Here’s the thing, SAFe’s Inspect and Adapt isn’t just a box-ticking ceremony. It’s a structured checkpoint designed to help teams actually improve. The entire purpose of the workshop is to surface what’s not working, get to the root of why, and then decide what to do about it. At the core of that cycle is problem solving—done as a group, transparently, with an eye on real outcomes.

Let’s break it down.

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The Anatomy of an Inspect and Adapt Workshop

An I&A workshop typically brings together everyone from the Agile Release Train (ART). You’ll see Scrum Masters, Product Owners, Product Managers, RTEs, business stakeholders, and sometimes even customers. The standard agenda follows three main parts:

1. PI System Demo: Show the real results of the just-completed Program Increment.

2. Quantitative and Qualitative Measurement: Look at metrics, trends, patterns, and issues.

3. Problem-Solving Workshop: This is the meat of the session. Here’s where teams dive into problems, figure out root causes, and create improvement actions.

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How Problem Solving Actually Happens in I&A

Problem solving isn’t just brainstorming random ideas. It’s a structured process that typically uses tried-and-true tools like root cause analysis (often with fishbone diagrams or “5 Whys”), voting, and focused action planning.

Step 1: Identify the Real Problems

Teams start by surfacing issues that have actually impacted delivery, quality, or flow. These aren’t vague complaints—they’re concrete, based on evidence from the PI demo and metrics.

• Example: The ART keeps missing its committed objectives. Instead of just saying “we need to work harder,” the group identifies specific blockers, like delays in dependency management or unclear requirements.

Step 2: Prioritize and Select Problems to Solve

Time is limited. The workshop uses voting or other quick prioritization techniques to zero in on the top problems. This way, energy is focused where it’ll make the biggest difference.

Step 3: Root Cause Analysis

Now the group digs in. The root cause analysis isn’t a blame game—it’s about uncovering systemic issues. This part is crucial. Too often, teams patch symptoms and never address what’s really broken.

• Techniques:

  • 5 Whys: Keep asking “Why?” until you reach the root.

  • Fishbone diagrams: Map out possible causes under key categories (people, process, tools, etc.).

Step 4: Develop Actionable Improvement Items

Here’s where a lot of workshops fall short: teams agree something needs to change, but walk out with a wish list or vague intentions. SAFe’s Inspect and Adapt demands concrete, actionable items—with clear owners, due dates, and a plan to check progress.

• Example:

  • Weak: “Improve communication between teams.”

  • Strong: “Establish a 15-minute daily sync between Team A and Team B for dependency management, starting next PI.”

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Why This Matters for Real-World Agility

Without structured problem solving, Inspect and Adapt turns into a ritual, not a driver of change. The organizations that get the most out of I&A are the ones that treat it as a “no excuses” opportunity to get better, every PI.

What It Changes

• Culture of Ownership: Teams don’t wait for someone else to fix things. They take charge.

• Systemic Thinking: You start fixing systems, not just symptoms.

• Relentless Improvement: Continuous improvement isn’t a buzzword—it’s the default behavior.

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Problem Solving in Action: Example Scenarios

Let’s say your Agile Release Train is consistently missing delivery targets because testing always runs late. In a solid I&A problem-solving session, you’d:

1. Surface the issue: Data shows stories are “done” but not really tested until the end.

2. Dig into causes: Why is testing always at the end? Turns out, developers hand off to QA only after all stories are coded.

3. Go deeper: Why is the handoff so late? Maybe test cases aren’t ready until late, or environments are a bottleneck.

4. Action plan:

   • Get testers involved during story refinement.

   • Create test cases before development starts.

   • Add a “testing ready” checkpoint in each sprint.

Now you’re solving the real problem—not just blaming individuals or asking for more effort.

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Linking Back to SAFe Roles and Certifications

Effective problem solving in I&A doesn’t happen by accident. It’s built on strong role clarity and a shared understanding of the framework. Here’s how key SAFe roles and competencies show up:

• Release Train Engineer (RTE): Facilitates the I&A, keeps the group focused on improvement, and ensures action items don’t fall through the cracks. Deep dive into the role with the SAFe Release Train Engineer certification.

• Product Owners and Product Managers: They bring the customer lens to the table, ensuring problems solved align with real value delivery. You can build these skills with the SAFe Product Owner Product Manager certification.

• Scrum Masters: They coach teams in root cause analysis, facilitate honest conversations, and help teams avoid blame games. If you’re looking to strengthen in this area, consider SAFe Scrum Master certification.

• Agile Leaders: Leadership isn’t hands-off here. Leading by example, removing obstacles, and sponsoring improvements is core. More on this with the Leading SAFe Agilist certification.

• Advanced Practitioners: For those already familiar, the SAFe Advanced Scrum Master certification dives deeper into facilitating cross-team improvement and systemic change.

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Key Practices to Make Problem Solving Work in I&A

• Use data, not opinions. The best workshops come armed with flow metrics, quality metrics, and real customer feedback. If you’re interested in the types of metrics that matter, you might want to read this practical external guide on agile metrics.

• Facilitate, don’t dictate. The RTE and Scrum Masters guide the discussion, but the solutions come from those closest to the work.

• Make improvement visible. Actions and progress are tracked, updated, and discussed at the next I&A session.

• Close the loop. Each I&A checks the status of previous action items—what worked, what didn’t, what needs more attention.

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The Pitfalls to Avoid

Let’s be clear: I&A workshops can easily turn into long meetings that go nowhere if you don’t keep problem solving sharp and focused. Common traps:

• Boiling the ocean: Trying to solve every issue at once. Prioritize ruthlessly.

• Blame games: Focusing on people, not process. Always ask, “What in our system allowed this to happen?”

• Vague actions: Without a clear owner, deadline, and measurement, nothing changes.

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How Problem Solving in I&A Boosts Long-Term Agility

It’s simple: an ART that masters problem solving during Inspect and Adapt ends up improving faster, delivering better value, and running with less friction over time. Instead of “firefighting,” teams get ahead of problems and start shaping their own destiny.

If you want a culture that learns, adapts, and gets better with every PI, this is the muscle to build. Invest in it, and you’ll see compounding returns.

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Final Thoughts

Problem solving isn’t just a step in the I&A agenda—it’s the engine that turns feedback into progress. It’s how teams get out of their own way, deliver more, and actually enjoy the process of getting better.

Want to go deeper or develop these skills? Check out SAFe Release Train Engineer certification, SAFe Product Owner Product Manager certification, SAFe Scrum Master certification, Leading SAFe Agilist certification, and SAFe Advanced Scrum Master certification.

That’s how you turn Inspect and Adapt from a meeting into a powerhouse for change.

 

Also read - Key Metrics to Track During Inspect and Adapt Sessions

Also see - How Inspect and Adapt Drives Continuous Improvement in Agile