Final Final

Agile Manifesto Principle 4

Business people and developers must work together daily throughout the project.

What is one responsibility of a SAFe Scrum Master? Facilitating an effective team breakout session during PI Planning Estimating the size and complexity of the work Developing and communicating the program vision and roadmap Running system and solution demos

Facilitating an effective team breakout session during PI Planning

User Stories and Epics are small and large Product Backlog Items are part of Scrum Framework

False

A key measure of success for the Product Owner to track is the development team's velocity.

False INSTEAD DONE BY: Work-In-Progress. WIP - Work In Progress measures the work done by the team at one time. ... Number of Backlogs. The product owner is responsible for managing the backlog items. ... Return value. ... Reporting Production Issues. ... Release Frequency. ... Carry Over.

The more a team limits its work in progress, the more likely its

Members can collaborate to expedite work across the board

What are the 3 major areas that require planning for a successful PI planning event?

Organizational Readiness Content Readiness Facility Readiness

Lean Business Operations (Organizational Agility)

Teams apply Lean principles to understand, map, and continuously improve the business processes that support the business's products and services.

2 Defense Mechanisms

1. Password Policy 2. Multi-Factor Authentication (MFA)

What can Developers use to be more confident about forecasting Sprints?

1. Past performance 2. Upcoming capacity 3. Definition of Done Plan the work necessary to create an increment that meets the Definition of Done. Decompose Product Backlog items into smaller work items of one day or less.

House of Lean: 4 Pillars( RFIR)

1. Respect for People and Culture 2. Flow 3. innovation 4. Relentless Improvement

Competency: Developing People and Teams

1. Self-Organizing Teams 2. Facilitation 3. Leadership Styles 4. Coaching & Mentoring 5. Teaching

What is the life cycle of an epic?

1. The epic is defined potential benefits, cost of delay and business sponsors are identified. 2. The epic is prioritized 3. The epic success criteria is established 4. The epic is put through the portfolio Kanban board and a light weight business case is created. 5. The epic is presented for a go/no go decision to PPM.

3 Pillars of Scrum, Emperical Process Control

1. Transparency 2. Inspection = progress towards goals must be inspected frequently. Scrum users must frequently inspect Scrum artifacts and progress toward a Sprint Goal to detect undesirable variances. 3. Adaption = changes to progress must be adaptable 3 things SCRUM is: - Lightweight. - Simple to Understand - Difficult to Master -Framework 1. bind together the roles, events, and artifacts, 2. governing the relationships and interaction between them -Founding Principle is Emphericism (Empiricism asserts that knowledge comes from experience and making decisions based on what is known.) The new Sprint length needs to be agreed upon by Product Owner, Sprint length is short enough to limit business risks and also short enough so the team can synchronize the development work with other business events. So it requires the approval of the Product Owner. Scrum team comes up of the duration of the Sprint!

Scrum Competencies:

1. Understanding and Applying the Scrum Framework The overhead of the process is kept as small as possible, to maximize the amount of productive time available for getting work done. 2. Developing People and Teams 3. Managing Products with Agility 4. Developing & Delivering Products Professionally 5. Evolving the Agile Organization

Daily stand-ups facilitate the lowest level of planning in Agile. What are characteristics of a daily stand-up?

1. What's done yesterday and what's blocking is updated 2. It's timeboxed for 15 minutes 3. The Scrum Master and product owner participate 4. The product owner answers questions about the Sprint Backlog All Can Attend!

Continuous Integration:

"Always Runs" is a development practice that requires developers to integrate code into a shared repository several times a day. Each check-in is then verified by an automated build, allowing teams to detect problems early. Build fast code keeps coming! All work is version controlled, and new functionality is built and integrated into a full system or solution. Then, it's validated in a suitable staging environment that ranges from pure cloud-based software systems to physical devices and/or device simulators. Taking features from the Program backlog and implementing them! If a program repeatedly shows separate Feature branches rather than a true System Demo, which practice should be reviewed to address the issue? Continuous Integration will help produce a true system demo! Features Enablers - Functionality needed for a feature to work Spike - research enabler, helps in uncertainties Continuously Integrate Stories and Features!

Moore on LPM

"Most strategy dialogues end up with executives talking at cross-purposes because... nobody knows exactly what is meant by vision and strategy, and no two people ever quite agree on which topics belong where.That is why, when you ask members of an executive team to describe and explain the corporate strategy, you frequently get wildly different answers. We just don't have a good business discipline for converging on issues this abstract."

SAFe provides transformational patterns to move from traditional mindsets to Lean Portfolio Management.

# 1 Centralized control > Decentralized decision-making # 2 Project overload > Demand management , continuous value flow # 3 Detailed project plans > Lean, epic-only business cases #4 Centralized annual planning > Decentralized, rolling-wave planning # 5 Work breakdown structure → Agile estimating and planning # 6 Project - based funding and control > Lean budgeting and self-managing Value Stream # 7 Waterfall milestones → objective , fact - based measures and milestones SaFe Can be used for A 'burning platform'; there is an obvious need to change a product or service

System Team

-Provides processes and tools to integrate and evaluate assets early and often -Builds the development infrastructure and manages environments -Assists with test automation strategies and adoption -Provides/supports full system integration -Performs end-to-end system and performance testing -Stages and supports the System Demos

What are the two primary ways a Scrum Master keeps a Development Team working at its highest level of productivity?

- By removing impediments that hinder the Development Team - By facilitating Development Team decisions

How does the Product Owner communicate his marketplace knowledge to the Scrum Team (select three)?

- Daily ad hoc interactions - Product Backlog Refinement - Sprint Reviews

Reaching Consensu

- Define why reaching consensus is important in this situation- Let people exchange thoughts. Begin with someone who disagrees and then ask someone who agrees to give his or her perspective - Decompose the disagreement. Identify precisely what parts of the idea they disagree with. Can a portion be removed or modified? - If that doesn't work, ask those who disagree to propose a modification to the idea or exchange alternative ideas. - Continue exchanging thoughts and finding alternatives until you reach consensus or decide consensus is not possible. If consensus isn't possible, make a majority decision and clarify that everyone will support this decision.

Which two things should the Development Team do during the first Sprint?

- Develop at least one piece of functionality - Create an Increment of potentially releasable software. What type of testing is usually done during the Sprint?: Every Test

Scrum Master Helps the PO

- Facilitating Scrum events as requested or needed - Understanding product planning in an empirical environment - Finding techniques for effective Product Backlog management

Which TWO things do NOT occur in the first Sprint?

- Finalize the complete Product Backlog. - Define the complete architecture -- Nail down the complete architecture and infrastructure. - Develop a plan for the rest of the project

How to avoid ideological/personal conflicts

- Help others see their teammates as human beings with their own needs, cares, worries, and objectives (instead of as obstacles) - Help the team set a common vision, goals, and values - Start gradually, dealing with long-term tension within the team - Educate the team on achieving consensus- Build 'relentless collaboration' - Master proven conflict-resolution techniques

What three things might a Scrum Product Owner focus on to ensure his product delivers value?

- How readily his product can be absorbed and used by his customers - Direct customer feedback - How much of the functionality of his product is being utilized

Collaboration with Teams

- Integrate their work often with other teams in the Program (at least multiple times per Iteration) - Work with the System Team on automated system level tests - Join their Daily Stand-up when important issues arise - Join their demo or planning - Work with the System Architect to better manage dependencies with other teams

Pick the roles that support the Scrum Master in removing impediments. (Choose two)

- The Development Team - Senior Management

Disciplined Agile Method

1) Delight Customers. 2) Be Awesome. 3) Context Counts. 4) Be Pragmatic . 5) Choice is Good. 6) Optimize Flow. 7) Organize Around Products/Services. 8) Enterprise Awareness.

Refinement!

- The Product Owner and the Development Team do it in the actual Sprint if they haven't been able to do it in preceding Sprints. Optional Practice: Planning the product backlog to an actionable level of detail; rolling backlog projection! Plan 10% of the Sprint Capacity of the development team to be spent on refining the product backlog. break down to get to the functionality of something. To deliver the right thing. - The Product Owner and the Development Team do it in the 1-2 preceding Sprints. -- Decomposition of the Product Backlog - Adding detail to the Product Backlog item, clarify requirements! - Adding estimates to the Product Backlog items - Ordering the Product Backlog items - Multiple Scrum Teams may participate in this process - No more of the 10% of Development team capacity, that would be around 4 hrs for every week in a sprint. Product backlog refinement meeting is for upcoming sprint. The Items in the current Sprint are no longer on the Product Backlog. They are in the Sprint Backlog. Looks at upcoming stories to discuss estimate and establish an understanding of acceptance criteria! Backlog refinement -Agile team are the actors of this event, an event held once or twice during the iteration to refine, review, & estimate future stories & enablers in the team backlog. Helps the team think about new Stories prior to Iteration Planning. 1.) Backlog Refinement. ( 1 hour) 2.). Iteration Planning ( 2 to 4 hours) 3.). Daily Stand-Up (15 minutes) 4.) Iteration Review (1 hour) 5.). Iteration Retrospective. (1 to 1.5 hours) No more than 10% capacity of the Development does usually consumes for Product Backlog refinement?

A product's success is measured by:

- The impact on revenue. - The impact on customer satisfaction. - The impact on cost.

Four dimensions of a transformational leaderFour dimensions of a transformational leader

- Vision: Inspire and align with the mission, minimize constraints; Lead change- Establish a sense of urgency; Create a powerful guiding coalition - Authenticity: Lead the change, know the way; Be a role model; Be a lifelong learner; Create an environment of trust and respect;Act with integrity - Growth: Offer personalized support, coaching and encouragement; Keep communication open; Offer direct recognition; Exhibit genuine care and concern; Build an environment of mutual influence - Innovation

When does a Roadmap become a queue? - When it is fully committed - When it includes no commitments - When it contains Features and not Epics - When it is longer than one Program Increment

- When it is longer than one Program Incrementst

Actively engage with other Scrum Masters (Collaboration)

- Work together with other Scrum Masters to organize and maintain Communities of Practice - Actively participate in the Scrum of Scrums - Coordinate the implementation of Program improvement backlog items - Visit other teams' Scrum ceremonies and invite other teams to yours - Self-organize with other Scrum Masters and the RTE to 'optimize the whole'

PI Planning

- a cadence- based face to face event- fills the ART HEARTBEAT! aligning all its teams to a shared mission and vision. While the inputs to PI Planning vary based on context, the two primary outputs include: When multiple Scrum teams are working on the same product, they should have all of their outputs be integrated every Sprint!!!!! Committed PI objectives - These business and technical goals for each team, with agreement and value assigned by the Business Owners, guide the team's work for the next program increment. Team PI Objectives agreed upon here!!!! a summarized description of the specific business & technical goals that an Agile team intends to achieve in the upcoming PI. - aligns the teams with a shared mission and vision - occurs 2 days every 8 -12 weeks - Everyone attends - allows for fast decision making - matches demand to capacity, eliminating excess work in process No event is more powerful in SAFe than Program Increment (PI) Planning. It aligns the entire ART on a common vision & goal, which creates substantial energy & a shared sense of purpose. Inputs - vision, program backlog (top 10 features) Output - Team and program PI Objectives and program kanban board 3 Things needed to be taken into account when assigning business value to PI Objectives: Efficiency value Market value Future value

4 Roots of SaFe

- lean product development - agile development - DevOps - Systems Thinking

Describe the benefits of organizing teams around value

-Maximize velocity by minimizing dependencies and handoffs, while sustaining architectural robustness and system qualities

Unlock the intrinsic motivation of knowledge workers

-On managing knowledge workers -If they know more about the work they perform than their bosses -Workers themselves are most qualified to make decisions about how to perform their work -The workers must be heard and respected for management to lead respectively -Knowledge workers must manage themselves; they need autonomy -Continuing innovation must be part of the work, the tasks, and the responsibilities of knowledge workers -Unlocking intrinsic motivation with autonomy, mastery, and purpose -Autonomy is desire to be self-directed and have control over what we work on, how we do our work, and who we work with -Mastery is urge to get batter at what we do and improve our personal and team skills -Purpose is desire to do something that matters and has meaning

4 configurations of SAFe

1) Essential 2) Portfolio 3) Large Scale 3) Full

Principles of KanbanKanban has adopted Four Foundational Principles and Six Core Practices to manage the workflow and increase productivity. The four principles of kanban are:

-Start with what you are doing now: Do not make instant changes to the existing setup or process. Kanban must be directly applied to the existing workflow. Necessary changes should be made slowly and gradually, so, the team feels comfortable. -Agree to pursue incremental, evolutionary change: Make minor incremental changes rather than major changes that might lead to resistance within the team. -Initially, respect current roles, responsibilities, and job-titles: You do not need to modify your existing roles and functions that perform well. The team will coordinate and implement the necessary changes to the roles and titles. These three principles help managers overcome the expected emotional resistance and fear of change. -Encourage acts of leadership at all levels: Constant improvement at all levels of the organization is encouraged. It is desirable that all team members produce ideas, show leadership and contribute to continuous improvement.

What are two common PI Planning anti-patterns? (Choose two.) -Too much time is spent analyzing each Story -Too much time is spent prioritizing Features -Scrum Masters who work with multiple teams do not have time for their teams -The team decides which changes need to happen and when -Stories are created for the Iterations

-Too much time is spent analyzing each Story -Scrum Masters who work with multiple teams do not have time for their teams

Six Core Pinrciples Kanban

-Visualizing the Workflow -Limit Work in Progress (WIP) -Managing Flow-Making Process Policies Explicit -Implementing Feedback Loops -Evolving Experimentally

which two behaviors should a SAFe Scrum Master represent as a coach? -be a facilitator -drive toward specific outcomes -provide subject matter expertise -focus on deadlines and technical options -help the team find their own way - Set long-term goals for the team -Provide subject matter expertise -Encourage the team to learn from their mistakes -Lay out the team's plan for the iteration -Focus on deadlines and technical option

-be a facilitator -help the team find their own way -Facilitate refinement, facilitate everything -Encourage the team to learn from their mistakes -Lay out the team's plan for the iteration

How does a PI roadmap compare to a solution roadmap?

-contains maybe 1-3 PIs -PIs have some details

what are two safe opportunities for driving relentless improvement? -iteration retrospective -PI planning management review and problem solving -daily standup -PI planning -inspect and adapt workshop

-inspect and adapt workshop Retrospective

What are two common anti-patterns during PI planning? (choose 2)-Alignment becomes the goal, rather than a detailed plan -pressure is put on teams to overcommit -a detailed plan becomes the goal rather than alignment -the team determines where change should be targeted-the team backlog is applied to a very targeted part of the organization

-pressure is put on teams to overcommit -a detailed plan becomes the goal rather than alignment

why is a confidence vote held at the end of PI planning? -the ensure that business owners accept the plan -to hold teams accountable if the agile release train does not deliver on its commitment -to build shared commitment to the program plan -to remove the risks for the PI

-to build shared commitment to the program plan

why is it important for a scrum to be a servant leader? -to provide team structure -to help the team become high-performing -to coach the team in effective engineering practices -to drive the team to succeed

-to help the team become high-performing - Listens to and supports team members in problem identification and decision-making - Understands and empathizes with others - Encourages and supports the personal development of each individual - Persuades rather than uses authority - Thinks beyond day-to-day activities - Seeks to help without diminishing the commitment of others - Is open and appreciates openness in others -Their own growth comes from facilitating the growth of others!

Prioritize techniques for a team

1 Affinity analysis 2 MOSCOW 3 Ranking 4 Dependency mapping 5 PI Planning

These are the Promises of the Disciplined Agile mindset. They are agreements that we make with our fellow teammates, our stakeholders, and other people within our organization whom we interact with. These promises define a collection of disciplined behaviours that enable us to collaborate effectively and professionally.

1) Create psychological safety and embrace diversity. 2) Accelerate value realization 3) Collaborate proactively 4) Make all work and workflow visible 5) Improve predictability 6) Keep workloads within capacity 7) Improve continuously

There are 4 Lean budget guardrails:

1) Guide investments by horizons 2) Use capacity allocation to optimize value and solution integrity 3) Approve significant initiatives 4) Continuous Business Owner engagement

Disciplined Agile draws from these strategies from Agile, Lean and Flow to optimize overall workflow.

1) Optimize the Whole 2) Measure what Counts 3) Deliver small batches of work continuously at a sustainable pace 4) Attend to delays by managing queues 5) Improve continuously 6) Prefer long-lived dedicated product teams

Sprint Cancelled

1. (Review Done)Any completed and "Done" Product Backlog items are reviewed. - All incomplete Product Backlog Items are re-estimated and put back on the Product Backlog 2. (PO accept potentially releasable)If part of the work is potentially releasable, the Product Owner typically accepts it. 3. (Re-est and put back incomplete)All incomplete Product Backlog Items are re-estimated and put back on the Product Backlog.

Team composition and dynamics play a significant role. In fact, who is on a team has less impact on team performance than how the team works together [2]. High-performing teams share many common 'teamness' characteristics

1. A safe environment for taking risks without fear of embarrassment or punishment 2. Alignment on a shared vision with clear goals and purpose 3. Diversity of knowledge and skills to make quick, effective decisions independently 4. The mutual trust that allows for healthy conflict 5. Accountability to each other and the organization by reliably completing quality work and meeting commitments 6. Understanding of their work's broader impact on the organization 7. Fun with their work and with each other 8.Constructive disagreement 9. empowered 10.self-organizing: Local Decisions!

What are the different components and characteristics of a Scrum framework?

1. Burndown charts: 2. Finished work 3. Prioritized backlog 4. Ceremonies

What does Dev team do if they can't finish all Sprint Backlog items?

1. Dont include the items in the increment of current sprint 2. do not show the items in Sprint Review 3. must estimate it and return it to the Product Backlog for PO to decide what to do with the items

Product Backlog

1. EXPRESS: Clearly expressing Product Backlog items; 2. ORDER: Ordering the items in the Product Backlog to best achieve goals and missions; 3. OPTIMIZE: Optimizing the value of the work the Development Team performs; 4. TRANSPARENT: Ensuring that the Product Backlog is visible, transparent, and clear to all, and shows what the 5. Scrum Team will work on next; and, 5. CLEAR TO DEV TEAM: Ensuring the Development Team understands items in the Product Backlog to the level needed. It is complete when The item has no work remaining that must still be done before it can be used by its end user. A good product backlog item should be DEEP - D (Detailed appropriately), E (Estimated), E (Emergent), P (Prioritized). Product Backlog typically has no owner Does not have to have acceptance criteria Who picks the number of items in the Product Backlog for input into a Sprint? Development Team! The 'what' more than the 'how' of a feature, has the most insights Has a product definition of Done May have acceptance criteria Effort is estimated by the Dev Team usually in points Usually written in a User Story ordered list of everything that might be needed in the product and is the single source of requirements for any changes to be made to the product. Product Backlog items are sized appropriately, i.e. not bigger than a Sprint and with a preference for several do-able items in a Sprint. A baseline Product Backlog is called: It is never baselined, it is a living artifact. Product Backlogs are never compared because of consistent change!

Competency: Developing & Delivering Products Professionally

1. Emergent Software Development 2. Managing Technical Risk 3. Continuous Quality 4. Continuous Integration 5. Continuous Delivery 6. Optimizing Flow

Scrum Values (5) (CCFOR)

1. Focus 2. Courage 3. Openness-->Leave Questions open ended! 4. Commitment 5. Respect--> Be neutral, stress enducer What for?: 1. business value 2. value for customers 3. technical value

Competency: Managing Products with Agility

1. Forecasting & Release Planning 2. Product Vision 3. Product Value 4. Product Backlog Management 5. Business Strategy 6. Stakeholders & Customers

Retrospective Meeting Impediments

1. Invisible gun effect 2. human tendency to jump to conclusions 3. dispersed teams.

How to handle large projects with multiple dev teams?

1. adding new scrum teams won't affect current productivity 2. multiple dev teams should be self forming based on vision and scrum rules 3. all teams need common DoD 4. All teams should have same Sprint starting date 5. One PO/Backlog

4 SaFe Core Values

1. alignment: Less than 10% of all organizations successfully execute agile practices and alignment! 2. built-in quality 3.. transparency, 4. program execution SaFe responds to change, continuous improvement, collaboration deliver value sooner ever changing landscape

What is scrum team designed to maximize?

1. flexibility 2. creativity 3. productivity

5 dysfunctions of a team (Patrick Lencioni)

1.). Absence of Trust 2.) Fear of Conflict 3.). Lack of Commitment 4.). Avoidance of Accountability 5.). Inattention to Results Teamwork is the ultimate Competitive Advantage! Most conflict comes from absence of trust!!

eight step model to implementing successful change, Koter!

1.)Establish a sense of urgency→ motivation 2.) Create the guiding coalition → Skills, Qualification, Reputation, Connection, Power. Sponsor, Senior team, field guiding team, change team 3.)Develop the vision and strategy for change, strategic initiatves 4.)Communicate the change vision 5.)Empower employees for broad-based action / identify barriers 6.)Generate short-term wins 7.)Consolidate gains and produce more change 8.) Anchor new approaches in the culture

Stages of a High-Performing Teams How Groups Develop! Can Bounce Around Stages! Or can be stuck on a stage.

1.)Forming→ Everyone is Excited, Polite, Collaborative, Pleasant, Positive, Meet/ Learn, Roles and Responsibilites! Not as Open. 2.)Storming→ Get to know other people characteristics, relationships? Excitement is gone, personalities may clash, conflict may arise, most teams go into conflict. Technical Decisions! Counterproductive. 3.)Norming→Resolve differences start to respect each other, adjust work to goals! 4.)Performing→Fully Functional Team, open to leader, work on goal, leader gives different responsibilities, Well Oiled Machine! Often people get stuck here due to not having a guide. 5.)Adjourning→Once project ends team leaves, sometimes called mourning because experience is over! Move on from project.

Scrum

1.)Transcedent goals 2.) Autonomy and freedom 3.)Community happier people more successful people

What are the business results of SAfe?

10 - 50% happier more motivated employees 30-75% faster time-to-market 20-50% increase in productivity 25-75% defect reduction

How long in a program increment (PI)?

10 Weeks or 5 Iterations

at the end of the first iteration the team finishes user stories A, B, and 50% of C. The story sizes are set at these points: Story A= 8 points Story B= 1 pointStory C= 5 pointsStory D= 3 points What is the team's velocity? -7 -14 -11.5 -9

11.5

Sprint planning time box is how many hours per two weeks?

2 HR

Syncronization

2) Synchronization -Causes multiple events to happen simultaneously -Facilitates cross-functional trade-offs -Provided routine dependency management -Supports full system integration and assessment -Provides multiple feedback perspectives -Note: to work effectively, design cycles must be synchronized (teams working together) -Cadence without synchronization isn't enough -Ex. teams think they're iterating as working separately but they're not! -Synchronize to assure delivery -Might need help from a system team -Software works together -Control variability with planning cadence -Cadence-based planning limits variability to a single interval -Synchronize with cross-domain planning -Everyone plans together at the same time -Management sets the mission with minimum constraints -Requirements and design emerge -Important decisions are accelerated -Teams take responsibility for their own plans

80/20 principle says that most of the of the value to the story comes from one simple functionality Which of the following is the most appropriate interpretation of the 80-20 rule used in DSDM or Atern? 1. 80% of the defects are caused by 20% of the root causes 2. 80% of the work is done by 20% of the team 3. 80% of the value is delivered from 20% of the work 4. 80% of the revenue comes from 20% of the clients

3. 80% of the value is delivered from 20% of the work Know what the 20% is so we can prioritize the right work! Because according to the Pareto rule, 80 percentage of the value comes from 20 percentage of the work

Always focus on -functional -technical -process

5 Inputs: Break features into initial stories before PI planning! Prioritized Program Backlog-->Project MGR Contains Features, and enablers! Project Mgr creates features. Define what goes into program backlog, WSJF prioritize the work! Owned by project MGR Architectural Runway has to be there! Do not commit to a design too far! Constructs the rail. Must be one PI ahead always. Owned by Solutions Architect. This is the tracks Integration and Training: Understand roles, responsibilities and where they are going. Owned by RTE Break Features into Stories, PO responsible because they hold the stories! High Dependency Chart!

iteration Review

> the 'Check' step in the PDCA cycle > where the teams demonstrate a tested increment of value to the Product Owner, & other relevant stakeholders, & receive feedback on what they've produced! > provides the opportunity to assess progress as well as make any adjustments ahead of the next iteration > Following the Iteration Review, the team participates in the System Demo that shows the new Features to the teams on the Agile Release Train (ART). Inspects the increment at the end of every Iteration to assess progress, and then adjusts its backlog for the next iteration.

Agile planning happens at multiple levels including a daily plan, a sprint plan and a strategic plan. What term best describes the multi-level planning? A. Planning Onion B. Planning Poker C. Sprint Planning

A

How many hours per day should a person on a Scrum team work? a A sustainable pace, usually from 7-8 hours per day. b An "ideal day" measuring only when he or she is productive. c However many hours are needed to get the work done. d 14 hours.

A

The Development Team should have all the skills needed to: (Choose the best answer.) A. Turn Product Backlog items into an Increment of potentially releasable product functionality. B. Do all of the development work, except for specialized testing that requires additional tools and environments. C. Complete the project within the date and cost as calculated by the Product Owner.

A

What is NOT an attribute of the Development Team?Your answer:[ ] A Members of Development Teams are exchanged frequently to promote continuous learning and cross-functionality. [ ] B The Development Team provides input for the Sprint Planning [ ] C The Development Team may re-negotiate with the Product owner the work needed to deliver the agreed upon Sprint Goal during the running sprint, when more is learned[ ] D The Development Team update their estimate of the total amount of remaining work for completion of the running sprint, so that it can be plotted on the Sprint BurndownChart.

A

What is the key concern when multiple Development Teams are working from the same Product Backlog? A. Minimizing dependencies between teams. B. Clear definition of requirements. C. Meeting original scope projections. D. Making sure there's enough work for everyone on every team.E. Maximizing velocity.

A

Which of the following is the CORRECT definition of the term Business Requirement? * A. A high-level business objective of the organization that builds a product or of a customer who procures it B. A restriction that is imposed on the choices available to the developer for the design and construction of a product C. A policy, guideline, standard, or regulation that defines or constrains some aspect of the business, or a software requirement in itself, but the origin of several types of software requirement D. A description of a connection between a software system and a user, another software system, or a hardware device

A

How should 'Done' be defined when multiple Scrum Teams are working on a single product? A. All Scrum Teams must have the same Definition of Done. B. Each Scrum Team must define and use their own Definition of Done. C. The Scrum Master defines when the item is Done.

A DoD: As Scrum Teams mature, it is expected that their definitions of Done" will expand to include more stringent criteria for higher quality." Any one product or system should have a definition of Done" that is a standard for any work done on it." A shared understanding of expectations that the Increment must live up to in order to be releasable into production. Managed by the Development Team-- three to nine people delivering increments of done at the end of each sprint...organize and manage themselves and their work to make the pb functional How much work should be done on each Product Backlog item is As much as needed based on the definition of done The completeness for an increment of value and creates a shared understanding of what work was completed as part of an increment. Related to DoD: Team increment System increment Solution increment Release on Demand 1. Design Reviewed 2. Code Completed 3. End-User Documentation Updated 4. Tested 5. No known defects 6. Acceptance Tested 7. Live on Production Servers

What is the Scrum Master's role in team breakout #1? A. Facilitate the coordination with other teams for dependencies B. Create mitigation plans for each risk C. Raise team level risks D. Resolve dependencies with other teams

A If dependencies not removed turns into risks! Dependencies are the relationships between work that determine the order in which the work items (features, stories, tasks) must be completed by Agile teams. Dependencies are the relationships between work that determine the order in which the work items (features, stories, tasks) must be completed by Agile teams. Get rid of dependencies: -automation -go slower -Standarize the project and project Coordination -Ad Hoc Meetings -Automation -Set a quick goal, confirm anything that is not right -Get between teams and have a talk -Have Stories in the User Story -Work 1 story ahead!

Why is a confidence vote held at the end of program increment (PI) planning? A. To build shared commitment to the plan B. To remove the risks for the PI C. To ensure the business owners accept the plan D. To hold the teams accountable if the Agile release train does not deliver on its commitment

A Completed after dependencies are resolved and risks are addressed To build share commitment to the Program plan Range of 1-5 = No confidence5 = Very high confidence, Fist of Five! A single vote by every person for the train

What enhances the transparency of an increment? (Choose the best answer.) A. Doing all work needed to meet the definition of "Done" B. Reporting Sprint progress to the stakeholders daily C. Keeping track of and estimating all undone work to be completed in a separate Sprint. D. Updating Sprint tasks properly in the electronic tracking tool.

A In review everyone provides feedback, inspection and adaption! Scrum says at the end of every Sprint that a new increment of working software must be available which helps lead with transparency!f

Acceptance Criteria

A set of conditions that is required to be met before deliverables are accepted. provides the details of the story from a testing point of view. Created by the Agile Team! Given______________when________________then__________________ determine whether the implementation is correct and delivers the business benefits. Acceptance criteria mitigate implementation risk and enable early validation of the benefit hypothesis by creating alignment between product management, stakeholders, and developers. Acceptance criteria can also be used as the source of stories As with stories, acceptance criteria are often transformed into acceptance tests with Behavior-Driven Development (BDD)!

Which statement describes aspects of the team's commitment during PI Planning? - A team does not commit to stretch objectives - A team commits to all the features they put on the Program Board - A team commits only to the PI Objectives with the highest business value - A team commits to all stories they put on their PI plan

A team does not commit to stretch objectives

Which statement correctly describes one aspect of the team's commitment at the end of PI Planning? - A team does not commit to uncommitted objectives - A team commits only to the PI Objectives with the highest business value - A team commits to all the Stories they put on their PI plan - A team commits to all the Features they put on the program board

A team does not commit to uncommitted objectives Uncommitted objectives are not included in the team's commitment Uncommitted objectives help improve predictability

What is a Sprint?

A time-box of one month or less during which a "Done," usable, and potentially releasable product Increment is created. After the conclusion of the previous Sprint. Sprint Planning, Daily Scrums, the development work,the Sprint Review, and Sprint Retrospective.

test Driven Development

A way of developing software where the test cases are developed, and often automated, before the software is developed to run those test cases. Test Driven Development: Write Tests (initially would be failing tests);Write product code;Refactor Code; Finally getting the normal use case done. Continuous Integration and Continuous Delivery are some of the practices of building Software! Integrate work, re-run regression tasks continuously as things change potentially many times a day!

A Product Owner decided to request that team members work over the week-end. Which principle of Agile manifesto does this violate?

Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely

Scrum Used:

A. Development of software and hardware B. Research and identifying of viable markets, technologies, and product capabilities C. Development and sustaining of Cloud and other operational environments D. Development of almost everything we use in our daily lives as individuals and societies E. Development of products and enhancements F. Managing the operation of an organization

One of the Scrum events is the Daily Scrum. What are two intended outcomes of the Daily Scrum? New impediments for the Scrum Master to take care of. A shared understanding of the most important work to be undertaken next to achieve the best possible progress toward the Sprint goal. An update of completed tasks and of the remaining work so the Scrum Master can plan the next day. A status report for the upper management indicating what each individual has done, will be doing, and what is impeding him/her. An updated Scrum board to make Sprint progress transparent for the stakeholders.

A/ D

What are two common anti-patterns during program increment (PI) planning? (Choose two.) A. Pressure is put on teams to overcommit B. A detailed plan becomes the goal rather than alignment C. Alignment becomes the goal rather than a detailed plan D. The innovation and planning (IP) iteration is left empty of planned work E. The team determines their own capacity and load

A/B

Who is responsible for tracking the remaining work of the Sprint? A. The Development Team. B. The Scrum Master. C. The Project Manager. D. The Development Team is consultation with the Product Owner. E. The Product Owner.

A: "The Development Team tracks this total work remaining at least for every Daily Scrum to project the likelihood of achieving the Sprint Goal". The sprint goal tracking is by Dev team , while the goal at the product level will be tracked by the PO during sprint review

What action will the Development Team take when it is discovered that new workis required to complete the agreed-upon task(s)?Your answer: [ ] A The Development Team adds the new work to the Sprint Backlog .[ ] B The Development Team adds the new work to the Product Backlog .[ ] C The Product Owner adds the new work to the Sprint Backlog. [ ] D The Product Owner adds the new work to the Product Backlog.

AA Scrum Team selects a Product Backlog Item (PBI) for the Sprint Backlog. What must the Development Team do to finish the Product Backlog Item it selects? A. As much as can be done in the Sprint before the deadline. B. As much as is required to satisfy the Definition of Done. C. Analyze, design, program, test and document the Product Backlog Item.

Teams and trains apply capacity allocation as a quantitative guardrail to determine how much of the total effort can be allocated for each type of activity for an upcoming PI

ARTs and Solution Trains must balance new business features with continuous investment in the Architectural Runway, and exploration of requirements and designs future Pls, and in maintaining current systems Each value stream should develop explicit policies for managing capacity allocation The amount of capacity allocated will change periodically based on the context

Activities for successful Scrum adoption

AWARENESS that the current process is not delivering accepted results DESIRE to adopt Scrum as a way to address the current problems ABILITY to succeed with Scrum PROMOTION through sharing experience TRANSFER OF IMPLICATIONS of using Scrum throughout the company

What foundational issue most often leads to team dysfunction?

Absence of trust! To gain trust: Deliver Predictability!

Which of the following is the LEAST productive way for the Scrum Master to improve the Development Team's communications with the Product Owner?

Acting as a go-between weakens the team and blocks their self-organization. The Scrum Master is supposed to teach and coach​

Pull

Acting only to satisfy customer needs, for customer. Push create inventory and purchase and reduce defects!

Market Events

Ad-hoc and unpredictable things influencing product release schedules - ie regulatory change external, such as the launch of government regulations internally created, such as a company's annual user conference NOT Customer-Centric! A market event is a one-time future event, which has a high probability of materially affecting one or more solutions.

Iteration

Adjustments happen at Iteration boundaries. the basic building block of Agile development, sprint is same thing! a standard, fixed-length timebox, where Agile Teams deliver incremental value in the form of working, tested software & systems The recommended duration of the timebox is two weeks. However, one to four weeks is acceptable 1. Plan = iteration planning; team PI objectives; how much of the team backlog they can commit for the iteration; based on capacity 2. Do = iteration execution; building/testing new functionality; deliver stories incrementally; demoing to Product Owner 3. Check = iteration review; System demo; 4. Adjust = iteration retrospective

How can leaders help build organizational maturity to sustain a SAFe transformation? Train teams in SAFe for Teams Customize SAFe with elements from Large Solution SAFe Adopt Agile HR practices

Adopt Agile HR practices

PI Management Review

After PI Planning Day 1, Management meets to adjust as needed. What did we just learn? Adjust Vision, Scope, Resources?Bottlenecks? Decisions that need to be made before tomorrow?

What is the basic building block when organizing around value? - Agile Teams - Agile Release Trains - Hierarchies - Individuals

Agile Teams They also have stories! The Agile Release Train uses which type of teams to get work done? Cross-Functional!

Agile Product Delivery

Agile product delivery is a customer-centric approach to defining, building, and releasing a continuous flow of products and services to customers and users. Some elements of it are: Customer Centricity/ Design Thinking! Design Thinking Developing on cadence, releasing on demand Devops and the continuous delivery pipeline Release on Demand/ Develop on Cadence: The timing of these releases are determined by market and customer needs, and the enterprise's own motivation to provide value Develop on Cadence, Release on Demand! Customer Centric vs Development Centric, Empathy Mapping. Seperate Release Form Deployment. Continuous Exploration/ Integration/ Deployment! Central to Business Agility! What to release, to whom, when

Agile Manifesto Principle 8

Agile progresses promote sustainable development. The sponsors, the sponsors developers, and users should be able to maintain a constant pace indefinitely.

What are two elements of the architecture perspective of the explore dimension? Define the highest value delivery path Synthesize research Communicate intent to align teams.

Align to MVPs and MMFs Contribute to backlogs and prioritization

Sprint Review

All Scrum Members Present! Scrum Masters Plan-Do-Check-Adjust cycle Sprint reviews are limited to a maximum of four hours. The general rule of thumb is to allow one hour for sprint review every one week of sprint length Developers: Demonstration Review the Value Delivered , Live Product demonstration. (PSPI) Stakeholders—>Give Feedback Gather Feedback/ Update the Backlog/ Discuss and Plan for the Next Sprint! a cadence-based event at the end of each iteration in which the team reviews the previous increment's results & adjusts the team backlog based on feedback. an informal meeting, not a status meeting, and the presentation of the Increment is intended to elicit feedback and foster collaboration Everyone Attends the Review! Who prepares the agenda for the iteration review? Developers! Discuss Sprint Results! - To collaborate with stakeholders. - To demonstrate what is Done ». » - To inspect and adapt. -Not just a demo there is so much more to a sprint review!

In order to make investment decisions, the Product Owner is likely to look at the Total Cost of Ownership (TCO) of the product being built. What costs will a Product Owner take into account?

All investments required to conceive, develop, operate and maintain the product The owner of a product is not only accountable for development and release of a product, but also the cost of maintaining and operating the product. If a person 'owns' the product, he/she can be expected to be responsible for the complete lifecycle of a product.

Making decisions on what to fund using Participatory Budgeting:

All participate in PI Planning 4-8 People) Delivery! is an LPM event in which a group of stakeholders decides how to invest the Portfolio budget across solutions and epics. Participatory budgeting provides numerous benefits: Provides leaders with insights and perspectives from multiple stakeholders Creates alignment on difficult funding choices Improves engagement and morale Reduces implementation time and overhead

Which is considered as Agile Architecture practice? Allow a system to always run Allow feature decomposition Support the continuous development pipeline Manage stage gates

Allow a system to always run

Agile Manifesto Principle 5

Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

When the Scrum Team is allowed to interact with the Key Stakeholders (select the most applicable option)?

Any time where it's valuable to have the Stakeholder input

Measure and Grow

Apply assessment, reason about the results, follow the recommendations and this will help assure the best possible outcome for the enterprise. 1. Create a high-level summary using the Business Agility assessment 2. Go deeper with the Seven Core Competency assessments 3. Analyze results and identify opportunities to improve

A cumulative flow diagram focuses on which curves?

Arrival curve ("to-do") and departure curve ("done") Define the Average Lead Time: Measure the horizontal distance between arrival and departure lines on a Cumulative Flow Diagram (CFD). Measure the flow of Kanban system. The arrival curve shows the rate at which backlog items are pulled into the work. The departure curve shows when they have accepted. The X axis(horizontal distance) shows the average lead time. The vertical line represents the Work in Progress (WIP). identify current bottlenecks! If WIP is high there is lower utilization, place limits on WIP to encourage collaboration and enable flow. WIP Constraints Create Forced Capacity Matching! Simply, when any workflow state reaches its WIP limit, no new work is taken on. This matches demand to capacity and increases flow through the system Limiting Work In Process prevents overloading your process or people with more work than can be. Increase Collaboration!

Uncommitted Objectives!

As for the number of objectives a team should establish, there is no fixed rule, but 7-10 committed objectives (plus 2-3 uncommitted; see below) seem to work best. More, and the detail and specificity are hard to understand and process by other teams and the team's business partners. Plus there are too many to review and process in a medium to large ART. Less, and the level of abstraction or aggregation is probably too high to be measured objectively at the end of the PI. ►Uncommitted objectives help improve the predictability of delivering business value. ► Uncommitted objectives are planned and aren't extra things teams do "just in case you have time" ► Uncommitted objectives are not included in the commitment, thereby making the commitment more reliable ► If a team has low confidence in meeting a Pl Objective, encourage the team to move the objective to uncommitted ► If an item has many unknowns, consider moving the item to uncommitted and put in early spikes ► Uncommitted objectives count when calculating load Uncommitted objectives help improve the predictability of delivering business value - they are planned and aren't extra things team do - they are not included in the commitment, thereby making the commitment more reliable - if a team has low confidence in meeting a PI objective they are encouraged to move it to uncommitted - if a team has many unknowns, consider moving it to uncommitted to put in early spikes - uncommitted objectives do not count in velocity/capacity

If an inspector determines that one or more aspects of a process deviate outside acceptable limits, when must an adjustment be made? After clarifying all the details with the Product Owner After Scrum Master approval As soon as possible to minimize further deviation The deviations should be discussed at the Daily Scrum and then an adjustment must be made As soon as possible to minimize further deviation

As soon as possible to minimize further deviation, ASAP

Agile Manifesto Principle 12

At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.pillars

During PI Planning, which statement is true about the activities of team breakouts? At team breakout #1, teams finalize program risks, impediments, and dependencies At team breakout #2, teams establish a draft of their business objectives At team breakout #1, teams refine their backlog At team breakout #2, teams work to create their final plans

At team breakout #2, teams work to create their final plans In the first Team Breakout the Scrum Master during PI planning must Identify as many risks and dependencies as possible for the Management Review

Little's Law

Average wait time = average queue length / average processing rate. This helps with flow, long queues are all bad -Faster processing time decreases wait -Shorter queue lengths decrease wait -ex. given an average processing speed of 10 features per quarer and a committed set of 30 features, a new feature will experience a approx wait time of 30 items/10 items per quarter = 3 quarters In order to reduce the Queue length: Keep team and program backlogs small and less committed so not long commitments!, WIP limits for each progress step. Reduce Queue length in order to reduce wait times!

SAFe Agile Principle 6: Visualize and limit WIP, reduce batch sizes and mange queue lengths, incremental development, early/ continuous value delivery!

Average weight time = average queue length/ average processing time. Faster processing time and shorter queue lengths decreases wait Small batch sizes go through the system faster with lower variability. Incremental Development: 1. Enables short feedback cycle 2. Allows refinement of understanding of functionality 3. Facilitates more frequent integration of systems Bad Queues are bad, symptom is 1) Longer cycle times 2) Increased risk 3) More variability 4) Lower quality 5) Less motivation All three things help with Flow!!

In the past 8 Sprints, the Scrum Team has completed 85 story points worth of work altogether. The Scrum Team has been asked to start working on a new project which is estimated at 64 story points. How many Sprints would be needed to complete this project? A. 5 sprints B. 7 sprints C. 8 sprints D. 10 sprints

B

Resolving internal conflicts is NOT the responsibility of the Development Team.Your answer:[ ] A True[ ] B False

B

The S of INVEST stands for Small. Which items on the product backlog should be small? A. All items in the Product Backlog B. The items on the top of the Product Backlog C. The items on the bottom of the Product Backlog D. Only items on the Sprint Backlog must be small

B

What are the major properties of a cross-functional Development Team?:Your answer(s):[ ] A The team is able to complete the project according to the planning,after the date and cost are committed to the Product Owner.[ ] B The team has all the skills on board, needed to accept collective ownership for the next product increment.[ ] C All team members have a the knowledge and experience needed to deliver the correct product increment.[ ] D The team comprises competence teams dedicated to particular domains like specialized testing or business analysis, to facilitate deliverance of the highest business value.

B

Who starts the Daily Scrum? A.The person coming in last. This encourages people to be on time and helps to stay within the time-box. B.Whoever the Development Team decides should start. C.The person who has the token. D.The Scrum Master. This ensures that the Development Team has the meeting and stays within the time-box. E.The person who last broke the build.

B

A Scrum Team selects a Product Backlog Item (PBI) for the Sprint Backlog. What must the Development Team do to finish the Product Backlog Item it selects? A. As much as can be done in the Sprint before the deadline. B. As much as is required to satisfy the Definition of Done. C. Analyze, design, program, test and document the Product Backlog Item.

B There is no single owner of a Product Backlog item, the entire team owns the Sprint Backlog. Development Team can change this backlog during the Sprint! This Backlog is finalized during the Sprint! dev team can change their approach whenever they feel that it is needed!

A Scrum Team is estimating User Stories. The Scrum Master suggests the Planning Poker technique. What is the process of Playing Poker? A. Compare the Story to reference Stories and then estimate it. B. Estimate on your own, then discuss everyone else's estimates. C. Sort all Stories based on their relative effort required.

B Playing Poker: a consensus-based technique for estimating, mostly used to estimate effort or relative size of tasks in software development.

At the end of a Sprint Product Backlog item worked on during the Sprint does not meet the definition of "Done". What two things should happen with the undone Product Backlog item? (Choose the best two answers.) A. If the stakeholders agree, the Product Owner can accept it and release it to the users. B. Put it on the Product Backlog for the Product Owner to decide what to do with it. C. Review the item, add the "Done" part of the estimate to the velocity and create a Story for the remaining work. D. Do not include the item in the Increment this Sprint.

B D

What are three ways Scrum promotes self-organization? (Choose three.) A. By not allowing documentation. B. By the Development Team deciding what work to do in a Sprint. C. By preventing stakeholders from entering the development room. D. By removing titles for Development Team members. E. By being a lightweight framework.

B D E

What are two responsibilities of testers in a Development Team? (Choose two.) A. Verifying the work of programmers. B. Everyone in the Development Team is responsible for quality. C. Tracking quality metrics. D. Finding bugs. E. Scrum has no "tester" role.

B E

What is an innovation and planning (IP) Iteration anti-pattern? A. Leave the IP iteration empty of work as an estimating guard band B. Plan work for the IP iteration during program increment (PI) planning C. Plan innovation spikes or hackathons to occur during the IP iteration D. Use the IP iteration for infrastructure improvements F.To ensure all stories and teams' PI plans are completed prior to the IP Iteration G.To allow for sufficient capacity in the program roadmap H.To wait for the IP Iteration to fix defects I.To minimize lost capacity when people are on vacation or holidays

B,, H

Which two actions are part of the Scrum Master's role in PI Planning? (Choose two.) A. Prioritize Features to support the Program Vision B. Ensure the team builds a plan they can commit to C. Manage the program board D. Serve as the Customer proxy and work with Product Management E. Align the Agile Release Train to a common Vision

B/C

Which practice helps with a test-first mentality? - BDD - MMF - WIP - MVP

BDD

A Scrum Master is introducing Scrum to a new Development Team. The Development Team has decided that a retrospective is unnecessary.

Begin facilitating productive, useful retrospectives

Why the Development Team has been removed since SAFe 5.0. ? To simplify the SAFe big picture To provide more focus to Product Owners and Scrum Masters To shift focus from team agility to organizational agility To better relate to business teams

Better Relate to Business Teamsgdrt8! Notably, SAFe 5.0 dropped "Dev Team" when describing Agile teams. This is a nod to non-IT business teams, further showing framework's expansion beyond IT / software development to include business agility.

What are the DevOps "Wall of confusion"? (Choose two.) Between development and operations .Between business and development. Between architecture and operations Between development and architecture Between business and architecture

Between development and operations. Between business and development

Where is the architect focused during the quantitative measurement activity during I&A? Business value scores for enablers. Teams ability to achieve their commitments Business value scores for the architectural runway Teams planned versus actual business values

Business value scores for enablers

What are three ways a Lean Quality Management System supports compliance across a solution train? Choose 3 By ensuring independent verifiable and validatable modeling By ensuring alignment across all solution builders By generating specification and compliance documentation form models By assuring the DevOps compliance pipeline is verified By involving compliance in the daily stand up By evolving specifications and compliance documentation at each increment

By ensuring independent verifiable and validatable modeling By ensuring alignment across all solution builders By generating specification and compliance documentation form models

How do architects contribute to lean-agile transformation? By generating long-term wins and forecasting. By devoting vision and strategy By focusing on a tightly closed ART team approach By demonstrating a moderate approach to changes

By generating long-term wins and forecasting

What are two ways in which the Product Owner manages Inspection of the Increment?

By presenting the status of the Product Backlog at the Sprint Review. - By inviting stakeholders to give feedback in the Sprint Review. Iterative and Incremental Approaches Use: -Very short feedback loops -Frequent adaptation of process -Reprioritization -Regularly updated plans -Frequent delivery Program Increments-->a time box during which an agile release train delivers incremental value typically 8-12 weeks long

what two ways does the system architect support continuous improvement efforts? (Choose two.) By managing architecture approvals By investing in infrastructure. By increasing the WIP limits

By upgrading tools and environment By teaching teams continuous improvement techniques.

The Development Team determines that it has over-committed itself for a Sprint. Who should be present when reviewing and adjusting the Sprint work? A. The Development Team, the Scrum Master and the Product Owner. The Stakeholders should be consulted. B. The Development Team and the Scrum Master. The Product Owner should be consulted. C. The Development Team only. The Product Owner should be consulted.

C

What is one benefit of program increment (PI) objectives? A. They describe a process for defining team goals B. They ensure accurate status reporting C. They create a near-term focus and vision D. They form a guiding coalition

C ►Objectives are business summaries of what each team intends to deliver in the upcoming Pl. ► Objectives often directly relate to intended Features in the backlog. ► Other examples of objectives: - Aggregation of a set of Features - A Milestone like a trade show - An Enabler Feature supporting the implementation - A major refactoring What is the difference btw features and PI Objectives?: Many are same and they a heavily related.

The CEO asks the Development Team to add a "very important" item to a Sprint that is in progress. What should the Development Team do? A. Add the item to the current Sprint and drop an item of equal size. B. Add the item to the current Sprint without any adjustments. C. Inform the Product Owner so he/she can work with the CEO. D. Add the item to the next Sprint.

C. Inform the Product Owner so he/she can work with the CEO.

A new developer is having continuing conflicts with existing Development Team members and creating the hostile environment. If necessary, who is responsible for removing the team member? (Choose the best answer.) A. The hiring manager is responsible, because he/she hired the developer. B. The Scrum Manager is responsible, because he/she removes Impediments. C. The Development Team is responsible, and may need help from the Scrum Master. D. The Product Owner is responsible, because he/she controls the return on investment (ROI).

C: No such thing as a scrum manager only a scrum master!!! Another example. Suppose a Development Team is dealing with two members that can't stand each other. Instead of talking about the problem themselves, it is delegated to the Scrum Master to resolve. The actual impediment here is the inability of the team to deal with their own conflicts. Perhaps there is no psychological safety within the Development Team to talk about it. Or people don't know how to bring up conflicts or lack the courage to do so. By solving only the problem, the Scrum Master does not help the Development Team to improve their ability to solve similar problems on their own. Instead, the Scrum Master could facilitate a session where frustrations are aired and where the team mediates solutions (instead of being handed one). The Scrum Master can model the kind of behavior needed for conflict resolution, like asking open-ended questions, showing empathy and finding common ground, and invite members of the team to do the same.

For release on demand, what are three architectural considerations? Choose 3 Canary releases Feature toggles Blue/Green infrastructure New features Subsystem releases Customer previews

Canary releases Feature toggles Blue/Green infrastructure The 4 activities of Release On Demand are Release, Stabilize and operate, Measure and Learn

The "3 Cs" is a popular guideline for writing user stories. What does each of the three Cs represent? (Choose three.) Persona's are a tool to help write a story.

Card Confirmation Conversation

Srum Framework

Choice-1: Fine-grained requirements are only defined when they are really needed. Choice-2: All activities to design, build and test a certain functionality are kept together in one phase. Choice-3: Changes are expected and welcomed by Scrum team.

The Development Team cannot deliver the Increment because they don't understand a functional requirement. What should they do?

Collaborate with the product owner to solve the problem

What is one Guardrail on Lean Budget spend? - Learning Milestones as objective measurements- Spending caps for each Agile Release Train - Participatory budgeting - Continuous Business Owner engagement

Continuous Business Owner engagement

Agile Manifesto Principle 9

Continuous attention to technical excellence and good design enhances agility.

At what stage in the continuous delivery pipeline can the architect have the most far reaching impact? Continuous Integration Release on demand \Continuous deployment

Continuous exploration

Business Agility

Core: Customer Implement: Lean, Agile, DevOps Enough to Achieve Business Agility: Full and Portfolio! Business Agility is the ability to compete and thrive in the digital age/ economy by quickly responding to market changes and emerging opportunities with innovative, digitally-enabled business solutions. Increases the ability to compete in the modern market environment and delivery value! It will create higher profits, increase employee engagement, and more thoroughly satisfy customer needs. All segments depend on the ability to deliver innovative business solutions faster and more efficiently than ever before. Case studies have show that adoption of SAFe produces gains in motivation and happiness of customers, shortened time to market, increases in productivity, increases in defect reduction Enterprise Side: Enterprise Solution Delivery, Agile Product Delivery, Team and Technical Agility 1) Technical agility 2) business-level commitment to product and Value Stream thinking 3) Everyone involved in delivering business solutions uses Lean and Agile practices

What is Solution context? Critical aspects of the operational environment Architectural aspect of the solution Organizational aspect of the Solution Components of the value stream

Critical aspects of the operational environment It defines the environment in which the solution operates, deployment environment!

DEVOPS CALMR:

Culture- Establish a culture of shared responsibility for development, deployment and operations. Automation- Automate the Continuous Delivery pipeline. Lean flow Lean Flow--Keep batch sizes small, limit WIP and provide extreme visibility Measurement- Measure the flow through the pipeline; implement full-stack telemetry. Recovery- Architect and enable low-risk releases. Establish fast recovery, fast reversion, and fast fix-forward.

What are market rhythms?

Cyclical and predictable things influencing product release schedules - ie the holidays Predictable and Long Term Planning!

When looking at a program board at the end of program increment (PI) planning, what does it mean when a feature is placed in a team's swim lane with no strings? A. That the team has not broken the feature into stories yet and has not identified dependencies B. That the team has been assigned, but the feature dependencies have not been identified yet C. That it has dependencies on teams in other Agile release trains (ARTs) or Solution Trains D. That the feature can be completed by that team independently

D

Which Agile Manifesto principle describes the importance of PI Planning in SAFe? A. Working software is the primary measure of progress B. Simplicity, the art of maximizing the amount of work not done, is essential C The best architectures, requirements, and designs emerge from self-organizing teams D The most efficient and effective method of conveying information to and within an Agile Team is face-to-face conversation

D

Which of the following options is NOT true?Your answer(s): [ ] A The Scrum Master has no authority over Scrum team members, but that authority is granted by the team. [ ] B If needed, the Scrum Master will work with the Product Owner to make sure the Product Backlog is in good shape and ready for the next sprint. [ ] C The Scrum Master role is commonly filled by a former project manager or a technical team leader, but can be anyone. [ ] D Changing Scrum Masters midstream a project will encourage self-empowerment of the Development Team.

D

Which team dysfunction does SAFe help address with the help of Business Owners? A. Missed timeboxes B. Lack of visibility C. Lack of transparency D. Avoidance of accountability

D

Who should make sure everyone on the Development Team does his or her tasks for the Sprint? A. The Project Manager .B. The Product Owner. C. The Scrum Master. D. The Scrum Team. E. All of the above.

D

Four features of of cross-functional Agile teams

Define Build Test Deploy They deliver value every 2 weeks

what is included in a development value stream? Define and test Release and timelines Design and build Release and design

Define and test Value Streams represent the series of steps that an organization uses to build Solutions that provide a continuous flow of value to a customer. A SAFe portfolio consists of a set of development value streams, each of which builds and supports one or more solutions. Operational: The steps used to provide goods or services to a customer, be they internal or external. [2] This is how the company makes its money. Contains the steps and the people who deliver end-user value using the business Solutions created by the development Value Streams. Development: The steps used to develop new products, systems, or services capabilities. Contains the steps and the people who develop the business solutions used by operational Value Streams

Lifecycle of a Product

Define new functionality, Implement, Deploy, Release and Operate.

Agile Manifesto Principle 3

Delivery working software frequently, from a couple of weeks to a couple of months, with a preference for the shorter timescale.

What is one aspect of the Architect's role during solution demo? Prepare features for deployment Demonstrate Enabler capabilities Provide feedback on team's stories Demonstrate work during the last iteration

Demonstrate Enabler capabilities These enablers start out in the backlog, but after implementation, they may become Nonfunctional Requirements (NFRs) which can be considered constraints on new development., how the system should do it!!

What are the four main activities of Continuous Deployment?

Deploy, Verify, Monitor, and Respond

If multiple Stakeholders have varied interests in the product and different viewpoints what is the best strategy for the Product Owner?

Do an intelligent balancing of interests and try to maximize the value of the Product as a whole

Who is responsible for managing the progress of work during a Sprint?

Development Team: Perform quality assurance; Assign tasks; Estimate the amount of work for product backlog items 3-9! The Dev Team is a subset of the Agile Team. It consists of dedicated professionals who can develop, test, and deploy a Story, Feature, or component. The Dev Team typically includes software developers and testers, engineers, and other dedicated specialists required to complete a vertical slice of functionality. - Creates and refines user stories and acceptance criteria- Defines/builds/tests/delivers Stories- Develops and commits to Team PI objectives and iteration plans - Collaborating with the Product Owner to create and refine user stories and acceptance criteria -Participating in PI Planning and creating Iteration plans and Team PI Objectives -Developing and committing to Team PI Objectives and Iteration goals - Working with the Product Owner to confirm that the code and acceptance tests reflect the desired functionality; writing the code experts responsible for delivering backlog items and managing their efforts 1. cross-functional 2. self-organizeddelivers final product in step by step increments defined in product backlog whole dev team is responsible and accountable the entire team works together! Changes during a Sprint: this should not happen, as it will cause short-term decrease in productivity.They should remain for duration of project Individual Development Team members should NOT be cross-functional - The Development Team should have a set of guiding architecture principles that every Development Team member understands and follows when writing code - The Development Team plans some time each Sprint to discuss the architecture needed for the features planned in that Sprint Development Team: 1. Cross functional and self Organizing. 2. Attempt to make a "Potentially Shippable Product Increment" Every sprint. 3. Collaborates 4. Have autonomy regarding how to reach commitment. 5. Collocation especially for first few sprints 6. 3-9 people 7. Has a leadership role.

Which statement accurately characterizes Strategic Themes? - They are a high-level summary of each program's Vision and are updated after every PI - They are large initiatives managed in the Portfolio Kanban that require weighted shortest job first prioritization and a lightweight business case - They are business objectives that connect the SAFe portfolio to the Enterprise business strategy - They are requirements that span Agile Release Trains but must fit within a single Program Increment

Differentiating, specific, and itemized business objectives that connect a portfolio to the strategy of the enterprise. They provide business context for decision-making, and serve as inputs to the vision, budget, and backlogs for the Portfolio, Large Solution, and Program levels. Their primary purpose is to drive portfolio innovation and differentiation. Impact the Vision! Influence investments in Value Streams and serve as input to the Economic Framework, Budget, Portfolio, Solution, and Program Backlog decisions! Connect the portfolio to the enterprise business strategy, can impact the vision of a product! Connect the portfolio to the enterprise business strategy they influence portfolio strategy and provide business context for portfolio decision making. Strategic themes -> portfolio Establish Portfolio Flow: strategy and investment funding involves developing and communicating the Strategic Themes throughout the portfolio Strategic Themes are different business objectives which help guide Solutions found in portfolio! A set of Metrics that measure progress towards the Strategic Theme they don't restate the obvious, rather, they provide the enterprise with the methods to move from the current state to the future state. drive innovation

Suppose 8 new members joined the development team, and the team size is now 15. The daily Scrum is getting noisy and exceeding the 15 minutes timebox. What is the most effective way to address this situation?

Divide the team into two teams with minimum dependency and have two separate daily Scrums.

What is not included in Requirement Effort? * A. Holding workshops and interviews, analyzing documents, and performing other elicitation activities B. Writing requirements specifications, creating analysis models, and prioritizing requirements C. Planning requirements-related activities for the project D. Reviewing requirements and performing other validation activities E. Writing the software sources F. Creating and evaluating prototypes intended to assist with requirements development

E

Which of the following might the Scrum Team discuss during a Sprint Retrospective? (Choose the best answer.) A. Methods of communication. B. The way the Scrum Team does Sprint Planning. C. Skills needed to improve the Development Team's ability to deliver. D. Its Definition of "done". E. All of the above.

E

What should each Sprint have to be successful?

Each Sprint has a definition of what is to be built, a design and flexible plan that will guide building it, the work, and the resultant product.

While each value stream is funded to promote empowerment and local decision-making authority, it is reasonable to ensure that significant investments are still governed responsibly.

Each significant initiative is tested against the Portfolio Epic threshold, which is established by LPM: Below threshold Epic goes into the funnel of the appropriate Program or Solution Kanban systems Above threshold . Epic enters the Portfolio Kanban system for review and approval, regardless of whether the initiative arises at the Program, Solution or Portfolio levels All epics require a Lean business case

What do strategic themes provide input to? Economic framework Pre-PI planning The program board Requirements

Economic framework

There are two primary aspects of a Lean-Agile Mindset including Lean Thinking and what else? Systems engineering Embracing Agility Feature enablement Lean systems

Embracing Agility the combination of beliefs, assumptions, attitudes, actions of SAFe leaders and practitioners who embrace the concepts of the Agile Manifesto and lean thinking. It's the personal, intellectural, and leadership foundation for adopting SAFe principles and practices Lean Thinking: delivering value, respect for people, minimizing waste, being transparent, adapting to change, and continuously improving Agility is the ability of an organization to respond to change faster than the rate at which those changes happen, and toleverage the changing environment for competitive advantage.

Agile Release Train (ART) Artifacts (Part I)

Enabler Features - Program Epics Backlogs: Created by the Product Owner and the team. Contains all the work for the team. Contains user and enabler stories. Nonfunctional requirements (NFR's) are a constraint on the backlog. Program Kanban Vision - a description of the future state of the solutions under development. Reflects the customer & stakeholder needs as well as the features proposed to meet them. Roadmap Architectural Runway: Solution - the product, service, or system ARTs deliver to the customers, whether internal or external to the enterprise. Solution Context - describes how the system will interface & be packaged & deployed in its operation environment. System Team - a specialized Agile Team that assists in building & supporting the Agile development environment, typically including the developing & maintaining the toolchain that supports the Continuous Delivery Pipeline.: Stories:

Scrum Master: Scrum Master is a 'management' position :

Encourage team to learn from mistakes True (The Scrum Master manages the Scrum process. If the Scrum Master is not a management position, he or she may not have the influence to remove impediments. The Scrum Master does not manage the team.) Supporting delivery using Agile practices Coordinates with other Scrum Masters and RTE, the system team, and shared resources in the ART PI planning meetings as well as the iterations.Helps teams operate under architectural and portfolio governance, system-level integration, and system demos. Fosters team adoption of Agile technical practices. Facilitates: Retrospective Daily stand-up Iteration Planning

What do operational value stream deliver? End customer value Portfolio guardrails Operational strategy Development backlog.

End customer value

What is the relationship between the different SAFe configurations, value streams, and ART's

Essential One Value stream with One ART Team Backlog- Program Backlog Large Solutions One Value Stream with many ART's Essential + Solution Backlog Portfolio Many value streams with Many ART's Large Solution + Portfolio Backlog

How often should a system demo occur?

Every PI provides an integrated view of new features from the most recent iteration delivered by all the teams in the ART. Each demo provides ART stakeholders with an objective measure of progress during a PI.

6) System Demo

Every two weeks, the full system is demoed to the train's stakeholders. They provide the feedback the train needs to stay on course & take corrective action. The best measure of progress for complex system development is the System Demo. In a Sprint Review the development team demos the product to the product owner to see where they want to move forward with the product. In the IP Iteration is the PI System Demo! The System Demo has 2 hr to take place and deliverables released by the stakeholders/ PO. Every two weeks, the full system is demoed to the train's stakeholders. Checking step in Iteration PDCA is the System Demo, included in the inspect and adapt step! Scrum Master in SaFe Helps teams operate; Systems Demo Demos the System: Dev Team and PO. Demos are the best measure of progress for complex system development!! Each demo gives ART stakeholders (Business Owners has Systems Demo intended for them) an objective measure of progress for the current increment. By providing opportunities for real-time adjustments, a system demo is a critical event that enables Business Agility. Enables Faster Feedback by integrating across teams! This demo provides a regular cadence for objective evaluation of the solution and for gathering stakeholder and Customer feedback. It's the true measure of ART velocity and progress. Provides an integrated view of new features from the most recent iteration delivered by all the teams in the ART. In Essential SAFe, the system demo is the primary measure of ART progress and is held at the end of each iteration. It's a demonstration of the system being built in that ART, and is the primary means for gathering immediate, ART-level feedback. Each demo gives ART stakeholders an objective measure of progress during a Program Increment (PI). A system demo is a critical event. It's the method for assessing the Solution's current state and gathering immediate, Agile Release Train-level feedback from the people doing the work, as well ascritical feedback from Business Owners, sponsors, stakeholders, and customers. The demo is the one real measure of value, velocity, and progress of the fully integrated work across all the teams. Planning for and presenting a useful system demo requires some work and preparation by the teams. But it's the only way to get the fast feedback needed to build the right solution. -Gets Faster Feedback by integration across teams! Gets faster feedback among teams If the PI System Demo shows the current state of the Solution, then the demo is for Business owners! Demo the full system increment every two weeks - Features are functionally complete or toggled so not to disrupt the demonstrable functionality - New Features work together, and with existing functionality - Happens after the team' demo (may lag by as much as one iteration) - Demo from a staging environment, resemble production as much as possible

Who needs to be involved in order to produce business agility and what do they need to do?

Everyone involved in providing the business solution needs to use Lean and Agile practices

Which is an attribute of Agile Architecture? Evolves over time while supporting needs of current users Focuses on protecting access to, and use of, sensitive information Establish specific design for the system Focus on systems and services used directly by the end users.

Evolves over time while supporting needs of current users

Implementing SAFe requires buy-in from all levels of the organization. What level of leadership is most important for effecting cultural change

Executive MGT

Continuous Exploration:

Exploration: new ideas are raised, refined, and prepared as a list of prioritized features in the Program Backlog. Exploration focuses on Alignment! HAPPENS AT THE END OF EVERY ITERATION! Demonstrated: Show the knowledge gained by the exploration Innovation, build alignment. aligning architecture to business objectives the process that fosters innovation and builds alignment on what should be built by continually exploring market and Customer needs, and defining a Vision, Roadmap, and set of Features for a Solution that addresses those needs. During CE, new ideas are raised, refined, and prepared as a list of prioritized features in the Program Backlog.

True or False: The Scrum Team should choose at least one high priority process improvement, identified during the Sprint Retrospective, and place it in the Product Backlog.

False Feedback: False, to ensure continuous improvement, the Sprint Backlog rather than the Product Backlog includes at least one high priority process improvement identified in the previous Sprint Retrospective meeting.

The Scrum Team should choose at least one high priority process improvement, identified during the Sprint Retrospective, and place it in the Product Backlog.

False needs to be in the Sprint Backlog!

True/False: Within the Scrum Team there are sub-teams or hierarchies.

False, It is a cohesive unit of professionals focused on 1 objective at a time, the PRODUCT GOAL. Everyone together cohesive/ self managing/ cross functional! Entire Scrum team working towards value!! Entire team works together in sprint planning! Who is accountable for realeasing the most valuable product possible ? Scrum team!!

True/False: The Product Goal is a short-term objective for the Scrum Team.

False, The Product Goal is the long-term objective for the Scrum Team. They must fulfill (or abandon) one objective before taking on the next.

What is the business perspective of the deployment dimension? Features are ready to be launched when market timing is optimal .Align to minimum viable products and minimum marketable features Implement full stack telemetry Decouple deployment from release

Features are ready to be launched when market timing is optimal

What is found on a program board? - Features - User Stories - Epics - Tasks

Features! The program board is a visualization of the work being committed to during the Program Increment or PI. It is simultaneously the facilitator of planning as well as the plan itself. A typical idea of a program board - especially for collocated PI Planning sessions - is literally a physical board on a wall features or goals, deadlines and any cross-team dependencies that should be delivered by Agile Release Train Dependencies! Add risks and information on the board.

Implementation Roadmap

First Step is the tipping point-Reach the tipping point, train Lean-Agile change agents, and then train executives, managers and leaders. Then Identify Value and Value Streams!

which two practices are recommended in SAFe for root cause analysis? (choose 2) -post PI planning meeting -iteration retrescpective -5 whys -fishbone diagram -weighted shortest job first

Fishbone Diagram -5 whys

At the end of PI Planning after dependencies are resolved and risks are addressed, a confidence vote is taken. What is the default method used to vote?

Fist of Five

Becoming a coach requires a shift from old behaviors to new ones. What are three examples of old behaviors? (Choose three.) Driving toward specific outcomes Focusing on deadlines Facilitating team problem solving Focusing on business value delivery Fixing problems for the team Asking the team for the answers

Fixing problems for the team; Driving toward specific outcomes; Focusing on deadlines;

3 ways to measure SaFe

Flow Competency Outcomes

Why do we need to sequence stories?

For efficient execution of business priorities. Product Owner and Developers sequence the stories! Initial sequencing happens during PI planning.

How frequently should scrum users inspect Scrum artifacts and progress toward a Sprint Goal?

Frequently, but it should not get in the way of the work

More Hyperproductive teams

Get focused on the teams Go slower be more productive to go faster multi tasking creates waste, 50% lost due to switching! Need to prepare for interuptions and be ready for problems If ready for problems do 40% better!

System Architect/Engineering

Has the technical responsibility for the overall architectural and engineering design of the system. Provides architectural and technical guidance to the teams on the train. looking at Bottlenecks! Program Level: is an individual or small cross-discipline team that truly applies systems thinking. Helps identify Nonfunctional Requirements (NFRs), determine the significant elements & subsystems, & help design the interfaces & collaborations among them.

Lean-Agile Leadership (3 things)

Have the authority to change and continuously improve the systems that govern how work is performed. Create the environment that encourages high-performing Agile teams to flourish and produce value. Must internalize and model leaner ways of thinking and operating so that team members will learn from their example, coaching, and encouragement. Leading by Example Mindset and Principles Leading Change

How does the Scrum Master serve the Development Team? Select the three most appropriate answers. Coaching the Development Team in self-organization and cross-functionality Helping the Development Team as the team leader Removing impediments to the Development Team's progress Adding or removing developers from the Development Team in accordance with team velocity changes Helping the Development Team to create high-value products

Helping the Development Team to create high-value products Coaching the Development Team in self-organization and cross-functionality Removing impediments to the Development Team's progress

Collaborate With other teams:

Integrate work with other teams on the ART (multiple times per iteration) Work with the System Team on automated system level tests Join other teams Daily StandUps, demos or planning when important issues arise! Interact with other scrum masters, participate in the Scrum of Scrums, implement program improvement backlog Visit other peoples scrum events

SAFe Agile Principle 2: Apply systems thinking

Holistic approach to solution development, incorporating all aspects of a system and its environment into the design, development, deployment, and maintenance of the system itself. The solution itself is a system The enterprise building the system is a system too Optimizing a component does not optimize the system PO and Devlopers do the System testing; Devlopers develop system -The Solution and the Enterprise are both affected by the following : -Optimizing a component doesn't optimize the system!!! -For the system to behave as a system, a higher-level of understanding of behavior and architecture is required -The value of a system passes through its interconnections -A system can evolve no faster than its slower integration point -The Solution is a system -The Enterprise building the system is a system too -Optimize the full Value Stream -Most problems with your process will surface as delays -Reducing delays is the fastest way to reduce time to market -Focus on the delays -Request, approval, code and test, with emails sent to diff teams -Total of 6 hours of value which took and was delivered in 7 weeks -ex. Island with malaria -Be hypothesis led- not requirements led

SAFe balances different horizons of investment to ensure the future is not starved by over investing in today, or that near-term opportunities are missed while pouring too much money into the future.

Horizon 3 (Evaluating): Dedicated to investigating new potential solutions Horizon 2 ( Emerging ) : Reflects the investments in solutions that have emerged from horizon three Horizon 1: Reflects the desired state where solutions deliver more value than their Investing: Solutions that require significant ongoing investment Extracting : Stable solutions that are delivering great value with little additional spending needed Horizon 0 (Retiring): Investment in decommissioning solutions AGILE Does No longer than a month b/c When a Sprint's horizon is too long the definition of what is being built may change, complexity may rise, and risk may increase. Sprints also limit risk to one calendar month of cost. Value stream leaders must learn to manage all four horizons simultaneously. After all, value streams must dynamically evolve solutions, introduce and retire solutions, manage technological change, and respond to market demands. In addition, on occasion, entire new value streams must be created, and others may be retired.

Must take care of dependencies:

If not managed can turn into an impediment! We may have internal and external dependencies 4 things to manage Dependencies: 1.)Early Identification 2.)Communication Early--> Coordination with other teams to identify 3.) Be Transparent 4.)Follow Up

Cone of Uncertainty

Illustrate that, as a forecast lengthens, it is increasingly less certain. Less predictable the longer it is spread out! At each phase of project cone gets narrower we find out more information! Refine the project. An agile estimation use this cone to your benefit!: ReEstimate project after every iteration estimates continue to get better, Rewarded more accurate information.

The Essential SAFe configuration does not enable Business Agility. Which three competencies are missing? (Choose three.)

In Essential SAFe, the system demo is the primary measure of ART progress and is held at the end of each iteration. It's a demonstration of the system being built in that ART, and is the primary means for gathering immediate, ART-level feedback! Continuous Learning Culture; Organizational Agility; Lean Portfolio Management

Agile Manifesto--4 Values!

Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan The first phrase of the manifesto deserves emphasis: "We are uncovering better ways of developing software by doing it and helping others do it. through this work we have come to these values".

What are the four types of Enablers in SAFe?

Infrastructure, Exploration, architectural and compliance

Team Artifacts

Stories Enabler stories Team PI objectives Iteration goals Team backlog

Tipping Points Which two SPC resources are intended to aid in arriving at the SAFe tipping point? (Choose two.) Introducing SAFe SAFe Executive Workshop Toolkit Program Increment Toolkit SAFe Product Owner/Product Manager Class Essential SAFe Toolkit

Introducing SAFe SAFe Executive Workshop Toolkit

What is the benefit of separating release elements from the Solution? It allows the Agile Release Train to demo value every two weeks It allows Agile Teams to launch untested Features It allows the Systems Team to integrate with ease It allows the release of different Solution elements at different times

It allows the release of different Solution elements at different times

continuously deployment

It ensures that changes deployed to production are always immediately available to end-users. Features are verified. To enable a business to release on demand, the features must be waiting and verified in production before the business needs them. Therefore, the deployment process is separated from the release process—where deployed changes are moved into the production environment in a manner that does not affect the behavior of the current system. This gives the teams the ability to make smaller, incremental changes which can be deployed to production on a continuous basis but are not released to end users until the time is right. This article, Continuous Deployment, details the skills a Lean Enterprise needs to continuously deploy potential end-user value to production.

Must the Product Owner be present at the Sprint Retrospective?(choose the best answer)

It is mandatory. The Sprint Retrospective is an opportunity for the Scrum Team to assess its performance and improve itself. Feedback: The Sprint Retrospective is an opportunity for the Scrum Team to inspect itself and create a plan for improvements to be enacted during the next Sprint. Product owner may or may not attend the daily scrum

What is the goal of estimating long-term initiatives using Agile methods?

Keep a Portfolio Roadmap! a schedule of events & milestones that communicate planned deliverables for a solution over a planning horizon. When it is fully committed a Roadmap becomes a queue!

Items in the Product Backlog!

Larger than the items in the Sprint Backlog. 1. It's prioritized often 2. It's owned by the product owner 3. It's always changing 4. Items are added or removed It is a living artifact of product requirements that exists and evolves as long as a product exists.The Product Backlog is an ordered list of everything that might be needed in the product and is the single source of requirements for any changes to be made to the product. The Product Backlog evolves as the product and the environment in which it will be used evolves. Higher ordered Product Backlog items are usually clearer and more detailed than lower ordered ones. As long as a product exists, its Product Backlog also exists.

The Agile PMO should lead the way

Lead the Lean-Agile transformation Apply objective milestones -- > Lead the move to Lean-Agile budgeting Communicate strategic themes --> Foster Agile contracts Develop Lean Supplier and Customer partnerships

House of Lean Pillar 5: Leadership

Lead the change, know the way, develop people, inspire and align with mission; minimize constraints, decentralize decision-making, unlock the intrinsic motivation of knowledge workers. Lead by example Adopt a growth mindset Exemplify the values and principles of Lean Agile and SAFe Foster the psychological safety: To create an environment for responsible risk-taking The SAFe House of Lean has Lean-Agile Leadership at the base FOUNDATION OF HOUSE OF LEAN IS LEADERSHIP! Trying to Achieve Value! Foundation: Leadership 1. Value is the roof =Achieve the shorted sustainable lead time with -The best quality and value to people and society -High morale, safety, and Customer delight -Want to continuously decrease the lead time (time to market) 2. Leadership is ground -Lead by example -Adopt a growth mindset-Develop people -Lead the change 3. Pillar is respect for people and culture -Generative culture, people do all the work, your Customer is whoever consumes your work, to change the culture, you have to change the organization, build long-term relationships based on trust. Generative culture is characterized with high cooperation. 4. Pillar is flow -Optimize sustainable value delivery -Build in quality, move from projects to products -Understand, exploit, and manage variability 5. Pillar is innovation -Innovative people, provide time and space for innovation -Experimentation and feedback -Pivot without mercy or guilt -Innovation riptides - Innovation should happen top down and bottom up -Go see (customers) GEMBA, Japenese word Gembas Walk: visits to the place where the customer work is done and they are key to empathic design and customer centricity

Who is trained first when following SAFe 123? Second Third

Lean Agile Change Agents Leadership Teams

What describes the policies and practices for spending for a specific portfolio?

Lean Budget Guardrails! Capacity allocation of the Value Stream compared to process mapping, says how much to invest! Guides Value Stream! EX: Continuous Business Owner engagement

Applies Lean-Agile practices to align and coordinate all the activities necessary to specify, architect, design, implement, test, deploy, evolve, and ultimately decommission these systems Provides architectural guidance and technical enablement to the teams on the train

Lean System and Solution Engineering

What part of the House of Lean is related to the coaching role of an Architect? Lean agile leadership Relentless improvement individuals and interactions Respect for people and culture

Lean agile leadership Fixed Mindset moves to growth mindset! Leading Change: Change Vision, leadership, coalition for change, Psychological Safety, Training! lead by example SaFe is: Knowledge of proven, integrated Principles Practices and Competences For o Lean o Agile and o DevOps

Program Execution

MAX Value, get rid of barriers Value Stream Mapping identify delays in the stream! Inspect and Adapt workshop to improve execution. Value Sreams!

Customer-Centric

MINDSET!! To understand the customers needs a philosophy under which the company customizes its product and service offering based on data generated through interactions between the customer and the company. Core of SaFe and Business Agility. Design thinking supported by this approach! Empathetic design impacts Customer Centricity: 1.)It emphasizes user research and Gemba walks 2.)It motivates teams to understand and experience the Customer's perspective Aesthetic and emotional needs An understanding of how the solution may impact the solution context Ergonomic needs, such as the placement of physical features Market and user segmentation to align and focus the enterprise on specific, targeted user segments. Customers needs and continuous flow of value! Foundation: Market and user research, Design Thinking. The Foundation is NOT customer value but rather a type of thinking and research!

Flow helps get rid of waste, the three forms of waste are:

Main Forms of Waste: 1) The Addition of Unrequired Features 2) Project Churn 3) Crossing Org Boundaries(WoW p. 23)

Development team responsible for

Makes technical decisions Volunteers for tasks Provides estimates Forecasts delivery of PBIs Designs software

IAM has _________ policies you can choose from and apply to groups You can choose from managed policies provided by AWS, or you can...

Managed Add Actions!

What are two ways Architects can contribute to Pre-PI Planning? (choose two.) (not sure) Match solution demand to ART capacities. Build all aligned plan for the next PI.Ensure all stakeholders are present Prepare a unified plan as an input into the meeting Create the solution vision briefing(s)

Match solution demand to ART capacities. Build all aligned plan for the next PI.Ensure all stakeholders are present

What is one of the key outcomes from solution Pre-PI planning Matching solution demand to ART capabilities Determining solution content Updating solution intent Defining solution capabilities.

Matching solution demand to ART capabilities

Scrum of Scrums

Meetings used to organize large projects with scrum masters from different teams. The Release Train Engineer (RTE) typically facilitates a weekly (or more frequently, as needed) Scrum of Scrums (SoS)event. The SoS helps coordinate the dependencies of the ARTs and provides visibility into progress and impediments. The RTE, representatives from each team (often the Scrum Master), and others (where appropriate) meet to review their progress toward milestones and PI objectives, and dependencies among the teams. The event is timeboxed for 30-60minutes and is followed by a 'meet after' where individuals who want to do a deeper dive into specific problems canremain behind A meeting for Scrum Masters and the Release Train Engineer to gain visibility into team progress and program impediments. The Scrum Master Attends, RTE facilitates. Typically held twice per week. It is timeboxed but is followed by a 'Meet After' for problem solving. ART continuously coordinate dependencies through a Scrum of Scrums (SoS) Release Train Engineer: Synchronize and Keep track of the train on the tracks, 1.Listen and support teams in problem identification and decision-making 2.Create an environment of mutual influence. To coach teams to improve their results Scrum Master participates but does not necessarily facilitate when the Agile Release Train does not require any team coordination Scale the principle of the Daily Scrum, with the purpose of replanning development work on a project with multiple Scrum Teams.

Move away from ... Coordinating individual contributions Acting as a subject matter expert Driving toward specific outcomes Knowing the answer Directing Talking about deadlines and technical options Driving 'the right' (your) decisions Fixing problems rather than helping others fix them

Move toward ... Coaching the whole team to collaborate Being a facilitator Being invested in the team's overall performance Letting the team find their own way Guiding Focusing on business value delivery Doing the right thing for the business right now Facilitating team problem-solving

How far into the future should a solution roadmap forecast? Multi-year Six PIs Three PIs Yearly

Multi-year Gains commitment from the ARTs on when Enablers Features will be delivered. Demonstrates commitment to the business owners on when long-term initiatives will be completed.

is anyone required to report to or give status updates to PO?

NO!

Can exploratory tests be automated?

No

How many items of work is The Product Owner allowed to assign to each member of The Development Team?

None, Devlopment team has nothing to do with backlog1

What is one issue when organizing around hierarchical functions? - It moves the decision to where the information is - It reduces political tensions - It creates Agile business teams - It is not how value flows

Not how Value Flows

Safe Agile Principle 5: Base milestones on objective evaluation of working systems

Objective Milestones facilitate learning and allow for continuous, cost-effective adjustments toward an optimum solution. -avoid phase-gated milestones (waterfall); these lead to four critical errors --Centralizing requirements and design decisions in siloed functions that do not actually build the system --Forcing too-early design decisions and false-positivity feasability --Assuming a point solution exists and can be built correctly first try --Making up-front decisions creates large batches of requirements, code, tests, and long queues.Instead, base milestones on objective evidence -Do every step together: reqs, design, dev, testing to allow for periodic evaluation

What is the recommended frequency for updating Lean budget distribution?

On demand

Backlog Matching - Solution Epic Backlog Matching - Story Backlog Matching - Program Epic Backlog Matching - Capability Backlog Matching - Portfolio Epic Backlog Matching - Feature

One Solution Train across multiple PIs One team, one interation One ART across multiple PIs One Solution Train within one PI Multiple Value Streams and multiple PIs One ART within one PI

Agile Release Train (ART) Events

PI Planning System Demo Inspect & Adapt Scrum of Scrums Product Owner (PO) Sync ART Sync

If the Sprint Backlog cannot be completed in a Sprint, who resolves the issue?

PO with Development team! What happens if the customer no longer wants the feature that the Sprint Goal intended to meet? A Sprint would be cancelled if the Sprint Goal becomes obsolete. This might occur if the company changes direction or if market or technology conditions change. In general, a Sprint should be cancelled if it no longer makes sense given the circumstances. Only the Product Owner has the authority to cancel the Sprint, although he or she may do so under influence from the stakeholders, the Development Team, or the Scrum Master. A Sprint would be cancelled if the Sprint Goal becomes obsolete. During User story splitting and estimation, you find that Development team is struggling to do so. What will you do? As a Product owner, I will see if there is any challenge understanding the large user story given by me or in understanding the business requirement. I will discuss and with them and will answer those queries. However, if the issue is because of incorrect splitting technique, I will inform Scrum Master to further facilitate it and plan for any grooming or training session. Sprint Backlog: the Product Backlog items selected for this Sprint plus the plan for delivering them

1. Respect for People and Culture

People do all the work, customer is whoever consumes your work, Build long-term partnerships based on trust, cultural change comes last- not first, to change the culture- you must change the organization first. What is it to be Human! The Customer is who you do the work for Culture change comes last as a results of changing work habits

Which two disciplines are necessary for a learning organization? (Choose two.)

Personal mastery: T shaped skills; Shared Vision; team learning; mental models; systems thinking Mental models:

Traditional mindsets handicap agility

Plan out a full year of projects Maximize utilization Widget engineering (spec handoffs) Development as order-taker mentality ("Just build it like we said.") Just "Get it done!" (over commitment, excess WIP, huge queues) Control through data and milestones -Like a ladder sequential, overlapping development → Failure -Increased Overhead, Delivery of Value not seen until the end! -They encourage false positive feasibility. -Estimation Problem Requirements—>Design—->Implementation—>Verification = Waterfall 1. Create a problem statement, 2. Build a hypotheses 3. Set out to prove the hypothesis 4. Architect a solution, 5. Reach out to tribe of resources; Reflect how it went, refine, repeat 1. Initial - collect all requirements necessary 2. Design - determine structure 3. Implementation - Software/ Project Developed4 . Verification - Software/Project tested 5. Maintenance - On going development and support A) End-Product has to be fully anticipated beforehand. B) Some requirements are implemented as defined in the beginning of the project, and yet they are not really needed by the customer. C) Each phase is strictly separated.

Program risks are discussed and categories using

ROAM Resolved - Addressed - not a concern Owned - Someone has taken responsibility Accepted - Nothing more can be done, if risk occurs the release may be compromised. Mitigated - The team has a plan to adjust as necessary. RTE OWNS ROAMING RISKS

DoD Met

Stories satisfy acceptance criteria Acceptance tests pass Unit and Component tests pass Assets are under version control Engineering standards were followed Cumulative unit test passed and are included in the BVT NFRs are met No must fix defects Stories accepted by product owner

What is one output of enterprise strategy formulation?

Portfolio Budgets

House of Lean Pillar 3: Innovation

Producers innovate; customers validate, Get out of the office (GEMBA), Provide time and space for creativity, apply innovation accounting, pivot without mercy or quilt.

A Product Backlog is never complete. The earliest development of it only lays out the initially known and best-understood requirements. The Product Backlog evolves as the product and the environment in which it will be used evolves.

Product Backlog Attributes: description, order, estimate and value For a Scrum Master Requirements never stop changing, so a Product Backlog is a living artifact. Changes in business requirements, market conditions, or technology may cause changes in the Product Backlog.

Agile Release Train (ART) Roles

Product Management System Architect/Engineering Release Train Engineer (RTE) Business Owners Agile release train System Train

With whom should a system Architect pair with to support the Agile Teams in developing draft plans and surfacing risks that require support during a PI event? Product Manager Solution Architect Scrum Master Epic owner

Product Manager

Who is responsible for the monitoring of the remaining work towards the Project Goal?

Product Owner

Who is allowed to tell the Development Team to work from a set of requirements?

Product Owner The Product Owner can delegate the ordering of the Product Backlog.

defines and accepts user stories creates and refines user stories and acceptance criteria.

Product Owner Agile team

PO Sync

Product Owner (PO) Sync

Product Owner

Product Owner has content authority over their creation & acceptance over stories! Backlogs: Created by the Product Owner and the team. Prioritized by the Product Owner. The Product Owner invites stakeholders to the Sprint Review to learn how the current state of the marketplace influences what is the most valuable thing to do next. At the Sprint Review the Product Owner shares the current state of Product Backlog, which, combined with the inspection of the Increment, leads to an updated Product Backlog. 1. Defines and accepts stories, only one that accepts stories as done! Acceptance Criteria! Is content authority for the team backlog & responsible for defining stories & prioritizing the backlog. Know where to take product, Defines the What, How and How Much. Defines the Stories, know where vision comes from! The product owner or scrum master can also take place in the development team! Responsible in Maxing Value! 2. Acts as the Customer for developer questions, well versed on how product should be completed and how business operates! Acts as the customer for developer questions-Works with product management to plan releases -A team has only one PO, who may be dedicated to 1-2 teams -Establishes the sequence of backlog items based on program priorities -Operates as part of an extended Product Management Team 3. Works with Product Management (PM) to plan program increments (PI) Measures the Performance of the Project! Estimates; Forecasts the completion date! Prioritize the iteration planning the PO prepares the goals based on PI so far, Responsible in the ART Sync. Responsible for monitoring progress toward Goals making sure that it will get done. 4. A team has only one PO - A single voice for customers and stakeholders - makes the hard calls on scope and content - Owns and manages the Team Backlog 5. PO needs to be respected, Not even CEO should try to override decisions; tell the Dev team what item to deliver; accountable for items the PO delegates to the dev team. The PO can delegate updating some of the product backlog to the development team. PO is only one that can update the backlog or they can delegate updating backlog to dev team! A Product Owner cannot send a representative (delegate) to the Sprint Review. A Product Owner though they are accountable for Product Backlog, they can delegate many of the activities around Product Backlog Management, such writing them, ordering them, etc. However, they cannot delegate their participation in Scrum events. PO can only delegate taking actions on the backlog not determining on who attends the Scrum Events! 6. One product owner for the entire project (even if multiple dev teams) one product backlog for entire project, PO prioritizes the Team Backlog! Needs a good product vision and need to believe in it! The Product Owner doesn't need to prioritize unlike things against each other, once the capacity allocation is set the PO and the Team can prioritize like things against each other! 7.Sprint Planning: * The Product Owner ; Product owner may or may not attend the daily scrum Attendees at the iteration review include: The Agile team, which includes the Product Owner At the Sprint Retrospective the PO Required to go. 8. Conduct research, design, prototype, and other exploration activities; Implement and integrate changes in small batches; Create the work products defined by their features; Test the work products defined by their features; Deploy the work products to staging and production; Support operational business solutions Support and/or create the automation necessary to build the continuous delivery pipeline; Continuously improve the team's process 9. Product Management has content authority over the Program Backlog. So Product Owners have content authority over Team Backlog. Product Management owns the prioritization of Features and Product Owners own prioritization of User Stories. 10. Product Owner can use burn up charts or burn down charts or any map to show progress. There is no correct answer on what the Product Owner chooses and they don't have to use a visual none are mandatory. None can replace the importance of empiricism. What will happen is unknown, no matter what has happened. It is mandatory for the Product Owner to monitor and share progress of the Product backlog or any practice based on trends of work completed and the upcoming work. Product Owner typically the one that creates the roadmaps! 11. If part of the work is potentially releasable, the Product Owner typically accepts it. All incomplete Product Backlog Items are re-estimated and put back on the Product Backlog. For telling the product owner if the team has not gotten anything done they can say, "Sorry we did not get anything done and the reason we didn't is because we had these impediments and this is what slowed us down. And this is the reason we could not accomplish anything." 12. Prioritize ART Backlog (Participate in ART events - Product Management plays significant roles in PI Planning, Inspect and Adapt activities, biweekly System Demos, Solution Demos, and PI System Demos, actively imparting knowledge, collecting feedback, and addressing product-related issues. They may also participate as Business Owners, approving PI Objectives, assessing business value, and managing risks.) Focused more on the what rather than the how 13. Answer questions from the Development Team about items in the current Sprint. Provides Feedback. Work with the stakeholders 14. Perform release planning 15. User Acceptance! Collaborate with stakeholders, user communities and product managers .- Work with the Development Team on Product Backlog refinement: Estimating the product backlog items Adding detail to the product backlog, typically acceptance criteria Ordering the product backlog items In the Middle of the Sprint!

Product Management has content authority over the Program Backlog. What do Product Owners have content authority over?

Product/ Team Backlogs! Team Backlog-->Where the user Stories are! 1. Created by Agile Team 2. Owned/prioritized by team's Product Owner 3. Represent opportunities, not commitments 4. Contains user AND Enabler stories AND Spikes 5.most stories are identified during PI planning & backlog refinement meetings. Only Management can change the system in SaFe 5.0! Owns the decision for releasing changes into production

Prototype

Prototype is a functional model of the Feature or Product that are to be build.

The Development Team finds out during the Sprint that they aren't likely to build everything they forecast. What would you expect a Product Owner to do? The Development Team has spent three weeks in a four-week Sprint, when they realize they will not be able to deliver 5 out of 15 items. What should they do? At the end of a Sprint a Product Backlog items worked on during the Sprint does not meet the definition of "Done". What two things should happen with the undone Product Backlog items?

Re-negotiate the selected Product Backlog items with the Development Team to meet the Sprint Goal. Ask the product owner to collaborate with them and adjust the work If there is undone Product Backlog items in Sprint the team must:-Put it on the Product Backlog for the Product Owner to decide what to do with it.- Do not include the item in the Increment this Sprint

A Development Team is waiting for a specific software component that they need to integrate and use.The component should be ready in two months.The Backlog Items with highest priorities depend on this specific component.

Re-order the Product Backlog to maximize utilization of the Development Team and deliver at least some Increment of product functionality in the next Sprint

You are a Product Owner working on an agile software development project and you have brought all the Scrum team members together for the first Iteration Planning meeting. You read the user stories to the team, and they have provided estimates to complete these user stories. You have promised to leave them alone during the iteration to get the work done and they have agreed to complete the work 100% according to the definition of done. What is this an example of?

Reciprocal Commitment: Team commits to delivering specific value.Business commits to leaving priorities unchanged during the iteration

What is a key way for a Product Owner to apply validated learning?

Release an Increment to the market to learn about the business assumptions built into the product. iterative and incremental approaches reduce: waste and rework because the teams gain feedback

The Development Team has realized that one of the planned works in the Sprint Backlog is not needed any more. What should they do?

Remove it themselves! Development Team members NEVER take ownership of Sprint Backlog items All Sprint Backlog Items are owned" by the entire Development Team, even though each one may be done by an individual development team member." 3-9 people The Development Team should not have a team leader to manage the collaborations! There is no team leader instead development team has everyone work together! Development team: Defines/Builds/test/Delivers Stories What is the recommended size of a Scrum Team? 3-11; 3-9

According to SAFe Principle #10, what should the Enterprise do when markets and customers demand change?

Reorganize the network around the new value flow 1. Manage queue lengths:Identify and Reduce Delay 2.Reduce the batch sizes of work 3.Visualize and limit work in process (WIP) Eliminate Waste/ delays Organize Around Value -Flow: Smooth Steps to avoid peaks and troughs→ Process from Value to Value, how efficient at delivering value! Flow: Continuous Flow of Work being Done constant feedback and adjustment! To accelerate value flow we need to eliminate silos and create cross functional organizations such as ARTS and Solution Trains! Continuous Flow: Faster sustainable delivery, effective built in quality practices, relentless improvement, evidence based governance based on working solutions! Flow is projects to products, focus on delays to get better flow! Optimize continuous and sustainable throughput of value, avoid start-stop-start project delays, Build quality in, Understand, exploit and manage variability, Integrate frequently, informed decision making via fast feedback.

Continuous Delivery Pipeline

Represents the workflows, activities, and automation needed to shepherd a new piece of functionality from ideation to an on- demand release of value to the end user. Produce New Software, by automated processes. Continuous Delivery Pipeline--> Ongoing Learning! The CD pipeline begins and ends with the value hypothesis, defining it in Continuous Exploration and eventually measuring it in Release on Demand. One Goal of DevOps Integration, Deployment, Exploration Happening every iteration: Exploration, Integration, Deployment Continuous!!!!!:

Spike

Research activities to reduce risk, understand a functional need, increase estimate reliability, or define a technical approach. Information on how to improve! Refactoring is improve design, make software easier to understand, make code more readable, improves everything! Stories are tasked Spikes are critical when high uncertainty exist, or there are many unknowns. Helps address uncertainty. Located in Team backlog! Technical Spikes—>How to break it down, organize the work, where risk and complexity exist, use insights! Length Functional Spikes→Build vs Buy Decision, Evaluate potential performance of new story, Technical implementation, prototyping Spikes are a type of exploration Enabler Story in SAFe. Defined initially in Extreme Programming (XP), they represent activities such as research, design, investigation, exploration, and prototyping.

Five Ways Team Conflict Can Arise: Fight, Flight, Freeze! Conflict helps teams get stronger: Compassionate Curioisty Goal to De-Escalate; Breathe; Speak and Get Heard; Mirroring and labeling! 5 ways conflict can arise-Conflict can be a good thing, all good teams reach a conflict! Level 1: problem to arise: Constructive Disagreement, high performing team teams Level 2: Disagreement: Self Protection Level 3: Contest: Use emotions, personal Level 4: Crusade: People and positions are one, Speaking trash Level 5: World War No constructive Feedback can be had need seperation, no constructiveness Pinch - Crunch Model: conflicts (pinches) are unavoidable, and if left unresolved, lead to a decrease in performance and festering resentment (crunches). Typically, once you reach the crunch stage, there are one of three outcomes: Termination renegotiation of expectations or a Continued cycle of pinches and crunches.

Resolve Conflict: -Meet with Conflicting Parties get them to come together! See what each party wants -Make sure common goal is correct and agreed upon -Review the Assumptions/ challenge them -Need to understand what really needs to be solved, talk down the ladder! Is it a values conflict? -Need Working Agreements to facilitate Conflict Management; Achieve a Consensus - Obtain agreement that the common goal is correct - Dig deeper and review the assumptions - Challenge each of the assumptions - Find out what the common goal is that ties these reasons together -Collaborate and Communicate better! -Improve in Retrospective!

Which Scrum Values are exhibited by not building Product Backlog items that have low business value?

Respect Focus Courage

What is the principal advantage of using objective evaluation of working systems as milestones in the Scaled AgileFramework?

Risk mitigation

Solution Visions come in the what formats?

Rolling Wave Briefs Vision Documents Preliminary Data Sheets Draft Press Releases

What are the formats that the Vision can come in?

Rolling wave plans Vision Document Draft Press Release Data Sheet The Vision Statement provides a concise description of the goals of the project which help the team stay focused on what is important from the organization point of view.

Which SAFe Principle includes providing autonomy with purpose, mission, and minimum constraints?

SAFe Agile Principle 8: Unlock the intrinsic motivation of knowledge workers Knowledge Work!!! Emerged the mid-2000s as an alternative to the agile methods that were prevalent at the time

Customer Centricity, DevOps, & Release on Demand

SAFe enterprises create a positive customer experience across their full set of products & services. They adopt a DevOps mindset, culture, & applicable technical practices to enable more frequent higher-quality releases as the market demands

Who improves the team process?

SM

What is an outcome of Post-PI Planning? SMART Solution PI objectives A draft Solution Plannning Board Updated capacity targets A revised backlog

SMART Solution PI objectives Goal - Understand the PI plan for the entire Solution team Input - Program PI objectives from all ARTs; Train board and risks Output - Consolidated solution train PI objectives

Which statement describes one element of the CALMR approach to DevOps? a. Decentralize decision making b. Keep everything under version control c. Build cross-functional Agile Release Trains around the flow of value to the Customer d. Establish a work environment of shared responsibility

Shared Responsibility: Culture of the Team! Quality is first and foremost a function of Shared Responsibility

Alignment

Starts at Portfolio Level, top down bottom up: tech/engineering culture, roles/ responsibilities Individual--> Team-->Role --Organization Agreeing on goals leads to most progress! SAFe supports alignment: Alignment starts with the strategy and investment decisions at the Portfolio level and is reflected in Strategic Themes, Portfolio Vision, the Portfolio Backlog, and the outcomes of Participatory Budgeting. In turn, this informs the Vision, Roadmap, and the backlogs at all levels of SAFe.

Transparency

Significant aspects of the process must be visible for those responsible for the outcome. new increment of working software available at the end of each sprint! Increase by: Shared definition of done; Common language. Leads to trust, information radiator

Agile Manifesto Principle 10According to SAFe Principle #10, what should the Enterprise do when markets and customers demand change?

Simplicity- the art of maximizing the amount of work not done- is essential.

Who is responsible for the Solution Backlog?

Solution MGT Holds approved capabilities!

Three primary Solution Train roles help facilitate successful execution.

Solution Train Engineer (STE) 1.)The STE facilitates the large solution-level events and monitors the solution Kanban and solution health via appropriate metrics. 2.) They also work with Release Train Engineers(RTEs) to coordinate delivery

Condition to proceed sprint

Sprint Goal * cannot proceed without a Sprint Goal * can proceed without complete Sprint Backlog Entire team is responsible for the sprint goal at sprint planning Sprint Goal is an objective that will be met within the Sprint through the implementation of the Product Backlog, and it provides guidance to the Development Team on why it is building the Increment

Order of Events:

Sprint Planning Daily Scrum Sprint Review Sprint Retrospective

Burn Down Charts

Sprint Progress Does not always have to be in a burn down chart, As long as the progress is documented and openly visible to everyone in another fashion such as: Burn-downs, burn-ups, or cumulative flows Burn-Up Charts: It tracks progress towards a projects completion. In the simplest form of burn up chart there are two lines on the chart: A total work line (the project scope line); A work completed line Product/Release Burn down [x: No. of sprints=average velocity] [y: story points] "Burning down" means the backlog will lessen throughout the iteration. The project burndown chart shows the amount of remaining work, instead of amount of completed work; therefore, the line for actual performance goes downward as we proceed and the faster it goes down, the happier we will be! The vertical axis typically shows the Product Backlog - the remaining work. The horizontal axis typically shows the time that has passed - either the time from the beginning or the number of sprints passed. If the actual burndown progress is mostly below the progress line ,This means that we are mostly ahead of schedule. if the total work in the project is more than initially planned?: Bottom of the bar stays below horizontal axis While reviewing a bar style release Burn-Down chart, a newly appointed Scrum Master observed that the bottom of the bar had moved above the horizontal axis between Sprint 3 and 4. What happened in Sprint 3? A. The Development Team finished less than the allocated stories. B. The Development Team finished more than the allocated stories. C. Work got added to the Product Backlog. D. Work got removed from the Product Backlog.

When are the planning adjustments communicated back to the Agile Release Train after the Management Review?

Start of PI Planning Day 2c

How are Stories Sequenced?

Story priorities inherited from program backlog. Events, milestones, releases and other commitments made during PI planning. Dependencies with other teams. Local priorities. Capacity allocations for defects, maintenance and refactors.

What should Architects focus on during team breakouts? Striving for shared clarity Making decisions Deciding on solutions Solving problems.

Striving for shared clarity

In addition to people, what elements are included in value streams? Systems, materials and information flow Vision, mission, context and strategy Culture, metrics and runway. solutions demos and backlogs.

Systems, materials and information flow

True/False: The Scrum Master is accountable for the Scrum Team's effectiveness.

TRUE - They do this by enabling the Scrum Team to improve its practices, within the Scrum framework.

Who writes the PI Objective at the team level? Who writes PI Objectives at the program level? Who writes the PI Objectives at the value stream level?

Team Product Manager Solution Manager

Iteration planning, Iteration review, and backlog refinement, iteration retrospective are examples of which type of event?

Team Events! Iteration Execution - how the Agile team develops an increment of a high-quality, working, tested system within the time-box

Removed For SaFe 5.0

Team Level Dev Team Role removed: To indicate that the Agile Team includes business-focused teams, as well as technology-focused teams.

Emergent design

Teams grow the system design as user stories require. Incremental Stories! This helps developers and designers respond to immediate user needs, allowing the design to evolve as the system is built and deployed.

The Ever-Expanding Agile and Lean Software Terminology:

Technical Debt, Test Driven Development, Ten minute build, Theme, Tracer bullet, Task Board, Theory of Constraints, Throughput, Timeboxing, Testing Pyramid, Three-Sixty Review method

To what extent does technical debt limit the value a Product Owner can get from a product? (choose the best two answers)

Technical debt causes a greater percentage of the product's budget to be spent on maintenance of the product. Extra costs on development! Uncertainty and False Assumptions! The velocity at which new functionality can be created is reduced when you have technical debt. Technical Debt (Non resolved Defects, Lack of Automation, High Code Complexity, Lack of Unit tests, Hard Coded variables, lack of documentation, old software, no knowledge transfer). The total cost of ownership (TCO) of the product will be impacted if technical debt is present and grows. So PO gets involved!

A new developer is having continuing conflicts with existing Development Team members and creating a hostile environment. If necessary, who is reponsible for removing the team member?

The Development Team is responsible, and may need help from the Scrum Master.

Innovation and Planning iteration

The Innovation and Planning (IP) Iteration occurs once every Program Increment (PI) and serves multiple purposes. It acts as an estimating buffer for meeting PI Objectives and provides dedicated time for innovation, continuing education, PI Planning, and Inspect and Adapt (I&A) events. Meeting 1 hour per week. Establishing capacity: "How much time your going to have for an iteration." This happens in iteration planning! The product owner presents stories in order of priority. Each story is discussed and analyzed by the team, has its acceptance criteria defined, is estimated. The process continues until the estimation of the stories has reached the capacity of the team. - an event in which an Agile team determines the Iteration Goals & how much of the team backlog they can commit to during an upcoming iteration. Team capacity determines the number of stories & enablers that are selected. Scrum Masters Required to Attend. This meeting is by and for the Team. enable continuous learning Allow time for innovation: Hackathorn advance development infrastructure serve as estimation buffer Avoids a reduction in velocity of the regular iteration Feature and Story writing Building in quality Automated testing Collective ownership Agile Architecture Continuous Integration Pair work Mastering Product Owner and Scrum Master roles IMAGE 1. Align team members to a common purpose. 2. Align Program Teams to common PI Objectives and manage dependencies. 3. Provide continuous management information. Committing to Iteration goals-->A team meets it's commitment by doing everything they said they would do or in the even that it is not feasible, they must immediately raise the concern. an output of the iteration planning event & provide a high-level summary of the business & technical goals that the team agrees to accomplish in the upcoming iteration. They ensure alignment with the PI Objectives. Provides Clarity, Commitment, and management information. Iterations - Fixed-length timeboxes that provide the development cadence for Agile teams building Features & components. Each iteration delivers a valuable increment of new functional Innovation & Planning (IP) Iteration 2.). Iteration Planning ( 2 to 4 hours) Without IP Iteration: - Lack of delivery capacity buffer impacts predictability - Little innovation; tyranny of the urgent - Technical debt grows uncontrollably - People burn out - No time for teams to plan, demo, or improve together Without the IP Iteration, there is a risk that the 'tyranny of the urgent' outweighs all innovation activities.

Select the two meetings in which people outside the Scrum Team are allowed to participate. The Daily Scrum The Sprint Planning The Sprint Review The Sprint Retrospective

The Sprint Planning The Sprint Review

Relentless Improvement--House of Lean Pillar 4

The accelerate step of the Implementation Roadmap template for putting SAFe into practice within an organization, script the change to SAFe "A series of activities that have proven to be effective in successfully implementing SAFe"! Template for putting SAFe into practice within an organization Every part of the enterprise focuses on continuously improving its solutions, products, and processes. Constant Sense of Danger (protection) Optimize the Whole Problem Solving Culture Reflect at Key Milestones Fact-Based Improvement Continuous Reflection and Adaptation Reinforce the problem solving mindset engage in daily improvements; EX: Has System Demos, increments, retrospectives (Relentless Improvement)

On what Agile Manifesto principles is Agile Architecture primarily based? The best architectures, requirements, and designs emerge from self-organizing teams. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Simplicity is essential. Deliver working software frequently

The best architectures, requirements, and designs emerge from self-organizing teams.

Agile Manifesto Principle 11

The best architectures, requirements, and designs emerge from self-organizing teams. This one Describes the importance of PI Planning! Advantages of Self-organizing: 1. boost to creativity 2. increased team and project commitment 3. increased accuracy of estimates When new self-organizing teams start a project: 1. ensure team understands they need a definition of done 2. scrum team members introduce themselves and give brief background of their skills/work history 3. product owner discusses the product or project, its history, goals and context, and answers questions

Who creates the definition of "Done"?

The development organization (or Development Team if none is available from the development organization) If the definition of "done" is part of the conventions, standards or guidelines of the development organization, all Scrum Teams must follow it as a minimum. The Development Team of the Scrum Team can complement it with elements specific for the product or context.If "done" for an increment is not a convention of the development organization, the Development Team of the Scrum Team must define a definition of "done" appropriate for the product.

What can feature teams be used for?

The fastest velocity. To minimize dependencies. To develop T shaped skills. Should be able to fit into one PI! is a long-lived, cross-functional, cross-component team that completes many end-to-end customer features—one by one. Cross functional Teams: A team that can self-organize, define, build, test, and deploy value. -Optimized for communication and delivery of value -Deliver every two weeks The two specialty roles are the PO and SM

What should management consider when determining how to scale Scrum?

The frequency of releases and the techniques used to integrate work. Manager Role During Scrum: 1. Support the Product Owner with insights and information into high value product and system capabilities. 2. Support the Scrum Master to cause organizational change that fosters empiricism, self-organization, bottom-up intelligence, and intelligent release of software.

Business Owners serve as a critical guardrail that ensures that the priorities of the ARTs and Solution Trains are in alignment with LPM, Customers and Product and Management.

The money is allocated, but it has not been spent! Business owner engagement assures it is spent on the right things at the right time Business Owners actively participate before, during and after PI Execution: - Preparing for the upcoming Pl - PI Planning - Inspect and Adaptpar

Agile Manifesto Principle 6

The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

In balancing intentional architecture and emergent design for creating enablers for the upcoming PI, what three things does the system architect work to reduce? The outdating of the architecture .Unused runway. Excessive redesign. Reuse of common components Decline of system qualities Collaboration between teams

The outdating of the architecture .Unused runway. Excessive redesign.

What is the Dunbar number?

The rule of 150. A suggested cognitive limit to the number of people with whom one can maintain stable social relationships.

What occurs during post PI-planning? The solution board is updated Features are reworked to meet capacity. ??? ARTs plan the commitment vote Meetings are planned to discuss dependencies

The solution board is updated

Shared Services!

The specialty roles, people, and services required for the success of an Agile Release Train or Solution Train. Specialized Skills!

Real Agile Teams and Trains

These are fully cross-functional. They have everyone and everything necessary to produce a working, tested increment of the solution. They are self-organizing & self-managing, which enables value to flow more quickly, with a minimum of overhead.

Lean-Agile principle!

These principles guide improvement efforts & ensure the adjustments are moving on a continuous path to the 'shortest sustainable lead time, with the best quality & value to people & society. the leaders and managers must take responsibility for Lean-Agile adoption & success. Without leadership taking responsibility for the implementation, the transformation will likely fail to achieve the full benefits. Leading By Example - Inspire others by modeling desired behaviors EX:Life-long learning; Authenticity; Mindset & Principles - Align mindset, words, and actions to Lean-Agile values and principles Leading Change - Actively lead the change and guide others to the new way of working Take An Economic View: Business Value, economic impact! Apply Systems Thinking Assume Variability; preserve options Build incrementally with fast, integrated learning cycles Base Milestons on objective evaluation of working systems Visualize and limit the WIP, reduce batch sizes, manage queue lengths Apply Cadence, Synchronize with cross-domain planning! Unlock intrinsic movements of knowledge workers Decentralize Decision Making Organize Around Value (AGILE: Accelerate Product Delivery) Lean is focused on continuous and came from manufacturing Agile is newer than lean Agile was needed for larger companies Lean is product development process while agile is based on developing software for small team, so we fused them together

What are two reasons why small batch sizes are important and beneficial? (Choose two.) They ignore sunk costs They reduce the overall workload They go through the system faster They limit WIP They have lower variability

They go through the system faster They have lower variability Reducing optimal batch size 1) Reducing transaction costs reduces total costs and lowers optimal batch size -Reducing batch size -Increases predictability -Accelerates feedback -Reduces rework -Lowers cost 2) Batch size reduction probably saves twice what you would think Manage queue lengths -Long queues: all bad. Long queues create -Longer lead times -Increased risk -More variability -Lower quality -Less motivationReduce queue lengths

Which is true about Enablers? They support activities for future business functionality. They are considered user requirements They are managed outside of the backlog They avoid non-functional requirements.

They support activities for future business functionality.

Iteration Planning

This is completed when the team commits to the plan When the team commits to the plan!!!!! -Purpose: It defines and commits to what will be built in the Iteration. -Process: The Product Owner defines what The Team defines how and how much, Four hours max -Result: Iteration goals and backlog of the team's commitment

Strategy Agility (Type of Organiazational Agility)

This state occurs when the enterprise shows the ability and adaptability needed to sense the market and quickly change strategy when necessary continuously If you do not have strategy agility you ignore sunk costs! Enterprise: the business entity that the SAFe portfolio belongs Portfolio: contains the principles, practices and roles needed to govern a set of value streams∂ƒ

How can a Product Owner use time-boxed Sprints to obtain feedback from users and the market?

Through frequent delivery of Increments of the product into the market.The Product Owner manages Product Backlog against the assumption that value will be generated. This assumption remains invalidated when not checked against users and market. When a Sprint's horizon is too long, you increase the risk that what is being developed may no longer be desired. Sprints limit risk to one calendar month or less of work.

Scrum Triangle

Time, Budget, Functionality You can have fixed dates and fixed cost, just not fixed scope

What is one purpose of the Lean startup cycle for Epics?

To accelerate the learning and development process User Stories that are too long!! Enterprise initiatives sufficiently substantial in scope so to warrant analysis, understanding ROI, a lightweight business case, and approval .- Portfolio Epics cut across Value Streams - Program Epics can be implemented in a single train - Business Epics are customer-facing - Enabler Epics enable solutions to address business needs - Developed and analyzed in the Kanban systems -Has a hypothesis - Defines MVP -Kanban: Flow of Epics!

What is an anti-pattern for the IP Iteration? (Choose two.) Multiple Selection To wait for the IP Iteration to fix defects To ensure all stories and teams' PI plans are completed prior to the IP Iteration To plan work for the IP Iteration during PI Planning To minimize lost capacity when people are on vacation or holidays To allow for sufficient capacity in the program roadmap

To ensure all stories and teams' PI plans are completed prior to the IP Iteration To plan work for the IP Iteration during PI Planning planning adjustments agreed upon During the management review and problem-solving To wait for the IP Iteration to fix defects

How are the 5 Whys used? -To coach a team through powerful questions-To brainstorm ideas -To define acceptance criteria for a Story -To identify a root cause(s) of a problem

To identify a root cause(s) of a problem - They are thought provoking - They generate curiosity in the listener - They channel focus - They generate energy and forward movement - They stimulate reflective conversation - They surface underlying assumptions - They invite creativity and new possibilities - They inspire more questions - They help reach for deep meaning

When basing decisions on economics, how are lead time, product cost, value, and development expense used?

To identify different parameters of the economic framework Development expense - the cost of labor and materials required to implement a capability Lead time - the time needed to implement the capability (described as 'Cycle time' in Reinertsen's work) Product cost - the manufacturing cost (of goods sold) and/or deployment and operational costs Value - the economic worth of the capability to the business and the customer

What is the purpose of the Plan-Do-Check-Adjust cycle as applied to Iterations? To provide a regular, predictable development cadence to produce an increment of value To give the Agile Release Train team members a process tool to keep the train on the tracks To create a continuous flow of work to support the delivery pipeline To allow the team to perform some final backlog refinement for upcoming Iteration planning

To provide a regular, predictable development cadence to produce an increment of value!!! Cadence helps manage variability! Helps increase predictability! Developing on cadence helps manage the variability inherent in product development. Decoupling the release of value from that cadence ensures customers can get what they need when they need it. 5 Sprints per increment Develop on cadence; release on demand 1) Cadence -Cadence converts unpredictable events into predictable occurrences and lowers cost -Makes waiting times for new work predictable -Supports regular planning and cross-functional coordination -Limits batch sizes to a single interval -Controls injection of new work -Provides scheduled integration point -Note: delivering on cadence requires scope or capacity margin Cadence provides a rhythmic pattern 'Safety Zone', which offers a steady heartbeat for the development process. Synchronization allows multiple perspectives to be understood & resolved at the same time. It makes routine everything that can be routine, so developers can focus on managing the variable part of solution development. Cadence provides a buffer of certainty limiting variability! A set of practices that support Agile Teams by providing a reliable series of events and activities that occur on a regular, predictable schedule! EX: Teams align their iterations to the same schedule to support communication, coordination, and system integration

Velocity

To set Initial Velocity look at: The team members assess their availability, acknowledging time off and other potential duties. Velocity is a measure of a team's rate of progress per iteration. Make sure to always use the average velocity for the most recent iterations. The sum of all the points for all the completed stories that met their definition of done, how much work will be done in the next sprint During Iteration execution, a team's velocity tends to be most affected by what? Changing team size, team makeup, and technical context Enablers increase velocity! Used the velocity for predictability Execution: how the Agile team develops an increment of a high-quality, working, tested system within the time-box Establish Velocity By looking at the average output of the last iterations. Get higher velocity with more enablers! Becomes Reliable and predictable which helps lower WIP! This measure is also used to estimate how long it takes to deliver epics, features, capabilities, and enablers. Iterations are high to low! Pace/Rate. PO Forecast!

What is an ART and what does it do? To support architectural robustness To reduce dependencies To align with existing organizational structure To accelerate value delivery

To support architectural robustness

How do you balance Commitment and Adaptability?

Too much holding to a commitment can lead to burnout, inflexibility, and quality problems. Too little commitment can lead to unpredictability and lack of focus on results.

What is meant by "Production capital follows financial capital" ?

Traditionally, capital is a term for financial assets. A financial asset is a non-physical asset whose value is derived from a contractual claim, such as bank deposits, bonds, and stocks. Here we mean something different for production and financial capital. The term 'capital' is used here to embody the motives and criteria that lead certain people to perform - or hire others to perform - a particular function in the process of wealth creation within the capitalist system.Thus, financial capital represents the criteria and behavior of those agents who possess wealth in the form of money or other paper assets. In that condition, they will perform those actions that, in their understanding, are most likely to increase that wealth. By contrast, the term 'production capital' embodies the motives and behaviors of those agents who generate new wealth by producing goods or performing services (including transport, trade, and other enabling activities). By analytical definition, these agents do this with borrowed money from financial capital and then share the generated wealth. If they are using their own money, they are then performing both functions. Their purpose as production capital is to produce in order to be able to produce more. They are essentially builders.Their objective is to accumulate greater and greater profit-making capacity, by growing through investment in innovation and expansion.So with this context, you can see what it means. An entrepreneur has an idea and starts to productize it. Financial capital flows to that entrepreneurial enterprise. If the benefit is realized production capital flows into the space in the form of companies trying to occupy the same space.

True/False: The Sprint Backlog is a plan by and for the Developers.

True Development Team They are self-organizing. No one (not even the Scrum Master) tells the Development Team how to turn Product Backlog into Increments of potentially releasable functionality. Self Functional! It is an estimate about what functionality will be in the next increment and the work needed to reach definition of done! During Daily Scrum, this plan is used as a reference to understand the changes in progress. It is owned by the development team It includes user stories converted into tasks The PO and the Scrum Dev team will agree to the Sprint goals and negotiate which items from the product backlog will be committed to the sprint backlog! Can PO or SM be part of dev team? Yes, if working on sprint backlog. Not recommended Scrum recognizes no sub-teams in the Development Team, regardless of particular domains that need to be addressed like testing or business analysis! The Product Backlog items and the plan to deliver them! [the want and the how] ; Not started/ in progress/ completed. Follow Progress of the Sprint, once sprint starts can not be altered, Developers. Final Act o!f the Planning Meeting, Decompose the goal! Sprint Goal increments and by development team! Sprint Backlogs must be Well Defined, Understood, by Development team! Product Backlog > Release Backlogs > Sprint Backlogs (short-duration milestones) Individuals sign up for work of their own choosing - work is not assigned Estimated work remaining is updated daily Any team member can add, delete or change it If work is unclear, define it's item with a larger amount of time and break it down later Update work remaining as more becomes known

True/False: The Scrum Team may invite other people to attend the Sprint Planning to provide advice.

True! 1. Why is this Sprint valuable? 2. What can be Done this Sprint? 3. How will the chosen work get done? Which objectives are covered as part of Sprint Planning? a Understanding what functionality the Product Owner desires within the next Sprint and figuring out how to do it .b Updating the scope of the release with all Sprints, end dates, and costs c Reviewing current functionality that binds the software solution d Recalculating empirical velocity, adjusting team capacity accordingly, and projecting end dates A!!!!!!!!!

Economic View -- SAfe Agile Principle 1:

Two things you need to know to prioritize based on lean economics: 1. The cost of delay in delivering value 2. The cost of implementing the valuable thing WSJF: prioritization technique based on Cost of Delay and Job Duration and allows to sequence the execution in the mosteconomically viable way. -Solution economic trade offs -Understanding trade-off parameters, load -Sequence jobs for maximum benefit -Don't consider money already spent -If you quantify one thing, quantify the cost of delay -Make economic choices -continuously Deliver value early and often Lean Budgets, Epic funding and governance, decentralized decision-making, and job sequencing based on the Cost of Delay (CoD) Without making Economic View choices they would create potential for technical debt, rework, waste, lack of fitness!

How large are Scrum Teams?

Typically, they are 10 or fewer people. The need to remain nimble and be large enough to complete significant work within a Sprint. Smaller teams communicate better and are more productive.

7 Core Competencies of Business Agility: Lean-Agile Leadership. Team and Technical Agility. Agile Product Delivery. Enterprise Solution Delivery. Lean Portfolio Management. Organizational Agility. Continuous Learning Culture.

Under Execution: - Enterprise Solution Delivery - Agile Product Delivery - Team and Technical Agility Under Strategy - Lean Portfolio Management - Organizational Agility - Continuous Learning culture Customer Centricity - Lean Agile Leadership

What should be considered for an Epic? Understanding of the implementation impact Creativity and specific models Detailed product analysis with charts Features defined with code examples

Understanding of the implementation impact

Flow

Understanding the full value stream Visualizing and limiting Work In Process (WIP) Reducing batch sizes Managing queue lengths Eliminating waste and removing delays 2 Types of Value Streams: 1.Operational 2. Development Quality, Speed, Efficiency rises while cost lowers! Organize teams around value, cross functional agile teams, organize teams for flow, value streams in portfolios! Value stream example: Process payments, or a product we sell. ART = a team of agile teams that develop and deliver to the developmental values. Value Stream in DevOps has a closed loop process of learning! Value Streams do not flow in a hierarchical structure! Team events run inside the Program Events and the Program Events create a closed-loop system Optimize continuous and sustainable throughput of value, avoid start-stop-start project delays Understand, exploit and manage variability, Integrate frequently, Informed decision making!

Four Critical Success Factors for Effective Measurement

Use measurement in conjunction with other discovery tools (Direct Observation) Apply metrics for better decision making Metrics Effect Behaviors Need to Understand this! Flow Delivery! Facts always friendly!! Interpret Metrics Carefully! Metrics are Sprint and Release Burn Down Charts!

Scrum the Scrum

Use scrum to do scrum better define retrospective put into next scrum get growth and velocity slope of 10% Scrum disruptive technology 170 releases on one day, 300 fast day causes disruption in market. US not good enough to do Scrum anymore because startups doing better. Need to be faster retrain MGT, more collaborative. m Need to End Waterfall! Need a vision or goal, rise to the challenge! Manager needs to not abandon scrum needs to keep Scrum

Design Thinking

Used to continually explore market and customer needs, and define a Vision, Roadmap, and a set of Features for a Solution that addresses those needs. Design Thinking is characterized by divergent and convergent thinking "Double Diamond" customer-centric development process that creates desirable products that are profitable and sustainable over their lifecycle Based on Customer Centric Approach! Design Thinking goes beyond the traditional focus on the features and functions of a proposed product and emphasizes understanding the problem to be solved. Sustainability Desirability Empathy Maps: helps teams understand what a specific user is thinking, feeling, hearing, and seeing as they use the product. Deep Shared understanding between each other! The greater the degree of empathy that a team has for their customer, the more likely the teamwill be able to design a desirable solution. Customer journey maps: illustrates the experience as a user engages with a company's Operational Value Stream,products, and services. How Development Value Streams can be improved to create a better end-to-end experience Customer centric approach see where the customer is using what!. Awareness, Consideration and Decision Stages! See things through customers eyes! Story Map: Enables teams to understand how the stories in the team backlog support user objectives Personas: Fictional consumers and/or users derived from customer research. They depict the different people who might use a product or solution in a similar way, providing insights into how real users would engage with a solution. User personas also support market segmentation strategy by offering a concrete design tool to reinforce that products and solutions are created for people. How a customer may use site, brand, or product ina similar way. Conveys the problems customers face in their context and triggers of why they use the product! NOT A SINGLE PERSON! Better Understand Users!

System validation

User acceptance testing Final NFR testing Integration testing with other systems Regulatory standards and requirements

Portfolio Canvas Value Propositions (top)

Value Streams / Solutions / Customer Segments / Channels / Customer Relationships / Budget / KPIs & Revenue Value Propositions Key Partners Key Activities Key Resources Cost Structure Revenue Streams

Capability vs Velocity

Velocity--> How many story points, look at previous iterations. How many story points completed. Historical points iterations! Capacity--> When you first start no velocity, original is the capacity approximate how many story points team can have Capability is value delivered at the value stream level Establish: For every working person on the team give them 8 points. Do not assign points to Scrum Master or PO Subtract 1 point for every team member on vacation. Take a small story that would take about half a day to develop and half a day to test and call it 1. Ex 5 people on a team minus SM and PO 5 x8 = 40 pts per iteration. Load--> How many stories can they actually do?

Why do Lean-Agile leaders try to connect the silos of business, system engineering, hardware, software, test, and quality assurance?

Vertical Communication!

Which of the following sets of tools is least likely to be utilized by a Scrum Team?

WBS, Gantt charts

Requirements:

Walking Skeleton: A vertical slice through all the architectural layers. combination of requirements that will build minimal end-to- end product. Requirements Model: Four tier Hierarchy -Epic -Capability -Features -Story Stories are requirements that have been turned into deliverable features. Stories are normally written by the Product Owner based on requirements that come from the customer. Stories are housed in the Product Backlog. 1. Sprint Planning Meetings take place to decide what will go into a Sprint. The Product Owner decides the Priority of the requirements (stories). 2. The Stories make up the Sprint Backlog. 3. The Team breaks down these Stories into Tasks. 4. The Team agrees to deliver these Tasks during the Sprint. 5. The Team holds a daily 15 minute Scrum to collaborate with each other. 6. At the end of the Sprint, the Team demonstrates the completed stories (tasks) to the customer in the Sprint Demo in the Sprint Review meeting. 7. The last activity is the Sprint Retrospective 8. During All: The Scrum Master makes sure the Scrum process is followed entirely and offers coaching to everyone involved.

What is the Organizational Agility competency ?

Without organizational agility enterprises cannot respond to the challenges and opportunities posed by raid changes in markets. Without it employees and enterprises associate value to a functional skill rather than a business outcome. The organizational agility competency describes how Lean-thinking people and teams optimize and evolve their business processes and strategies to capitalize on new opportunities quicker than opponents do. Capatilize on new opportunities! Lean Business Operations. House of Lean, SaFe Principles, Agile Manifesto, leank thinking people! Process time and delay time! Strategy agility!

Agile Manifesto Principle 7

Working software is the primary measure of progress.p

WSJF

Weighted Shortest Job First is a prioritization model used to sequence jobs (eg., Features, Capabilities, and Epics) to produce maximum economic benefit. In SAFe, WSJF is estimated as the Cost of Delay (CoD) divided by Job Duration/Size. Prioritize Backlogs! Shows user business value! Time criticality Risk reduction and opportunity enablement Better to have: Shorter duration Higher Cost of Delay Ranks the Epics Adjustments to the Job size of the WSJF value for eachof these features, as it will take longer to implement them. In WSJF, important jobs have to be divided into smaller, pretty important jobs to cut easier ways of making money (i.e.small, low-risk jobs that your customers are willing to pay for now). Since the implementation is incremental, whenever a continuing job doesn't rank well against its peers, then you have likely satisfied that particular requirements sufficiently that you can move on to the next job. Let's take an example, During Pre-PI Planning, Product Management realizes that three features require the participation of a Supplier, who has proven able to deliver but usually takes longer to coordinate and execute. In that case, the best approach is to make adjustments to the Job size of the WSJF value for each of these features, as it will take longer to implement them.

Agile Manifesto Principle 2

Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage

Which question should a Solution train engineer ask or foster discussion on as part of the solution train review and problem solving? What are the bottlenecks? Do we have the right strategy? Do we need to adjust milestones? What did we accomplish?

What are the bottlenecks? The Solution Train Engineer (STE) facilitate and guide the work of all ARTs and Suppliers in the Value Stream.

In what case does a non-functional requirement become a backlog item? When it needs to be implemented or to evolve When it is part of the definition of done When it is a team-level non functional requirement After the feature it is supporting is implemented

When it needs to be implemented or to evolve

When is a Pre-PI Planning event needed?

When multiple Agile Release Trains working on the same Solution need to align and coordinate Goal - Align Product Managers, System Architects and other ART stakeholders to a common vision Typically attended by customers, STE, Solution Mgmt, Solution Architects, etc. Input - Results of the previous PI execution Output - A set of features for every ART Coordinate and integrate multiple ARTs and suppliers For Pre-Planning There are no such pre-conditions Sprint Planning serves to plan the work to be performed in the Sprint. This plan is created by the collaborative work of the entire Scrum Team. Sprint Planning is time-boxed to a maximum of eight hours for a one-month Sprint. What can be achieved in this time-box may be influenced by additional practices that are however not prescribed by Scrum.

When is one time a Scrum Master may be a participant rather than a facilitator? When the Agile Release Train does not require any team coordination When using ad hoc teams for Inspect and Adapt If the entire team is present during the daily stand-up During team breakout sessions at PI Planning

When using ad hoc teams for Inspect and Adapt

How important is it for a Product Owner to order Product Backlog items by value points?

Which of the following is a right action from the Scrum Master in response to a Product Owner who has problems managing the Product Backlog? It is a good practice, keeping in mind that market reception is the best measure of value.Feedback: Indications of value on Product Backlog are useful but are only a prediction until validated against users and market. Help the Product Owner order the items. The Scrum Master is supposed to know the tools and techniques, and to help everyone in that regard. However, it's only about helping, training, coaching, and consulting, rather than taking over.

What does a Vision describe? Why an organization is doing what they are doing How the environment and teams will be organized The Strategic objectives of an organization how the strategic objectives of an organization will be delivered by solution portfolio.

Why an organization is doing what they are doing

You are a product manager with a proven track record in your company. Your management has asked you to take the lead in the development of a new product. Six teams new to Scrum will build this product. You have gathered a number of requirements and ideas into an early form of a Product Backlog. How would you minimize dependencies between the Scrum Teams?

You identify the dependencies and re-order the Product Backlog for them.

Artifact Management Repository

You want to store, version, and index binary software artifacts.

Another way to understand how project life cycles vary is by using

a continuum ranging from predictive cycles on one end, to agile cycles on the other end, with more iterative or incremental cycles in the middle.

Capability

a higher level solution behavior that typically spans multiple ARTs (agile release trains) often split into multiple features It must be structured to fit within a single PI It is written using a phrase, benefit hypothesis, and acceptance criteria Capabilities are maintained in the value stream backlog and are sized to fit in a program increment, so that each PI delivers solution value. Describes the higher level behaviors of a solution at the value stream level. Done by the Solution Manager The Solution management is the one responsible for refining and prioritizing capabilities, as perSolution Increment Definition of Done Solution Management accepts the capabilities after Solution Demo. Capabilities are split into features. After the split, these features are moved from value Stream to Program backlog. Every backlog is emergent in nature, and some features may come directly in program backlog instead from the Value Streambacklog. Having said that, at program level product management team is free to make some level of local decisions(centralized and decentralized decision making ). And they may pick up features which may come directly in programbacklog.

Business Owners

a small group of stakeholders who have the business & technical responsibility for fitness for use, governance, & return on investment (ROI) for a Solution developed by an ART. They are primary stakeholders in the ART & actively participate in ART events. Assign business value (BV) to the team PI Objectives Decides the Team PI Objective Business Value scoring after negotiation They are Program Level!!

Which SAFe core value is explicitly lean quality management system practice? built-in quality Program execution Alignment Transparancy

built-in quality

cadence and synchronization help reduce uncertainty and manage what?-product management -capacity allocation -other commitments -the variability in research and development

capacity allocation: 1. Determine how much capacity is to be allocated to each type, helps keep technical debt down!! 2. Establish policies to determine how much work is performed for each type Helps alleviate velocity degradation due to technical debt. Keeps existing Customers happy with bug fixes and enhancements. Can change at iteration or PI boundaries.

ART Sync

combines the ARTs Scrum of Scrums & PO Sync into a single meeting. What visibility should Scrum Masters provide during the Agile Release Train Sync?: Visibility into progress and impediments of the PI ART Sync: 1 Hour Team events run inside the ART events, and the ART events create a closed-loop system Used to coordinate progress Programs coordinate dependencies through sync meetings

benefits of self-organization within teams does each member of dev team need to be cross-functional? Who continuously integrates and deploys and builds?

commitment, accountability, creativity No just the team as a whole! Developers

What is critical to successfully implementing quality in a Lean-Agile environment? a. A phased-gate rollout b. Separation of Dev and Ops c. Component teams d. Making quality everyone's responsibility What must management do for a successful Agile transformation?

d. Making quality everyone's responsibility Commit to quality and be the change agent in the system

Disruptive technologies are rapidly changing the playing field by

decreasing the barriers to entry.

Within the Sprint, what are the purpose of Events in SCRUM?

each event in Scrum is a formal opportunity to inspect and adapt something

what is the key scrum master responsibility when estimating stories? -ensure the team gives estimates that do not increase the velocity -provide information about customer needs-limit discussion to minimize timeboxes- ensure everyone on the team participates

ensure everyone on the team participates

When forming multiple Scrum teams, which two of the following are the most important considerations?

having proper size in each team Having an effective mixture of skill in each team to avoid dependencies Small, highly flexible and adaptive

Benefit Hypothesis

justifies feature implementation cost and provides business perspective when making scope decisions

Project Manager

no such role in Scrum. None of the roles act as traditional PM project manager responsibilities distributed among whole scrum team (PO, SM, dev team) there is no project manager! PM roles responsibilities distributed among 3 roles. A traditional project manager is responsible for all aspects of a project; costs, resources, execution, release, planning, capacity. Scrum is a framework for complex product development, regardless of whether the work is organized in projects. Some agile practitioners think the role of a project manager is not needed due to being self organizing Pragmatic agile practitioners and organizations realize that project managers can add significant value in many situations.

What does the Development Team often do right after the Daily Scrum?

often meet immediately after the Daily Scrum for detailed discussions, or to adapt, or replan, the rest of the Sprint's work

Which three purposes does the definition of "Done" serve? (Choose the best three answers.) A. Guide the Development Team on how many Product Backlog items to select for the Sprint. B. Create a shared understanding of when work is complete .C. Describe the purpose, objective, and time-box of each Scrum event. D. Describe the work that must be done before the Sprint is allowed to end. E. Increase transparency.

relentA B E

Stories

small vertical slices of system functionality and are sized in a single iteration because stories are small! Small Vertical Slice of system behavior Stories - The vehicle that carries customer requirements through the Value Stream into implementation. The teams use stories to deliver value within the iteration

Mature organizations are competing with

smaller organizations and startups that are able to rapidly produce products that fit customer needs. And better apply Agile/ Scrum/ SaFe methods! Changing methodolgy

As project uncertainty increases

so too does the risk of rework and the need to use a different approach. To mitigate the impact of these risks, teams select life cycles that allow them to tackle projects with high amounts of uncertainty via small increments of work. high rates of change, complexity, and risk

an effective SAFe scrum master helps the team improve in areas including quality, predictability, flow and where else? -continuous delivery -relentless improvement -risk mitigation -team metrics

team metrics

Project context

the varied mix of team member skills and backgrounds; the various components of the product under development; and the age, scale, criticality, complexity, and regulatory constraints of the environment in which the work takes place.

what is the purpose of the iterations and program increments? -to provide fast feedback learning cycles and frequent integration -to provide an architectural basis for future development -to provide fixed dates for delivery -to demonstrate the increment to stakeholders

to provide fast feedback learning cycles and frequent integration

how does SAFe handle the 'fear of conflict' team dysfunction? -empirically review results at the end of every iteration and release -use scrum to create a safe environment for conflict -review results to drive accountability -have teams engage in retrospectives

use scrum to create a safe environment for conflict Really need a safe place as well as a place of trust! Remove impediments; facilitate talks Be proactive, ask why?; deal with difficult people and remove impediements; Dig under he surface; Work on communicating/ Collaboration! Dig under the surface! Ask Questions!; Implement Change!

DoD on Release

• All capabilities done and meet acceptance criteria • End-to-end integration and the verification and validation of the Solution is done • Regression testing done • NFRs met • No must-fix defects • Release documentation complete • All standards met • Approved by Solution and Release Management

Definition of done in solution increment

• Capabilities completed by all trains and meet acceptance criteria • Deployed/installed in the staging environment • NFRs met • System end-to-end integration verification, and validation done • No must-fix defects • Included in build definition and deployment/transition process • Documentation updated • Solution demonstrated; feedback achieved • Accepted by Solution Management

Definitions of done in the system increment

• Stories completed by all teams in the ART and integrated • Completed features meet acceptance criteria • NFRs met • No must-fix defects • Verification and validation of key scenarios • Included in build definition and deployment process • Increment demonstrated; feedback achieved • Acceptance by Product Management

Team Increment DoD

• Stories satisfy acceptance criteria • Acceptance tests passed (automated where practical) Release 2-45• Unit and component tests coded, passed, and included in business verification testing • Cumulative unit tests passed • Assets are under version control •Engineering standards followed • NFRs met • No must-fix defects

characteristics of an effective Scrum Master

► Listens to and supports team members in problem identification and decision-making ► Understands and empathizes with others ► Encourages and supports the personal development of each individual ► Persuades rather than uses authority ► Thinks beyond day-to-day activities ► Seeks to help without diminishing the commitment of others ► Is open and appreciates openness in others Gives open and honest opinions! Servant Leader: To help the team become high-performing

Challenges of Meetings:

► Meetings can be challenging because: - The purpose is not clear - There are no actionable outcomes - They may result in unproductive conflict - They may be boring - Conversation may divert from the agenda to deep discussion ► Such meetings add almost no value ► Ineffective meetings can (and should) be fixed These meetings add no value! Ineffective meetings should be guided and fixed!!!!! Scrum does allow additional meetings that are not defined in Scrum.

Successful Meetings

► Prepare for every meeting , no matter how short ► Communicate a clear purpose and agenda ► Identify a directly responsible individual (ORI) for maintaining agenda/action items ► Expect participants to know why they are attending , what contributions they will make, and expected outcomes ► Leave with clear action items ► Promote and keep to timeboxes ► Be prepared to challenge and be challenged ► Get participants moving and ensure active engagement ► Establish default decisions-decisions should never wait fora meeting ► Don't bring a problem without bringing at least one possible solution ► Review actions taken to meet commitments-enforce accountability ► Use "Yes, and ... " instead of "No, but ... " to keep inputs positive and flowing ► Take frequent breaks ► Go the extra mile to bring remote participants into the discussion ► Maintain communication beyond the meeting Default Decisions: Decisions should never wait for a meeting.

Powerful questions you can ask

► What new connections are you making? ► What had real meaning for you from what you've heard? ► What surprised you? ► What has been your major learning, insight , or discovery so far? ► What is the next level of thinking we need to do? ► What do we need more clarity about? ► What challenged you? ► What's missing from this picture so far? ► What hasn't been said that would help us reach a deeper level ofunderstanding and clarity? ► What is it we're not seeing? SCALED AGILE · Cl Scaled Agile.Inc .► What would you do if success were guaranteed?

Ten Critical ART Success Factors (#1-#5)

1) Lean-Agile Principles 2) Real Agile Teams & Trains 3) Cadence & Synchronization 4) PI Planning 5) Customer Centricity, DevOps, & Release on Demand 6) System Demo 7) Inspect & Adapt 8) IP Iteration 9) Architectural Runway 10) Lean-Agile Leadership

XP

Build quality in to code and components by implementing the following eXtreme Programming (XP) technical practices: Continuous Integration, Test-First, Refactoring, pair work, and collective ownership.

Retrospective In the Adjust Phase

Sprint Retrospective: At end of 2-6 weeks! Goal is to reach DoD -Time Boxed 45 minutes a week, 15 min!! Most users spend 30 to 90 minutes in a retrospective, but teams that gather feedback asynchronously typically take 2 to 5 days to run their retrospectives. -Based on Qualitative and Quantitative Info during the Review Goal: The major goal of a retrospective meeting is to be able to come up or understand that one impediment which is a bottle neck and that has to be removed to speed up the process. 1. What did I complete yesterday? 2. What am I working on today? 3. What is slowing me down? 5 Stages: What worked well, what did not work well, what should be done differently, increase product quality, how to improve 1. Set Stage: Start with an icebreaker, switch context, encourage participation, grab attention, check-in 2. Gather Data: Shared Understanding, facilitator, improve product, improve process 3. Generate Insights: Analyze Data, think about the issues, why? Use Mad/ Glad/ Sad Format for Goals, let them do work already set the stage, Reflect Start/ Stop/ Continue;. 3 votes for a person what is talked about! Prioritize Items! 4. Decide What to Do?: Solution generation, new ideas, create actions/ experiments/ action, put to action, how to get improvements! Valualize 5. Close the Retrospective: Celebrate, checkout, summarize, identify action item owners make closing remark Retrospective Techniques: 1.Safety Check 2. Classic Scrum Retrospective 3. Silent Writing 4. Timeline Retrospective Impediments: Impediments caused by issues beyond the team's control are considered organizational impediments. Invisible gun effect, human tendency to jump to conclusions, dispersed teams. 1. Organizational impediments 2. Scrum Master Owned Impediments 3. Team Impediments Objective Question (What Happened?) Reflective Questions (How do we feel about it?) Interpretive Questions? (What does it mean?) Decision Questions(What are we going to do about it?) The teams can improve Stories, add acceptance criteria and point out missing information to the Product Owner. Most of the focus is on the next Iteration, but it allows time to discuss future Iterations and even Features for the next PI. All Atetend! 3 QUESTIONS: 1. What worked well?---> Great Collaboration! 2. What did not work well?--->What can be changed? 3. What can be improved?--> 1 or two items in next sprint! Sprint Retrospective-->3 hours for one month sprint The Scrum Master ensures that the meeting is positive and productive. The Scrum Master teaches all to keep it within the time-box. The Scrum Master participates as a peer team member in the meeting from the accountability over the Scrum process. Scrum Master also is option at the Daily Scrum just needs to make sure that it is held!

Architectures Intentional

Intentional Architecture: Fosters team alignment and defines the Architectural Runway. Can help scale Agile! A balance between emergent design and intentional architecture is required for speed of development and maintainability. Defines a set of purposeful, planned architectural strategies and initiatives, which enhance solution design, performance, and usability and provide guidance for inter-team design and implementation synchronization

When working with an Agile Team, what is expected from Product Management? A. To clarify the scope of feature work B. To define the technical software specifications C. To provide the iteration goals to the team D. To prioritize the team backlog

A Look at Meaning Matters Most, Outcomes, Vision, Evaluation into what is being done. Ask yourself what functionality needs to be done and what is meeting functionality. (MOVE) MEANING MATTERS MOST!

An important customer wants a new feature as soon as possible, what should the Product Owner do?

As Soon as Possible add the features to the next Sprint Planning meeting. Features: 1) Knowledge Management 2) Development workflow 3) Continuous Integration 4) Real-time collaboration

When should a component team be used? a. To develop T-shaped skills together with Continuous Integration b. To create each replaceable component with minimized dependencies c. To gain the fastest velocity with well defined interfaces

To gain the fastest velocity with well-defined interfaces Grouping people by architectural components to obtain high reuse and technical specialization with a focus on NFR. Well Defined Interfaces!

Agile Team

5-11 people, Focus on rapid product development so they can obtain feedback. Encourages self-managing teams, where team members decide who will perform the work within the next period's defined scope. Also, Cross Functional functional: product increments frequently. That is because the teams collectively own the work and together have all of the necessary skills to deliver completed work. Long-lived, Self-organizing team of Agile Teams, a virtual organization (50 - 125 people) that plans, commits, and executes together. ART- Agile Release Train. It is a virtual organization of 5-12 teams (typically 50-125 people). It plans, commits, develops and deploys together Delivers a continuous flow of value. An Agile Release train builds, shares and maintains a pipeline with the assets and technology needed to deliver solution value as independently as possible. Acts as the Chief Scrum Master for the train/ Servant Leader! They are cross functional, long lived self organizing. Align teams to a common business and tech mission to deliver a continuous flow of value. They are aligned to the mission of the single Program Backlog. The RTE's major responsibilities are to facilitate the ART events and processes and assist the teams in delivering value. RTEs communicate with stakeholders, escalate impediments, help manage risk, and drive relentless improvements. For every Pl: - Two days for in-person : Three to four days for virtual. Everyone plans together, Inputs: Vision/ NFRs/ program Backlog/List top 10 features. Deliver Solutions: defining new functionality, implementing, acceptance testing, Deploying! 5 Roles: Release Train Engineer (RTE), Product Management, SystemArchitect/Engineer, Business Owners and System Team. Self-Managing entities that can define/ build and test and deploy with increments of value! Well Defined Responsibilites! Teams deliver incremental value in the form of working, tested software and systems. Developers committed to create a usable high level increment each Sprint! Team: Programmers, Testers, User experience designers, etc. Members should be full time may be exceptions (database creator) Create and Refine User Stories and Acceptance Criteria! Develop and Commit to Team PI Objectives and Iteration plans! Creates plans for Sprint (Sprint Backlog) Use Scrum and Kanban for team Agility! Apply Built in Quality for technical agility; Product Backlog The Agile Release Train (ART) is a long-lived team of Agile teams, which, along with other stakeholders, incrementally develops, delivers, and where applicable operates, one or more solutions in a value stream. Wants to deliver larger solution value. Peer review and pairing; Establishing flow -Connect the silos (business, SE, HW, SW, Test and QA) -Optimized for vertical communication and delivering value -Political boundaries between functions -Defines the Final Scope of the Iteration and can change the backlog during an iteration! Agile Team defines, builds, integrates, tests the Stories from their Iteration Backlog Each iteration 2 weeks -Cross Functional, self-organizing entities that can define, build, and test a feature or component. Customer/ Stakeholder Representation! -.Develop and commit to team PI objectives and plans -Most important Item of the Agile Team is Working Software! -In Charge of Program Backlog: WSJF/NFRs -Lean Portfolio Mgt (Lean Budgets/ epic owners/ enterprise architect). three specific types of ARTs: stream aligned, complicated subsystem, and platform Operate within the context of a SAFe Agile Release Train (ART), a long-lived, team of Agile teams that provides a shared vision and direction and is ultimately responsible for delivering solution outcomes

What is considered an anti-pattern when assigning business values to team PI objectives? Business Owners assigning the business value Assigning business values to uncommitted objectives All PI Objectives are given a value of 10 Business Owners assign high values to important Enabler work

All PI objectives are given a value of 10

When estimating stories, what is the Scrum Master's key responsibility? A. Limit discussion to manage timeboxes B. Provide information about customer needs C. Ensure everyone on the team participates D. Ensure the team gives accurate estimates

C

A team member from a Scrum Team feels that a senior technical architect from another team may have some valuable insights and feedback about the product. What is the best event to ask for this feedback? A. Daily Scrum B. Sprint Planning C. Sprint Retrospective D. Sprint Review

D Sprint reviews are limited to a maximum of four hours. The general rule of thumb is to allow one hour for sprint review every one week of sprint length.

During PI Planning, who owns Feature priorities? A. Release Train Engineer B. Business Owner C. Solution Architect/Engineer D. Product Management

D Product Management - Represents the internal voice of the customer & works with customers & Product Owners to understand & communicate their needs, define system features, & participate in validating results. They are responsible for the Product Backlog!

What portfolio-level role takes responsibility for coordinating portfolio Epics through the Portfolio Kanban system?

Epic Owners!

In SAFe, development delivers valuable functionality quickly to satisfy the customer and quality is added later via refactoring. TRUE FALSE

False Need Built in Quality!!

The Scrum Master should ask each member to answer the three standard question at the Daily Scrum and forbid other discussions.:

False. It's true that each developer should answer the three standard questions and no one should start any discussion, even about the solutions to the impediments mentioned by developers. However, the developers themselves should manage it rather than the Scrum Master, unless it's needed or they ask the Scrum Master to facilitate the meeting for them.

Organize Teams around

Features & Components

Why do SCRUM teams deliver products incrementally and iteratively?

Get Feedback Faster, Max Opportunities for Feedback!

Agile Manifesto Principle 1

Our highest priority is to satisfy the customer through early and continuous delivery of valuable software

4 Different Types of Teams: Topolgogies!

Stream Aligned Teams (Best) Most Valuable!: Develop product and release to market ASAP! The Importance of organizing teams to deliver a continuous stream of value within the development value stream that builds, runs and supports the product or solution! Single valuable stream of work. Complicated Sub-System Teams: organized around specific subsystems that require deep specialty skills and expertise. Platform Teams: Platforms that provide internal services to other teams save on cost and speed of delivery. High level services of functionalities! Enabling Teams: organized to assist other teams with specialized capabilities and help them become more proficient in new technologies

Prioritize Features!:

The WSJF prioritization model is used to sequence jobs (e.g. features, capabilities) based on the economics of product development flow. Since implementing the right jobs in the right sequence produces the maximum economic benefit—it is hard to overstate the importance of this critical process. Product and Solution Management have the authority to prioritize features, while System and Solution Architects and Engineering have the authority to prioritize enabler features.

RTE: Release Train Engineer

a servant leader & the chief Scrum Master for the train. Facilitates optimizing the flow of value by ensuring the ART events & artifacts function correctly, including the Program Kanban, Inspect & Adapt workshop, ART Sync, & PI Planning. Similar to Scrum Master!

Product:

augmented product: product goes beyond what is expected and enables competitors to differentiate their offerings generic product: considered the "minimal offering" of aproduct. expected product: the customer's minimal purchase conditions as informed by alternative or competing products. potential product: everything that might be done to attract and keep customers

Set-Based Design

leaves the design options open for as long as possible, converges when necessary, and produces more optimal technical and economic outcomes developers cast a wider design net initially, considering multiple design choices at the start. after that hey continuously evaluate economic and technical trade offs typically as exhibited by the objective evidence presented at integration based learning points. They then eliminate the weaker options over time and ultimately converge on a final design, based on the knowledge gained to that point.

Team members in successful agile teams work to collaborate in various ways such as

pairing, swarming, and mobbing

To overcome organizational silos, work with

the various managers of these team members and have them dedicate the necessary individuals to the cross-functional team

Your team is running three-week Sprints. How much time should you schedule for Sprint Review sessions?

3

IAM has _________ policies you can choose from and apply to groupsPortfolio Kanban managed by Lean Portfolio MGT elements include: THERE IS NO PROTOTPYE

1. Funnel: new ideas are welcome here, all new big business or technology ideas! Used to capture all new big business or technology ideas 2. Review: Here understanding is refined, Sponsor the epic define its intent and definition 3. Analysis: Go/ No-Go decision is taken 4. Portfolio Backlog: These are epics approved by PPM 5. Implementation: Epics are decomposed into Value Stream/ Program Epics 6. Done:Here success criteria for the Epics have been met. * Makes largest business initiatives visible * Brings structure to analysis and decision making * Provides WIP limits to ensure the teams analyze responsibly* Helps prevent unrealistic expectations * Helps drive collaboration amongst the key stakeholders * Provides a transparent and quantitative basis for economic decision making

12 Principles of Agile Manifesto

1. Our highest priority is to satisfy the customer through early & continuous delivery of valuable software. 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4. Business people and developers must work together daily throughout the project. 5. Build projects around motivated individuals. Give them the environment and support they need, & trust them to get the job done. 6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 7. Working software is the primary measure of progress. 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 9. Continuous attention to technical excellence and good design enhances agility. 10. Simplicity--the art of maximizing the amount of work not done--is essential. 11. The best architectures, requirements, and designs emerge from self-organizing teams. 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

Which does a self-organizing Development Team choose? A. Sprint length. B. How to best accomplish its work C. When to release, based on its progress D. Stakeholders for the Sprint Review E. Product Backlog ordering

A

User Stories

A good user story should be, Characteristics of PBIs created in Backlog Refinement Meeting. PO/ Developers Independent (I), Negotiable (N), Valuable (V), Estimable (E), Small (S), Testable (T). In short - INVEST. Short descriptions written by customers of what they need a system to do for them. Support tools for analysis. Written in Users language! They enable the implementation of a small piece of system behavior that supports further development Starts as a general idea, then continue to get more specific Provides customers with value. As a (user role), I want to (activity), so that (business value) Zero Point Estimate: The story needs no effort Write Stories: That can be developed separately. In which scope can be negotiated. that are valuable to the customer. that can be estimated. that can fit in an iteration that are testable INVEST CRITERIA! Short, simple descriptions of a feature told from a certain perspective. As a <who>, I nee to <what>, so that <why> Something the users want to accomplish by using the software. Short descriptions of a small piece of desired functionality and are sized so they can be completed in a single Iteration. What the customer wants! benefits: - Can be written at varying levels of detail - Covers large amounts of functionality Pitfalls: - Teams over complicate epics by viewing more than more then just user stories Use: - Agile projects, especially Scrum ones, use a product backlog, which is a prioritized list of the functionality to be developed in a product or service Active voice, close endned, not too detailed, needs to be open ended

Relative Estimating

A method for creating estimates that are derived from performing a comparison against a similar body of work, taking effort, complexity, and uncertainty into consideration. ► Product Managers can use historical data to quickly estimate the size of Features in Story points as well, once feature has been estimated in Story Points cost estimate for the feature can be derived and solved! Calculate the burdened cost for a team in an Iteration length Divide that by their Pl velocity to get average cost per Story point Example: If a team has an average velocity of 40 points, and their cost is 40,000 USD per Iteration, then each Story point costs approximately 1,000 USD ► Feature estimates can then be rolled up into Epic estimates in the Portfolio Backlog, It's the highest level of backlog it provides a holding area for upcoming business and enabler epics intended to create and evolve a comprehensive set of solutions. It holds epics that have been approved and prioritized for implementation, use a Kanban to visualize! ► Portfolio Managers and other planners can use their ART's capacity allocation to estimate how long a portfolio Epic might take under various scenarios

Built In Quality

A part of team and technical agility! According to this Lean-Thinking principle, our process should not allow defects to occur in the first place, but when this isn't possible, we should strive to do a bit of work, validate it, fix issues and then iterate. Ensuring that every increment of the Solution reflects quality standards. Is required for high, sustainable development velocity. Quality is not added at the end cannot scale crapy code. TDD, Automated Code Reviews, BDD! Integrate value as early as possible use CI (continuous integration) practices! Refactor and reduce technical debt! This increases customer satisfaction, improves velocity, raises predictability, gives better system performance, innovates and scales meeting compliance requirements! Establish Flow, Pairing and Peer Review, Collective Ownership and Standards, Automation, Definition of Done Agile teams apply defined Agile practices to create high-quality, well-designed solutions that support current and future business needs Flow, Architecture and Design Quality, Code Quality, System Quality. Release Quality Software Quality: Continuous Integration, Test-First, refactoring, pair work, collective ownership and more Hardware Quality: Exploratory and early Iterations; frequent system-level integration; design verification; MBSE and Set-Based Design. Leave design options open. The bigger the system, the more important endemic quality is Shift left=Early Quality Lean and Agile principles and practices Behavior-driven development (BDD) eXtreme Programming: Pair Programming; Test Driven Development; Continuous Integration. Code Quality Design patterns and practices Agile Modeling

What two factors are best considered when establishing the Sprint length? (Choose two.) A. The organization has mandated similar length sprints. B. The level of uncertainty over the technology to be used. C. The frequency at which team formation can be changed. D. The risk of being disconnected from the stakeholders.

B D Sprint is over based on the time box established!

Epics!

An Epic spanning two PIs was approved for implementation. What is the optimum implementation path from a Lean-Agile perspective? Demonstrate the progress to key stakeholders after first PI and make a decision how to proceed with the Epic in the second PI. Some Epics have a timeline; some cater to the needs of MGT Can get into a workflow and use storytelling! - a large user story that cannot be delivered as defined within a single iteration or is large enough that it can be split into smaller user stories. -a container for a solution development large enough to require analysis - Can last over multiple sprints -Portfolio epics are typically cross-cutting, typically spanning multiple value streams and Program Increments (PIs). -Epics in the analyzing state that have the highest WSJF are pulled into the Portfolio Backlog! The Program Backlog contains Features and the Team Backlog contains User Stories. There are two types of Epics: - Business Epics directly deliver business value ►Enabler Epics support the Architectural Runway and future business functionality ► Portfolio Epics are typically cross-cutting, typically spanning multiple value streams and PIs Role Based Breakdown/ Workflow Breakdown ► Epics need a Lean business case, the definition of a minimum viable product (MVP), an Epic Owner, and approval by LPM. MVP is: As that version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort. Gain understanding about your customers interest in your product without fully developing the product. . The final, complete set of features is only designed and developed after considering feedback from the product's initial users. - Epics that a single ART can deliver. - 2004: Mike Cohn introduced the concept of an epic as a large user story in his book BENEFITS: - Allows you to keep track of large loosely defined ideas without overpopulating backlog - Establish a hierarchy for your backlog items - Themes are used for similar topics PITFALLS: - Both of these actions result in wasted effort in the form of whether something is an epic or a user story - Potentially other backlog hierarchies - Can over complicate use of epics by viewing them as more than just large user stories - Wasted effort in the decision to choose one over the other - Great deal of uncertainty and reduces reliable estimates

Architectural Runway

Architectural Runway: NEEDED IN PLACE BEFORE PI PLANNING! continuously maintained! Time is of the essence. Provides architectural guidance and technical ennablement to the teams on the train.A Guide! Train runs on tracks (rails) Architectural Runway must be there Existing code, hardware components, business infrastructure etc that enable near-term business features. necessary to support the implementation of prioritized, near-term features, without excessive redesign & delay. Also built of enabler stories. Enablers build up the runway. Features consume, it Must be continuously maintained. Faster and Smoother Deployment! Strategic Themes, portfolio canvas, and Portfolio Vision influence architecture and drive the architecture runway. They provide the constraints, direction, and overall context for technical investments in a portfolio. Looking more broadly, architecture must also consider the larger enterprise strategy, including awareness across portfolios, especially for Enterprise Architects

When is a Feature hypothesis fully evaluated? A. When the Feature's return on investment has been realized B. When the Customer uses the Feature in production C. When the Feature is accepted by Product Management D. When the Feature has been deployed to production

B

"Automation improves the quality of software by making builds less error-prone. To get feedback on changes to the code early and often."

Built-in Quality - Ensures every solution increment is high in quality & can readily adapt to change. Establish Flow, Pairing and Peer Review, Collective Ownership and Standards, Automation, Definition of Done! Cannot Scale Crappy Code!

What is one way trains and Suppliers can be aligned to a shared business and technology mission? A.Build and integrate Solution components and Capabilities with Agile Release Trains B. Build and use a Continuous Delivery Pipeline model C.Use coordinated Vision, backlogs, and Roadmaps in a Solution Train D.Apply Lean-Agile practices to coordinate all activities necessary to build a system

C.Use coordinated Vision, backlogs, and Roadmaps in a Solution Train

What is the tactic a Scrum Master should use to divide a group of 100 people into multiple Development Teams? A. Create teams based on their skills across multiple layers (such as database, UI, etc.) B. Ask the Product Owner to assign the people to teams. C. Ask the developers to divide themselves into teams.

C: The Teams should be self organized that's why it's C. In theory it should work like that even though the reality often is different.

Daily Scrum:

Collaboration and Communication! Scrum Master facilitates The Team answers questions Intended to disrupt old habits of working separately Does not Answer the questions! -What did i do yesterday, what am i going to do today, what are my barriers/ who does what?? Quick Decision making! Product Owner: Not Required; Can attend as a developer sometimes Scrum Master: Not required, may come as a developer, can provide facilitation if developers need so, needs to make sure it happens. Teaches the Development Team to keep the Daily Scrum within the 15-minute time-box. Developers; Required Integral meeting for development team comes together to achieve the Sprint Goal Establishes who is going to speak next (toss ball); use an egg timer to limit time of speaker; point to backlog items being discussed Sprint Task Boards: Not Started, In progress, Completed. one person-day or less, so other team members can easily detect when a task is stuck. sprint stories; status of current tasks; completed tasks. Sprint Burn Down charts, Impediments List. Side Bar Topics (Scrum after Scrum): Ex: The Product owner was not available. Designed for Inspection! Daily Scrum: Rely on Communication and Collaboration

Which of the following XP practices is enabled through Pair Programming? 1. Collective Code Ownership 2. Test Driven Development 3. Continuous Integration 4. Ubiquitous Language

Collective Code Ownership Pair programming ensures that every line of code has been seen by at least two developers, hence it directly complements the practice of collective code ownership

Which of the following is a desirable characteristic of information radiators? A. Current B. Detailed C. Provided on a "need to know" basis D. Stable

Current! Information Radiators: Usually posts: - Projects vision - Team norms - Team's definition of done - Roadmap - Release Plan -Burn Down Chart BVIR: Big Visible Information Radiator! Collaboration is the most important parameter for the success of a Scrum Team. What term best describes this type of interaction? Information radiator sharing!!!!!!

Roadmaps

Describes the program commitment for the current and next two Program Increments. Communicates planned ART and value stream deliverables and milestones over a timeline! Roadmap becomes a queue when it gets fully committed! Roadmaps define a plan to realize the solution. Enablers that end up defining the milestones! The roadmap drives the Backlog which defines all work for an ART. Architects collaborate with Product Management on prioritizing and balancing new functionality with technical work. They anticipate technical debt impediments to flow and architectural runway needs and advocate for their prioritization Guides the deliver of features over time PX - Committed PX+2 - Foretasted 3 Types of Roadmaps: A near-term PI roadmap, a longer-term solution roadmap, and a portfolio roadmap A PI roadmap includes near-term commitments for an Agile Release Train (ART) or Solution Train for the planned, upcoming Program Increment (PI) and offers a forecast into the deliverables and Milestones for the next two to three PIs. The solution roadmap provides a longer-term—often multiyear—view showing the key milestones and deliverables needed to achieve the solution Vision over time. The portfolio roadmap shows an aggregated multi-year view of how the portfolio vision will be achieved across all the portfolio's Value Streams. Helps strengthen the relationship between the organization and suppliers/ customers to provide a long term objective, understand/ shape and plan for the future! Market rhytm/ events. Portfolio Roadmap, Solution Roadmap, PI Roadmap (Committed, Forecasted, Planned) Vision, Backlog, Info Radiator!

How do multiple teams that work on the same product deliver their outputs?

Each team creates its own Done increment. All increments will combing to create a single increment for the project Increments explore uncertainty at a low cost in a short time, reduce risk, and maximize business value delivery

Epics--> Features--> User Stories--> Tasks!

Epic: High level business requirement Ex: Build an entire website Feature--> Small Aspect of an Epic Ex: Entire pages User Story-->Small Aspect of a Feature Ex: Buttons to click Task--> Small Aspect of User Story! EX: Count of buttons

Estimate Features

Forecast Value Delivery, WJSF priority, size epics split into features and summing their individual estimates! During the analysis state, sizing features do not require splitting them into stories or the inclusion of all the teams that might develop them.

How should developers deal with non-functional features? NF's

Incorporate them in to every increment Increment: The sum of all PBI's completed during a Sprint and its value from previous Sprints It is NOT mandatory that the product increment be released to production at the end of each Sprint. The product increment should be usable and potentially releasable at the end of every Sprint, but it does not have to be released. An approach that provides finished deliverables that the customer may be able to use immediately. Dynamic Requirements, frequent smaller deliveries Goal is speed! Activities performed once for a given increment plan to deliver successive subsets of the overall project. Teams may plan several successive deliveries in advance or only one at a time. The deliveries inform the future project work. (Analyze - Design - Build - Test - Deliver) - (Analyze - Design - Build - Test - Deliver) - (Analyze - Design - Build - Test - Deliver) Ex: Providing a customer a single feature or a finished piece of work

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?

It will be moved to the Portfolio Backlog if it receives a "Go" decision from Lean Portfolio Management IMPLEMENTATION PATH OF EPIC: Demonstrate the progress to key stakeholders after first PI and make a decision how to proceed with the Epic in the second PI

Lean Portfolio MGT

Lean Portfolio Mgt (Lean Budgets/ epic owners/ enterprise architect). These set of solution development activities enables the business strategy, budget for train. And to enable this, each portfolio must execute within approved operating budget. Roles at the portfolio level are involved in PI planning and solution development activities to make sure an alignment with business strategy. Portfolio: The minimum set of competencies and practices that can fully enable business agility! Adds the competencies of Lean Portfolio MGT, Organizational Agility and Continuous Learning Culture! Aligns Portfolio Execution to enterprise strategy and organizes development around the flow of value through one or more streams. Investments! Smallest Configuration! Introduces Governance, Strategy, Value. Smallest! 2nd most common is an "instance" of SAFe - there can be multiple portfolios in an enterprise. They should align to enterprise goals - They take responsibility for coordinating portfolio epics through the Portfolio Kanban system. This function represents the individuals with the highest level of decision-making and financial accountability for a SAFe portfolio. Has Guardrails: Capacity allocation of the Value Stream compared to process mapping THREE MAKE UP TRIANGLE: - Strategy & Investment Funding: Follows through with a vision is aligned and funded, Ensures that the entire portfolio is aligned and funded to create and maintain the solutions needed to meet business targets. It requires the cooperation of Business Owners, portfolio stakeholders, technologists, and Enterprise Architects - Lean Governance: Lean Budgets and Investment Guardrails Strategy and Investment Funding (LPM) - Agile Portfolio Operations With the customer at the center (LACE) The enterprise architect often may act as an epic owner for enabler epics. LACE! An effective Lean-Agile Center of Excellence (LACE) is a critical success factor differentiating organizations fully committed to adopting Lean-Agile practices and achieving significant business results from those practicing Agile in name only. Coordinates and supports decentralized program execution, enabling operational excellence. It requires the cooperation of the Agile Program Management Office/Lean-Agile Center of Excellence (APMO/LACE) and Communities of Practice (CoPs) for Release Train Engineers (RTEs) and Scrum Masters. The analyzing step of the Portfolio Kanban system has a new Epic with a completed Lean business case. It will be moved to the Portfolio Backlog if it receives a 'go' decision from Lean Portfolio Managemen

Model-Based Systems Engineering-- MSBE

Model-Based Systems Engineering (MBSE) is the application of modeling and modeling tools to the requirements, design, analysis, and verification activities in solution development. MBSE provides a cost-effective way to learn about system characteristics prior to and during construction, and it helps manage the complexity and cost of large-system documentation. MBSE allows a team to explore solution options earlier.

Ways of Estimating Stories

Planning Poker: Points always assigned to entire overall story not just parts of the story! eams can estimate 40 times faster than the traditional estimation procedures. It can cut the whole Project costs by 80%. Achieves on finding what is valuable! Relative Value Estimation, Estimate Value, How valuable are the stories? May have difference on what is important but can use that differing opinion to increase value of backlog. People Vote!!! Estimating Poker provides fast relative estimating? True--Playing Poker! 1. Each estimator gets a deck of cards. 2. A job is read. 3. Estimators privately select cards. 4. Cards are turned over. 5. The team discusses differences. 6. The team re-estimates. Story Points: Assigned to a User Story! We should stop using them!!!! A singular number that represents: volume- How much there is Complexity- How hard is it Knowledge- What do we know Uncertainty- What's not known Story points are relative. They are not connected to any specific unit of measure. Estimates Stories in SaFe They represent the amount of work needed to be completed! Find a small Story that would take about a half-day to develop and a half-day to test and validate. Call it a 1 Estimate every other Story relative to that one. Never look back (don't worry about re calibrating) This measure is also used to estimate how long it takes to deliver epics, features, capabilities, and enablers. Similar to Velocity. Size estimate for stories! PO helps the team in understanding the user story which will help them in right user story splitting and correct estimation. While PO will act as an SME for User story point of view, he will help team to understand it better, he will NOT give or suggest story points in User story estimation. If more to do of something estimate of effort should be longer! Complexity/ Risk/ Work to do should be factored into the estimate! Estimators describe how much effort will be required to do that work described by a product backlog item! After each iteration work to do gets smaller so estimate goes down! Estimation known as the wisdom of crowds!! Benefits: Increases accuracy by including all perspectives. Builds understanding. Creates shared commitment. Negatives: Estimation being performed by a Manger, Architect, or select group.

What does the PI retorspective identify? Program level problems Program predictablity Release timelines PI completion

Program level problems Program Level Roles: System Architect/engineer, Product Management, Release Train Engineer (RTE), Business Owners The program level roles help teams align to a common mission, coordinate the ARTs and provides the necessary governance!

Refactoring

Refactor: improving internal structure only, For example, refactors may accomplish such things as increases in processing speed, sourcing different internal data, or improving security concerns. Improve Code! E.g removing duplicate code. Way of Splitting Stories

Who are the typical Key Stakeholders (select three)?

The people responsible for paying to use the product - The people responsible for making the funding decisions for the product development effort - The human people who actually use the product under development

Servant Leadership Role:

Shielding team members from interruptions. change or remove organizational impediments to support delivery teams. Emphasize: interpersonal and emotional intelligence skills—not just technical skills. Everyone on the team works to exhibit more initiative, integrity, emotional intelligence, honesty, collaboration, humility, and willingness to communicate in various ways so that the entire team can work together well. leading through service to the team, by focusing on understanding and addressing the needs and development of team members in order to enable the highest possible team performance. Servant leaders approach project work in this order: -Purpose -People -Process Work with the team to define the "why" or purpose so they can engage and coalesce around the goal for the project. The entire team optimizes at the project level, not the person level. Process: Do not plan on following the "perfect" agile process, but instead look for the results. When a cross-functional team delivers finished value often and reflects on the product and process, the teams are agile. -Promoting self-awareness -Listening -Serving those on the team -Helping people grow -Coaching vs. controlling -Promoting safety, respect, and trust -Promoting the energy and intelligence of others. Fuflfill the teams, projects, and organization paving the way for the team to do its best work Examples: -Educate stakeholders around why and how to be agile -Support the team through mentoring, encouragement, and support -Help the team with technical project management activities like quantitative risk analysis -Celebrate team successes and support and bridge building activities with external groups

Features

Small increments of value by user stories that can be delivered in days and provide value. A service that fulfills a stakeholder need. Product Management Work! One or more logically related system capabilities that provide value to a user and are described by a set of functional requirements Capabilities are split into features Features fit in one PI for one ART, one iteration! Small increments of value by user stories that can be delivered in days and provide value Features fit in one PI for one ART, one iteration! Express Feature with Phrase, benefit hypothesis, and acceptance criteria. Every Feature has a parent Capability Features lend themselves to the Lean UX process model. They include a description, a benefit hypothesis, and Acceptance criteria. Includes Marketable Feature (MMF). The MMF helps limit the scope and investment, enhances agility, and provides fast feedback. Define, Plan and Implement Solution Value in Features. Have Details! Shows Stakeholders Needs! As a user I want to pay for items in the cart with credit so it can be shipped right away On the back of the story card, this can be created:Test with Visa, MasterCard and American Express (pass) Test with Diner's Club (fail) Test with good, bad and missing card ID numbers from the back of the card •Test with expired cards •Test with different purchase amounts (including one over the card's limit) PRIORITIZE: For Optimal ROI What is the Cost of Delay (CoD) in delivering value What is the cost to implement the valuable thing? - Business impact, missed revenue, delay other project, opportunity enablement Time criticality - How user/business value decays over time Risk Reduction & Opportunity enablement (RR & OE) - What else does this do for our business Express Feature with Phrase, benefit hypothesis, and acceptance criteria. Every Feature has a parent Capability Split Stories: We split features into stories to Implement the simplest variant of functionality and then implement the enhancement. Split Features during PI Planning Event! Some features do not have capabilities!

Agile Testing

The horizontal axis of the matrix contains business-or technology-facing tests. Written in business terminology, business-facing tests are designed to be understandable by the user. Written in the language of the developer, technology-facing tests are used to evaluate whether the system delivers the behaviors the developer intended. The vertical axis on the left side guides development by having the development team think about how they will test a story or section of code before they write it. To find defects or missing features, the right side contains tests critiquing the solution by evaluating the system against the user requirements

Solution Intent is the single source of truth for what? The intended behavior of the solution The intention of the Solution Architect as to how to build the solution The intention of the Solution Manager as to the benefits of the solution The intended and actual behavior of the solution

The intended behavior of the solution Solution! 1 Value Stream! living repository of knowledge representing the system's single source of truth on requirements, design, structure, behavior, and all other architectural concerns. Solution intent includes the decisions, patterns, models, and other technical information to serve as minimally sufficient documentation. And the solution intent captures system constraints including Non-Functional Requirements (NFRs). Like all other requirements, NFRs are validated continuously with automated tests to ensure quality and compliance. Contractual. Interfaces. Design decisions.

What are two responsibilities of a Lean-Agile Center of Excellence? (Choose two.) To help establish relentless improvement To coordinate Portfolio Level events To lead Inspect and Adapts events To implement a new organizational structure To foster SAFe Communities of Practice

To foster SAFe Communities of Practice To help establish relentless improvement -CoP: Community of Practice—> Informal/ Self Managing Group of team members and other experts that has a mission of sharing practical knowledge in one or more relevant domains! Learn from other people's successes! Healthy CoPs have a culture built on professional networking, personal relationships, shared knowledge, and common skills. Refers to groups of employees who work together, learn from each other, and develop a common understanding of how to get work accomplished They collaborate regularly to share information, improve their skills, and actively work on advancing the general knowledge of the domain. Since CoPs are informal and self-managing by nature, community members are empowered to design the types of interactions and determine the frequency that best meets their needs. For developers, this could involve hackathons, coding dojos, and tech talks. Other formats might include meetups, brown bags, webinars, and independent communications through social business platforms such as Slack, Confluence, and Jive.

Backlog Order

Typical answer will be MoSCoW - Mo (Must be), S(Should be), Co(Could be), W(Won't be). Agile Release Trains (ARTs) provide an ongoing, continuous flow of work that makes up the Enterprise's incremental development effort. It avoids the overhead and delays caused by the start-stop-start nature of traditional projects, where authorizations and phase gates control the program and its economics. While this continuous flow model speeds the delivery of value and keeps the system Lean, priorities must be updated continuously to provide the best economic outcomes. In a flow-based system, job sequencing, rather than theoretical, individual job return on investment, produces the best result.

Estimating Stories: They are relative without a connection to specific unit of measure! A modified Fibonacci sequence (1, 2, 3, 5, 8, 13, 20, 40, 100) is applied that reflects the inherent uncertainty in estimating, especially large numbers (e.g., 20, 40, 100) [2]. It defines a range not just numbers! Volume→ How much is there? Complexity→How hard is it? Knowledge→What is Known? Uncertainty→What is unknown? Fibonacci: When you say 10 and 11 there is no much difference. But when you use fibonacci series you can use the same numbers to split them through there are uncertainties using the same fibonacci numbers. Reflects uncertainties when looking at larger items. -... 5, 8, 13, 20, 40... Formed by Adding two numbers together Forecast: Focus Factor x capacity Capacity:Capacity: The number of working hours of the team members

What is an example of a modified Fibonacci sequence? ..5, 8, 13, 20, 40.. It reflects the uncertainty in estimating larger items