Waterfall
Lots of WIP, end-timed delivery of value<\/p>\n\n\n\n
Agile
Reduced & visible WIP, iterative delivery, fast feedback<\/p>\n\n\n\n
Agile Value Statements
Individuals and interactions over processes and tools.
Working software over comprehensive documentation.
Customer collaboration over contract negotiation.
Responding to change over following a plan.<\/p>\n\n\n\n
6 Agile Frameworks
SAFe, Scrum, Crystal, Kanban, XP, Feature-Driven Development<\/p>\n\n\n\n
Agile Practices (8)
Timeboxing, user stories, daily stand-ups, frequent demos, test-driven development, information radiators, retrospectives, continuous integration<\/p>\n\n\n\n
Scrum Values (5)
Courage, Commitment, Respect, Openness, Focus<\/p>\n\n\n\n
Scrum Pillars (3)
transparency, inspection, and adaptation<\/p>\n\n\n\n
Scrum Artifacts
Product Backlog, Sprint Backlog, Burndown Charts<\/p>\n\n\n\n
Each iteration does these 4 things
Defines, builds, integrates, and tests stories from iteration backlog<\/p>\n\n\n\n
Goal of an iteration
Deliver working software at the end<\/p>\n\n\n\n
SAFe Core Values<\/p>\n\n\n\n
Non-functional requirements
Conditions that a proposed IT system must meet, such as working on certain hardware or giving results within a certain time. Should be part of the DoD.<\/p>\n\n\n\n
Program Increment (PI)
8-12 weeks or 4-6 sprints. A timebox in which an Agile Release Train (ART) delivers incremental value in the form of working, tested software and systems. The most common pattern for one is four development iterations, followed by one Innovation and Planning (IP) iteration.<\/p>\n\n\n\n
Innovation and Planning Iteration (PI)
Occurs every PI and serves multiple purposes. It acts as an estimating buffer for meeting PI objectives, as well as providing dedicated time for innovation, continuing education, and PI planning and Inspect and Adapt (I&A) events.<\/p>\n\n\n\n
SAFe Lean-Agile Principles (9 total)<\/p>\n\n\n\n
Agile Release Train (ART)
5-12 teams (tycA long-lived and cross-functional team-of-Agile-teams, which along with other stakeholders, develops and delivers solutions incrementally, using a series of fixed-length Iterations within a Program Increment (PI) timebox. Aligns teams to a common business and technology mission.<\/p>\n\n\n\n
Product Management
has content authority for the Program Backlog (owns, defines, and prioritizes it). They are responsible for identifying Customer needs, prioritizing Features, guiding the work through the Program Kanban and developing the program Vision and Roadmap.<\/p>\n\n\n\n
Solution Management
has content authority for the Solution Backlog. They work with customers to understand their needs, prioritize Capabilities, create the Solution vision and roadmap, define requirements, and guide work through the Solution Kanban.<\/p>\n\n\n\n
Release Train Engineer (RTE)
A servant leader and coach for the Agile Release Train. Facilitates the major events and processes, and assists the teams in delivering value. Communicates with stakeholders, escalate impediments, help manage risk, and drive continuous improvement.<\/p>\n\n\n\n
Business Owners
The key stakeholders on the agile release train<\/p>\n\n\n\n
System Architect
provides architectural guidance and technical enablement to the teams on the train<\/p>\n\n\n\n
SAFe Program Events, time boxes, values
1) PI Planning \/ 2 days \/ Teams commit to set of objectives to be delivered in the PI
2) ART Sync \/ 1 hour \/ Train teams sync regarding the progress of the PI
3) System Demo \/ 2 hours \/ Deliverables reviewed with stakeholders who provide feedback
4) Inspect and Adapt Event \/ .5 day \/ Train reviews and improves its process before the next PI<\/p>\n\n\n\n
Each Value Stream produces one or more \u2026
Solutions, which are products, services, or systems delivered to the Customer, whether internal or external to the Enterprise.<\/p>\n\n\n\n
what is an anti-pattern for the IP iteration?<\/p>\n\n\n\n
What is the purpose of the plan-do-check-adjust cycle?<\/p>\n\n\n\n
Which meeting should the Scrum Master attend (not facilitate)?<\/p>\n\n\n\n
Scrum masters help remove impediments, foster an environment for high-performing team dynamics and what else?<\/p>\n\n\n\n
Each PI planning meeting evolves over time, and ending PI planning with a Retrospective will help to do what?<\/p>\n\n\n\n
What is one truth about teams?<\/p>\n\n\n\n
Which type of enabler does a System Architect review during a System Demo?<\/p>\n\n\n\n
Who can change the backlog during an iteration?<\/p>\n\n\n\n
Which statement is true about scrum?<\/p>\n\n\n\n
What are two common PI planning anti-patterns?<\/p>\n\n\n\n
What are the three pillars of Scrum?
Transparency, inspection, adaptation<\/p>\n\n\n\n
Who is responsible for prioritizing the iteration backlog?<\/p>\n\n\n\n
According to the Five Dysfunctions of a Team, what is a team’s ultimate competitive advantage?<\/p>\n\n\n\n
What is one example of a servant leader behavior pattern?<\/p>\n\n\n\n
Becoming a coach requires a shift from old behaviors to new ones. What are three examples of old behaviors?<\/p>\n\n\n\n
Features lend themselves to the Lean UX process model. hey include a description, benefit hypothesis, ??<\/p>\n\n\n\n
Scrum masters are effective by using scrum methods, supporting safe principles and practices and what else?<\/p>\n\n\n\n
What three attributes summarize DevOps?<\/p>\n\n\n\n
What is the basis for most team conflicts?<\/p>\n\n\n\n
An effective SAFe scrum master helps the team improve on their journey towards excellence through continuous integration, continuous development and what else?<\/p>\n\n\n\n
An effective Safe scrum master is a team-based servant leader who helps the team do what?<\/p>\n\n\n\n
the business must depend on the team for what in order for the business to do any meaningful planning?<\/p>\n\n\n\n
the skills of a good safe scrum master include which three attributes?<\/p>\n\n\n\n
what is the statement describing? Agile team continuously adapt to new circumstances and enhance the methods of value delivery<\/p>\n\n\n\n
When does the plan-do-check-adjust cycle occur in scrum?<\/p>\n\n\n\n
Why do teams have an iteration Retrospective?<\/p>\n\n\n\n
Who commits to the plan at the end of iteration planning?<\/p>\n\n\n\n
A servant leader knows that his or her own growth comes from what?<\/p>\n\n\n\n
What are two critical areas that differentiate agile from waterfall dev?<\/p>\n\n\n\n
Cadence and what other action are the key constructs to delivering continuous value?
Synchronization<\/p>\n\n\n\n
Good coaches do not give people the answer, but instead they do what?<\/p>\n\n\n\n
What is one time when a scrum master participates but does not necessarily facilitate?<\/p>\n\n\n\n
What is the name of the event where all team members determine how much of the team’s backlog they can commit to delivering during an upcoming iteration?<\/p>\n\n\n\n
What are two good scrum master facilitation practices?<\/p>\n\n\n\n
The program board highlights feature delivery dates, milestones, and what else for the agile release train teams?
dependencies<\/p>\n\n\n\n
What is the recommended frequency range for PI planning in SAFe?
8~12 weeks<\/p>\n\n\n\n
During PI planning, which two tasks are part of the scrum master’s role in the first team breakout?<\/p>\n\n\n\n
What is the main reason why some teams never reach stage 4 in the stages of high performing teams?<\/p>\n\n\n\n
What is the recommended duration of a SAFe iteration?
2 weeks<\/p>\n\n\n\n
Participating in PI planning enables teams to gain alignment and commitment around a clear set of what?<\/p>\n\n\n\n
How are the 3 Whys used?<\/p>\n\n\n\n
There are two primary aspects of a lean-agile mindset lean thinking and what?<\/p>\n\n\n\n
In SAFe, who owns the decision for releasing changes into production?<\/p>\n\n\n\n
During PI planning who owns the planning of stories into iterations?<\/p>\n\n\n\n
which demo is performed in the IP iteration
the integrated demo from the agile release train’s final iteration<\/p>\n\n\n\n
Cadence and Synchronization help reduce uncertainty and manage what?
-Product management
-Capacity allocation
-Other commitments
-The variability in solution development
The variability in solution development<\/p>\n\n\n\n
How does SAFe handle the “fear of conflict” team dysfunction?
-Review results to drive accountability
-Empirically review results at the end of every iteration and release
-Have teams engage in Retrospectives
-Use Scrum to create safe environment for conflict
Use Scrum to create safe environment for conflict<\/p>\n\n\n\n
What does SAFe’s CALMR approach apply to?
-Servant Leadership
-Economic Framework
-Continuous Deployment
-DevOps
DevOps<\/p>\n\n\n\n
An effective SAFe Scrum Master helps the team improve in areas including quality, predictability, flow, and where else?
-Continuous delivery
-Team metrics
-Relentless improvement
-Risk mitigation
Team metrics<\/p>\n\n\n\n
What foundational issue most often leads to team dysfunction?
-Weak Lean-Agile leadership
-Avoidance of accountability
-Lack of commitment
-Absence of trust
Absence of trust<\/p>\n\n\n\n
What is an IP Iteration anti-pattern?
-Identify opportunities for innovation spikes or hackathons
-Identify infrastructure improvements
-Plan work for the IP Iteration during PI Planning
-Allow for cadence-based planning
Plan work for the IP Iteration during PI Planning<\/p>\n\n\n\n
An effective SAFe Scrum Master elevates people problems with strict confidence to the appropriate levels when necessary, but only after what has happened?
-They have repeatedly directed the team member to take appropriate action
-A team member consistently disagrees with the Scrum Master
-The team consistently fails to meet consecutive PI goals
-Coaching and internal processes have failed to achieve the objective
Coaching and internal processes have failed to achieve the objective<\/p>\n\n\n\n
What are two common anti-patterns during PI Planning? (Choose two.)
-The Team Backlog is applied to a very targeted part of the organization
-A detailed plan becomes the goal, rather than alignment
-The team determines where changes should be targeted
-Pressure is put on teams to overcommit
Pressure is put on teams to overcommit
A detailed plan becomes the goal, rather than alignment<\/p>\n\n\n\n
How can a Scrum Master support a Problem-Solving Workshop?
-By providing facilitation to breakout groups focused on specific problems
-By estimating the work effort required to implement recommended improvements
-By coaching the Release Train Engineer on managing the event
-By acting as a process coach to the teams and providing the right answers
By providing facilitation to breakout groups focused on specific problems<\/p>\n\n\n\n
Why is a confidence vote held at the end of PI Planning?
-To build shared commitment to the Program Plan
-To hold the Teams accountable if the Agile Release Train does not deliver on its commitment
-To remove the risks from the PI
-To endure the Business Owners accept the Plan
To build shared commitment to the Program Plan<\/p>\n\n\n\n
What is a characteristic of an effective Scrum Master
-Supports the autonomy of the team
-Is a technical expert
-Understands customer needs
-Provides status
Supports the autonomy of the team<\/p>\n\n\n\n
The Scrum Master is what above all else?
-A servant leader
-The iteration owner
-A SAFe Agilist
-A team coach
A Servant Leader<\/p>\n\n\n\n
Becoming a coach requires a shift from old behaviors to new ones. What are the three examples of new coaching behaviors? (Choose two.)
-Focus on business value delivery
-Focus on deadlines
-Facilitates team problem-solving
-Ask the team for the answers
-Fix problems for the team
-Drive toward specific outcomes
Focus on business value delivery
Facilitates team problem-solving
Ask the team for the answers<\/p>\n\n\n\n
The Scrum Master role includes traditional Scrum team leadership and responsibilities to which other group?
-To the business
-To the Value Stream Engineers
-To the teams take make up the Lean Portfolio
-To the Agile teams at the Program Level
To the Agile teams at the Program Level<\/p>\n\n\n\n
What is accomplished in the first part of the PI Planning meeting?
-Items are selected from the Program Backlog
-The Scrum Master decides how much work can be accomplished
-All tasks are defined
-The Product Owner defines the iteration goal
Items are selected from the Program Backlog<\/p>\n\n\n\n
SAFe is based on three bodies of knowledge: Agile development, systems thinking, and what type of product development?
-DevOps product development
-Lean product development
-Adaptive product development
-Incremental product development
Lean product development<\/p>\n\n\n\n
What is one responsibility of a SAFe Scrum Master?
-Coordinating with the Solution Architect and Solution Management
-Maintaining the depth of the Architectural Runway
-Prioritizing the work of the Systems Team
-Facilitating an effective team breakout session
Facilitating an effective team breakout session<\/p>\n\n\n\n
What does transparency mean in a Scrum environment?
-The team is constantly improving its process
-The process is visible to all stakeholders
-Team members must immediately share any and all feedback with each other
-Development and Operations teams work together
The process is visible to all stakeholders<\/p>\n\n\n\n
The goal of Lean is to deliver the maximum customer value in the shortest sustainable lead time while providing what else?
-Significant team contributions
-The highest Possible quality
-Improved Capacity allocation
-A Continuous Delivery Pipeline
The highest Possible quality<\/p>\n\n\n\n
When working with an Agile team, what is expected from Product Management?
-To define the software technical specifications
-To clarify the scope of Feature work
-To coach the team on Agile practices
-To provide iteration vision to the team
To clarify the scope of Feature work<\/p>\n\n\n\n
When is a Feature hypothesis fully evaluated?
-When the customer uses the Feature in production
-When the Feature is accepted by the Product Manager
-When the Feature’s return on investment has been realized
-When the Feature has been deployed to production
When the Feature’s return on investment has been realized<\/p>\n\n\n\n
When looking at a program board, what does it mean when a feature is placed in a team’s swim lane with no strings?
-That it has dependencies on teams on other Agile Release Trains or Solution Trains
-That the team has not broken the feature into stories yet and has not identified dependencies
-That the feature can be completed independent from other teams
-The team has been assigned but the Feature dependencies have not yet been identified
That the feature can be completed independent from other teams<\/p>\n\n\n\n
Which Agile Manifesto principle describes the importance of PI Planning in SAFe?
-The most efficient and effective method of conveying information to and within a development team in face-to-face conversation
-Simplicity, “the art of maximizing the amount of work not done” is essential
-The best architectures, requirements, and designs emerge from self-organizing teams
-Working software is the primary measure of progress
The most efficient and effective method of conveying information to and within a development team in face-to-face conversation<\/p>\n\n\n\n
What are two outputs of iteration planning? (Choose two.)
-PI Objectives
-Team Backlog
-Program Backlog
-Iteration Backlog
-Iteration Goals
Iteration Backlog
Iteration Goals<\/p>\n\n\n\n
What is an example of SAFe Scrum Master servant leader behavior?
-Focuses on the day-to-day team activities
-Facilitates the major events and processes
-Strives to create a conflict-free environment
-Uses persuasion instead of authority
Uses persuasion instead of authority<\/p>\n\n\n\n
PI Objectives summarize data into meaningful information that enhances alignment and provides what outcome?
-Accurate status reporting
-Visibility for all
-A process for defining team goals
-A guiding coalition
Visibility for all<\/p>\n\n\n\n
What are two SAFe primary opportunities for driving relentless improvement? (Choose two)
-Iteration Retrospective
-Daily Stand-up
-Inspect and Adapt Workshop
-PI Planning
-PI Planning Management review and Problem Solving
Iteration Retrospective
Inspect and Adapt Workshop<\/p>\n\n\n\n
What is the goal of the Scrum of Scrums Event?
-To review the Agile Release Train’s progress toward its PI Objectives
-To review each team’s progress on its stories
-To focus on Agile Release Train process improvement
-To demo features to Product Management
To review the Agile Release Train’s progress toward its PI Objectives<\/p>\n\n\n\n
What is the key Scrum Master responsibility when estimating stories?
-Ensure the team gives estimates that do not increase the velocity
-Limit discussion to minimize time boxes
-Ensure everyone on the team participates
-Provide information about customer needs
Ensure everyone on the team participates<\/p>\n\n\n\n
Which activity is a Scrum Master’s responsibility?
-Prioritizing the Team Backlog
-Facilitating Scrum of Scrums
-Coaching the Agile Team
-Owning the Daily Stand-up
Coaching the Agile Team<\/p>\n\n\n\n
During PI Planning, who owns feature priorities?
-Release Train Engineer
-Solution Architect\/Engineer
-Product Management
-Business Owner
Product Management<\/p>\n\n\n\n
At the end of the first Iteration, the team finishes user stories A, B, and 50% OF C. The story sizes are set at these points:
Story A = 8 points
Story B = 1 point
Story C = 5 points
Story D = 3 points
What is the teams Velocity?
-14
-11.5
-7
-9
9<\/p>\n\n\n\n
What is one of the Scum Master’s responsibilities during the IP iteration?
-Remove scope that exceeds capacity
-Create the team’s PI Predictability reports
-Update the team’s PI Roadmap
-Facilitate the team preparation for PI system demo
Facilitate the team preparation for PI system demo<\/p>\n\n\n\n
Why is it important for the Scrum Master to help the team focus on daily and iteration goals?
-To eliminate impediments
-To facilitate the team’s progress toward goal of current PI Objectives
-To help the team maintain their velocity
-To keep the Team Backlog to a manageable size
To facilitate the team’s progress toward goal of current PI Objectives<\/p>\n\n\n\n
Which two practices are recommended in SAFe for root cause analysis? (Choose two.)
-Iteration Retrospective
-Weighted Shortest Job First
-Fishbone Diagram
-Post-PI Planning Meeting
-5 Whys
Fishbone Diagram
5 Whys<\/p>\n\n\n\n
When is Iteration Planning Completed?
-When the team commits
-When the Scrum Master commits
-When the time box is complete
-When the Product Owner commits
When the team commits<\/p>\n\n\n\n
Which team dysfunction does SAFe help address with the help of business owners\/stockholders?
-Missed time boxes
-Lack of transparency
-Lack of visibility
-Avoidance of accountability
Avoidance of accountability<\/p>\n\n\n\n
Why is it important for a Scrum Master to be a servant leader?
-To help the team become high-performing
-To provide team structure
-To provide the team to succeed
-To coach the team in effective engineering practices
To help the team become high-performing<\/p>\n\n\n\n
Which two actions are part of the Scrum Master’s role in PI Planning? (Choose two)
-Manage the program board
-Prioritize features to support the Program vision
-Ensure the team builds a plan they can commit to
-Serve as the customer proxy and work with Product Management
-Align the Value Stream and Agile Release Trains to a common vision
Manage the program board
Ensure the team builds a plan they can commit to<\/p>\n\n\n\n
What is the purpose of Iterations and Program Increments?
-To provide and architectural basis for future development
-To provide a regular cadence for producing increments of value
-To provide fixed dates for delivery
-To provide fast feedback learning cycles and frequent integration
-To demonstrate the increment to stakeholders
To provide a regular cadence for producing increments of value<\/p>\n\n\n\n
How does the Scrum Master provide the most value to the team?
-By ensuring time boxes are kept during team meeting and working sessions
-By scheduling Scrum0supported event to ensure team alignment
-By facilitating discussions between the Product Owner and the development team
-By ensuring impediments are removed for the development team
By ensuring impediments are removed for the development team<\/p>\n\n\n\n
How often should a system demo occur?-After the end of each program increment (PI)-After every release-After every iteration-After every other iteration
After every iteration<\/p>\n\n\n\n
What falls outside the Scrum Master’s responsibility? (Choose two.)
-Estimating Stories for the team
-Facilitating backlog refinement
-Assigning Stories to team members
-Facilitating the team’s Innovation and Planning event
-Coaching the team
Estimating Stories for the team
Assigning Stories to team members<\/p>\n\n\n\n
The SAFe Scrum Master role includes responsibilities to which other group?
-Business owners
-Solution Management
-Solution Train Engineers
-The other Agile Teams on the Agile release train (ART)
The other Agile Teams on the Agile release train (ART)<\/p>\n\n\n\n
What is a characteristic of an effective Scrum Master?
-Gives open, honest opinions
-Understands customer needs
-Is a technical expert
-Removes all conflict
Gives open, honest opinions<\/p>\n\n\n\n
What is one benefit of program increment (PI) objectives?
-They describe a process for defining team goals
-They ensure accurate status reporting
-They create a near-term focus and vision
-They form a guiding coalition
They create a near-term focus and vision<\/p>\n\n\n\n
What does the letter C represent in SAFe’s CALMR approach to DevOps?
-Collaboration
-Continuous delivery
-Culture
-Continuous deployment
Culture<\/p>\n\n\n\n
Scrum Masters help remove impediments, foster an environment for high-performing team dynamics, and what else?
-Form and re-form teams
-Continuously deliver value
-Estimate stories
-Lead team efforts in relentless improvement
Lead team efforts in relentless improvement<\/p>\n\n\n\n
What is the Scrum Master’s role in team breakout #1?
-Facilitate the coordination with other teams for dependencies
-Create mitigation plans for each risk
-Raise team level risks
-Resolve dependencies with other teams
Facilitate the coordination with other teams for dependencies<\/p>\n\n\n\n
A servant leader knows that his or her own growth comes from what?
-Effective training
-Management support
-Facilitating the growth of others
-Implementing a CALMR approach to DevOps
Facilitating the growth of others<\/p>\n\n\n\n
SAFe is based on three primary bodies of knowledge which include Agile development, systems thinking, and what type of product development?
-Iterative product development
-Adaptive product development
-Incremental product development
-Lean product development
Lean product development<\/p>\n\n\n\n
What is a common reason why a team is unable to estimate a story?
-The story does not include a role
-The story lacks acceptance criteria
-The team has no experience in estimating
-The team does not understand the tasks related to the story
The story lacks acceptance criteria<\/p>\n\n\n\n
Scrum Masters are effective by using scrum methods, supporting SAFe principles and practices, and what else?
-Supporting delivery using Agile practices
-Serving as a customer proxy
-Writing stories and enablers
-Managing architectural runway
Supporting delivery using Agile practices<\/p>\n\n\n\n
Which two behaviors should a Scrum Master represent as a coach? (Choose two.)
\u200b-Set long-term goals for the team
-Provide subject matter expertise
-Encourage the team to learn from their mistakes
-Lay out the team’s plan for the iteration
-Focus on deadlines and technical options
Encourage the team to learn from their mistakes
Lay out the team’s plan for the iteration<\/p>\n\n\n\n
Two primary aspects of a Lean-Agile mindset
Thinking lean & embracing agility<\/p>\n\n\n\n
SAFe is based on three bodies of knowledge – what are they?
Agile development, systems thinking, and lean product development<\/p>\n\n\n\n
What are the pillars for the SAFe House of Lean? What is the goal?
Respect for people and culture, flow, innovation and relentless improvement; the goal is delivering value<\/p>\n\n\n\n
What is the key to successfully executing SAFe?
Establish a continuous flow of work that supports incremental value delivery, based on constant feedback and adjustment<\/p>\n\n\n\n
What is gemba? [Pillar 3: Innovation]
The idea that one should get OOTO and into the actual workplace where value is produced, and products are created and used<\/p>\n\n\n\n
What are some of the components of relentless improvement?
Optimize the whole, not the parts; consider facts carefully, then act quickly; apply Lean tools and techniques to determine the root cause of inefficiencies; reflect at key milestones<\/p>\n\n\n\n
What are the values of the agile manifesto?
Individuals and interactions over processes and tools; working software over comprehensive documentation; customer collaboration over contract negotiation; responding to change over following a plan<\/p>\n\n\n\n
What is the most efficient and effective method of conveying information to and within a dev. team?
Face-to-face conversation<\/p>\n\n\n\n
What is the primary measure of progress?
Working software<\/p>\n\n\n\n
What is the role of the Scrum Master?
Ensuring the Scrum process is followed; Educating the team in Scrum and SAFe practices; providing the environment for continuous improvement; also typically charged with removing impediments<\/p>\n\n\n\n
Why do some teams apply WIP limits?
To create a “pull” process within the iteration and to continuously balance the work to increase throughput<\/p>\n\n\n\n
To build quality into the code and component level (and thus being able to scale), what are five practices that supplement the project managements practices of Scrum?
Continuous Integration, Test-First, Refactoring, pair work, and collective ownership<\/p>\n\n\n\n
In the Scrum Master role, what do they spend most of their time doing?
Helping other team members communicate, coordinate and cooperate<\/p>\n\n\n\n
What is the Product Owner (PO) responsible for in their role?
Defining stories; prioritizing the team backlog; maintain the conceptual and technical integrity of features\/components for team<\/p>\n\n\n\n
Who has the responsibility of accepting the final iteration plan?
Product Owner<\/p>\n\n\n\n
While operating within the context of the ART, teams are\u2026
empowered, self-organizing and self-managing<\/p>\n\n\n\n
What are the steps for a team in building incremental value?
Define, Build, Test, Deploy<\/p>\n\n\n\n
What is the one real measure of value, velocity and progress?
The demo of fully integrated work from all teams during the prior iteration (System Demo)<\/p>\n\n\n\n
Who is ultimately responsible for the adoption, success and ongoing improvement of Lean-Agile development?
An organization’s managers, leaders and executives<\/p>\n\n\n\n
What are the four core values that define SAFe’s essential ideals and beliefs?
Alignment, built-in quality, transparency, and program execution<\/p>\n\n\n\n
What are the four aspects of transformational leadership?
Vision, authenticity, growth and innovation<\/p>\n\n\n\n
When does PI planning occur?
Within the Innovation and Planning (IP) Iteration<\/p>\n\n\n\n
A successful PI planning delivers two primary outputs:
Committed PI objectives & program board<\/p>\n\n\n\n
What does the program board highlight?
New feature delivery dates, feature dependencies among teams and with other ARTs, and relevant Milestones<\/p>\n\n\n\n
During PI planning, risks are categorized into what categories?
ROAM – Resolved, Owned, Accepted and Mitigated<\/p>\n\n\n\n
What is one of the critical roles of an Innovation & Planning (IP) Iteration?
Providing an estimating buffer for meeting PI Objectives and enhancing the predictability of PI performance; an opportunity for teams to work on activities that are difficult to fit into a continuous, incremental value delivery pattern<\/p>\n\n\n\n
What are the main elements of a successful iteration execution?
Tracking iteration progress, building stories serially and incrementally, constant communication, improving flow, program execution<\/p>\n\n\n\n
What is commonly used to track iteration progress?
Big Visible Information Radiator (BVIR)<\/p>\n\n\n\n
What is the primary goal of the iteration review process?
For stakeholders to provide feedback on the demos<\/p>\n\n\n\n
What is the typical length of a Program Increment?
8-12 weeks, split into 5 iterations (four normal, one Innovation & Planning)<\/p>\n\n\n\n
Which events in SAFe represent the Plan-Do-Check-Adjust (PDCA) learning cycle?
Plan – PI Planning; Do – PI Execution; Check – System Demo; Adjust – Inspect & Adapt (I&A)<\/p>\n\n\n\n
What are the three primary focus areas for preparing for an upcoming PI?
Management alignment and organizational readiness for planning; backlog readiness; actual logistics for the event (facility readiness)<\/p>\n\n\n\n
What does an I&A event consist of?
PI System Demo; quantitative measurement; retrospective and problem-solving workshop<\/p>\n\n\n\n
The 5 Whys are used to\u2026
Perform root cause analysis<\/p>\n\n\n\n
What is used to identify the biggest root cause?
The Pareto analysis, known as the 80\/20 rule (20% of the causes are responsible for 80% of the problems)<\/p>\n\n\n\n
What two qualities ensure alignment, one of the core values of SAFe?
Cadence and synchronization<\/p>\n\n\n\n
What are the three pillars of Scrum?
Transparency, Inspection and Adaptation<\/p>\n\n\n\n
Can team composition change during an iteration?
NO; otherwise the velocity is invalid<\/p>\n\n\n\n
What are the three Cs for user story guidelines?
Card (small and concise), Conversation (fleshed out with a PO), Confirmation (acceptance criteria confirm correctness)<\/p>\n\n\n\n
What are known as a systematic approach to improving the system without changing observable system behavior?
Refactors<\/p>\n\n\n\n
What are known as research activities to reduce risk, understand a functional need, increase estimate reliability, or define a technical approach?
Spikes<\/p>\n\n\n\n
Teams should write their PI objectives in what format?
SMART – Specific, Measurable, Achievable, Realistic, Time-Bound<\/p>\n\n\n\n
What is DevOps?
An agile approach to bridge the gap between development and operations to deliver value faster and more reliably.<\/p>\n\n\n\n
What approach helps DevOps run more smoothly?
CALMR – Culture, Automation, Lean flow, Measurement and Recovery<\/p>\n\n\n\n
What are the four stages of high-performing teams?
Forming — Storming — Norming — Performing<\/p>\n\n\n\n
What are the five dysfunctions of a team?
Absence of trust, fear of conflict, lack of commitment, avoidance of accountability, inattention to results<\/p>\n\n\n\n
job sequencing
the key to economic outcomes<\/p>\n\n\n\n
WSJF
weighted shortest job first<\/p>\n\n\n\n
How do you calculate WSJF?
WSJF = CoD (estimated value) \/ Duration (time to ship or Job Size)<\/p>\n\n\n\n
RR
risk reduction<\/p>\n\n\n\n
OE
opportunity enablement<\/p>\n\n\n\n
How to calculate CoD?
CoD = User-business value + Time criticality + RR & OE value \/ Job Size or “Duration”<\/p>\n\n\n\n
PI
program increment<\/p>\n\n\n\n
NFR
non functional requirement<\/p>\n\n\n\n
3 Pillars of Scrum
transparency, inspection, adaptation<\/p>\n\n\n\n
Scrum values make these things transparent:
process, workflow, progress<\/p>\n\n\n\n
The 5 SAFe Scrum Values are\u2026
courage, focus, openness, commitment, respect<\/p>\n\n\n\n
SAFe Iteration length
2-4 weeks<\/p>\n\n\n\n
Team composition does not change during an Iteration, otherwise the __<\/em> is invalid. product owner team increment Three roles in Agile teams Typical development team size in Scrum The promise of SAFe 4 core values of SAFe 9 SAFe Lean-Agile principles<\/p>\n\n\n\n Agile Release Train program increment duration RTE role product manager system architect\/engineer business owners 4 program events PI planning timebox art sync timebox system demo timebox inspect and adapt event pdca PI planning cadence Product Management role in PI Development teams role in PI Two things every feature has benefit hypothesis When is acceptance criteria typically defined? What are the 3 C’s of user stories? What are the 3 components of user stories? Roles in user stories can be comprised one of the following (3). What does INVEST mean in user stories? Enabler stores support value and represent Exploration, Architecture, and refactoring spike Story points represent these (4) things\u2026 The PI planning event helps create __<\/em> to a common mission Risks should be evaluated with the ROAM format, which stands for\u2026 stretch objectives SMART Iteration Planning timebox iteration goals agile teams are not just committed to the work, they are committed to (3)\u2026 agile teams commit to iteration __<\/em> not stories scrum masters should ensure that time is allocated to this activity when iteration planning the key to team synchronization and self-organization BVIR these stories trump prioritized stories CFD SoS frequency SoS atttendees backlog refinement timebox white elephant sizing iteration review iteration review timebox iteration review attendees system demo attendees architectural runway dev ops CALMR approach to dev ops iteration retrospective timebox IP stands for\u2026 3 keys to inspect and adapt are\u2026 attendees for inspect and adapt inspect and adapt timebox who facilitates the problem solving workship in the IandA session? four stages of high performing teams five dysfunctions of a team iteration review timebox What is the main reason for the system demo? Who facilitates the PO Sync meeting? The scrum master facilitates\u2026 The two inputs to PI planning Who participates in the backlog refinement event? 5 parts of every team increment Why is it important to organize the work for Iteration Planning Who defines the final scope of a committed iteration? features user story stories Enabler stores support value and represent Infrastructure, Architecture, and Enabler stores support value and represent Exploration, Infrastructure, and Estimation anti-patterns team breakouts program board Program objectives At the conclusion of PI planning teams should have confidence vote program PI objectives scrum master role in team breakout #1 Common Anti-Patterns for team breakout #1<\/p>\n\n\n\n Common Anti-Patterns for PI Planning<\/p>\n\n\n\n Common Anti-Patterns for Iteration Planning<\/p>\n\n\n\n dsu Common Anti-Patterns for the DSU<\/p>\n\n\n\n Common Anti-Patterns when tracking iteration progress<\/p>\n\n\n\n SM role in Backlog refinement<\/p>\n\n\n\n Common Anti-Patterns in backlog refinement<\/p>\n\n\n\n MBSE Common Anti-Patterns for System Demos<\/p>\n\n\n\n release deployment staging capability solution culture automation Lean flow Measure Recovery cultural Common Anti-Patterns in continuous improvement<\/p>\n\n\n\n Common Anti-Patterns in IP innovation and planning<\/p>\n\n\n\n PI system demo RTE Common Anti-Patterns in Inspect and Adapt<\/p>\n\n\n\n Forming Storming Norming Performing Adding new team members A good scrum coach moves toward<\/p>\n\n\n\n teams productivity assumptions working agreements IP Four roles of a Scrum Master in SAFe<\/p>\n\n\n\n The Scrum Master helps other team members The Scrum Master helps teams DevOps Release managment NFR’s FURPS IP iteration Agile frameworks What does a Scrum Master do?<\/p>\n\n\n\n Scrum Master Responsibilities ART PO Program Increment (PI) Planning Innovation and Planning Iteration Inspect & Adapt (I&A) Iteration Cycle – Defines, builds, integrates, & test.<\/p>\n\n\n\n What is the recommended timebox duration for an Iteration? Who participates in the Inspect & Adapt (I&A) phase? What results from the I&A phase? 3 parts of I&A Purpose of PI System Demo PI System Demo Timebox What is one primary measurement to be considered in quantitative metrics? Retrospective goal Retrospective objective PDCA Cycle Who facilitates the PI Planning event? In which iteration does PI Planning take place? _ _<\/em><\/strong><\/em> is essential to SAFe; if you are not doing it, you are not doing SAFe. Business Benefits of PI Planning PI Planning Inputs PI Planning Outputs 3 Areas of Preparation for a Successful PI Planning Organizational Readiness Content Readiness Facility Readiness Organizational Readiness Considerations Business alignment – is there reasonable agreement on priorities among Business Owners<\/p>\n\n\n\n Agile teams – Do we have Agile teams? Are there dedicated developer and test resources and an identified Scrum Master and Product Owner for the team?<\/p>\n\n\n\n Content Readiness Considerations Product vision briefing(s) – briefing(s) prepared by Product Management including the top 10 features in the product backlog<\/p>\n\n\n\n Architecture vision briefing – a presentation made by the CTO, Enterprise Architect, or System Architect to communicate new enablers, features, and Nonfunctional Requirements (NFRs)<\/p>\n\n\n\n Facility Readiness Considerations Facilities\/tech support – these people need to be identified in advance and reachable during setup and testing, and the event itself<\/p>\n\n\n\n Communication channels – for distributed planing meetings, primary and secondary audio, video, and presentation channels must be available<\/p>\n\n\n\n Stretch Objectives Time & capacity to do it, we plan for it, but are not committed to it<\/p>\n\n\n\n PI Planning Day 1 Agenda Business context Product solution\/vision Architecture vision and development practices Planning context & lunch Team Breakouts #1 Draft plan review Management review and problem-solving PI Planning Day 2 Agenda Planning Adjustments Team breakouts #2 Final Plan Review and Lunch<\/p>\n\n\n\n Program risks Confidence vote Plan rework Planning retrospective and moving forward 3 pillars of scrum<\/p>\n\n\n\n How are the 5 Whys used? When does the Plan-Do-Check-Adjust cycle occur in Scrum? Which type of enabler does a System Architect review during a System Demo? Enabler Stories Spikes Functional Spikes How to break it down Technical Spikes Determine a build vs buy decision What is the name of the iteration where all team members determine how much of the team’s backlog they can commit to delivering during an upcoming iteration? How often should a system demo occur? Which activity is the Scrum Master’s Responsibility? How many team members make up an Agile Team? ScrumXP Team Kanban Who has content authority for the Team Backlog? Who is responsible for defining stories and prioritizing the backlog? What are the 3 purposes of a Scrum Master? Team PI Objectives Exploration Enablers Architectural enablers Infrastructure enablers Compliance enablers Agile development is\u2026 __<\/strong><\/em><\/strong> over processes and tools Working software over\u2026 Customer collaboration over\u2026 _<\/em><\/strong><\/em><\/strong> over following a plan Agile Manifesto Agile Manifesto Principles 1-6<\/p>\n\n\n\n Transparency builds\u2026 Agile Manifesto Principles 7-12<\/p>\n\n\n\n Develop on cadence\u2026 Agile is value\u2026 Agile teams show that __<\/strong> matter Business owners show how __<\/em><\/strong> matter Fix _<\/em><\/strong>, not scope Backlog is NOT a\u2026 Agile practices Timeboxing Scrum involves\u2026 Kanban involves less\u2026 What is the single most important component for ensuring the success of the program? SAFe recommends \/___<\/em><\/strong><\/em><\/strong> involved in every demo Scrum Values Iteration length is\u2026 What is the SAFe recommendation for the length of an iteration? Goal is to deliver _<\/em><\/strong>\/_<\/strong><\/em><\/strong> at the end of each iteration Avoid adding _<\/strong> once the iteration has begun Team Backlog Backlog refinement (timebox\/value?) Iteration Planning (timebox\/value?) Daily Stand-up (timebox\/value?) Iteration Review (timebox\/value?) Iteration retrospective (timebox\/value?) _<\/em> facilitates the Scrum-of-Scrum Scrum Master Characteristics Product Owner Characteristics Development Team Characteristics Development Team Responsibilities SAFe Core Values<\/p>\n\n\n\n SAFe Lean-Agile Principles (9 total)<\/p>\n\n\n\n A “feature” is a collection of _<\/em><\/strong> Agile Release Train A (<\/strong>) is a fixed timebox; default is 10 weeks Agile release train ART Roles: Release Train Engineer (RTE) ART Roles: Product Management ART Roles: System Architect\/Engineering ART Roles: System Team ART Roles: Business Owners Program Events for the ART ART Program Events: PI Planning ART Program Events: ART Sync ART Program Events: System Demo ART Program Events: Inspect and Adapt event SPC 1 Increment equals\u2026 For a large solution, how many people can be on one ART? The 5th sprint is the\u2026 How a Scrum Master supports and Agile Team The Scrum Master is the great __<\/em><\/strong> Ensure demos are . Strive for<\/em><\/strong> code. How to be a servant leader (DW p45) What makes up PI Planning? A benefit hypothesis\u2026 User Story Guidelines (the 3 Cs) User story template Acceptance Criteria Advantages of Acceptance Criteria Acceptance Criteria Formats How much acceptance criteria? INVEST Acronym (in a good User Story) Enabler Stories Types of Enablers Refactors A Story Point is a singular number that represents: SM’s role in facilitating estimations Common anti-patterns for estimations Normalized estimation technique PI Planning Briefing Typical Schedule Management Review and Problem-Solving Common questions during Managers’ Review Session Possible changes that result from Manager’s Review ROAM Risks – Addressing program risk Confidence Vote 1 – no confidence Anyone who puts up a 1\/2 is asked to speak. They may have a risk that was not previously considered. Goal is to have everyone at a 3 or above. Encourage everybody to speak up. This helps build further trust<\/p>\n\n\n\n Goals to review during a Retrospective Meeting<\/p>\n\n\n\n Scrum Master’s role in team breakout #1 Common Anti-Patterns for team breakout #1<\/p>\n\n\n\n Scrum Master’s Role in PI Planning<\/p>\n\n\n\n Common anti-patterns in PI Planning Goals Iteration Planning Flow Iteration Goals Serve 3 purposes:<\/p>\n\n\n\n A common approach is to _ _<\/strong><\/em> into during Iteration Planning Scrum Master’s role in Iteration Planning<\/p>\n\n\n\n Common anti-patterns in Iteration Planning 5 dysfunctions of a team & help for each (DW p61-63) Resolving Conflict (DW p65) Agile Teams<\/p>\n\n\n\n Product Owner<\/p>\n\n\n\n Built-in Quality Practices ART Events<\/p>\n\n\n\n Common attributes of high-performing teams Stages of high-performing teams Challenge with meetings Running Successful Meeting (1 of 2) Running Successful Meeting (2 of 2) Powerful questions (DW p54-56) Scrum of Scrums (SoS) Meeting User Stories are: Persona Acceptance Test Estimating Poker Velocity Uncommitted Objectives Planning Guidance<\/p>\n\n\n\n Daily Stand up Patterns (DSU)<\/p>\n\n\n\n Daily Stand-up (Meet-after agenda)<\/p>\n\n\n\n BVIR Iteration burn-down chart<\/p>\n\n\n\n Work In Progress (WIP) limits Scrum Master’s role in tracking Iteration progress<\/p>\n\n\n\n Scrum Master’s role in Backlog Refinement<\/p>\n\n\n\n Scrum Master’s Role in Team\/System Demo<\/p>\n\n\n\n Iteration Metrics<\/p>\n\n\n\n DevOps (Speed & Stability together) Operations, development, security, architecture, Business, Compliance<\/p>\n","protected":false},"excerpt":{"rendered":" WaterfallLots of WIP, end-timed delivery of value AgileReduced & visible WIP, iterative delivery, fast feedback Agile Value StatementsIndividuals and interactions over processes and tools.Working software over comprehensive documentation.Customer collaboration over contract negotiation.Responding to change over following a plan. 6 Agile FrameworksSAFe, Scrum, Crystal, Kanban, XP, Feature-Driven Development Agile Practices (8)Timeboxing, user stories, daily stand-ups, frequent […]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"footnotes":""},"categories":[],"tags":[],"class_list":["post-110319","post","type-post","status-publish","format-standard","hentry"],"_links":{"self":[{"href":"https:\/\/www.learnexams.com\/blog\/wp-json\/wp\/v2\/posts\/110319","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.learnexams.com\/blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.learnexams.com\/blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.learnexams.com\/blog\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.learnexams.com\/blog\/wp-json\/wp\/v2\/comments?post=110319"}],"version-history":[{"count":0,"href":"https:\/\/www.learnexams.com\/blog\/wp-json\/wp\/v2\/posts\/110319\/revisions"}],"wp:attachment":[{"href":"https:\/\/www.learnexams.com\/blog\/wp-json\/wp\/v2\/media?parent=110319"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.learnexams.com\/blog\/wp-json\/wp\/v2\/categories?post=110319"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.learnexams.com\/blog\/wp-json\/wp\/v2\/tags?post=110319"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}
velocity<\/p>\n\n\n\n
owns, prioritizes and manages the TEAM backlog<\/p>\n\n\n\n
a thin vertical slice of functionality<\/p>\n\n\n\n
scrum master, product owner, development team<\/p>\n\n\n\n
3-9 excluding the scrum master and product owner<\/p>\n\n\n\n
Synchronizes alignment, collaboration, and delivery for large numbers of teams<\/p>\n\n\n\n
built-in quality, program execution, alignment, transparency<\/p>\n\n\n\n\n
a virtual organization of 5-12 teams (50-125+) that plans, commits, and executes together<\/p>\n\n\n\n
a fixed timebox with a default of 10 weeks.<\/p>\n\n\n\n
acts as chief scrum master for the train<\/p>\n\n\n\n
owns, defines, and prioritizes the PROGRAM backlog<\/p>\n\n\n\n
provides architectural guidance and technical enablement to the teams on the train<\/p>\n\n\n\n
key stakeholders on the agile release train<\/p>\n\n\n\n
PI planning
ART sync
System Demo
Inspect and Adapt event<\/p>\n\n\n\n
2 days<\/p>\n\n\n\n
1 hour<\/p>\n\n\n\n
2 hours<\/p>\n\n\n\n
the train reviews and improves its process before the next PI<\/p>\n\n\n\n
plan, do, check, act<\/p>\n\n\n\n
2 days every 8-12 weeks (10 is typical)<\/p>\n\n\n\n
owns feature priorities<\/p>\n\n\n\n
own story planning and high level estimations<\/p>\n\n\n\n
benefit hypothesis and
acceptance criteria<\/p>\n\n\n\n
justifies feature implementation cost and provides business perspective when making scope decisions<\/p>\n\n\n\n
during program backlog refinement<\/p>\n\n\n\n
card, conversation, confirmation<\/p>\n\n\n\n
role, activity, value<\/p>\n\n\n\n
people, devices, systems<\/p>\n\n\n\n
Independent
Negotiable
Valuable
Estimable
Small
Testable<\/p>\n\n\n\n
Infrastructure<\/p>\n\n\n\n
a systematic approach to improving the system without changing observable behavior<\/p>\n\n\n\n
research activities to reduce risk, understand a functional need, increase estimate reliability, or define a technical approach<\/p>\n\n\n\n
Volume – how much is there
Complexity – how hard it is
Knowledge – what we know
Uncertainty – what we don’t know<\/p>\n\n\n\n
alignment<\/p>\n\n\n\n
Resolved
Owned
Accepted
Mitigated<\/p>\n\n\n\n
provide a reliability guard band
are included velocity\/capacity
are planned (aren’t “extra”)
are NOT included in commitment<\/p>\n\n\n\n
Specific
Measurable
Achievable
Realistic
Time -bound<\/p>\n\n\n\n
2 – 4 hours<\/p>\n\n\n\n
provide Agile Teams with clarity, commitment and management information<\/p>\n\n\n\n
other teams
the program
the stakeholders<\/p>\n\n\n\n
goals<\/p>\n\n\n\n
technical debt<\/p>\n\n\n\n
daily standup<\/p>\n\n\n\n
big
visible
information
radiator<\/p>\n\n\n\n
expedited<\/p>\n\n\n\n
cumulative flow diagram<\/p>\n\n\n\n
twice a week<\/p>\n\n\n\n
Scrum Masters and RTE<\/p>\n\n\n\n
1 – 2 hours weekly<\/p>\n\n\n\n
exercise for rapidly estimating a large backlog<\/p>\n\n\n\n
where teams demonstrate every story, enabler, and NFR<\/p>\n\n\n\n
1 – 2 hours<\/p>\n\n\n\n
iteration team and stakeholders<\/p>\n\n\n\n
system team, product management, product owners, stakeholders<\/p>\n\n\n\n
existing code, hardware components, etc., that technically enable near-term business features<\/p>\n\n\n\n
an agile approach to bridge the gap between development and operations to deliver value faster and more reliably<\/p>\n\n\n\n
Culture
Automation
Lean flow
Measurement
Recovery<\/p>\n\n\n\n
30-60 minutes<\/p>\n\n\n\n
iteration planning<\/p>\n\n\n\n
the PI system demo
quantitative measurement
the problem-solving workshop<\/p>\n\n\n\n
teams and stakeholders<\/p>\n\n\n\n
3-4 hours per PI<\/p>\n\n\n\n
RTE<\/p>\n\n\n\n
forming
storming
norming
performing<\/p>\n\n\n\n
inattention to results
avoidance of accountability
lack of commitment
fear of conflict
absence of trust<\/p>\n\n\n\n
1 hour<\/p>\n\n\n\n
To enable faster feedback by integration across teams<\/p>\n\n\n\n
RTE<\/p>\n\n\n\n
Retrospective, Daily Standup, Iteration Planning<\/p>\n\n\n\n
Vision and Program Roadmap<\/p>\n\n\n\n
The Agile team members and other SME’s<\/p>\n\n\n\n
plan, build, test, integrate, review<\/p>\n\n\n\n
So a realistic work scope can be defined<\/p>\n\n\n\n
The Agile Team<\/p>\n\n\n\n
teams on the train collaborate to deliver<\/p>\n\n\n\n
features are implemented incrementally via __<\/em><\/p>\n\n\n\n
fit in one iteration for one team<\/p>\n\n\n\n
Exploration<\/p>\n\n\n\n
Architecture<\/p>\n\n\n\n
pressure by stakeholders to lower estimations
only a few people participate
not using the adjusted fibonacci scale<\/p>\n\n\n\n
where teams develop plans and identify risks and identify impediments<\/p>\n\n\n\n
where feature delivery, dependencies, and milestones are displayed<\/p>\n\n\n\n
assigned business value at the second team breakout<\/p>\n\n\n\n
Velocity (capacity) and load for each iteration
draft PI objectives
program risks and impediments<\/p>\n\n\n\n
during the PI planning, after dependencies are resolved and risks are addressed, a _<\/em> is taken at the team and program levels<\/p>\n\n\n\n
the synthesis of each team’s PI objectives<\/p>\n\n\n\n
Ensure the team has a draft plan to present
Identify as many risks and dependencies as possible for the management review
Secure SME’s and Program level stakeholders as needed by the team
Facilitate the coordination with other teams for dependencies<\/p>\n\n\n\n\n
\n
\n
used to share information about progress, coordinate activities, raise blocking issues.<\/p>\n\n\n\n\n
\n
\n
\n
Model Base System Engineering<\/p>\n\n\n\n\n
demos that are not interesting\/relevant to program level stakeholders<\/li>\n<\/ul>\n\n\n\n
For better continuous deployment, decouple deployment from _<\/em>.<\/p>\n\n\n\n
For better continuous deployment, automate _<\/em>.<\/p>\n\n\n\n
For better continuous deployment, deploy to _<\/em> every iteration.<\/p>\n\n\n\n
dev ops is a _<\/em> of every agile release train<\/p>\n\n\n\n
value occurs only when the end users are operating the __<\/em>.<\/p>\n\n\n\n
establish a __<\/em> of shared responsibility for dev, deployment, and operations<\/p>\n\n\n\n
dev ops response to continuous delivery pipeline<\/p>\n\n\n\n
keep batch sizes small, limit WIP, and provide extreme visibility<\/p>\n\n\n\n
do this to the flow through the pipeline. Implement application telemetry.<\/p>\n\n\n\n
architect and enable low risk releases, fast reversion and fast fix-forward<\/p>\n\n\n\n
the shift to Dev Ops is primarily this.<\/p>\n\n\n\n\n
\n
at the end of the PI, teams demonstrate the current state of the Solution to the appropriate stakeholders<\/p>\n\n\n\n
facilitate the problem solving workshop after a short retro. This workshop is done in organic or ad-hoc teams.<\/p>\n\n\n\n\n
team structure, purpose, safe events, fostering collaboration<\/p>\n\n\n\n
surfacing and resolving conflict, dealing with individual performance, relentless improvement<\/p>\n\n\n\n
team as a community, improving engineering practices, effective team communication<\/p>\n\n\n\n
eliminating team dysfunctions, spontaneous leadership and self-organization, knowledge flow in the team and program<\/p>\n\n\n\n
moves a team back to the forming stage<\/p>\n\n\n\n\n
far more productive than the same number of individuals<\/p>\n\n\n\n
changes in team composition impact this<\/p>\n\n\n\n
many arguments are anchored in unexamined _<\/em>.<\/p>\n\n\n\n
facilitate conflict management; so make them visible!<\/p>\n\n\n\n
Innovation and Planning iteration<\/p>\n\n\n\n\n
communicate
coordinate
cooperate<\/p>\n\n\n\n
self-organize
self-manage
deliver via effective Agile practices<\/p>\n\n\n\n
is more than a set of practices, it is also about changing the mind-sets of people to break down silos, obtain fast feedback, improve the flow of work, and bring the best economic outcomes<\/p>\n\n\n\n
holds authority over deployment to production<\/p>\n\n\n\n
describe system attributes such as
Security
Reliability
Maintainability
Scalability
Usability<\/p>\n\n\n\n
Functionality
Usability
Reliability
Performance
Supportability<\/p>\n\n\n\n
acts as an estimating buffer for meeting PI objectives and provides dedicated time for innovation, continuing education, pi planning, and inspect and adapt events<\/p>\n\n\n\n
SAFe
Scrum
Crystal
Kanban
eXtreme Programming (XP)
Feature-driven development<\/p>\n\n\n\n\n
Exhibits lean-agile leadership
Supports the team rules
Facilitates the team’s progress toward team goals
Leads team efforts in relentless improvement
Facilitates meetings
Supports the PO
Eliminates impediments
Promotes SAFe quality practices
Builds a high-performing team
Protects and communicates
Responsibilities on the train
Coordinates with other teams
Facilitates preparation and readiness for ART events
Supports estimating<\/p>\n\n\n\n
Agile Release Train<\/p>\n\n\n\n
Product Owner<\/p>\n\n\n\n
A cadence-based, face-to-face event that serves as the heartbeat of the Agile Release Train (ART), aligning all the teams on the ART to a common mission and vision.<\/p>\n\n\n\n
Occurs every PI and serves multiple purposes. It acts as an estimating buffer for meeting PI objectives, as well as providing dedicated time for innovation, continuing education, and PI planning and Inspect and Adapt (I&A) events.<\/p>\n\n\n\n
A significant event, held at the end of each PI, where the current state of the solution is demonstrated and evaluated by the train. Teams reflect and identify improvement backlog items via a structured, problem-solving workshop<\/p>\n\n\n\n
A basic building block of Agile development. Each is a standard, fixed-length timebox, where Agile Teams deliver incremental value in the form of working, tested software and systems.<\/p>\n\n\n\n
2 weeks; however, 1-4 weeks is acceptable, depending on the business context.<\/p>\n\n\n\n
All stakeholders, including:<\/p>\n\n\n\n\n
Improvement backlog items that go to the Program Backlog for the next PI Planning event<\/p>\n\n\n\n
PI System Demo
Quantitative Measurement
Retrospective and Problem-Solving Workshop<\/p>\n\n\n\n
To show all the Features the ART has developed over the course of the PI
Leads: PM, PO, System Team
Attend: BO, Stakehlders, PM, RTE, SM & Teams<\/p>\n\n\n\n
~1 hr or less<\/p>\n\n\n\n
Program predictability measure
Updated end of inspect & adapt event<\/p>\n\n\n\n
To identify whatever issues they would like to address<\/p>\n\n\n\n
To identify a few significant problems that the teams can potentially address – What went well, what didn’t go well, what can do better next time.<\/p>\n\n\n\n
Plan
Do
Check
Adjust<\/p>\n\n\n\n
Release Train Engineer (RTE)<\/p>\n\n\n\n
Innovation and Planning Iteration<\/p>\n\n\n\n
PI Planning<\/p>\n\n\n\n
Establishing face-to-face communication across all team members and stakeholders
Building the social network the ART depends on
Aligning development to business goals with the business context, Vision, and team project PI objectives
Identifying dependencies and fostering cross-team and cross-ART collaboratio
Providing the opportunity for “just the right amount of architecture and Lean User Experience (UX) guidance)
Matching demand to capacity, eliminating excess WIP
Fast decision-making<\/p>\n\n\n\n
Business context
Roadmap and vision
Top 10 features of the Program Backlog
NFRs (Non-functional Requirements)<\/p>\n\n\n\n
Committed PI objectives (A set of SMART objectives that are created by each team with the business value assigned by the Business Owners)
Program board (this highlights the new feature delivery dates, feature dependencies among teams and with other ARTs, and relevant milestones)
Plan is the goal<\/p>\n\n\n\n
Organizational Readiness
Content Readiness
Facility Readiness<\/p>\n\n\n\n
Strategic alignment and teams trains setup<\/p>\n\n\n\n
Management and development preparedness<\/p>\n\n\n\n
The actual space and logistics for the event<\/p>\n\n\n\n
Planning scope and context – is the scope (product, system or technology domain) of the planning process understood? Do we know which teams need to plan together?<\/p>\n\n\n\n
Executive briefing – a briefing that defines the current business context<\/p>\n\n\n\n
Facility – this room must be roomy enough for all attendees, with breakout rooms if necessary<\/p>\n\n\n\n
Goals built into the plan (e.g., stories that have been defined and included for those objectives), but are not committed to by the team because of too many unknowns or risks. These are NOT extra things to do in case there is time. Instead, they increase the reliability of the plan and give management an early warning of goals that the ART may not be able to deliver<\/p>\n\n\n\n
Business context
Product\/solution vision
Architecture vision and development practices
Planning context and lunch
Team breakouts #1
Draft plan review
Management review and problem-solving<\/p>\n\n\n\n
A senior executive\/line-of-business owner describes the current state of the business and presents a perspective on how well existing solutions are addressing current customer needs<\/p>\n\n\n\n
Product management presents the current program vision (typically represented by the next top 10 upcoming features) and highlights any changes from the previous PI Planning meeting as well as any forthcoming Milestones.<\/p>\n\n\n\n
System Architect\/Engineering presents the architecture vision. Also, a senior development manager may introduce Agile-supportive changes to development practices such as test automation, DevOps, Continuous Integration, and Continuous Deployment, which are being advanced in the upcoming PI<\/p>\n\n\n\n
The RTE presents the planning process and expected outcomes of the meeting<\/p>\n\n\n\n
Teams estimate their capacity (velocity) for each Iteration and identify the backlog items they will likely need to realize the features. Each team creates their team plan, visible to all, iteration by iteration<\/p>\n\n\n\n
Tightly timeboxed; teams present key planning outputs, including draft objectives, potential risks and dependencies. Business Owners, Product Management and other teams and stakeholders review and provide input<\/p>\n\n\n\n
During this, management may negotiate scope changes and resolve other problems by agreeing to various planning adjustments. The RTE facilitates and keeps the primary stakeholders together for as long as necessary to make the decisions needed to reach achievable objectives<\/p>\n\n\n\n
Planning Adjustments
Team breakouts #2
Final Plan Review and Lunch
Program Risks
Confidence vote
Plan rework
Planning retrospective and moving forward<\/p>\n\n\n\n
The 2nd day of PI planning, the meeting begins with managers describing any changes to planning scope and resources<\/p>\n\n\n\n
Teams continue planning based on their agenda from the previous day, making the appropriate adjustments. They finalize their objectives for the PI, to which the Business Owners assign business value<\/p>\n\n\n\n\n
During planning, teams have identified program-level risks and impediments that could impact their ability to meet their objectives. These are resolved in a broader management context in front of the whole train. One by one, the risks are addressed with honesty and transparency, and then categorized into one of the following categories:<\/p>\n\n\n\n\n
Once program risks have been addressed, teams vote on their confidence in meeting their program PI objectives. Each team conducts a fist of five vote. If the average is 3 fingers or above, then management should accept the commitment. If it’s less than 3, the team reworks the plan. Any person voting 2 fingers or fewer should be given an opportunity to voice their concern. This might add to the list of risks, require some replanning or simply be informative.<\/p>\n\n\n\n
This is done until a high confidence level can be reached. This is one occasion where alignment and commitment are valued more highly than adhering to a timebox.<\/p>\n\n\n\n
Finally, the RTE leads this for the PI Planning event to capture what went well, what didn’t, and what can be done better next time.<\/p>\n\n\n\n\n
To identify a root cause(s) of a problem)<\/p>\n\n\n\n
At all formal Scrum events<\/p>\n\n\n\n
Enabler portfolio epics<\/p>\n\n\n\n
Support the activities needed to extend the Architectural Runway to provide future business functionality. These include exploration, infrastructure, compliance, and architecture development. They are captured in the various backlogs and occur at all levels of the Framework<\/p>\n\n\n\n
A type of exploration Enabler Story in SAFe. Defined initially in Extreme Programming (XP), they represent activities such as research, design, investigation, exploration, and prototyping. Their purpose is to gain the knowledge necessary to reduce the risk of a technical approach, better understand a requirement, or increase the reliability of a story estimate.<\/p>\n\n\n\n
They are used to analyze overall solution behavior and determine:<\/p>\n\n\n\n
How to organize the work
Where risk and complexity exist
How to use insights to influence implementation decisions<\/p>\n\n\n\n
They are used to research various approaches in the solution domain. For example:<\/p>\n\n\n\n
Evaluate the potential performance or load impact or a new user story
Evaluate specific technical implementation approaches
Develop confidence about the desired solution path<\/p>\n\n\n\n
Backlog Refinement<\/p>\n\n\n\n
Every Iteration (2 weeks)<\/p>\n\n\n\n
Coaching the Agile Team<\/p>\n\n\n\n
5-9 members<\/p>\n\n\n\n
A lightweight process for self-organizing and self-managing cross-functional teams of five to nine people. To continuously value, _<\/em><\/strong> uses the Scrum framework for project management and XP-derived software engineering practices.<\/p>\n\n\n\n
Is a Lean method that helps teams facilitate the flow of value by visualizing workflow, establishing Work in Progress (WIP) limits, measuring throughput, and continuously improving their processes.<\/p>\n\n\n\n
Product Owner<\/p>\n\n\n\n
Product Owner<\/p>\n\n\n\n
Remove impediments
Facilitates Team events
Fosters an environment for high-performing teams<\/p>\n\n\n\n
Are a summarized description of the specific business and technical goals that an Agile team intends to achieve in the upcoming PI. Often map to features but not always.<\/p>\n\n\n\n
These support research, prototyping, and other activities needed to develop an understanding of Customer needs, including the exploration of prospective Solutions and evaluating alternatives.<\/p>\n\n\n\n
These are created to build the Architectural Runway, which allows smoother and faster development<\/p>\n\n\n\n
These are created to build, enhance, and automate the development, testing, and deployment environments. They facilitate faster development, higher-quality testing, and a faster Continuous Delivery Pipeline<\/p>\n\n\n\n
These facilitate managing specific compliance activities, including Verification and Validation (V&V), documentation and signoffs, and regulatory submissions and approvals<\/p>\n\n\n\n
incremental<\/p>\n\n\n\n
Individuals and interactions<\/p>\n\n\n\n
comprehensive documentation<\/p>\n\n\n\n
contract negotiation<\/p>\n\n\n\n
Responding to change<\/p>\n\n\n\n
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan<\/p>\n\n\n\n\n
trust<\/p>\n\n\n\n\n
Release on demand<\/p>\n\n\n\n
and quality driven<\/p>\n\n\n\n
dates<\/p>\n\n\n\n
priorities<\/p>\n\n\n\n
quality<\/p>\n\n\n\n
commitment<\/p>\n\n\n\n
Timeboxing
User stories
Daily stand-ups
Frequent demos
Test-driven development
Information radiators
Retrospectives
Continuous integration<\/p>\n\n\n\n
a technique that delivers information systems functionality and requirements through versioning.<\/p>\n\n\n\n
planning<\/p>\n\n\n\n
planning, more of a reaction. Filling people’s queues based on capacity.<\/p>\n\n\n\n
The Scrum Master<\/p>\n\n\n\n
clients\/consumers<\/p>\n\n\n\n
Courage
Commitment
Focus
Respect
Openness<\/p>\n\n\n\n
one to four weeks<\/p>\n\n\n\n
2 weeks (small batch size)<\/p>\n\n\n\n
working software\/hardware<\/p>\n\n\n\n
scope<\/p>\n\n\n\n
Represents opportunities, not commitments.
Is created by the Agile Team.
Is owned and prioritized by the team’s Product Owner
contains user and enabler stories<\/p>\n\n\n\n
~1 hr
Prepare requirements for Iteration Planning<\/p>\n\n\n\n
2 – 4 hrs
Team commits to a set of goals to be delivered in the Iteration<\/p>\n\n\n\n
<= 15 minutes
Team members sync regarding the progress of the Iteration Goals<\/p>\n\n\n\n
~1 hr
Deliverables reviewed with stakeholders providing feedback
Also the demo, all attend.<\/p>\n\n\n\n
1 – 1.5 hrs
Team reviews and improves its process before the next iteration. Attendees – Agile Team only.<\/p>\n\n\n\n
RTE<\/p>\n\n\n\n
Coaches team improvement using values, principles, and best practices
Facilitates Scrum team events
Protects the development team
Helps to remove impediments
Is a servant leader (an optimizer, groups people, supports members. Figure out ways to help others improve.)
Interact w\/ people on a one-to-one basis. Help them along the way<\/p>\n\n\n\n
The single voice of the customer and stakeholders in the team
Owns and manages the Team Backlog (prioritizes it)
Defines and accepts requirements (builds quality w\/in the team)
Makes the hard calls on scope and content<\/p>\n\n\n\n
Typically 3-9 people (excluding Scrum Master and Product Owner)
Everyone who is needed to define, build, and test
Team members are only on this team
Self-organizing and accountable
Collaborative
Cross-functional
Empowered (sometimes have to protect team from PO and even from SM. Have to learn to let people fail, when it is safe to fail)<\/p>\n\n\n\n
Listen and talk to people
Seek and accept help
Embrace change
Work on items in an order set by the PO
Be proactive and self-motivated
Be honest (w\/ yourself and others)
Be passionate about what you do
Embrace “all sink or swim”
Everyone involved shares the risks. Make sure you are transparent<\/p>\n\n\n\n\n
\n
stories
Fits one PI for one ART
Includes acceptance criteria
larger system behaviors that fulfill user’s needs
Plain language (not tech speak)<\/p>\n\n\n\n
a virtual organization of 5-12 teams (50-125+) that plans, commits, and executes together<\/p>\n\n\n\n\n
Program Increment (PI)<\/p>\n\n\n\n
Define new functionality
Implement
Acceptance test
Deploy<\/p>\n\n\n\n
acts as the Chief Scrum Master for the train<\/p>\n\n\n\n
owns, defines and prioritizes the Program Backlog.<\/p>\n\n\n\n
provides architectural guidance and technical enablement to the teams on the train<\/p>\n\n\n\n
provides processes and tools to integrate and evaluate assets early and often<\/p>\n\n\n\n
are the key stakeholders on the Agile Release Train<\/p>\n\n\n\n
PI Planning
ART Sync
System Demo
Inspect and Adapt event<\/p>\n\n\n\n
Timebox: 2 days, every 8-12 weeks (10 weeks ave)
Value: Teams commit to a set of objectives to be delivered in the PI<\/p>\n\n\n\n
Timebox: 1 hr
Value: train teams to sync regarding the progress of the PI<\/p>\n\n\n\n
Timebox: 2 hrs
Value: deliverables reviewed with stakeholders providing feedback<\/p>\n\n\n\n
Timebox: 1\/2 day
Value: The train reviews and improves its process before the next PI
1) PI System Demo
2) Quantitative measurements
3) Problem-solving workshop
Attendees: Teams\/stakeholders
Led: PO, PM and System Teams
End – planned vs. actual business value )BV) rolled up to program predictability measure.<\/p>\n\n\n\n
SAFe Program Consultant<\/p>\n\n\n\n
\u2026 5 iterations<\/p>\n\n\n\n
50 to 125<\/p>\n\n\n\n
Innovation and planning sprint. Sometimes lasts 3 weeks. Sometimes works to have a longer time. Need to build in flexibility in your cadence<\/p>\n\n\n\n
Coaches the team to create better Solutions, improve business results, and better their processes
Facilitates team and program events
Removes impediments to the team’s progress
Assists the team in implementing SAFe and working with other teams who may or may not be using SAFe
Fosters adoption of Agile technical practices
Assists the PO in preparing and refining the backlog for PI and Iteration Planning
Coaches the team on the best ways to refine their backlog and create Stories<\/p>\n\n\n\n
optimizer<\/p>\n\n\n\n
integrated<\/p>\n\n\n\n
Listens and supports team members in problem identification and decision-making
Understands and empathizes with others
Encourages and supports the personal development of each individual
Persuades rather than uses authority
Thinks beyond day-to-day activities
Looks to help without diminishing the commitment of others
Coaches the team on Agile best practices<\/p>\n\n\n\n
2 days every 8-12 weeks (10 weeks is typical) – all members should be involved
Everyone attends in person if at all possible
Product Management owns Feature priorities
Development teams own Story planning and high-level estimates
Architect\/Engineering and UX work as intermediaries for governance, interfaces, and dependencies<\/p>\n\n\n\n
justifies feature implementation cost and provides business perspective when making scope decisions<\/p>\n\n\n\n
Card – written on a card or in the tool and may annotate with notes
Conversation – the details are in a conversation with the Product Owner (PO)
Confirmation – Acceptance criteria confirm the Story correctness<\/p>\n\n\n\n
As a , I want to so that .<\/p>\n\n\n\n
Provide the details of the Story from a testing point of view
Are created by the Agile Team
Express the conditions that need to be satisfied for the customer (acceptable behavior)
Provide context for the team, more details of the Story, and help the team know when they are done
Are written by the customer\/PO and refined by the team during backlog refinement and Iteration planning
Use User Acceptance Test Scenarios typically as a starting point<\/p>\n\n\n\n
Continue the conversation between the PO and the team
Helps solidify expectations for the Story
Spawns negotiation, trade-offs, and options to split a large Story into smaller Stories
Establishes a high-level test plan
Provides a basis for Solution design<\/p>\n\n\n\n
Test that
Demonstrate that
Verify that when does they get
Given <\/a>when then<\/a><\/p>\n\n\n\n
Stop when:
You have enough to size the story
Testing will become to convoluted
You have made 2-3 revisions of the criteria<\/p>\n\n\n\n
Independent
Negotiable
Valuable
Estimable
Small
Testable<\/p>\n\n\n\n
Can represent different types of work: Exploration, Architecture, Infrastructure.
Demonstrated just like any other Story
Enables functional value by another future story
Don’t deliver actual business value<\/p>\n\n\n\n
Spikes and Refactors<\/p>\n\n\n\n
Systematic approach to improving the system without changing observable system behavior
Example: improving maintainability, performance, or scalability<\/p>\n\n\n\n
Volume: how much is there?
Complexity: how hard is it?
Knowledge: what do we know?
Uncertainty: What’s not known?<\/p>\n\n\n\n
Make sure everyone participates
Ensure relative estimates are used
Focus the discussion on contested items
Keep time spent estimating Stories to a minimum
Identify SMEs who need to be present<\/p>\n\n\n\n
Pressure by stakeholders to lower estimations
Only a few people participate
Not using the adjusted Fibonacci scale<\/p>\n\n\n\n
For every full-time developer and tester on the team, give the team 8 pts (adjust for part-timers)
Subtract 1 point for every team member vacation day and holiday
Find a small Story that would take about a half-day to develop and a half-day to test and validate, and call it a 1
Estimate every other Story relative to that one
Never look back (don’t worry abut recalibrating)<\/p>\n\n\n\n
RTE Facilitates the PI Planning event and kicks off the briefings
The executive, Product Manager, System Architect\/Development Manager\/UX role conduct their briefings to the entire ART
The RTE briefly reviews the purpose of the meeting (alignment) and presents the agenda, planning guidance, and planning requirements
The executive presents the business context slides
PM presents Vision and Feature and Benefits slides
System Architect\/Dev Manager\/UX role presents the Architecture, UX, and Developer manager briefing slides<\/p>\n\n\n\n
At Day 1 end, management meets to make adjustments to scope and objectives based on the day’s planning.
During Inspect & Adapt event.
Scrum Master’s role (p153)<\/p>\n\n\n\n
What did we just learn?
Where do we need to adjust Vision? Scope? Resources?
Where are the bottlenecks?
What Features must be de-scoped?
What decisions must we make between now and tomorrow to address these issues?<\/p>\n\n\n\n
Business priorities
Adjustment to plan
Changes to scope
Movement of people<\/p>\n\n\n\n
Resolved – has been addressed; no longer a concern
Owned – someone has taken responsibility
Accepted – nothing more can be done. If risk occurs, release may be compromised.
Mitigated – team has plan to adjust as necessary<\/p>\n\n\n\n
Teams agree to do everything in their power to meet the agreed-to objectives
In the event that fact patterns dictate that it is simply not achievable, teams agree to escalate immediately so that corrective action can be taken<\/p>\n\n\n\n
2 – little confidence
3 – good confidence
4 – high confidence
5 – very high confidence<\/p>\n\n\n\n\n
Ensure team has a draft plan to present
Identify as many risks and dependencies as possible for the management review
Secure subject matter experts and Program Level stakeholders as needed by the team
Facilitate the coordination with other teams for dependencies<\/p>\n\n\n\n\n
\n
Facilitate the retrospective<\/li>\n<\/ul>\n\n\n\n
Pressure is put on the team to overcommit
Team under commits due to fear of failure
Over-planning ahead of time to make it more efficient loses the essence of PI Planning
The plan, rather than the alignment, become the goal<\/p>\n\n\n\n
Help align team, determine quality levels, risk mitigation at its core. They provide flexibility<\/p>\n\n\n\n
-Establishing capacity<\/p>\n\n\n\n\n
Provide clarity, commitment (other teams, the program and stakeholders) and management information.<\/p>\n\n\n\n\n
-Commitment\/adaptability<\/li>\n<\/ol>\n\n\n\n
split stories _<\/em><\/strong> tasks<\/p>\n\n\n\n\n
Verify that the PO or other managers don’t influence the team to overcommit<\/li>\n\n\n\n
Delving too deep into technical discussions
Commitment is unrealistic
Velocity and load are exactly the same
Scrum Master is more focused on technical hat than facilitator’s hat
The team under-commits due to fear of failure
No time is reserved for support activities<\/p>\n\n\n\n
1) absence of Trust – safe environment
2) Fear of Conflict – SM encourages disagreements
3) Lack of Commitment – shared commitment to each other\/external stakeholders
4) Avoidance of Accountability – stakeholders, peer pressure & review of results
5) Inattention to Results – review at end of IP and release.<\/p>\n\n\n\n
1) Working Agreements
2) Achieving consensus<\/p>\n\n\n\n\n
Create and refine User Stories and acceptance criteria<\/li>\n\n\n\n\n
-Works with Product Management to plan Program Increments (Pl)<\/li>\n<\/ul>\n\n\n\n
Lean and Agile principles & practices
Behavior-driven development (BDD)
eXtreme Programming (XP)
Code quality
Design patterns and practices
Agile modeling<\/p>\n\n\n\n\n
\u25ba Self-organizing \u25ba Understand work’s impact on organization
\u25ba Effective decision-making \u25ba Aligned and collaborative
\u25ba Open and clear communication \u25ba Safe atmosphere to take risks \u25ba Valued diversity \u25ba Effective timely feedback \u25ba Mutual trust \u25ba Sufficient resources for local control
\u25ba Healthy conflict
\u25ba Success focus over failure avoidance
\u25ba Clear goals and purpose
\u25ba Abilities balanced with challenge
\u25ba Concentration and focus
\u25ba Engagement
\u25ba Fun with work and each other
\u25ba Ownership and accountability<\/p>\n\n\n\n
Forming, storming, norming, performing, adjourning<\/p>\n\n\n\n
Meetings can be challenging because:<\/p>\n\n\n\n\n
\u25ba Such meetings add almost no value
\u25ba Ineffective meetings can (and should) be fixed<\/li>\n<\/ul>\n\n\n\n
\u25ba Prepare for every meeting , no matter how short
\u25ba Communicate a clear purpose and agenda
\u25ba Identify a directly responsible individual (ORI) for maintaining agenda\/action items
\u25ba Expect participants to know why they are attending , what contributions they will make, and expected outcomes
\u25ba Leave with clear action items
\u25ba Promote and keep to timeboxes
\u25ba Be prepared to challenge and be challenged
\u25ba Get participants moving and ensure active engagement<\/p>\n\n\n\n
\u25ba Establish default decisions-decisions should never wait for a meeting
\u25ba Don’t bring a problem without bringing at least one possible solution
\u25ba Review actions taken to meet commitments-enforce accountability
\u25ba Use “Yes, and \u2026” instead of “No, but \u2026 ” to keep inputs positive and flowing
\u25ba Take frequent breaks
\u25ba Go the extra mile to bring remote participants into the discussion
\u25ba Maintain communication beyond the meeting<\/p>\n\n\n\n
though-provoking, generate curiosity, channel focus, generate energy, stimulate reflective conversation, surface underlying assumptions, invite creativity, inspire questions, reach deep meaning.<\/p>\n\n\n\n
For Scrum Masters and the RTE to gain visibility into team progress and program impediments, 2x week.<\/p>\n\n\n\n
Short descriptions of a small piece of desired functionality, written in the user’s language
Recommend form of expression is the user-voice<\/p>\n\n\n\n
Detailed fictional characters acting as a representative user.<\/p>\n\n\n\n
Derive from acceptance criteria
Define specific pass\/fail behavior<\/p>\n\n\n\n
Combines expert opinion, analogy, and disaggregation for quick reliable estimates (Story points)
Includes whole team
Builds understanding
Shared commitment<\/p>\n\n\n\n
Sum of pts for all completed stories that met Definition of Done (DoD)
Use output from last iteration, if possible.<\/p>\n\n\n\n
Identify work that can be variable within the scope of PI. Only if time permits within the PI.<\/p>\n\n\n\n\n
\n
\n
Big Visible Information Radiator (team board to track progress) during DSU. Tracks iteration progress.<\/p>\n\n\n\n\n
Improve work. Some steps, no limit, other serve as buffer with min\/max.<\/p>\n\n\n\n\n
\n
\n
stores, # accepted stories, % accepted, # not accepted, # pushed to next Iteration, # deferred, # deleted, # added.<\/h1>\n\n\n\n
C- Culture (shared responsibility)
A – Automation (Cont. delivery pipeline)
L – Lean flow (Batch size small, limit WIP, visibility)
M – Measurement (flow thru pipeline.)
R – Recovery ( implement low risk releases, fast recovery\/reversions\/fix-forward)<\/p>\n\n\n\n