4 core values<\/p>\n\n\n\n
Architectural runway<\/p>\n\n\n\n
SAFe house of lean (roof, foundation & 4 pillars)
Roof
Foundation
4 pillars<\/p>\n\n\n\n
3 dimensions\/parts of lean agile leadership
Mindset & principles
Lead by example
lead change<\/p>\n\n\n\n
5 behaviors of a leader
Know what authenticity means
Emotional intelligence
3
4
5<\/p>\n\n\n\n
Lean portfolio management
Aligns strategy\/business and execution by applying lean and systems thinking<\/p>\n\n\n\n
Lean budget and guard rails
Funding governance practices increase development throughput while maintaining financial and fitness for use governance (support budgets)<\/p>\n\n\n\n
Team and technical agility core competency (core comps?)
Has built in quality (which means?)<\/p>\n\n\n\n
Implementation roadmap: what do you do first?<\/p>\n\n\n\n
Implementation roadmap: what do you do after training leads
ID value streams and ARTs<\/p>\n\n\n\n
Implementation roadmap: what do you do after launching ARTs
launch more ARTs in the same value stream to continue\/accelerate flow of value<\/p>\n\n\n\n
What is the tipping point?<\/p>\n\n\n\n
What is needed to implement change\/transformation
Forcing function (which is?\u2026)<\/p>\n\n\n\n
Role of business owner\u2026
Adds value to team PI objectives?<\/p>\n\n\n\n
Role of SPC (article, be familiar\u2026)
Coaches RTE roles
Coaches ART execution\u2026<\/p>\n\n\n\n
What 3 things are needed to launch an ART?
(What’s on the ART checklist?)
1
2
3<\/p>\n\n\n\n
Lean portfolio management and budgeting empowers stakeholders to
adapt the current backlog and roadmap context (lesson 5)<\/p>\n\n\n\n
What are dunbar’s numbers? (pg.230)<\/p>\n\n\n\n
ARTs are most efficient with how many people? (range)
50-125 people<\/p>\n\n\n\n
Whats on the agenda during an I&A (Inspect & Adapt)<\/p>\n\n\n\n
SAFe defines relentless improvement as\u2026
applying lean problem solving tools and techniques, and reflecting at key milestones<\/p>\n\n\n\n
Know the agile manifesto
\u2026<\/p>\n\n\n\n
How does SAFe extend the agile manifesto foundation to the level of team of teams
By promoting face to face conversations across the teams<\/p>\n\n\n\n
What are principles 1-5 of lean?
\u2026<\/p>\n\n\n\n
Forcing function is used to start\u2026
PI planning date<\/p>\n\n\n\n
What are principles 6-10 of lean? (most important)<\/p>\n\n\n\n
What is principle 10 of lean?
\u2026organizing around value<\/p>\n\n\n\n
What is the use of foundations? (?)
Train agile teams before PI planning<\/p>\n\n\n\n
What are 2 ways to evolve the solution intent from variable to fixed? (pg. 286+)
Trade studies and modeling<\/p>\n\n\n\n
What is the Kanban solution?
A tool used to manage capabilities evolution<\/p>\n\n\n\n
What happens after the analyzing stage?
Program management approves and then places in actual backlog<\/p>\n\n\n\n
The program predictability measure looks for what range?
80-100%<\/p>\n\n\n\n
What is little’s law?
Reduce queue lengths (faster processing time, shorter queue lengths)<\/p>\n\n\n\n
To leverage the full flow of a value stream, where do you launch an additional ART?
In the same value stream<\/p>\n\n\n\n
PI planning SAFe article\u2026<\/p>\n\n\n\n
Logistics readiness?<\/p>\n\n\n\n
Purpose of PI planning review
Make adjustments to PI scope and make program adjustments<\/p>\n\n\n\n
The program board helps show
dependencies between teams, milestones, and features<\/p>\n\n\n\n
How is a confidence vote done?
Fist of five, each team votes, then repeated for entire ART with everyone voting<\/p>\n\n\n\n
What do you do if your time to market is too long? Team says the process is problematic?
Organize a VSM (Value Stream Map) workshop<\/p>\n\n\n\n
If an argument begins in LACE, what will happen
ARTs facing significant challenges will improve<\/p>\n\n\n\n
During I&A, a problem of PI commitments was found. How do you solve uncontrollable amounts of WIP?
Make smaller features\/stories (batch sizing)<\/p>\n\n\n\n
New team members to Agile are having problems running events. What can SPC do?
Attend retrospectives
Coach with a community of practice
Facilitate training???<\/p>\n\n\n\n
Essential SAFe is\u2026
The team and program agility needed before portfolio practices can be implemented.
Provides adequate for needs of most orgs.<\/p>\n\n\n\n
Implementation roadmap: What is the call to action for promoting SAFe with execs?
Train leaders and managers step<\/p>\n\n\n\n
What 2 significant risks can be understood from the program board?
Team WIP limits
If a feature has an excess of dependencies and risks associated with it<\/p>\n\n\n\n
When LACE acts as an agile team, which practices will they be likely to use?
Iteration retrospective
Use test driven development
Daily standup<\/p>\n\n\n\n
As an SPC coaching I&A, make sure scrum masters\u2026
are working as a single problem solving team<\/p>\n\n\n\n
After final PI plan review is when you\u2026
groom the risks??<\/p>\n\n\n\n
Why do you start a business transformation?
A mission critical solution (or app) is jeopardizing the enterprises continued success (the burning platform)<\/p>\n\n\n\n
Why is quickstarting an ART an effective approach?
Increases engagement
Focuses everyone all at once<\/p>\n\n\n\n
What activities are included in the quickstart approach?
Training (SAFe for Teams)
PI planning
Workshops (SAFe)<\/p>\n\n\n\n
If a team has produced nothing for the product demo\u2026
Stop working on new functionality, adjust scope based on learning<\/p>\n\n\n\n
Possible problems to address when coaching an ART sync
Features keep moving to next iteration with nothing being removed from PI
All time is spent focused on current PI with no time spent planning the next PI<\/p>\n\n\n\n
What is the ART sync?<\/p>\n\n\n\n
Top 2 reasons for adopting SAFe
Accelerate product delivery
Business agility, (enhance ability to manage changing priorities)<\/p>\n\n\n\n
Centralized annual planning is
The no bueno traditional approach to lean portfolio management<\/p>\n\n\n\n
John Carter taught that
a guiding coalition helps\u2026guide the transformation<\/p>\n\n\n\n
Relentless improvement accelerates\u2026
??? the step of implementation in the beginning of another journey\u2026<\/p>\n\n\n\n
You can gain trust between the business and development teams by
being predictable in delivery<\/p>\n\n\n\n
Customer centricity is a
mindset<\/p>\n\n\n\n
Every person that builds a solution should be
part of the development value stream
(not the operational value stream)<\/p>\n\n\n\n
What does the Workshop toolkit do?<\/p>\n\n\n\n
What does the Ready checklist toolkit do?<\/p>\n\n\n\n
What does the SAFe toolkit do?<\/p>\n\n\n\n
What does the Essential SAFe (for execs) toolkit do?<\/p>\n\n\n\n
What does the LPM execution toolkit do?<\/p>\n\n\n\n
What does the I&A toolkit do?<\/p>\n\n\n\n
What does the PI Planning toolkit do?<\/p>\n\n\n\n
To achieve meaningful and lasting change, author John P. Kotter notes that a _<\/em> is needed A powerful guiding coalition requires 4 things:<\/p>\n\n\n\n values of the agile manifesto How many principles of the agile manifesto are there? (Agile principle) what is highest priority? (Agile principle) what do agile processes harness for the customer’s competitive advantage? (Agile principle) when should working software be delivered? (Agile principle) who must work together throughout the project? With what frequency? (Agile principle) around whom should we build projects? (Agile principle) what’s the most efficient and effective method of conveying information to and within a development team? (Agile principle) what is the primary measure of progress? (Agile principle) what do agile processes promote? (Agile principle) what enhances agility? (Agile principle) what is essential to maximize in agile processes? (Agile principle) what emerges from self organizing teams? (Agile principle) what must teams do at regular intervals? What is the House of Lean? (House of lean) key principles of flow What is gemba? (House of lean) What are key parts of relentless improvement? What is the spanning palette? How many elements are in the spanning palette? What elements are in the spanning palette? What are the 10 SAFe lean agile principles? What is PI planning? What are 3 primary purposes of PI planning? What are SAFe core values? What are the three types of culture in organizations? What are the characteristics of a generative culture? How big are agile teams? What is an agile team comprised of? How is a user story framed What comprises an agile team backlog? What do enabler stories do? What is scrum? In what time increments do agile teams work? How do agile teams estimate their work? What happens during PI planning? What is DSU? What happens at the end of an iteration period? How large is an agile release train? What is the mission of the agile release train? Who facilitates Agile Release Train execution? What is the continuous delivery pipeline? Agile Definition of done What are the three dimensions of agile product delivery? What are the three core elements of the continuous delivery pipeline? What is customer centricity ask of teams? How does design thinking measure success of products or solutions? What are the three main activities in design thinking? Empathy maps What are the start and end points in a value stream? What are customer journey maps? What are user story maps? What are program increments? What is a program backlog? Who is responsible for developing and maintaining the backlog? How does SAFe prioritize the program backlog? What is weighted shortest job first? What are the three components used to quantify cost of delay? What is the Fibonacci sequence? ,1,1,2,3,5,8,13,21..<\/p>\n\n\n\n When does a PI planning event occur? What does a day 1 agenda of PI planning typically comprise? What is a program board? Day 2 PI planning agenda? What are ART syncs? What is a system demo? What is the innovation and planning iteration? What is ‘inspect & adapt’? What does SMART stand for? What aid DevOps? What is the CALMR approach? What must management do for a successful Agile transformation? How does SAFe provide a second operating system that enables Business Agility? What is Business Agility? What are the last three steps of the SAFe Implementation Roadmap? What can be used as a template for putting SAFe into practice within an organization? Which of the core competencies of the Lean Enterprise helps align strategy and execution? What is the foundation of the SAFe House of Lean? The House of Lean is a classic metaphor describing the mindset essential for Lean thinking. Which one of the four pillars advocates a ‘Go See’ mindset? Which statement fits with the SAFe Core Value of Built-in Quality? Which statement is a value from the Agile Manifesto? When basing decisions on economics, how are lead time, product cost, value, and development expense used? Which is an aspect of systems thinking? What are the three primary keys to implementing flow? (Choose three.) What is an example of applying cadence-based synchronization in SAFe? What is one benefit of unlocking the intrinsic motivation of knowledge workers? What is the biggest benefit of decentralized decision-making? What is the basic building block when organizing around value? What is one issue when organizing around hierarchical functions? The Agile Release Train uses which type of teams to get work done? Product Management has content authority over the Program Backlog. What do Product Owners have content authority over? What is part of the role of Product Management? Which two quality practices apply to Agile teams? (Choose two.) Design Thinking identifies at least four new ways to measure success. What are two of those ways? (Choose two.) What is the impact of Customer Centricity? Which statement correctly describes one aspect of the team’s commitment at the end of PI Planning? Which two statements are true about uncommitted objectives? (Choose two.) What is considered an anti-pattern when assigning business values to team PI Objectives? On day two of PI Planning, management presents adjustments based on the previous day’s management review and problem solving meeting. What is one possible type of adjustment they could make? What is found on a program board? Who has content authority to make decisions at the User Story level during Program Increment (PI) Planning? In the Program Kanban some steps have work in process (WIP) limits. Why is this necessary? What is one of the Agile Release Train sync meetings? Which statement is true about the Innovation and Planning (IP) Iteration? What is one component of the Continuous Delivery Pipeline? Which statement is true about DevOps? If a program repeatedly shows separate Feature branches rather than a true System Demo, which practice should be reviewed to address the issue? What is the best measure of progress for complex system development? What can be used to capture the current state of the portfolio? Which statement accurately characterizes Strategic Themes? What is a minimum viable product? How is the flow of Portfolio Epics managed? What is the last step in Kotter’s approach to change management? What can be used to script the change to SAFe? What is one Guardrail on Lean Budget spend? Core Competencies of the Lean Enterprise SAFe Configurations SAFe Core Values Steps of SAFe Implementation Roadmap Why SAFe? Pillars of SAFe House of Lean What is the purpose of the House of Lean? Value Statements of Agile Manifesto Principles of Agile Manifesto<\/p>\n\n\n\n SAFe Lean-Agile Principles<\/p>\n\n\n\n If you only quantify one thing, what should it be? What are the top and bottom curves of the cone of uncertainty? What does PDCA stand for? Why do phase gate milestones cause problems in traditional waterfall development? What do large batch sizes increase? High utilization causes what? Which is the most important batch? Higher transaction costs result in what? Higher holding costs result in what? Reducing transaction costs does what two things? Reducing batch size does what four things? Automation reduces what? Smaller batches reduces what? Long queues create what 5 things? What is Little’s Law? According to Little’s Law, which two things decrease wait? What are the benefits of cadence?<\/p>\n\n\n\n What are the benefits of synchronization What is the definition of a knowledge worker? What are the types of decisions to centralize? What are the types of decisions to de-centralize? Value Stream Find the kidney Key Roles of the Dev Team Key Roles of the Product Owner Key Roles of the Scrum Master What are the dimensions of Built-in Quality? Size of Agile Release Train Release Train Engineer System Architect\/Engineering Business Owners Product Management System Team What is the duration and timing of PI Planning? What are the inputs and outputs of PI Planning? Team Objectives Stretch objectives help improve what? Size of a feature Size of a story What is velocity? What is capacity? Define ROAM What are the Program PI Objectives? Business benefits of PI Planning<\/p>\n\n\n\n Elements of continuous delivery pipeline ART Sync is composed of what two ceremonies? DevOps definition CALMR Approach to DevOps When prioritizing the backlog what items do you give preference to? Weighted Shortest Job First (WSJF) Elements of Continuous Exploration Elements of Continuous Integration A full system demo should occur how often? Elements of Continuous Deployment Architectural Runway Innovation and Planning (IP) Iteration facilitates what things? Components of Inspect & Adapt Risks of not having an IP Iteration<\/p>\n\n\n\n Solution Intent Practices of building large solutions with SAFe<\/p>\n\n\n\n Solution Roadmap Goals of Model-based Systems Engineering Components of solution intent Solution Solution Context Components of Lean Portfolio Management (LPM) Options to organize SAFe Portfolios Horizons for guiding investments Parts of SAFe investment horizon model What do we fund? Functions of strategy & investment funding Primary roles at SAFe portfolio level Strategic themes What tool does the LPM use to envision the future state? Portfolio canvas Portfolio kanban Process states of portfolio kanban When is an epic considered done? What is the definition of a Minimum Viable Product? Leading Indicators Net Promoter Score (NPS) Parts of epic hypothesis statement What are some of the results of project-based, cost center budgeting Why fund value streams? Lean budget guardrails Key responsibilities of Agile Portfolio Operations Key responsibilities of Lean Governance What is the recommended frequency that the LPM should adjust value stream budgets? Kotter’s 8 steps for leading organizational change<\/p>\n\n\n\n What system is the SAFe Implementation Roadmap based on? Tipping point Primary reasons for reaching the tipping point SAFe Guiding Coalition members What makes an effective guiding coalition? How should a Lean Agile Center of Excellence organize? SAFe Program Consultants (SPC) Recommended number of SPC’s Why organize around value? Operational Value Streams Development Value Streams Steps for identifying value streams Dunbar’s number Feature trains are optimized for what? Subsystem trains are optimized for what? Platform ART Qualities of an Opportunistic ART Value Stream Canvas Forcing function What is the minimum time to launch an ART? Benefits of big room training Quickstart approach to ART Launch What are suggested courses while coaching a new ART? Parts of Inspect & Adapt (I&A) What factors do we use to rate team PI objectives? Anatomy of a well-defined problem What are two tools used during the problem-solving workshop? States of the SAFe Implementation Railway Community of Practice (CoP) Characteristics of Communities of Practice Benefits of Communities of Practice Essential SAFe elements What are the SAFe Core Values? What are two reasons Agile development is more beneficial than waterfall development? (Choose two.) What are the three levels of the Scaled Agile Framework? Which factor helps unlock the intrinsic motivation of knowledge workers?<\/p>\n\n\n\n What is the goal of the SAFe House of Lean model? How does relentless improvement support value in the SAFe House of Lean? What is one of the typical Kanban classes of service for Agile teams? What is the purpose of the Iteration review? What is the role of the Scrum Master? Why do Lean-Agile leaders try to connect the silos of business, system engineering, hardware, software, test, and quality assurance? When should a complicated subsystem team be used? Which two statements describe the responsibilities of the Product Owner? (Choose two.) Which responsibility belongs to the Product Owner in the team? What is the recommended size of an Agile Team? The Agile Release Train aligns teams to a common mission using a single Vision and what else? What is the role of the System Architect\/Engineer? What is the role of the Release Train Engineer? Why is the modified Fibonacci sequence used when estimating? The “3 Cs” is a popular guideline for writing user stories. What does each of the three Cs represent? (Choose three.) What replaces detailed requirements documents? What is an example of a modified Fibonacci sequence? James is a Product Owner. It is day seven of the Iteration and his team tells him that they may miss their Iteration commitment. What should James do? Which statement is true about Iteration planning for Kanban teams? Which statement reflects one of the steps for setting initial velocity? During Iteration execution, a team’s velocity tends to be most affected by what? Which statement is true about work in process (WIP) limits? A cumulative flow diagram focuses on which curves? How can a technical exploration Enabler be demonstrated? Quality is first and foremost a function of what in a Lean-Agile concept? What is critical to successfully implementing quality in a Lean-Agile environment? What is the benefit of separating release elements from the Solution? Which statement describes one element of the CALMR approach to DevOps? Which three questions should each team member answer during the daily stand-up? (Choose three.) What is typically included in the definition of done for the team increment? Which two views does the Iteration review provide into the program? (Choose two.) An Agile Team collects the Iteration Metrics they have agreed upon during which part of the team retrospective? Which statement is true about the PI Planning event? Which activity is key to successfully implementing the Scaled Agile Framework? Which statement describes a cadence-based PI Planning event? What is an example of an ART event? What visibility should Scrum Masters provide during the Agile Release Train Sync? Iteration planning, Iteration review, and backlog refinement are examples of which type of event? The Inspect and Adapt event always starts with which activity? Which practices are demonstrated during the Inspect and Adapt event? If the PI System Demo shows the current state of the Solution, then who is this demo intended for? Which is NOT a core competency of Business Agility? Without _<\/em><\/strong>, Enterprises simply cannot respond suciently to the challengesand opportunities of today’s market changes: _<\/em><\/strong> is the way a portfolio evaluates their progress in Business Agility. Cadence and Synchronization help reduce uncertainty and manage what? The goal of Lean is to deliver the maximum customer value in the shortest sustainable lead time while providing what else? What is a major benefit of the reducing batch size? An effective SAFe Scrum Master elevates people problems with strict confidence to the appropriate levels when necessary, but only after what has happened? What are two good scrum master facilitation practices? (Choose 2 Ans.) What are two common anti-patterns during PI Planning ? (Choose 2 Ans.) What is an IP Iteration anti-pattern? Participating in PI planning enables teams to gain alignment and commitment around a clear set of what? _<\/em><\/strong> is a design thinking tool that helps the teams develop deep and shared understanding of the customer _<\/em><\/strong> is a template for identifying a specific SAFe portfolio _<\/em><\/strong> represents those core businesses that provide the greatest profits and cash flow Portfolio Canvas provides context for decision-making, inputs to the Vision, budget, and backlogs _<\/strong> analysis focuses on action and is used to identify strategic options, Epics and other artifacts to create a better future state __<\/strong> provides a transparent and quantitative basis for economic decision-making __<\/strong> describe the early measures that will help predict the business outcomes __<\/strong> is NOT a Lean Budget Guardrail Generative Culture is a __<\/strong> culture In which stage of the implementation roadmap, SAFe recommends the lean portfolio collaborators to get trained on the Lean Portfolio Management (LPM) function John P. Kotter in his “Leading Change” book mentions the following are the keys to leading a successful change (select all that apply) Agile teams are cross-functional, so that they Which is a correct statement regarding an enterprise’ dual operating system: _<\/em><\/strong> requires technical agility and a business-level commitment to product and Value Stream thinking Lean-agile leaders entertain _<\/em><\/strong> by empowering individuals and teams to reach their highest potential. Market value of a feature __<\/em><\/strong> over time __<\/em><\/strong> helps with design flexibility to support changing requirements Which is NOT a correct statement? __<\/em><\/strong> facilitate learning and allow for continuous, cost-effective adjustment towards an optimum solution As per Little’s law, which is NOT a correct statement? Which of the following decisions must be de-centralized? Which operating system does SAFe represent? What is the ultimate goal of SAFe? The primary need for SAFe is to scale the idea of what? What are the top two reasons for adopting Agile in an organization? (Choose two.) When should new approaches be anchored in an organization’s culture? What is one output of enterprise strategy formulation? What is the biggest benefit of decentralized decision-making? When should a decision be decentralized? Which two types of decisions should remain centralized even in a decentralized decision-making environment? (Choose two.) How does Decentralized decision making Help? Which two quality practices apply to Agile teams? (Choose two.) What are two ways to describe a cross-functional Agile Team? (Choose two.) Which three items are found on a Program board? (Choose three.) What are two problems that can be understood from the Program Board? (Choose two.) When looking at a Program Board, what does it mean when a feature is placed in a team’s swim lane with no strings? Which statement is true about ART events? Who assign business value (BV) to the team PI Objectives? Who decides the Team PI Objective Business Value scoring after negotiation? Why do Business Owners assign business value to team PI Objectives? Which team type is ‘organized to assist other teams with specialized capabilities and help them become more proficient in new technologies’? Who is responsible for the Solution Backlog? Which role accepts Capabilities as complete? What portfolio-level role takes responsibility for coordinating portfolio Epics through the Portfolio Kanban system? The analyzing step of the Portfolio Kanban system has a new Epic with a completed Lean business case. What best describes the next step for the Epic? What Portfolio-level highlight has the role of describing the purpose of the Scaled Agile Framework portfolio? What is used to capture the current state of the Portfolio and a primer to the future state? How is the flow of Portfolio Epics managed? Which option is a Scaled Agile Framework Portfolio-level highlight? When using the Scaled Agile Framework, what is one benefit of adding synchronization to the cadence of multiple teams? You’re managing a team which has embodied SAFe. It takes about 5 days for each of your internal clients’ requests for a feature to be answered by the development lead and, on average, only about 2 days to implement a feature. The testing team also takes another day, but the handover from development to testing takes two days per feature request. What’s the immediate SAFe tip you would implement in order to ensure that value is delivered sooner? You want to store, version, and index binary software artifacts. What type of tool do you use? What does the Continuous Delivery Pipeline enable? Why is it important to decouple deployment from release? You’re working on a complex multi-component software project and would like to control the variability of the development process. What SAFe mechanism can you employ? You are trying to coordinate the architectural runway through different layers, You want to increase velocity in your portfolio. What could you do to accomplish this? What is the principal advantage of using objective evaluation of working systems as milestones in the Scaled Agile Framework? When working with the team backlog, what is the specific function of the Product Owner? You are an advocate for the Scaled Agile Framework in your organization and are trying to convince your organization that it is in need of change. What type of view could you take to help accomplish your goal? What is one benefit of unlocking the intrinsic motivation of knowledge workers? When does a Roadmap become a queue? What are the first three steps of the SAFe Implementation Roadmap? What are the last three steps of the SAFe Implementation Roadmap? A Team has just adopted the SAFe Implementation Roadmap and is in the process of training executives, managers, and leaders. What is their next step? Which statement is true about a Value Stream that successfully uses Devops? When basing decisions on economics, how are lead time, product cost, value, and development expense used? What is considered an anti-pattern when assigning business values to team PI Objectives? What are the three primary keys to implementing flow? (Choose three.) What should the team focus on in order to optimize flow? What is the impact of Customer Centricity? How does SAFe describe Customer Centricity? What is one issue when organizing around hierarchical functions? Which statement accurately characterizes Strategic Themes? The House of Lean is a classic metaphor describing the mindset essential for Lean thinking. Which one of the four pillars advocates a ‘Go See’ mindset? Which one of the four pillars of House of Lean advocates a ‘Get out of the office’ mindset? Which pillar in the House of Lean focuses on the Customer being the consumer of the work? Which Pillar in the House of Lean encourages Learning and Growth? What is the goal of the House of Lean? What is the best measure of progress for complex system development? What is the main reason for System Demo? Which statement is true about the Innovation and Planning (IP) Iteration? What is one Guardrail on Lean Budget spend? What is one component of a Guardrail in Lean Portfolio Management? How does SAFe provide a second operating system that enables Business Agility? How does SAFe recommend using a second operating system to deliver value? In the Program Kanban some steps have work in process (WIP) limits. Why is this necessary? Which two statements are true about uncommitted objectives? (Choose two.) What must management do for a successful Agile transformation? What is an example of applying cadence-based synchronization in SAFe? Design Thinking identifies at least four new ways to measure success. What are two of those ways? (Choose two.) Which is an aspect of system thinking? If a program repeatedly shows separate Feature branches rather than a true System Demo, which practice should be reviewed to address the issue? Which statement is true when continuously deploying using a DevOps model? What is one key purpose of DevOps? What is the recommended frequency for updating Lean budget distribution? What is SAFe’s release strategy? What is the recommended way to express a Feature? During Inspect and Adapt, teams identified a large number of action items aimed at solving their biggest problem as a train. How should the team proceed? The Agile Release Train passes through four steps in order to deliver Solutions which includes: defining new functionality, implementing, acceptance testing, and what else? If small batches go through the system faster with lower variability, then which two statements are true about batch size? (Choose two.) Which statement is true about batch size? Weighted Shortest Job First gives preference to jobs with which two characteristics? (Choose two.) Implementing SAFe requires buy-in from all levels of the organization. What level of leadership is most important for effecting cultural change? Which two statements describe a Capability? (Choose two.) Lifelong learning is a requirement for Lean-Agile Leaders, and it helps them do what? What does the Program Roadmap do in the Scaled Agile Framework? Which statement describes the connection between Features and Capabilities in a large Solution? When is a Pre-PI Planning event needed? During PI Planning, which two tasks are part of the Scrum Master’s role in the first team breakout? (Choose two.) During the PI Planning event, when are planning adjustments agreed upon? Why is a confidence vote held at the end of PI Planning? Which statement correctly describes one aspect of the team’s commitment at the end of PI Planning? On day two of PI Planning, management presents adjustments based on the previous day’s management review and problem solving meeting. What is one possible type of adjustment they could make? On day two of PI Planning, adjustments are made by the group based on the previous day’s management review and problem solving meeting. What are three possible types of changes? (Choose three.) Which two behaviors should a SAFe scrum master represent as a Coach? (Choose two.)<\/p>\n\n\n\n What is one way Lean-Agile leaders lead by example? How can trust be gained between the business and development? Which of the following adjectives do you think best describes Agile development? What is the role of the Product Owner?<\/p>\n\n\n\n What is one of the typical Kanban classes of service for Agile teams?<\/p>\n\n\n\n At the end of Pl Planning after dependencies are resolved and risks are addressed, a confidence vote is taken. What is the default method used to vote?<\/p>\n\n\n\n A cumulative flow diagram focuses on which curves?<\/p>\n\n\n\n Which statement is true when continuously deploying using a DevOps model?<\/p>\n\n\n\n In the Program Kanban some steps have work in process (WIP) limits. Why is this necessary? Which two views does the Iteration Review provide into the program? (Choose two.)<\/p>\n\n\n\n Which statement is true about Iteration Planning? What else does the SAFe principle, unlock the intrinsic motivation of knowledge workers, require besides purpose and mission? *What is part of the role of Product Management? What are 4 Guardrail od Lean Budget?<\/p>\n\n\n\n 4 core values Architectural runway SAFe house of lean (roof, foundation & 4 pillars)RoofFoundation4 pillars 3 dimensions\/parts of lean agile leadershipMindset & principlesLead by examplelead change 5 behaviors of a leaderKnow what authenticity meansEmotional intelligence345 Lean portfolio managementAligns strategy\/business and execution by applying lean and systems thinking Lean budget and guard railsFunding governance practices increase […]<\/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-110923","post","type-post","status-publish","format-standard","hentry"],"_links":{"self":[{"href":"https:\/\/www.learnexams.com\/blog\/wp-json\/wp\/v2\/posts\/110923","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=110923"}],"version-history":[{"count":0,"href":"https:\/\/www.learnexams.com\/blog\/wp-json\/wp\/v2\/posts\/110923\/revisions"}],"wp:attachment":[{"href":"https:\/\/www.learnexams.com\/blog\/wp-json\/wp\/v2\/media?parent=110923"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.learnexams.com\/blog\/wp-json\/wp\/v2\/categories?post=110923"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.learnexams.com\/blog\/wp-json\/wp\/v2\/tags?post=110923"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}
“sufficiently powerful guiding coalition” of stakeholders<\/p>\n\n\n\n\n
Inidivudals 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
12<\/p>\n\n\n\n
Satisfy customer through early and continuous delivery of valuable software<\/p>\n\n\n\n
Change \/ welcome changing requirements<\/p>\n\n\n\n
Frequently- couple weeks to a couple months with preference for shorter timescale<\/p>\n\n\n\n
Business people and developers- daily!<\/p>\n\n\n\n
Motivated people- give them environment, support, and trust needed to get the job done<\/p>\n\n\n\n
Face to face conversation<\/p>\n\n\n\n
Working software<\/p>\n\n\n\n
Sustainable development. Sponsors, developers and users should be able to maintain a constant pace indefinitely<\/p>\n\n\n\n
Continuous attention to technical excellence and good design<\/p>\n\n\n\n
Simplicity! The art of work not done<\/p>\n\n\n\n
The best architectures, requirements and designs<\/p>\n\n\n\n
Reflect on how to become more effective- tune and adjust behavior accordingly<\/p>\n\n\n\n
Goal (roof): Value, Foundation: Leadership, (pillars): Respect for People and culture, Product Development Flow, Innovation, relentless improvement<\/p>\n\n\n\n
Understanding full value stream, visualizing and limiting WIP, reducing batch sizes, managing queue lengths, eliminating waste and removing delays<\/p>\n\n\n\n
A go-see where the products and solutions are created and used (no useful improvement was ever invented at a desk)<\/p>\n\n\n\n
Optimize the whole, it parts of an org and dev process; reinforce problem solving mindset of org; apply retrospectives at key milestones; apply lean tools and techniques to determine fact based root cause of problems,; base improvements on facts<\/p>\n\n\n\n
In SAFe, the various roles and artifacts and roles that may apply to a specific team, ART, large solution or portfolio context. Can be small or large and configurable based on needs of the org.<\/p>\n\n\n\n
8<\/p>\n\n\n\n
Vision, roadmap, milestones, shared services, COP (community of practice), system team, lean UX, metrics<\/p>\n\n\n\n
1-Take an economic view; 2- apply systems thinking; 3- assume variability and preserve options; 4- build incrementally with fast, integrated learning cycles; 5- base milestones on objective evaluation of working systems; 6- visualize and limit Work in Progress, reduce batch sizes and manage queue lengths; 7- apply cadence- synchronize with cross domain planning; 8- unlock the motivation of knowledge workers; 9- decentralize decision-making; 10- organize around value<\/p>\n\n\n\n
Provides opp for biz and technical arms of a solution to be integrated and evaluated in one time (~6 times) on a cadence<\/p>\n\n\n\n
1- milestone to assess current state of a solution; 2- realigns all stakeholders to a shared tech and biz vision; 3- teams plan and commit to next PI.<\/p>\n\n\n\n
Alignment, quality, transparency, program execution<\/p>\n\n\n\n
Pathological, bureaucratic, generative<\/p>\n\n\n\n
Authenticity, emotional intelligence, lifelong learning, growing others, decentralized decision making<\/p>\n\n\n\n
5-11 people<\/p>\n\n\n\n
Team members, plus a product owner (manages backlog with eye on customer needs); plus a scrum master (team coach removing impediments, keeping flow, strives at relentless improvement)<\/p>\n\n\n\n
As a (user role), I want (activity) to, so that (business value)<\/p>\n\n\n\n
User and enabler stories<\/p>\n\n\n\n
Describe work needed to build architectural runway for dev and delivery of future business features<\/p>\n\n\n\n
Lightweight, team-based process fostering fast feedback and quick iterative dev of a solution (teams define, build, test and maybe even deploy in fast sprints)<\/p>\n\n\n\n
1-2 weeks<\/p>\n\n\n\n
With story points – a single number representing combo of qualities: volume, complexity, knowledge, uncertainty. They are measured relative to each other.<\/p>\n\n\n\n
An agile team reviews and estimates stories, defines acceptance criteria, splits into smaller stories as needed, determines what they can deliver during iteration based on story points, commits to iteration goals<\/p>\n\n\n\n
Daily stand up employed by agile teams during an iteration period to remove blockers and reports on advancement in iteration goals<\/p>\n\n\n\n
iteration review (team demo of software), and team retrospective<\/p>\n\n\n\n
50-125 people<\/p>\n\n\n\n
They develop, deliver and (maybe) operate one or more solutions, based around a common business and technology mission centered on value<\/p>\n\n\n\n
Agile teams, plus: Release train engineer, product management, system architect\/ engineering, business owners, customers, (sometimes: system teams and shared services)<\/p>\n\n\n\n
Agile teams use it to ensure flow: new pieces of functionality are ushered through from ideation to on-demand release of value to the customer. Small features go through this pipeline to provide feedback and allow course correction<\/p>\n\n\n\n
Acceptance criteria have been met, tests are automated, all tests have been passed, NFRs have been met, no must fix defects, relevant documentation updated. These DOD agreements line teams around what quality means and how it is built into the solution.<\/p>\n\n\n\n
1- customer centricity and design thinking, 2- develop on cadence, release on demand, 3- dev ops and the continuous delivery pipeline<\/p>\n\n\n\n
Continuous exploration, continuous integration, continuous deployment- as realized by an Agile Release Train<\/p>\n\n\n\n
Focus on the customer, understand the customer’s needs, think and feel like the customer, build whole product solutions, create customer lifetime value<\/p>\n\n\n\n
Desirability, feasibility, viability, sustainability<\/p>\n\n\n\n
Understand the problem (discover, define), design the right solution (develop, design), validate that the solution is sustainable (returns more than cost to dev and maintain)<\/p>\n\n\n\n
In design thinking, it’s A way to better understand a users needs and mindset when interacting with a new interface or system- (who, what they do; hear, see, needs, think\/ feel, say?)<\/p>\n\n\n\n
Start with a customer need, and end in cash<\/p>\n\n\n\n
Illustrate Customer experiences that they have as we navigate a product from first engagement to achieving their objectives<\/p>\n\n\n\n
Establish a relationship between user activities and features and user stories – help organize and prioritize stories<\/p>\n\n\n\n
Larger time box (8-12 wks) \/ planning interval that consists of multiple iterations during with an ART delivers incremental value in form of working, tested solutions. 3-5 development iterations in one PI followed by one IP (innovation and planning) iteration<\/p>\n\n\n\n
It defines the work of a train, consists of features intended to address user needs and deliver biz benefits. Comprised of features and benefit hypotheses<\/p>\n\n\n\n
The product manager<\/p>\n\n\n\n
Weighted shortest job first<\/p>\n\n\n\n
Cost of Delay \/ job duration (SAFe uses relative job size as a proxy for duration).<\/p>\n\n\n\n
User business value + time criticality + risk reduction and opportunity enablement<\/p>\n\n\n\n
this is the series of numbers in which the first two terms are 0 and 1 and each number that follows it eh sum of the previous two. Used as a measure of relativity in agile.<\/p>\n\n\n\n
Over two days, usually during the IP iteration of a PI<\/p>\n\n\n\n
Business context (biz owner or at exec), product vision (by upcoming features, presented by PM), architecture vision and dev practices (systems architect\/ engineering or cto), planning context (RTE), team breakouts (capacity, backlog, plans, for each iteration), draft plan review, mgmt review and problem solving<\/p>\n\n\n\n
Used during PI planning, visualizes and tracks dependencies and oops to eliminate or reduce them<\/p>\n\n\n\n
Planning adjustments (mgmt), team breakouts (finalize objectives for PI), final plan review and lunch, program risks (ID problems, apply ROAM), confidence vote (fist of 5), plan rework (if needed), planning retrospective and moving forward (led by RTE)<\/p>\n\n\n\n
RTE facilitates weekly scrum and scrums and PO syncs – sometimes together, sometimes apart<\/p>\n\n\n\n
Occurs every two week to provide integrated view of all teams’ work delivered by ART over past iteration (fact based measure of system level progress and velocity within the PI). Everyone up to execs attend and give feedback<\/p>\n\n\n\n
It is an estimating buffer for meeting PI objectives and provides time for innovation, continuing education, PI planning and inspect and adapt events<\/p>\n\n\n\n
Happens at end of PI during IP iteration where current state of solution is demo’d and evaluated by ART. The adapt part is ID’ing improvement backlog via workshop\/ restrospective<\/p>\n\n\n\n
Scientific, measurable, achievable, realistic, time-bound<\/p>\n\n\n\n
Aligns dev, ops, biz, info security, alert by sharing work and responsibility for accelerating delivery<\/p>\n\n\n\n
The 5 concepts of dev ops: culture (of shared responsibility), automation (of continuous delivery pipeline), lean flow (accelerates delivery), measurement (of everything), recovery (enables low risk releases)<\/p>\n\n\n\n
Commit to quality and be the change agent in the system<\/p>\n\n\n\n
By focusing on customers, products, innovation, and growth<\/p>\n\n\n\n
The ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative business Solutions.<\/p>\n\n\n\n
Launch more Agile Release Trains and Value Streams, extend to the portfolio, accelerate<\/p>\n\n\n\n
SAFe Implementation Roadmap<\/p>\n\n\n\n
lean portfolio management<\/p>\n\n\n\n
Leadership<\/p>\n\n\n\n
Innovation<\/p>\n\n\n\n
You cannot scale crappy code<\/p>\n\n\n\n
respond to change<\/p>\n\n\n\n
To identify different parameters of the economic framework<\/p>\n\n\n\n
Optimizing a component does not optimize the system<\/p>\n\n\n\n
Reduce the batch sizes of work;Visualize and limit work in process (WIP);Manage queue lengths;<\/p>\n\n\n\n
Teams align their iterations to the same schedule to support communication, coordination, and system integration<\/p>\n\n\n\n
To provide autonomy with purpose, mission, and minimum constraints<\/p>\n\n\n\n
delivering value in shortest sustainable lead time<\/p>\n\n\n\n
Agile Teams<\/p>\n\n\n\n
It is not how value flows<\/p>\n\n\n\n
Cross-functional teams<\/p>\n\n\n\n
Team Backlog<\/p>\n\n\n\n
To prioritize the Program Backlog<\/p>\n\n\n\n
???<\/p>\n\n\n\n
Desirability;Sustainability Desirable – Do customers and users want the solution? Feasible – Can we deliver the right solution through a combination of build, buy, partner, or acquire endeavors\/activities?
Viable – Is the way we build and offer the solution creating more value than cost? For example, in a for-profit enterprise, are we profitable?
Sustainable – Are we proactively managing our solution to account for its expected product-market lifecycle?\u00a9 Scaled Agile, Inc.Include this copyright notice with the copied content.Read the FAQs on how to use SAFe content and trademarks<\/p>\n\n\n\n
to understand the customer’s needs<\/p>\n\n\n\n
A team does not commit to uncommitted objectives<\/p>\n\n\n\n
Uncommitted objectives help improve the predictability of delivering business value since they are not included in the team’s commitment or counted against teams in the program predictability measure. Uncommitted objectives are used to identify work that can be variable within the scope of a PI<\/p>\n\n\n\n
All PI Objectives are given a value of 10<\/p>\n\n\n\n
Adjust business priorities<\/p>\n\n\n\n
Features<\/p>\n\n\n\n
Product Owner<\/p>\n\n\n\n
To ensure large queues are not being built<\/p>\n\n\n\n
The Agile Release Train meeting (Art-Sync) helps to follow up the progress of the program and to solve important problems (impediments). The following is handled in this meeting: Global progress on objectives and features. Risks and issues that need to be escalated to other teams or to the program level. Ans: scrum of scrums<\/p>\n\n\n\n
Without the IP Iteration, there is a risk that the ‘tyranny of the urgent’ outweighs all innovation activities<\/p>\n\n\n\n
Continuous Exploration (CE), Continuous Integration (CI), Continuous Deployment (CD), and Release on Demand.<\/p>\n\n\n\n
Devops is an approach to bridge the gap between development and operations<\/p>\n\n\n\n
Continuous Integration<\/p>\n\n\n\n
System Demo<\/p>\n\n\n\n
The current state canvas represents the as-is state for the portfolio, enabling alignment of the organization on its structure, purpose, and status. One way to capture the current state is to assemble one or more teams to create a shared understanding. The team should include the Agile Release Train (ART) and value stream Business Owners, Lean Portfolio Management (LPM), Epic Owners, Architects. RTEs, Product and Solution Managers, Product Owners and other portfolio stakeholders\u00a9 Scaled Agile, Inc.Include this copyright notice with the copied content.Read the FAQs on how to use SAFe content and trademarks here:https:\/\/www.scaledagile.com\/about\/about-us\/permissions-faq\/Explore Training at:https:\/\/www.scaledagile.com\/training\/calendar\/<\/p>\n\n\n\n
They are business objectives that connect the SAFe portfolio to the Enterprise business strategy<\/p>\n\n\n\n
A minimal version of a new product used to test a hypothesis<\/p>\n\n\n\n
Portfolio epics are made visible, developed, and managed through the Portfolio Kanban system where they proceed through various states of maturity until they’re approved or rejected. Before being committed to implementation, epics require analysis. Epic Owners take responsibility for the critical collaborations required for this task, while Enterprise Architects typically shepherd the enabler epics that support the technical considerations for business epics.\u00a9 Scaled Agile, Inc.Include this copyright notice with the copied content.Read the FAQs on how to use SAFe content and trademarks. Ans: portfolio kanban<\/p>\n\n\n\n
1: Create Urgency.
2: Form a Powerful Coalition
3: Create a Vision for Change.
4: Communicate the Vision
5: Remove Obstacles
6: Create Short-Term Wins
7: Build on the Change
8: Anchor the Changes in Corporate Culture<\/p>\n\n\n\n
The Implementation Roadmap<\/p>\n\n\n\n
Learning Milestones as objective measurements
Participatory budgeting
Spending caps for each Agile Release Train
Continuous Business Owner engagement
Continuous Business Owner engagement<\/p>\n\n\n\n
Lean-Agile Leadership
Team and Technical Agility
DevOps and Release on Demand
Business Solutions and Lean Systems Engineering
Lean Portfolio Management<\/p>\n\n\n\n
Full
Large Solution
Portfolio
Essential<\/p>\n\n\n\n
Alignment
Transparency
Built-in Quality
Program Execution<\/p>\n\n\n\n
Reaching the Tipping Point
Train Lean-Agile Change Agents
Train Executives, Managers, and Leaders
Create a Lean-Agile Center of Excellence
Identify Value Streams and ARTs
Create the Implementation Plan
Prepare for ART Launch
Train Teams and Launch the ART
Coach ART Execution
Launch More ARTs and Value Streams
Extend to the Portfolio
Sustain and Improve<\/p>\n\n\n\n
Engagement
Time-to-Market
Quality
Productivity<\/p>\n\n\n\n
Respect for people and culture
Flow
Innovation
Relentless improvement<\/p>\n\n\n\n
To deliver value in the shortest sustainable lead time.<\/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
\n
The cost of delay<\/p>\n\n\n\n
Top: Flexible specifications
Bottom: Design sets<\/p>\n\n\n\n
Plan
Do
Check
Adjust<\/p>\n\n\n\n
They fix requirements and designs too early, which result in adjustments being too late or to costly.<\/p>\n\n\n\n
Variability<\/p>\n\n\n\n
Increased variability<\/p>\n\n\n\n
The handoff batch<\/p>\n\n\n\n
Higher optimum batch size<\/p>\n\n\n\n
Lower optimum batch size<\/p>\n\n\n\n
Reduces total costs
Shifts optimum batch size lower<\/p>\n\n\n\n
Increases predictability
Accelerates feedback
Reduces rework
Lowers cost<\/p>\n\n\n\n
Transaction cost<\/p>\n\n\n\n
Holding cost<\/p>\n\n\n\n
Longer lead times
Increased risk
More variability
Lower quality
Less motivation<\/p>\n\n\n\n
Average wait time = average queue length \/ average processing time<\/p>\n\n\n\n
Faster processing time
Shorter queue lengths<\/p>\n\n\n\n\n
Causes multiple events to happen at the same time
Facilitates cross-functional tradeoffs
Provides routing dependency management
Supports full system and integration assessment
Provides multiple feedback perspectives<\/p>\n\n\n\n
A worker who knows more about the work they perform than their bosses<\/p>\n\n\n\n
Infrequent
Long-lasting
Significant economies of scale<\/p>\n\n\n\n
Frequent
Time critical
Require local information<\/p>\n\n\n\n
The sequence of steps to deliver value to the customer<\/p>\n\n\n\n
A thinking tool to identify the value stream within which to build one or more agile release trains<\/p>\n\n\n\n
Create and refine user stories and acceptance criteria
Define, build, test, and deliver stories
Develop and commit to Team PI Objectives and Iteration plans<\/p>\n\n\n\n
Defines and accepts stories
Acts as the customer for developer questions
Works with Product Management to plan Program Increments<\/p>\n\n\n\n
Coach Agile team and facilitate team meetings
Removes impediments; protects team from outside influence
Attends Scrum of Scrum meetings<\/p>\n\n\n\n
Flow
Architecture & Design Quality
Code Quality
System Quality
Release Quality<\/p>\n\n\n\n
5-12 teams
50-125 individuals<\/p>\n\n\n\n
Chief Scrum Master for the ART<\/p>\n\n\n\n
Provides architectural guidance and technical enablement to the teams on the train<\/p>\n\n\n\n
The key stakeholders on the agile release train<\/p>\n\n\n\n
Owns, defines and prioritizes the Program Backlog<\/p>\n\n\n\n
Provides process and tools to integrate and evaluate assets early and often<\/p>\n\n\n\n
Two days every 8-12 weeks (10 weeks is typical)<\/p>\n\n\n\n
Inputs: Business Context, Vision & Roadmap, and top 10 features
Outputs: Committed PI Objectives and Program Board<\/p>\n\n\n\n
Business summaries of what each team intends to deliver in the upcoming PI<\/p>\n\n\n\n
The predictability of delivering business value<\/p>\n\n\n\n
Fits into one PI for one ART<\/p>\n\n\n\n
Fits into one iteration for one team<\/p>\n\n\n\n
The sum of the points for all the completed stories that met the definition of done in that iteration.<\/p>\n\n\n\n
The portion of the team’s velocity that is actually available for any given iteration.<\/p>\n\n\n\n
Resolved
Owned
Accepted
Mitigated<\/p>\n\n\n\n
A synthesis of each team’s PI objectives<\/p>\n\n\n\n\n
Continuous Exploration
Continuous Integration
Continuous Deployment<\/p>\n\n\n\n
Scrum of Scrums
Product Owner Sync<\/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
Higher cost of delay
Shorter duration<\/p>\n\n\n\n
WSJF = Cost of Delay \/ Job size<\/p>\n\n\n\n
Hypothesize
Collaborate and research
Architect
Synthesize<\/p>\n\n\n\n
Develop
Build
Test end-to-end
Stage<\/p>\n\n\n\n
Every two weeks<\/p>\n\n\n\n
Deploy
Verify
Monitor
Respond<\/p>\n\n\n\n
Consists of the existing code, components and technical infrastructure necessary to support implementation of prioritized, near-term features, without excessive redesign and delay.<\/p>\n\n\n\n
Reliability
Program Increment readiness
Planning
Innovation<\/p>\n\n\n\n
PI System Demo
Quantitative Measurement
Problem-Solving Workshop<\/p>\n\n\n\n\n
Single source of truth as the intended and actual behavior of the Solution<\/p>\n\n\n\n\n
Multi-year vision, milestones, events and roadmap<\/p>\n\n\n\n
Explore alternatives and learn faster
Support compliance and impact analysis
Generate documentation
Build model quality in<\/p>\n\n\n\n
Specifications
Design
Tests<\/p>\n\n\n\n
Products, services, or systems delivered to the customer, whether internal or external to the enterprise<\/p>\n\n\n\n
Identifies critical aspects of the operational environment for a Solution. It provides an essential understating of requirements, usage, installation, operation, and support of the solution itself. Also heavily influences opportunities and constraints for Release on Demand.<\/p>\n\n\n\n
1 Strategy & Investment Funding
2 Agile Portfolio Operations
3 Lean Governance<\/p>\n\n\n\n
One Portfolio per Line of Business (LoB)
Logical groups of products<\/p>\n\n\n\n
1 Core businesses
2 Emerging opportunities
3 Ideas down the road<\/p>\n\n\n\n
Evaluating
Emerging
Investing
Extracting
Retiring<\/p>\n\n\n\n
Value Streams<\/p>\n\n\n\n
Connect the portfolio to the enterprise strategy
Maintain the portfolio vision
Fund value streams
Establish portfolio flow<\/p>\n\n\n\n
Lean Portfolio Management
Epic owners
Enterprise architects<\/p>\n\n\n\n
Differentiating, specific, and itemized business objectives that connect a portfolio to the strategy of the enterprise<\/p>\n\n\n\n
SWOT Analysis<\/p>\n\n\n\n
Describes how a portfolio of solutions creates, delivers and captures value for an organization<\/p>\n\n\n\n
A method used to visualize and manage the analysis, prioritization and flow of portfolio epics from ideation to implementation and completion<\/p>\n\n\n\n
1 Funnel
2 Reviewing
3 Analyzing
4 Portfolio backlog
5 Implementing
6 Done<\/p>\n\n\n\n
When the epic hypothesis is proven or disproven<\/p>\n\n\n\n
The smallest portion of the epic needed to understand whether the epic hypothesis is validated.<\/p>\n\n\n\n
Actionable metrics focused on measuring specific early outcomes using objective data<\/p>\n\n\n\n
The degree to which current customers will recommend a product, service, or company.
NPS = Promoters [9-10] – Detractors [0-6]<\/p>\n\n\n\n
Value statement
Business outcome hypothesis
Leading indicators
Non-functional requirements (NFR’s)<\/p>\n\n\n\n
Slow, complex budgeting process
Leads to utilization-based planning and execution
Slow program throughput
Moving people to the work (BAD)<\/p>\n\n\n\n
No costly and delay-inducing project cost variance analyses
No resource reassignments
No blame game for project overruns<\/p>\n\n\n\n
Guiding investments by horizon
Utilize capacity allocation
Approve Epic initiatives
Continuous business owner engagement<\/p>\n\n\n\n
Coordinate Value Streams
Support program execution
Drive operational excellence<\/p>\n\n\n\n
Forecast and budget dynamically
Measure Lean portfolio performance
Coordinate continuous compliance<\/p>\n\n\n\n
Twice per year<\/p>\n\n\n\n\n
John Kotter’s 8 Steps for Leading Organizational Change<\/p>\n\n\n\n
The point at which the overriding momentum is to change, rather than resist it<\/p>\n\n\n\n
1 Burning platform
2 Proactive leadership<\/p>\n\n\n\n
SPC’s
Trained Lean-Agile leaders
Lean Agile Center of Excellence (LACE)<\/p>\n\n\n\n
Enough powerful people to drive change
Expertise to make informed & quick decisions
Credibility
Vision and implementation<\/p>\n\n\n\n
As an Agile team<\/p>\n\n\n\n
Change agents who combine their technical knowledge of SAFe with an intrinsic motivation to improve their company’s software and systems development processes. They play a critical role in successfully implementing SAFe, and are now represented as part of the SAFe Foundation.<\/p>\n\n\n\n
3-5 per 100 developers<\/p>\n\n\n\n
1 Fewer hand-offs, faster delivery
2 Easier to build in quality
3 Built-in alignment between business and IT
4 Optimizing the system as a whole<\/p>\n\n\n\n
Deliver end customer value<\/p>\n\n\n\n
Build the systems and capabilities that enable operational value streams<\/p>\n\n\n\n
1 Identify an Operational Value Stream
2 Identify the systems which support the Operational Value Stream
3 Identify the people who develop the systems
4 Identify Development Value Streams that build these systems
5 Realize Value Streams into ART’s<\/p>\n\n\n\n
A suggested cognitive limit (100-125) to the number of people with whom one can maintain stable social relationships<\/p>\n\n\n\n
Speed<\/p>\n\n\n\n
Architectural robustness<\/p>\n\n\n\n
A release train organized around a common platform or framework used by the rest of the ART’s in the Value Stream<\/p>\n\n\n\n
Leadership support
Clear products or solutions
Collaborating teams
Significant challenge or opportunity<\/p>\n\n\n\n
High level view of the development value stream, the operational VS they support, how they function and their key stakeholders<\/p>\n\n\n\n
A commitment that forces a sequence of actions to happen – useful to start your train<\/p>\n\n\n\n
6 weeks
Recommended 2-3 months<\/p>\n\n\n\n
Accelerated learning
Common scaled Agile paradigm
Cost efficiency<\/p>\n\n\n\n
Mon-Tue: SAFe for Teams
Wed-Thu: PI Planning
Fri: Workshops<\/p>\n\n\n\n
SAFe Agile Software Engineering
SAFE DevOps<\/p>\n\n\n\n
1 PI System Demo
2 Quantitative measurements
3 Retro and problem-solving workshop<\/p>\n\n\n\n
Timeliness
Content
Quality<\/p>\n\n\n\n
What
When
Where
Impact<\/p>\n\n\n\n
Five why’s
Pareto analysis<\/p>\n\n\n\n
1 Input Funnel
2 Transformation Backlog
3 Tracks & stations
4 Sustain & improve<\/p>\n\n\n\n
A group of people who share a concern or passion for something they do and learn how to do it better as they interact regularly<\/p>\n\n\n\n
Domain – what we care about
Practice – what we do together about it
Community – who cares about it<\/p>\n\n\n\n
Improve business outcomes
Develop organizational capabilities
Improve experience of work
Foster professional development<\/p>\n\n\n\n
1 Lean-Agile principles
2 Real Agile teams and trains
3 Cadence and synchronization
4 PI Planning
5 DevOps and Release-on-demand
6 System demo
7 Inspect & Adapt
8 IP Iteration
9 Architectural runway
10 Lean-Agile leadership<\/p>\n\n\n\n
Built-in Quality, Program Execution, Alignment, Transparency<\/p>\n\n\n\n
It increases productivity and employee engagement;It allows businesses to deliver value to the market more quickly;<\/p>\n\n\n\n
Essential, Large Solution, Portfolio<\/p>\n\n\n\n
Value<\/p>\n\n\n\n
It optimizes the whole<\/p>\n\n\n\n
Fixed-date<\/p>\n\n\n\n
To measure the team’s progress by showing working Stories to the stakeholders and getting feedback from them<\/p>\n\n\n\n
To act as a servant leader who helps teams self-organize, self-manage, and deliver using effective Agile practices<\/p>\n\n\n\n
To align around value<\/p>\n\n\n\n
To provide deep specialty skills and expertise around a specific subsystem<\/p>\n\n\n\n
To be a single voice for the Customer and stakeholders; To own and manage the Team Backlog;<\/p>\n\n\n\n
To sequence backlog items to program priorities, events, and dependencies<\/p>\n\n\n\n
5 – 11 people<\/p>\n\n\n\n
Program Backlog<\/p>\n\n\n\n
To guide the teams and support the Architectural Runway<\/p>\n\n\n\n
To serve as the Scrum Master for the Agile Release Train<\/p>\n\n\n\n
It reflects the uncertainty in estimating larger items<\/p>\n\n\n\n
Conversation; Confirmation; Card;<\/p>\n\n\n\n
Stories<\/p>\n\n\n\n
\u20265, 8, 13, 20, 40\u2026<\/p>\n\n\n\n
support pulling a Story that has not been started yet<\/p>\n\n\n\n
Kanban teams publish Iteration goals<\/p>\n\n\n\n
The team members assess their availability, acknowledging time off and other potential duties<\/p>\n\n\n\n
Changing team size, team makeup, and technical context<\/p>\n\n\n\n
Lower WIP limits improve flow<\/p>\n\n\n\n
Arrival curve (“to-do”) and departure curve (“done”)<\/p>\n\n\n\n
Show the knowledge gained by the exploration<\/p>\n\n\n\n
Culture of shared responsibility<\/p>\n\n\n\n
Making quality everyone’s responsibility<\/p>\n\n\n\n
It allows the release of different Solution elements at different times<\/p>\n\n\n\n
Establish a work environment of shared responsibility<\/p>\n\n\n\n
What did I do yesterday to advance the Iteration goals?
What will I do today to advance the Iteration goals?
Are there any impediments that will prevent the team from meeting the Iteration goals?;<\/p>\n\n\n\n
Stories are accepted by the Product Owner<\/p>\n\n\n\n
How the team did on the Iteration How the team is doing on the Program Increment<\/p>\n\n\n\n
During the quantitative part of the team retrospective<\/p>\n\n\n\n
It involves everyone in the program over a two-day period<\/p>\n\n\n\n
Use a cadence-based PI Planning process<\/p>\n\n\n\n
It is an all-hands, two-day event with the goal to create alignment<\/p>\n\n\n\n
Scrum of scrums<\/p>\n\n\n\n
Visibility into progress and impediments<\/p>\n\n\n\n
Team Event<\/p>\n\n\n\n
The PI System Demo<\/p>\n\n\n\n
Reflect, problem solve, and identify improvement actions<\/p>\n\n\n\n
The Business Owners<\/p>\n\n\n\n
1 continuous learning culture
2 customer centricity
3 organizational agility
4 agile product delivery
2 Customer Centricity.
Because this is dimension for Competency “Agile Product Delivery”.<\/p>\n\n\n\n
1 Organizational Agility
2Enterprise Solution Deliver
3 Team and Technical Agility
4 Agile Product Delivery
Organizational Agility.<\/p>\n\n\n\n
1 Inspect and Adapt
2 Measure and Grow
3 Innovative Culture
4 Customer Centricity and Design Thinking.
Measure and Grow.<\/p>\n\n\n\n
1 Product management
2 Capacity allocation
3 Other commitments
4 The variability in research and development
The variability in research and development.<\/p>\n\n\n\n
1 Significant team contributions
2 The highest Possible quality
3 Improved Capacity allocation
4 A Continuous Delivery Pipeline
The highest Possible quality.<\/p>\n\n\n\n
1 Increase throughput
2 Increase velocity
3 Decrease stress on the system
4 Increase work in process
Increase throughput.<\/p>\n\n\n\n
1 They have repeatedly directed the team member to take appropriate action.
2 A team member consistently disagrees with the Scrum Master.
3 The team consistently fails to meet consecutive PI goals.
4 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
1 Create an environment of safety so that everyone feels comfortable contributing to the discussion
2 Allow unproductive conflict to encourage open communication
3 Allow for deep meaningful conversations even if it is outside the scope of the agenda
4 Ensure all voices are heard
5 Do not enforce accountability as it creates an environment of distrust.<\/p>\n\n\n\n\n
1 The Team Backlog is applied to a very targeted part of the organization
2 A detailed plan becomes the goal, rather than alignment
3 The team determines where changes should be targeted
4 Pressure is put on teams to overcommit<\/p>\n\n\n\n\n
1 Identify opportunities for innovation spikes or hackathons
2 Identify infrastructure improvements
3 Plan work for the IP Iteration during PI Planning
4 Allow for cadence-based planning
Plan work for the IP Iteration during PI Planning.<\/p>\n\n\n\n
1 Team dependencies
2 Prioritized objectives
3 User stories
4 Features and benefits
Prioritized objectives.<\/p>\n\n\n\n
1 empathy map
2 story map
3 journey map
4 persona
empathy map.<\/p>\n\n\n\n
Portfolio Canvas
Epic Hypothesis Statement
Value Stream Canvas
ART Canvas
Portfolio Canvas.<\/p>\n\n\n\n
Horizon 0
Horizon 1
Horizon 2
Horizon 3
Horizon 1.<\/p>\n\n\n\n
1 true
2 false
True.<\/p>\n\n\n\n
1 Portfolio
2 SWOT
3 Strategic theme
4 TOWS
TOWS.<\/p>\n\n\n\n
1 Minimum Viable Product (MVP)
2 Portfolio Kanban
3 Lean Business Case
4 Epic Hypothesis Statement
Portfolio Kanban.<\/p>\n\n\n\n
1 Leading Indicators
2 The Epic value statements
3 Business outcome hypothesis
4 Non-Functional Requirements (NFR)
Leading Indicators.<\/p>\n\n\n\n
1 Apply Investment Horizons
2 Ignore Sunk Costs
3 Approve Epic initiatives
4 Continuous Business Owner engagement
Ignore Sunk Costs.<\/p>\n\n\n\n
1 Power-oriented
2 Rule-oriented
3 Collaboration-tolerated
4 Performance-oriented
Performance-oriented.<\/p>\n\n\n\n
1 – Train Lean-Agile Change Agents
2 – Train Executives, Managers, and Leaders
3 – Prepare for ART Launch
4 – Launch more ARTs and Value Streams
Train Executives, Managers, and Leaders.<\/p>\n\n\n\n
1 Establish a sense of urgency
2 Develop the vision and strategy
3 Generate short-term wins
4 Anchor new approaches<\/p>\n\n\n\n\n
Full list:<\/li>\n<\/ul>\n\n\n\n\n
1 Can deliver value independently
2 Don’t need external QA teams
3 Don’t need external system teams
4 Don’t need a scrum master or product owner
Can deliver value independently.<\/p>\n\n\n\n
1 Efficiency and stability is provided by the entrepreneurial network
2 Speed and innovation is provided by the entrepreneurial network
3 Business agility doesn’t need the hierarchical system
4 Value Stream Network overrides Functional Hierarchy
Speed and innovation is provided by the entrepreneurial network.<\/p>\n\n\n\n
1 Team and Technical Agility
2 Business Agility
3 Agile Product Delivery
4 Business Solutions Delivery
Business Agility.<\/p>\n\n\n\n
1 A lean mindset
2 An adaptive mindset
3 A fixed mindset
4 A growth mindset
A growth mindset.<\/p>\n\n\n\n
1 Increases
2 Stays the same
3 Accumulates
4 Decreases
Decreases.<\/p>\n\n\n\n
1 Point-based design
2 Emergent architecture
3 Set-based design
4 Intentional design
Set-based design.<\/p>\n\n\n\n
1 The shorter the cycle, the faster the learning
2 Integration points control product development
3 Integration points increase risk
4 Integration points accelerate learning
Integration points increase risk.<\/p>\n\n\n\n
1 Phase-gate milestones
2 PI system demos
3 Design completion milestones
4 Deployment milestones
PI system demos.<\/p>\n\n\n\n
1 Faster processing time decreases wait
2 Shorter queue lengths decrease wait time
3 Large batches control wait times
4 WIP limits control wait times
Large batches control wait times.<\/p>\n\n\n\n
1 Long-lasting
2 Time critical
3 Significant economies of scale
4 Infrequent
Time critical.<\/p>\n\n\n\n
1 The network
2 The hierarchy
3 The dual operating system
\u2611 The network<\/p>\n\n\n\n
Faster Delivery
Servant Leadership
Delivering Value
Functional Teams
\u2611 Delivering Value<\/p>\n\n\n\n
1 Technical Solution Delivery
2 Organizational and Functional Alignment
3 Lean Portfolio Management
4 Business Agility
\u2611 Business Agility<\/p>\n\n\n\n
1 Accelerate product delivery
2Reduce changes
3 Centralize decision-making
4 Enable changing priorities
5 Reduce project cost
\u2611 Accelerate product delivery.
\u2611 Enable changing priorities.<\/p>\n\n\n\n
1 Culture should not be changed because SAFe respects current culture
2 Culture change needs to happen before the SAFe implementation can begin
3 Culture change comes last as a result of changing work habits
4 Culture change comes right after a sense of urgency is created in the organization
\u2611 Culture change comes last as a result of changing work habits<\/p>\n\n\n\n
1 Portfolio Budgets
2 Portfolio Governance
3 Portfolio Vision
4 Portfolio Canvas
\u2611 Portfolio Budgets<\/p>\n\n\n\n
1 Ensuring strategic decisions are not made in a vacuum
2 Delivering value in the shortest sustainable lead time
3 Creating better visualization
4 Removing accountability from leaders
\u2611 Delivering value in the shortest sustainable lead time.<\/p>\n\n\n\n
1 If it’s long lasting
2 If it requires local information
3 If it provides large economies of scale
4 If it’s infrequent
\u2611 If it requires local information<\/p>\n\n\n\n
1 Decisions that are made frequently
2 Decisions that come with a high cost of delay
3 Decisions that require local information
4 Decisions that deliver large and broad economic benefits
5 Decisions unlikely to change in the short term
\u2611 Decisions that deliver large and broad economic benefits
\u2611 Decisions unlikely to change in the short term<\/p>\n\n\n\n
1 Limiting WIP
2 Reducing risks
3 Getting better Economic Value
4 Reducing Defects
\u2611 Getting better Economic Value<\/p>\n\n\n\n
1 Providing architectural runway
2 Peer review and pairing
3 Decentralized decision-making
4 Using nonfunctional requirements
5 Establishing flow
\u2611 Peer review and pairing
\u2611 Establishing flow<\/p>\n\n\n\n
1 They are optimized for communication and delivery of value
2 They deliver value every six weeks
3 They are made up of members, each of whom can define, develop, test, and deploy the system
4 They can define, build, and test an increment of value
5 They release customer products to production continuously
\u2611 They are optimized for communication and delivery of value
\u2611 They can define, build, and test an increment of value<\/p>\n\n\n\n
1 Significant dependencies
2 Milestones
3 Tasks
4 Backlog items
5 Features
6 User Stories
\u2611 Significant dependencies
\u2611 Milestones
\u2611 Features<\/p>\n\n\n\n
1 Events for future PI
2 Too many dependencies leading to a single program milestone
3 Too much Work-in-Process in one Iteration
4 Too many Features are placed in a team’s swim lane with no strings
5 A significant dependency leading to a Feature
\u2611 Too many dependencies leading to a single program milestone
\u2611 A significant dependency leading to a Feature<\/p>\n\n\n\n
1 That the feature can be completed independent from the other teams
2 That all the risks have been ROAMed
3 That the team has little confidence it will happen
4 That the feature should be completed before any other feature
\u2611 That the feature can be completed independent from the other teams
?\u2116
What are two of the Agile Release Train Sync meetings? (Choose two.)
1 Product Owner Sync
2 System Demo
3 Solution Demo
4 Scrum of Scrums
5 Inspect and Adapt \u2611 Product Owner Sync
\u2611 Scrum of Scrums<\/p>\n\n\n\n
1 The daily stand-up is an ART event that requires the scrum of scrums and Program Owner sync involvement in the closed-loop system
2 The Inspect and Adapt is the only ART event required to create a closed-loop system
3 Team events run inside the ART events, and the ART events create a closed-loop system
4 ART events run inside the team events, and the team events create a closed-loop system
\u2611 Team events run inside the ART events, and the ART events create a closed-loop system<\/p>\n\n\n\n
1 Release Train Engineer
2 Product Owner
3 Business Owner
4 Scrum Master
\u2611 Business Owner<\/p>\n\n\n\n
1 Product Manager
2 The Agile Team
3 The Scrum Team
4 Business Owner
\u2611 Business Owner<\/p>\n\n\n\n
1 To determine the highest value using WSJF
2 To ensure the teams do not work on architectural Enablers
3 To provide guidance on the business value of the team objectives
4 To override the decisions made in WSJF prioritization
\u2611 To provide guidance on the business value of the team objectives<\/p>\n\n\n\n
1 Stream-aligned team
2 Platform team
3 Complicated subsystem team
4 Enabling team
\u2611 Enabling team<\/p>\n\n\n\n
1 Product Owners
2 Solution Train Engineer
3 Product Management
4 Solution Management
\u2611 Solution Management<\/p>\n\n\n\n
1 Solution Management
2 Product Management
3 Solution Architect\/Engineer
4 Solution Train Engineer
\u2611 Solution Management<\/p>\n\n\n\n
1 Epic Owners
2 Enabler Epic
3 Lean Portfolio Management
4 Enterprise Architect
\u2611 Epic Owners<\/p>\n\n\n\n
1 It will be implemented if it has the highest weighted shortest job first (WSJF) ranking
2 It will remain in the analyzing step until one or more Agile Release Trains have the capacity to implement it
3 It will be moved to the Portfolio Backlog if it receives a ‘go’ decision from Lean Portfolio Management
4 It will be implemented once the Lean business case is approved by the Epic Owner
\u2611 It will be moved to the Portfolio Backlog if it receives a ‘go’ decision from Lean Portfolio Management<\/p>\n\n\n\n
1 Portfolio Retrospective
2 Portfolio Value Stream
3 Portfolio Canvas
4 Portfolio Kanban
\u2611 Portfolio Canvas<\/p>\n\n\n\n
1 Portfolio Canvas
2 Portfolio Backlog
3 Portfolio Kanban
4 Portfolio Vision
\u2611 Portfolio Canvas<\/p>\n\n\n\n
1 In the Program Kanban
2 In the Portfolio Backlog
3 In the Program Backlog
4 In the Portfolio Kanban
\u2611 In the Portfolio Kanban<\/p>\n\n\n\n
1 Lean Budgets
2 Program Increment
3 Economic Framework
4 Solution Intent
\u2611 Lean Budgets<\/p>\n\n\n\n
1 System-wide development variability is reduced to zero
2 System-wide demos are possible since all the team demos happen at the same time
3 Each team will work faster since they all start at the same time
4 Overall work-in-progress is reduced
\u2611 System-wide demos are possible since all the team demos happen at the same time<\/p>\n\n\n\n
1 Remove, or minimize, the implementation time.
2 Remove the development lead and educate a self-organizing team.
3 Have the developers carry out the testing of their own work and remove the testing team completely.
4 Remove, or minimize, the request wait time and the testing handover time.
\u2611 Remove, or minimize, the request wait time and the testing handover time.<\/p>\n\n\n\n
1 Code Repository
2 Linter
3 Artifact Management Repository
4 Code Generator
\u2611 Artifact Management Repository<\/p>\n\n\n\n
1 Continuous refactoring
2 Ongoing learning
3 Increased technical debt
4 Delivery of large batches
What does the Continuous Delivery Pipeline enable?
\u2611 Ongoing learning<\/p>\n\n\n\n
1 To remove the need to respond quickly to production issues
2 To allow inspection of Agile maturity based on different cycle times
3 To make deploying of assets a business decision
4 To enable releasing functionality on demand to meet business needs
\u2611 To enable releasing functionality on demand to meet business needs<\/p>\n\n\n\n
1 Integration points
2 Stand-up meetings
3 Detailed upfront planning
4 Decentralized decision making
\u2611 Integration points<\/p>\n\n\n\n
1 Follow built-in quality practices
2 Implement enablers
3 Implement epics
4 Follow QMS guidelines
\u2611 Implement enablers<\/p>\n\n\n\n
1 Centralized decisions regarding design and requirements
2 Increased system performance
3 Significantly lower solution bug rate
4 Risk mitigation
\u2611 Risk mitigation<\/p>\n\n\n\n
1 Helping surface problems with the current plan.
2 Investing all their time in developing specific acceptance tests.
3 Holding all features that are planned to be delivered by an ART.
4 Protecting the team from the problem of multiple stakeholders.
\u2611 Protecting the team from the problem of multiple stakeholders.<\/p>\n\n\n\n
1 An immediate view
2 An economic view
3 A pragmatic view
4 A business view
\u2611 An economic view<\/p>\n\n\n\n
1 To centralize decision-making
2 To provide autonomy with purpose, mission, and minimum constraints
3 To lower work in process (WIP) limits
4 To strive to achieve a state of continuous flow
\u2611 To provide autonomy with purpose, mission, and minimum constraints<\/p>\n\n\n\n
1 When it is longer than one Program Increment
2 When it is fully committed
3 When it includes no commitments
4 When it contains Features and not Epics
\u2611 When it is fully committed<\/p>\n\n\n\n
1 Train Lean-Agile change agents, train executives, managers and leaders, and then prepare for Agile Release Train launch
2 Reach the tipping point, Train Lean-Agile change agents, and then train the identified support personnel
3 Charter a Lean-Agile Center of Excellence, Train Lean-Agile change agents, and then train executives, managers and leaders
4 Reach the tipping point, train Lean-Agile change agents, and then train executives, managers and leaders
\u2611 Reach the tipping point, train Lean-Agile change agents, and then train executives, managers and leaders<\/p>\n\n\n\n
1 Train Lean-Agile change agents, extend to the portfolio, accelerate
2 Launch trains, coach Agile Release Train execution, train executives and managers
3 Train Lean-Agile change agents, identify Value Streams and Agile Release Trains, extend to the portfolio
4 Launch more Agile Release Trains and Value Streams, extend to the portfolio, accelerate
\u2611 Launch more Agile Release Trains and Value Streams, extend to the portfolio, accelerate<\/p>\n\n\n\n
1 Identify Value Stream and Agile Release train
2 Create the Implementation Plan
3 Prepare for ART Launch
4 Coach ART Execution
\u2611 Identify Value Stream and Agile Release train<\/p>\n\n\n\n
1 It has a technology stack without legacy code
2 It has objective measurements with automation
3 It has a closed loop process of learning
4 It has a lower threshold of defects approved to production
\u2611 It has a closed loop process of learning<\/p>\n\n\n\n
1 To limit work in process (WIP) through the system
2 To identify different parameters of the economic framework
3 To take into account sunk costs
4 To recover money already spent
\u2611 To identify different parameters of the economic framework<\/p>\n\n\n\n
1 Business Owners assigning the business value
2 Assigning business values to uncommitted objectives
3 All PI Objectives are given a value of 10
4 Business Owners assign high values to important Enabler work
All PI Objectives are given a value of 10<\/p>\n\n\n\n
1 Manage queue lengths
2 Frequent context switching
3 Increase capacity
4 Address the systemic problems
5 Reduce the batch sizes of work
6 Visualize and limit work in process (WIP)
\u2611 Manage queue lengths
\u2611 Reduce the batch sizes of work
\u2611 Visualize and limit work in process (WIP)<\/p>\n\n\n\n
1 Cost
2 Requests
3 Delays
4 Results
\u2611 Delays<\/p>\n\n\n\n
1 To interpret market rhythms
2 To understand the Customer’s needs
3 To build small, partial systems just in time
4 To design custom-built Customer Solutions
\u2611 To understand the Customer’s needs<\/p>\n\n\n\n
1 As a set of practices employed to make products focused on the Customer
2 As a mindset focused on Customer behaviors that produce the best innovations
3 As a strategy to meet the needs of an ever-changing Customer market
4 As a way of working to include the Customer in daily work processes and planning
\u2611 As a mindset focused on Customer behaviors that produce the best innovations<\/p>\n\n\n\n
1 It moves the decision to where the information is
2 It reduces political tensions
3 It creates Agile business teams
4 It is not how value flows
\u2611 It is not how value flows<\/p>\n\n\n\n
1 They are a high-level summary of each program’s Vision and are updated after every PI
2 They are requirements that span Agile Release Trains but must fit within a single Program Increment
3 They are business objectives that connect the SAFe portfolio to the Enterprise business strategy
4 They are large initiatives managed in the Portfolio Kanban that require weighted shortest job first prioritization and a lightweight business case
\u2611 They are business objectives that connect the SAFe portfolio to the Enterprise business strategy.<\/p>\n\n\n\n
1 Relentless improvement
2 Innovation
3 Flow
4 Respect for people and culture
\u2611 Innovation<\/p>\n\n\n\n
1 Relentless improvement
2 Innovation
3 Flow
4 Respect for people and culture
\u2611 Innovation<\/p>\n\n\n\n
1 Innovation
2 Value
3 Flow
4 Respect for People and Culture
\u2611 Respect for People and Culture<\/p>\n\n\n\n
1 Innovation
2 Flow
3 Relentless Improvement
4 Respect for People and Culture
\u2611 Relentless Improvement<\/p>\n\n\n\n
1 Lean-Agile Leadership as an organizational culture
2 Value with the shortest sustainable lead time
3 Aligning principles and values to a fixed cause
4 Building a Grow Lean Mindset as opposed to Fixed Mindset
\u2611 Value with the shortest sustainable lead time<\/p>\n\n\n\n
1 Inspect and Adapt
2 System Demo
3 Prioritized backlog
4 Iteration Review
\u2611 System Demo<\/p>\n\n\n\n
1 to provide an optional quality check
2 To enable faster feedback by integration across teams
3 To fulfill SAFe PI Planning requirement
3 To give product owner the opportunity to provide feedback on team increment
\u2611 To enable faster feedback by integration across teams<\/p>\n\n\n\n
1 It is used annually when the team needs to refocus on work processes
2 It is used as a weekly sync point between the Scrum Masters
3 Without the IP Iteration, there is a risk that the ‘tyranny of the urgent’ outweighs all innovation activities
4 The Scrum Master can decide if the IP Iteration is necessary
\u2611 Without the IP Iteration, there is a risk that the ‘tyranny of the urgent’ outweighs all innovation activities<\/p>\n\n\n\n
1 Learning Milestones as objective measurements
2 Spending caps for each Agile Release Train
3 Participatory budgeting
4 Continuous Business Owner engagement
\u2611 Continuous Business Owner engagement<\/p>\n\n\n\n
1 Allocation of centralized vs decentralized decisions in the Enterprise
2 Capacity allocation of the Value Stream compared to process mapping
3 Participatory budgeting forums that lead to Value Stream budget changes
4 Determining if business needs meet the Portfolio Threshold
\u2611 Capacity allocation of the Value Stream compared to process mapping<\/p>\n\n\n\n
1 By achieving economies of scale
2 By focusing on customers, products, innovation, and growth
3 By building up large departments and matrixed organizations to support rapid growth
4 By creating stability and hierarchy
\u2611 By focusing on customers, products, innovation, and growth<\/p>\n\n\n\n
1 Reorganize the hierarchies around the flow of value
2 Leverage Solutions with economies of scale
3 Organize the Enterprise around the flow of value while maintaining the hierarchies
4 Build a small entrepreneurial network focused on the Customer instead of the existing hierarchies
\u2611 Organize the Enterprise around the flow of value while maintaining the hierarchies.<\/p>\n\n\n\n
1 To enable multitasking
2 To ensure large queues are not being built
3 To help Continuous Deployment
4 To keep timebox goals
\u2611 To ensure large queues are not being built<\/p>\n\n\n\n
\u2612 The work to deliver the uncommitted objectives is not planned into the iterations during PI Planning
\u2612 Uncommitted objectives are extra things the team can do in case they have time
\u2611 Uncommitted objectives are not included in the team’s commitment
\u2612 Uncommitted objectives do not get assigned a planned business value score
\u2611 Uncommitted objectives help improve predictability
1 \u2611 Uncommitted objectives are not included in the team’s commitment
2 \u2611 Uncommitted objectives help improve predictability<\/p>\n\n\n\n
1 Send someone to represent management, and then delegate tasks to these individuals
2 Change Scrum Masters in the team every two weeks
3 Strive to think of adoption as an area they can control
4 Commit to quality and be the change agent in the system
\u2611 Commit to quality and be the change agent in the system<\/p>\n\n\n\n
Teams align their Iterations to the same schedule to support communication, coordination, and system integration.<\/p>\n\n\n\n
1 Reliability
2 Scalability
3 Marketability
4 Sustainability
5 Desirability
\u2611 Sustainability.
\u2611 Desirability.
also 2 additional:<\/p>\n\n\n\n\n
1 Mastery drives intrinsic motivation
2 Optimizing a component does not optimize the system
3 Cadence makes routine that which is routine
4 The length of the queue impact the wait time
\u2611 Optimizing a component does not optimize the system (The Solution itself is a System).
also 2 additional:<\/p>\n\n\n\n\n
\u2612 Test first
\u2612 Roadmap creation
\u2611 Continuous Integration
\u2612 Scrum of scrums
\u2611 Continuous Integration<\/p>\n\n\n\n
1 It alleviates the reliance on the skill sets of Agile teams
2 It increases the transaction cost
3 It lessens the severity and frequency of release failures
4 It ensures that changes deployed to production are always immediately available to end-user
\u2611 It ensures that changes deployed to production are always immediately available to end-user.<\/p>\n\n\n\n
1 DevOps joins development and operations to enable continuous delivery
2 DevOps enables continuous release by building a scalable Continuous Delivery Pipeline
3 DevOps focuses on a set of practices applied to large systems
4 DevOps focuses on automating the delivery pipeline to reduce transaction cost
\u2611 DevOps joins development and operations to enable continuous delivery.<\/p>\n\n\n\n
1 Every iteration
2 Annually
3 On demand
4 Twice annually
\u2611 On demand<\/p>\n\n\n\n
1 Release on demand
2 Release continuously
3 Release every Program Increment
4 Release on cadence
\u2611 Release on demand
The best time to release software in SAFe – Whenever the Business needs it.<\/p>\n\n\n\n
1 Lean business case
2 Functional requirement
3 Epic hypothesis statement
4 Phrase, benefit hypothesis, and acceptance criteria
\u2611 Phrase, benefit hypothesis, and acceptance criteria.<\/p>\n\n\n\n
1 Load all improvement items into the Program Backlog to ensure the problem is documented and solved
2 Select an improvement item using WSJF
3 Identify two or three improvement items and load them into the Program Backlog
4 Keep all the items and if there is extra capacity in the PI, load as many as will fit into the Program Backlog
\u2611 Load all improvement items into the Program Backlog to ensure the problem is documented and solved<\/p>\n\n\n\n
1 Completing phase-gate steps
2 Deploying
3 Regulatory compliance
4 DevOps testing
\u2611 Deploying<\/p>\n\n\n\n
1 Good infrastructure enables large batches
2 Proximity (co-location) enables small batch size
3 Batch sizes cannot influence our behavior
4 Severe project slippage is the most likely result of large batches
5 Low utilization increases variability
\u2611 Proximity (co-location) enables small batch size.
\u2611 Severe project slippage is the most likely result of large batches.<\/p>\n\n\n\n
1 Large batch sizes limit the ability to preserve options
2 When stories are broken into tasks it means there are small batch sizes
3 Large batch sizes ensure time for built-in quality
4 When there is flow it means there are small batch sizes
\u2611 Large batch sizes limit the ability to preserve options<\/p>\n\n\n\n
1 Higher Cost of Delay
2 Lower Cost of Delay
3 Fixed date
4 Shorter duration
5 Revenue impact
\u2611 Higher Cost of Delay.
\u2611 Shorter duration.<\/p>\n\n\n\n
1 Release Train Engineers
2 Solution Management
3 Product Owners
4 Executive Management
\u2611 Executive Management.<\/p>\n\n\n\n
\u2612 It is maintained in the Portfolio Backlog
\u2611 It must be structured to fit within a single PI
\u2611 It is written using a phrase, benefit hypothesis, and acceptance criteria
\u2612 It remains complete and becomes a Feature for implementation
\u2612 It is developed and approved without a dependence on the Solution Kanban
1 \u2611 It must be structured to fit within a single PI.
2 \u2611 It is written using a phrase, benefit hypothesis, and acceptance criteria.<\/p>\n\n\n\n
1 Provide the personnel, resources, direction, and support to the Enterprise
2 Act as an effective enabler for teams
3 Demonstrate the values they want the teams to embody
4 Commit to quality and productivity
\u2611 Demonstrate the values they want the teams to embody.<\/p>\n\n\n\n
1 It provides visibility into the Portfolio Epics being implemented in the next year.
2 It describes technical dependencies between Features.
3 It communicates the delivery of Features over a near term timeline.
4 It describes the program commitment for the current and next two Program Increments.
\u2611 It describes the program commitment for the current and next two Program Increments.<\/p>\n\n\n\n
1 Some Features may not have parent Capabilities.
2 There cannot be more than 5 Features for each.
3 Some Capabilities may not have child Features.
4 Every Feature has a parent Capability.
\u2611 Every Feature has a parent Capability.<\/p>\n\n\n\n
1 When there is only one day to run PI Planning, so more time is needed to prepare to run it effectively.
2 When Product Owners and Scrum Masters need to coordinate dependencies within the Agile Release Train.
3 When multiple Agile Release Trains working on the same Solution need to align and coordinate.
4 When teams cannot identify and estimate Stories in PI Planning and need more time to prepare.
\u2611 When multiple Agile Release Trains working on the same Solution need to align and coordinate.<\/p>\n\n\n\n
1 Review and Reprioritize the team backlog as part of the preparatory work for the second team breakout.
2 Facilitate the coordination with other teams for dependencies.
3 Provide clarifications necessary to assist the team with their story estimating and sequencing.
4 Identify as many risks and dependencies as possible for the management review.
5 Be involved in the program backlog refinement and preparation.
1 \u2611 Facilitate the coordination with other teams for dependencies.
2 \u2611 Identify as many risks and dependencies as possible for the management review.<\/p>\n\n\n\n
1 During the draft plan review
2 During breakout sessions
3 During the management review and problem-solving
4 During Scrum of scrums
\u2611 During the management review and problem-solving.<\/p>\n\n\n\n
1 To remove the risks for the PI
2 To build share commitment to the Program plan
3 To ensure that Business Owners accept the plan
4 To hold the team accountable if the Agile Release Train does not deliver on its commitment
\u2611 To build share commitment to the Program plan<\/p>\n\n\n\n
1 A team commits only to the PI Objectives with the highest business value.
2 A team does not commit to uncommitted objectives.
3 A team commits to all the Features they put on the program board.
4 A team commits to all the Stories they put on their PI plan.
\u2611 A team does not commit to uncommitted objectives<\/p>\n\n\n\n
1 Change a team’s plan.
2 Create new User Stories.
3 Adjust business priorities.
4 Adjust the length of the PI.
\u2611 Adjust business priorities.<\/p>\n\n\n\n
1 Adjustment to PI Objectives.
2 Business priorities.
3 User Stories.
4 Planning requirements reset.
5 Movement of people.
6 Changes to scope.
1 \u2611 Business priorities.
2 \u2611 Movement of people.
3 \u2611 Changes to scope.<\/p>\n\n\n\n\n
1 By applying empathic design and focusing on Customer Centricity.
2 By modeling SAFe’s Lean-Agile Mindset, values, principles, and practices.
3 By mastering the Seven Core Competencies of the Lean Enterprise.
4 By using the SAFe Implementation Roadmap to script the way for change.
\u2611 By modeling SAFe’s Lean-Agile Mindset, values, principles, and practices.<\/p>\n\n\n\n
1 Release new value to production every day.
2 Deliver predictability.
3 Maintain Iterations as a safe zone for the team.
4 Automate the delivery pipeline.
\u2611 Deliver predictability.<\/p>\n\n\n\n
1 Adaptive (responds well to change).
2 Collaborative (requires many hands and minds).
3 Iterative (repeats the process).
4 Incremental (adds small pieces of value).
5 All of the above.
\u2612 Adaptive (responds well to change)
\u2612 Collaborative (requires many hands and minds)
\u2612 Iterative (repeats the process)
\u2612 Incremental (adds small pieces of value)
\u2611 All of the above<\/p>\n\n\n\n\n
NOT “To Prioritize the Program Backlog” – because PM role.<\/li>\n<\/ul>\n\n\n\n\n
Fixed-date.<\/li>\n<\/ul>\n\n\n\n\n
\n
\n
It lessens the severity and frequesncy of release failures.<\/li>\n<\/ul>\n\n\n\n
To ensure large queues are not built.<\/p>\n\n\n\n\n
It is required for every iteration to enable fast learning cycles.<\/p>\n\n\n\n
Minimum possible constraints.
Also “Innovation”.<\/p>\n\n\n\n
1 To facilitate backlog refinement.
2 To Prioritize Enablers.
3 To Prioritize the Program Backlog.
To Prioritize the Program Backlog.<\/p>\n\n\n\n\n