The Agile Release Train (ART) is a central construct in the Scaled Agile Framework (SAFe). It describes a long-term, cross-functional team of teams (usually 50–125 people) that jointly serves a value stream. An ART continuously delivers value to customers and stakeholders in fixed cycles called product increments (PI).
The term "train" illustrates that all teams get on board together, move at the same pace, and deliver synchronized results.
Core principles of an ART according to SAFe
• Long-lasting organizational unit: An ART is not a project, but a stable structure.
• Team of teams: Multiple agile teams, supplemented by roles such as product management, system architect, RTE (release train engineer).
• Cadence & synchronization: Common cadence (e.g., 10-week PI cycle) for all teams.
• Value orientation: Focus not on departments, but on value streams and customer needs.
The cut: How is an ART created?
An ART is not formed by chance. It is created through conscious tailoring along a value stream. Two questions are crucial here:
1. Which teams and functions need to work together to deliver continuous value?
2. How can the cognitive load for teams be minimized and interfaces simplified?
Here it is worth taking a look at Team Topologies (Matthew Skelton & Manuel Pais):
• Stream-aligned teams (oriented toward the value stream) are the core of an ART.
• Enabling teams support the development of expertise.
• Complicated Subsystem Teams take on complex specialist areas.
• Platform teams offer shared services.
A good ART cut means minimal dependencies and maximum autonomy. If teams are cut incorrectly—e.g., along technologies instead of value streams—friction losses, dependencies, and "zombie ARTs" that deliver little value arise.
Advantages of a good ART design
• Less coordination effort: dependencies are resolved within the ART.
• Higher speed: Value flows faster because teams work together on customer benefits.
• Stability & focus: Teams stay together for longer periods of time and build expertise.
• Motivation & culture: A clearly defined ART promotes a strong sense of unity.
ART mindset outside of SAFe
Even organizations that do not use SAFe can benefit from the principles of ART:
• Long-lasting team structures instead of temporary project organizations.
• Working in sync (e.g., joint quarterly planning).
• Value stream orientation: Teams focus on customer value, not departments.
• Synchronized events such as joint planning or retrospectives in a "big room" format.
Pragmatic example: A digital division with 200 employees works without SAFe. Instead of constantly restaffing projects, stable value stream teams are formed that synchronize every 10 weeks. Effect: lower change costs, clearer roadmaps, noticeably more delivery.
Real-world example
A "headmap check" was carried out in an international business unit of a logistics company: Although SAFe elements had been formally introduced, there was no clear ART distinction. Teams were organized according to technologies (front end, back end, testing), not value streams. After realigning along customer processes, real value streams emerged – with a measurable effect: time-to-market was reduced by 30% and dependencies were drastically reduced.
CALADE perspective
At CALADE, we don't see ARTs as a rigid SAFe element, but as a mindset for sustainable value delivery. The key is the right fit: Who belongs together to create real customer value?
Whether in a SAFe context or independently of it, we help organizations build long-lasting, value stream-oriented team structures. This is the key to sustainably increasing speed, quality, and motivation in complex environments.
Related terms
• Program Increment (PI)
• Value Stream
• Team Topologies
• PI Planning
• Release Train Engineer (RTE)