model for Scaled Agile
Framework."
Journal of Software: Evolution and
process
29, no. 6 (2017): e1796.
Christopher, Lauren A., and Marne De Vries. "Selecting a
scaled agile approach for a fin-tech company."
South
African Journal of Industrial Engineering
31, no. 3
(2020): 196-208.
Wińska,
Ewelina,
and
Włodzimierz Dąbrowski.
"Software development artifacts in large agile
organizations:
a
comparison
of
scaling
agile
methods."
Data-Centric Business and Applications:
Towards Software Development (Volume 4)
(2020): 101-
116.
