Combined Leading SAFe

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PRINCIPLE #5: BASE MILESTONES ON OBJECTIVE EVALUATION OF WORKING SYSTEMS

** Base Milestones on Objective Evidence - Integration Points can be objectively measured, assessed, and evaluated by the relevant stakeholders frequently throughout the solution development life cycle.

PRINCIPLE #8: UNLOCK THE INTRINSIC MOTIVATION OF KNOWLEDGE WORKERS

+ Leverage Systems Thinking + Understand the Role of Compensation + Create an Environment of Mutual Influence + Provide Autonomy with Purpose, Mission, and Minimum Possible Constraints

Features have Benefits & Acceptance Criteria

- Benefits justify Feature implementation cost, provide Business perspective when making scope decisions. - Business benefits impact Economic Prioritization of the Feature. - Acceptance Criteria typically defined during Program Backlog refinement - Reflect Functional & Non-functional Requirements.

Estimating Epics

- Broken down into potential Features during the Portfolio Kanban analysis stage - Potential Features are estimated in Story Points - Feature estimates are aggregated back into the Epic estimate as part of the Lean Business Case

Transformational Leadership - Innovation

- Challenge the Status Quo - Encourage learning, creativity, exploring new ways of doing things - Decentralize decision making - Expect relentless improvement - Encourage innovative thinking - Create a safe environment of mutual influence

CALMR approach to DevOps

- Culture - establish a culture of shared responsibility - Automation - Automate the continuous delivery pipeline - Lean Flow - Keep batch sizes small, limit WIP and provide extreme visibility - Measurement - Measure the flow through the pipeline. Implement application telemetry - Recovery - Architect and enable low-risk releases. Establish fast recovery, fast reversion and fast fix forward

(Test) A Portfolio Epic does what? Need more detail

- Cuts across Value Streams - Delivers Value

Which 2 types of decisions should remain centralized even in a decentralized decision-marking environment?

- Decisions unlikely to change in the short term/in-frequent decision - Decisions that deliver large and broad economic benefits

DevOps goal

- Deliver value more frequently - Ends the Silo approach - Deliver small batches of functionality in a flow process called the Continuous Delivery Pipeline - Improve collaboration between IT and Delivery - Faster time to market - Take an economic view and decentralize decision making applies to DevOps

The program board shows which 2 items?

- Dependencies - Features

ARTs power the Solution Train

- Each ART within A Solution Train contributes to the development of a large solution

What are the top two reasons for adopting agile in a organization?

- Enable changing priorities - Acelerate product delivery

Decouple release elements from the total solution

- End-user functionality (released every 2 weeks) - Security updates (released on demand) - Back-office functionality (released every month) - Entire solution (major release every quarter)

Build quality in

- Ensures every increment of the solution reflects quality standards

Without the IP iteration

- Lack of delivery capacity buffer - Little innovation - Technical debt grows uncontrollably - People burn out - No time for teams to plan, demo or improve together

If small batches go through the system faster with lower variability, then which statements is true about bath size?

- Large batches can cause projects to miss targets

Solution: Lean-Agile budgeting

- Organize and fund value streams - Fund value streams, not projects - Provides for full control of spend, with: - No costly and delay inducing project cost variance analysis - No resource reassignments - No blame game for project overruns

Coordinate and integrate multiple ARTs and suppliers

- Prepare with Pre- and Post-PI Planning meetings - Typically attended by customers, STE, Solution Mgmt, Solution Architects, etc.

Lean portfolio management empowers the portfolio

- Strategy & Investment funding - Lean Governance - Agile Portfolio Operations

What are two ways to describe a cross-funcional Agile Team?

- They can define, build and test - They are optimized for communication and delivery value

IP Iteration Calendar - Innovation & Planning

- Validation (If Shipping) - Innovation/Hackathon/Spikes for next PI - PI Planning Readiness - PI Planning: Continuing Education & I&A Workshop

Four dimensions of a transformational leader

- Vision - Authenticity - Growth - Innovation

CALMR

-Culture of Shared Responsibility -Automation of Continuous Delivery Pipeline -Lean Flow Accelerates Delivery -Measurement of everything -Recovery enables low risk releases

Each Epic

-Has a hypothesis - Defines MVP

What are the three dimensions of lean agile leadership?

-Lead by example -Lead the Change -Mindset and principles

(Test) A Program Epic is within? Need more detail

1 PI

The ways Design Thinking measures success

1) Desirable 2) Feasible 3) Viable 4) Sustainable

Kotter's Steps for Leading Organizational Change

1) Establish a sense of urgency 2) Create a powerful guiding coalition 3) Develop the vision and strategy 4) Communicate the vision 5) Empower employees for broad-base action 6) Generate short-term wins 7) Consolidate gains and produce more wins 8) Anchor new approaches in the culture

SAFe Configurations

1) Full Configuration 2) Large Solution Configuration 3) Portfolio Configuration 4) Essential Configuration

Characteristics of an Innovation Culture

1) Innovative People 2) Time & Space 3) Go See 4) Experimentation & Feedback 5) Pivot Without Mercy or Guilt 6) Innovation Riptides

Dimensions of a Continuous Learning Culture

1) Learning Organization 2) Innovation Culture 3) Relentless Improvement

Six recommended practices for Continuous Development

1) Maintain development and test environments to better match production 2) Maintain a staging environment that emulates production 3) Deploy to staging every iteration 4) Automate testing of features and nonfunctional requirements 5) Automate deployment 6) Decouple deployment from release

SAFe Implementation Roadmap Steps

1) Reaching the Tipping Point 2) Train Lean-Agile Change Agents 3) Train Executives, Managers, and Leaders 4) Create a Lean-Agile Center of Excellence 5) Identify Value Streams and ARTs 6) Create the Implementation Plan 7) Prepare for ART Launch 8) Train Teams and Launch the ART 9) Coach ART Execution 10) Launch More ARTs and Value Streams 11) Extend to the Portfolio 12) Accelerate

Critical ART success factors

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

The Core Competencies of Business Agility

1) Team and Technical Agility 2) Agile Product Delivery 3) Enterprise Solution Delivery 4) Lean Portfolio Management 5) Organizational Agility 6) Continuous Learning Culture 7) Lean-Agile Leadership

What are the three dimensions of agile product delivery?

1- customer centricity and design thinking, 2- develop on cadence, release on demand, 3- dev ops and the continuous delivery pipeline

What are 3 primary purposes of PI planning?

1- milestone to assess current state of a solution; 2- realigns all stakeholders to a shared tech and biz vision; 3- teams plan and commit to next PI.

A Product Owner can support?

1-2 Teams

In what time increments do agile teams work?

1-2 weeks

What are the 10 SAFe lean agile principles?

1-Take an economic view; 2- apply systems thinking; 3- assume variability and preserve options; 4- build incrementally with fast, integrated learning cycles; 5- base milestones on objective evaluation of working systems; 6- visualize and limit Work in Progress, reduce batch sizes and manage queue lengths; 7- apply cadence- synchronize with cross domain planning; 8- unlock the motivation of knowledge workers; 9- decentralize decision-making; 10- organize around value

(Test) Strategic Themes influence what 4 things?

1. ART Funding 2. Portfolio Backlog 3. Program Vision 4. Roadmap

Business Needs to Forecast

1. Ability to do effective Agile forecasting is a key economic driver for the enterprise 2. Solution Vision both define and track to enterprise strategy 3. Roadmaps capture strategic intent in forecasted deliverables

(Test) 3 Dimensions/Questions to Measure Progress are?

1. Are we doing what we said (Progress) 2. Are we doing the right things (Product) 3. Are we improving our process (Process)

(Test) 3 things to Motivate?

1. Autonomy 2. Mastery 3. Purpose

How should we measure progress?

1. Base working systems 2. Objective evaluations

Culture is what 6 things?

1. Behaviors 2. Values 3. Processes 4. Habits 5. Rewards & Punishment 6. Leadership

Features have 2 things?

1. Benefits (Justify cost & Business benefit) 2. Acceptance Criteria

2 techniques to avoid physical Branch (Stay on the Mainline)?

1. Branching by Abstraction 2. Feature Toggles

(Test) 4 Core Values of SAFe

1. Built In Quality 2. Program Execution 3. Alignment 4. Transparency

(Test) WSJF Stakeholders are?

1. Business Owners 2. Product Managers 3. Product Owners 4. System Architects (job size) - The job with the Highest WSJF provides the greatest economic benefit.

Split large Value Streams into multiple ARTs?

1. By customer or market segment 2. By Solution Capabilities 3. By sub-systems/applications/components/platform 4. By sub-set value: Enabling flows or Value Stream segments 5. Other: Source of Funding; Location/Geography

(Test) Assume Variability; Preserve Options includes what 5 things?

1. Can't know everything 2. Requirements must be flexible 3. Decision must be flexible 4. Preserve options 5. Improve economic results

(Test) Synchronization does what 5 things?

1. Causes multiple events to happen at same time 2. Cross-Functional tradeoffs 3. Routine Dependency Mgt 4. Supports full system, Integration, & Assessment 5. Provides Multiple Feedback perspectives

(Test) Sprint Goals do what?

1. Communication Vehicle 2. Team Focus 3. What is planned to accomplish in a PI

8 Big Mistakes of Change

1. Complacency 2. No guiding coalition 3. Underestimate power of vision 4. Not communication vision 5. Permitting obstacles 6. Not creating short-term wins 7. Declaring victory to soon 8. Not anchoring changes in the corporate culture

(Test) Cadence does what 6 things?

1. Creates predictable events 2. Lowers Cost 3. Regular Planning & Coordination 4. Limits Batch Size to Single Interval 5. Limits new work and makes it predictable 6. Provides scheduled integration points

(5) Roles in the Large Solution Level:

1. Customer 2. Solution Architect 3. Solution Management 4. Solution Train Engineer 5. Supplier

Capabilities do what 2 things?

1. Cut across Release Trains 2. Fit into 1 PI

Team events include?

1. Daily Stand-up 2. Backlog refinement 3. Team Demo 4. Iteration Retro 5. Iteration Planning

ART Steps to deliver solutions (4)

1. Define new functionality 2. Implement 3. Acceptance Test 4. Deploy

(Test) Cross-Functional Teams do what 3 things?

1. Define, Build and Test a feature or component (DBT) 2. Optimize Communication & Value delivery 3. Deliver every 2 weeks

(Test) PI Demos are orchestrated to deliver what 3 things?

1. Deliver objective progress (Objectives) 2. Product (Performance & Customer Feedback) 3. Process metrics (Improvement Stories)

(Test) 2 mechanisms to measure Value between teams?

1. Delivering on a Cadence 2. Design cycles must be Synchronized

(Test) A Capability is? Know more about Capabilities.

1. Describe Solution behaviors 2. Maintained in the Value Stream backlog & are prioritized using WSJF 3. Must be structured to fit into 1 PI - PI Time Boxed 4. Capabilities are split into Features for implementation

Architecture principles (7)

1. Design emerges. Architecture is a collaboration. 2. The bigger the system, the longer the runway. 3. Build the simplest architecture that can possibly work. 4. When in doubt, code or model it out. 5. They build it, they test it 6. There is no monopoly on innovation 7. Implement architectural flow

(Test) Stretch Objectives means?

1. Don't count in Velocity/Capacity 2. Are Planned 3. Not Committed too 4. Team has Low Confidence to complete, encourage moving to Stretch. - If any items has many unknowns, move it to Stretch & put it in early Spikes

2 types of Agile Architecture

1. Emergent Architecture 2. Intentional Architecture - Every Team deserves to see the bigger picture, Every team is empowered to design their part. - A balance between emergent design & intentional architecture is required for speed of development and maintainability.

Agile Teams are what?

1. Empowered, Self Organizing, Self Managing, cross-functional team. 2. Delivers Valuable, Tested, Working System every 2 wks 3. Uses Team framework which combines the best of Scrum project mgt, XP inspired technical practices, and Kanban for Flow 4. Value Delivery via User Stories 5. Operates with Vision 6. Common Iteration lengths & estimating 7. Face-to-face planning for collaboration, alignment, & adaption 8. Value Delivery via Features & Benefits

Business Results (4 Areas)

1. Engagement 2. Time to market 3. Quality 4. Productivity

Building Quality in includes what (Built-in Quality)?

1. Ensures every increment of the solution reflects quality standards 2. Is required for high, sustainable development velocity 3. Software quality practices (most inspired by XP) include Continuous Integration, Test-First, Refactoring, Pair-Work, Collective Ownership, and more... 4. Hardware quality is supported by exploratory, early iterations, frequent system level integration, design verification, MBSE and Set-based Design.

Portfolio Content Authorities?

1. Epic Owners 2. Program Portfolio Mgt 3. Enterprise Architect

Manage Queue Lengths has what 4 things?

1. Epics (Portfolio Backlog) 2. Capabilities (Value Stream Backlog) 3. Features (Program Backlog) 4. Stories (Team Backlog) - Refinement is down and across all 4 above.

Estimating Epics in SAFe

1. Epics are broken down into potential Features during the Portfolio Kanban Analysis Stage 2. Potential Features are estimated in story Points - Typically performed at the PM-System Architect level, based on history & relative size 3. Feature Estimates are aggregated back into the Epic estimate as part fo the lightweight business case.

Portfolio Backlog holds Epics approved for Implementation

1. Epics have made it through the Portfolio Kanban with Go Approval 2. Low Cost holding pattern for upcoming implementation work 3. Sizing Estimates are in Story Points 4. Avoid Excess WIP, await implementation capacity

(Test - exactly) Enablers support 3 types of work?

1. Exploration 2. Architecture 3. Infrastructure - Enabler Stories get Points & Demo

(4) Goals of PI

1. Facilitate planning 2. Limit WIP 3. Summarize newsworthy value for feedback 4. Assure consistent, Program Level retrospectives

(2) effects of cadence

1. Fast synced short iterations that are integrated into larger PIs 2. Assures important events like PI Planning, System and Solution Demos and A&I happen or a regular, predictable schedule

(Test) Feature Teams has 3 things?

1. Fastest Velocity 2. Minimize Dependencies 3. Develop T-shaped skills

(Test) The Program Board includes what 3 things?

1. Feature Delivery 2. Dependencies 3. Milestones - Use in Scrum of Scrums - Can have Feature to Feature dependencies

(Test) A Team can be organized around what 2 things?

1. Features 2. Components - Optimize for the larger purpose: Maximize velocity by minimizing dependencies and handoffs, while sustaining architectural robustness & system qualities. - Less desirable to organize a team around: 1. Architectural layer 2. Platform, middleware, UI, DB, business logic 3. Programming language, spoken language, technology, location

(Test) The 4 Problems of Phase Gate Milestones?

1. Forces early design decisions 2. Assumes a "point" solutions exists an is right the 1st time 3. Creates huge batches & long queues 4. Centralizes requirements & design in program mgt.

(Test) De-Centralized decision making includes what 3 things?

1. Frequent & common (ex: team & program backlog) 2. Time Critical (ex: point release to customer) 3. Require local information (ex: Feature criteria)

(Test) Kanban Value Stream: Epics go through 3 steps?

1. Funnel 2. Review 3. Analysis - Capabilities of Kanban is managed by Solution Mgt - Analysis refines business benefit, acceptance criteria, gross estimate, WSJF. - Prioritize Capabilities can go through implementing & completion.

(Test) What are the 7 states of Kanban? Need to know more of each of the 7 states.

1. Funnel (All big ideas welcome) 2. Review (Epic Value Statement & calculate WSJF) 3. Analysis (light weight business case for ROI) - Go/No Go Decision 5. Portfolio Backlog (Epics approved by PPM) 6. Implementation 7. Done (Epic criteria met)

Lean Budget Guardrails

1. Guiding investments by the horizon. This ensures portfolio investments in solutions are aligned with the right allocations in SAFe's four investment horizons—evaluating, emerging, investing and extracting, and retiring. 2. Applying capacity allocation to optimize value and solution integrity. This helps value streams determine how much of the total capacity should be allocated for each type of activity (e.g., epics, features, enablers, tech debt, and maintenance). 3. Approving significant initiatives. Epics above a predefined threshold must be approved by LPM to provide appropriate financial oversight. Example thresholds

(Test) Component Teams has 2 things?

1. High reuse, high technical specialization, critical NFRs 2. Create each component as a "potentially replaceable part of the system, with well-defined interfaces".

(Test) Features are?

1. Identified 2. Prioritized 3. Estimated 4. Maintained in Program Backlog

(Test) Reducing Batch Size does what 4 things?

1. Increases Predictability 2. Accelerates Feedback 3. Reduces rework 4. Lowers cost It probably saves twice what you think.

Agile Manifesto (4) parts:

1. Individuals and interactions over processes and tools 2. Working software over comprehensive documentation 3. Customer collaboration over contract negotiation 4. Responding to change over following a plan

(Test) 4 keys of the Agile Manifesto?

1. Individuals/interactions over processes & tools 2. working software over comprehensive documentation 3. customer collaboration over contract negotiation 4. respond to change over following a plan.

(Test) Centralized decision making includes what 3 things?

1. Infrequent 2. Long Lasting 3. Significant economies of scale

(Test) Retrospective has 2 parts?

1. Inspect & Adapt 2. Problem Solving Workshop

(Test) Epics deserve a light weight Business Case. Should include what 6 things?

1. Just the right amount of analysis 2. Avoid over-specificity 3. Understand ROI 4. Understand Implementation Impact 5. Develop incremental implementation strategy 6. Gain Approval

(Test) The Agile PMO does what 6 things?

1. Leads the Lean-Agile transformation 2. Applies Objective Milestones 3. Leads the move to Lean-Agile Budgeting 4. Coaches ARTs in effective practices 5. Fosters Agile Contracts 6. Develops Lean models for Supplier and Customer partnerships.

(3) Roles in the Portfolio Level

1. Lean Portfolio Management 2. Epic Owners 3. Enterprise Architect

(Test) Long Queues create what 5 things?

1. Longer Cycle times 2. Increased Risk 3. More Variability 4. Lower Quality 5. Less Motivation

Portfolio Kanban system manages the Flow of Epics:

1. Makes largest business initiatives visible 2. Brings structure to analysis & decision making 3. Provides WIP limits to ensure the teams analyze responsibly 4. Helps prevent unrealistic expectations 5. Helps drive collaboration amongst key stakeholders 6. Provides a transparent & quantitative basis for economic decision making.

Solution Portfolio Strategy Formulation

1. Mission, Vision, Core Values 2. Portfolio Context 3. Competitive Environment 4. $ money 5. Enterprise Business Drivers 6. Financial Goals Total Enterprise Budget = Investment in Program Portfolio - Drive Portfolio Budgets - Portfolio Strategic Themes

Realize Value Streams via ARTs

1. Multiple, smaller Value Streams can be realized by a single ART 2. Some Value Streams fit well w/in the limit, and can be realized by a single ART (i.e. System) 3. Larger Value Streams require multiple ARTs (Large Solution)

Outputs of the SAFe process are?

1. Objectives - team is comfortable to complete 2. Stretch Objectives - team is not comfortable to complete

(Test) Team Backlog does/includes what?

1. Organizes the Team's work 2. All Things 3. Opportunities (Not Commitments) 4. May be Estimated 5. Single Owner - Product Owner 6. Driven by Program Priorities

(Test) 3 parts of Inspect & Adapt Workshop?

1. PI Predictability Quantitative Measure (80-100%) 2. System Demo PI 3. Problem Solving Workshop (Root Cause Analysis) - Attendees: Teams & Stakeholders

4 types of Epics?

1. Portfolio Epics (cut across trains) 2. Program Epics (can be implemented in a single train) 3. Business Epics (customer facing) 4. Enabler Epics (enable solutions to address bus needs) - Are developed & analyzed in the Portfolio Kanban System

SAFe set of connected Kanban Systems?

1. Portfolio Kanban 2. Value Stream Kanban 3. Program Kanban 4. Team Kanban

The PM/PO team steers the Train

1. Product Manager owns the Program Backlog (content authority for the Release train). 2. Product Owner owns the Team Backlog 3. Team implements Value

(Test) Who are the Content Authorities at the Portfolio Level?

1. Program Portfolio Mgt 2. Epic Owner 3. Enterprise Architect

The Team Iteration Demo provides?

1. Provides the true measure of progress by showing working software functionality, hardware components, etc. 2. Preparation for the demo starts with planning. 3. Teams demonstrate every Story, Spike, Refactor, and NFR 4. Attendees are the Team and its Stakeholders.

Plan & Commit has 4 steps?

1. Purpose (Define & commit what will be built in the iteration 2. Process (Product Owner defines What; Team defines how & how much) 3. Result (Iteration goals & backlog of the Team's commitment) 4. Reciprocal Commitment (team commits to delivering specific priorities; Business commits to leaving priorities unchanged during the Iteration)

(Test) ART roles include? Know the what each role does & why.

1. RTE acts as Chief Scrum Master 2. Product Management (Content owner): owns, defines, & prioritizes the Program Backlog. 3. System Architect/Engineer (Technical Solution Owner): provides architectural guidance & technical enablement to the teams on the train. 4. System Team (Makes sure Features come together): provides processes & tools to integrate & evaluate assets early & often. 5. Business Owner (Makes sure the train delivers the value the business needs): Key stakeholders on the Agile release train.

(Test) PO Sync does what 4 things?

1. Refines Backlog 2. Resolves Issues 3. Roadmap 4. Vision Updates

Program Events include?

1. Release Mgt Meetings 2. System Demo 3. Prepare for PI Planning 4. Inspect & Adapt 5. PI Planning - Program events create a closed loop system to keep the train on the tracks.

(Test) What does ROAM stand for to address program risks? When do you use it?

1. Resolved 2. Owned 3. Accepted (Business Owner Accepts) 4. Mitigated - Review in Scrum of Scrums

Difference between funding in SAFe and Non-SAFe environments?

1. SAFe = Fund Value Stream 2. Non-SAFe = Fund Project

(Test) 3 SCRUM roles are?

1. Scrum Master 2. Product Owner 3. Agile Team

When would you use Kanban & Scrum together?

1. Scrum is the best choice for new features 2. Kanban for small changes and defect resolution 3. Produces a sense of continuous product "flow" with frequent delivery. - Visualize & Limit WIP; Reduce Batch Size; Manage Queue Lengths.

Economics based decisions (5 things) are?

1. Sequence jobs for Max. benefit 2. Don't consider money already spent 3. Make Economic choices continuously 4. Empower Local decision making 5. Quantify cost of Delay

5 "key" things when considering Economics?

1. Sequence jobs for max benefit 2. Do not consider Money already spent 3. Make economic choices continuously 4. Empower local decision making 5. Quantify the Cost of Delay

4 things to Facilitate Continuous Integration?

1. Single Branch Development 2. Frequent Checking 3. Full Stack of User Slices 4. STUB - Development by Intention

(Test) Backlog contains User Stories which are?

1. Small increments of Value 2. Easy to estimate 3. Just in time 4. No large documents 5. May be safely discarded after implementation

I&A Workshop at the Value Stream Level has 3 parts?

1. Solution Demo 2. Retrospective 3. Problem Solving Workshop Attendees: RTEs, Value Stream Engineers, System/Solution Architects, Product & Solution Mgt, Customers, Portfolio stakeholders may attend.

System Thinking has 3 things?

1. Solution itself is a system 2. The Enterprise building the system is a system 3. Optimize the full value stream

(Test) Every PI (Program Increment) does what 2 things?

1. Solving the problem via process 2. Improving the Process

(Test) PPM (Program Portfolio Management) 3 responsibilities? Who attends and purpose?

1. Strategy & Investment Funding 2. Program Management 3. Governance

Business Context SWOT stands for?

1. Strengths 2. Weaknesses 3. Opportunities 4. Threats - Presented by the Executive

(Test) Where are Buffers build into SAFe? Know more about Buffers.

1. Stretch Goals 2. HIP Sprints

(4) Roles at the Program Level

1. System Architect/Engineer 2. Product Manager 3. RTE 4. Business Owners

(Test) PI Planning process Outputs

1. Team & Program PI Objectives 2. Program Board

Building the Release (4) increments

1. Team Increment 2. System Increment 3. Solution Increment 4. Release Increment

SAFe definition of Done has 4 things?

1. Team Increment: - Stories satisfy acceptance criteria - Acceptance tests passed - Unit & component tests coded, passed, & included in BVT - Assets under version control - Cumulative unit tests passed - Engineering standards followed - NFRs met - No Must-Fix defects - Stories accepted by Product Owner 2. System Increment - Stories completed by all teams in the ART & Integrated - Competed Features meet Acceptance Criteria - NFRs met - No Must-Fix defects - Verification & validation of key scenarios - Included in build definition & deployment process - Increment demonstrated, feedback achieved - Accepted by Product Mgt 3. Solution Increment - Capabilities completed by all trains & meet acceptance criteria - Deployed/Installed in the staging environment - NFRs met - System end-to-end integration, verification, & validation done - No must-fix defects - Included in build definition & deployment/transition process - Documentation updated - Solution demonstrated, feedback achieved - Accepted by Solution Mgt 4. Release - All Capabilities done & meet acceptance criteria - end-to-end integration & solution V&V done - Regression testing done - NFRs met - No Must-Fix defects - Release documentation complete - All standards met - Approved by Solution & Release Mgt.

Final Plan Review is done by who?

1. Teams 2. Business Owners Agenda: - changes to Velocity/Capacity - Final PI Objectives w/Business Value - Program Risks & Impediments - Q & A

(Test) Features are described by?

1. Teams on the train deliver 2. Implemented incrementally via Stories 3. Deliver stories on a regular Cadence 4. Features fit into 1 PI for 1 ART 5. Stories fit into 1 Iteration for 1 Team

If a situation arises that some of the Features on the Roadmap can not be implemented?

1. The RTE know this early because he is in frequent contact with product owners, scrum masters and teams 2. The RTE chooses the most relevant features

The Purpose of Solution Intent?

1. Track History to hand-off 2. All parties are aligned 3. Compliance & Traceability 4. Single Source of Truth

(Test) Value Streams are what 2 things?

1. Typically Permanent 2. Via Epics decide investment amount of each Value Stream

(Test) 3 Components of Cost of Delay?

1. User and Business Value 2. Time Criticality (value decays over time) 3. Risk Reduction & Opportunity Enablement (RR & OE)

(Test) 3 components of Cost of Delay?

1. User and Business Value (User) - Value to the customer or business (preference, Revenue Impact, Penalty or other negative impacts) 2. Time Criticality (User) - User/Business Value decays over time (fixed deadline, will wait or move to another solution, current effect on customer satisfaction) 3. (RR&OE)Risk Reduction & Opportunity Enablement (Producer) - What else does this do for our business (Reduce risk of this or future delivery, is there value in the info. we will receive, enable new bus. opportunities)

The Value Stream has 3 primary roles?

1. Value Stream Engineer (Execution) 2. Solution Management (Content) 3. Solution Architect/Engineer (Technical Content)

(Test) Agile Release Train includes what?

1. Virtual organization of 5-12 teams (50-125pp) 2. Program Increment (PI) is a fixed timebox (10 wks avg) 3. Synchronized Iterations & PIs 4. Aligned to a common mission via Single Program Backlog 5. Operates under architectural & UX guidance 6. Frequently produces valuable & evaluable system-level solutions

(Test) PI Planning process Inputs

1. Vision 2. Top 10 Features

(Test) Use Kanban to improve flow by?

1. Visualize Workflow (ready states help show bottlenecks) 2. Establish WIP Limits 3. Use Buffers to control Variability 4. Apply classes of service to improve responsiveness 5. Measure flow with Cumulative Flow Diagram (CFD) 6. Continuously improve based on empirical flow data Flow: - Team Backlog - Analyze - Subject Matter Expert - Build - Integrate & Test - Accepted

(Test) Estimate Stories w/relative story points based on?

1. Volume 2. Complexity 3. Knowledge 4. Uncertainty

To Optimize Flow, you should visualize and limit ____________ and reduce _______________ and manage ____________________.

1. WIP 2. Batch Sizes 3. Manage Queue Lengths

(Test) PI Planning Meeting Retrospective

1. What went well 2. What didn't 3. What can we do better next time

Forecast provides what 2 things?

1. Where you are Heading 2. What you are Planning

Agile Manifesto: 12 areas

1. satisfy customer, 2. welcome change, 3. deliver frequently, 4. work together, 5. build around motivated people, 6. face-to-face conversation, 7. working software measures progress, 8. sustainable development, 9. technical excellence, 10. simplicity, 11. self-organized teams, 12. reflect & adjust.

SAFe Lean-Agile Principles (10 total)

1.- Take an economic view. 2.- Apply systems thinking. 3.- Assume variability; preserve options. 4.- Build incrementally with fast, integrated learning cycles. 5.- Base milestones on objective evaluation of working systems. 6.- Visualize and limit Work In Process (WIP), reduce batch sizes, and manage queue lengths. 7.- Apply cadence; synchronize with cross-domain planning. 8.- Unlock the motivation of knowledge workers. 9.- Decentralize decision-making. 10.- Organize around value.

How many principles of the agile manifesto are there?

12

What is the last step in Kotter's approach to change management?

1: Create Urgency. 2: Form a Powerful Coalition 3: Create a Vision for Change. 4: Communicate the Vision 5: Remove Obstacles 6: Create Short-Term Wins 7: Build on the Change 8: Anchor the Changes in Corporate Culture

A Product Manager can support?

2-4 Product Owners

(Test) Where do we start to ID Multiple Value Streams?

4 Dimensions? Significant Opportunity, Clear products/solutions, Leadership support, Collaborating Teams.

Cadence

5 Sprints per increment Develop on cadence; release on demand

How big are agile teams?

5-11 people

How large is an agile release train?

50-125 people

Estimating story points: largest point is__________--

8

How many elements are in the spanning palette?

8

Which two quality practices apply to Agile teams? (Choose two.)

???

Features happen within?

A Program Increment

Program Increment (PI) Planning

A cadence-based event that serves as the heartbeat of the Agile Release Train (ART), aligning all the teams on the ART to a shared mission and Vision.

Weighted Shortest Job First (WSJF)

A comprehensive model called to prioritize work based on the economics of product development flow. Is calculated by dividing the Cost of Delay (CoD) of a job by the duration. Jobs that can deliver the most val- ue (or CoD) in the shortest period are typically selected

Agile Product Delivery

A customer-centric approach to defining, building, and releasing a continuous flow of valuable products and services to customers and users. (Business Agility Core Competency).

Design Thinking

A customer-centric development process that creates desirable products that are profitable and sustainable over their lifecycle.

Vision

A description of the future state of the solution under development. It reflects customer and stakeholder needs, as well as the feature and capabilities proposed to meet those needs

What is gemba?

A go-see where the products and solutions are created and used (no useful improvement was ever invented at a desk)

Capability

A higher-level solution behavior that typically spans multiple ARTs. A ____________ is sized and split into multiple features to facilitate their implementation in a single PI.

SAFe for Lean Enterprises

A knowledge base of proven, integrated principles, practices, and competencies for achieving Business Agility by implementing Lean, Agile, and DevOps at scale.

Scrum Masterr

A member of the agile team, they are servant leaders and the Agile Team coach. They help remove impediments, facilitate team events and foster and environment for high performing teams

Customer Centricity

A mindset and a way of doing business that focuses on creating positive experiences for the customer through the full set of products and services that the enterprise offers.

DevOps

A mindset, a culture, and a set of technical practices, that provides communication, integration, automation, and close cooperation among all the people needed to plan, develop, test, deploy, release, and maintain a Solution.

What is a minimum viable product?

A minimal version of a new product used to test a hypothesis

Transformational leadership

A model in which leaders inspire and motivate followers to achieve high performance

Capabilities are expressed using:

A phrase and a benefit hypothesis

Weighted Shortest Job First (WSJF)

A prioritization model used to sequence jobs (e.g., Features, Capabilities, and Epics) to produce maximum economic benefit.

Roadmap

A schedule of events and milestones that communicate planned solution deliverables over a timeline. Includes commitments for the planned, upcoming PI and offers visibility into deliverable forecasted for the next few PIs

Feature

A service that fulfills a stakeholder need. Each _______ includes a benefit hypothesis and acceptance criteria, and is sized or split as necessary to be delivered by a single Agile Release Train (ART) in a Program Increment (PI).

Feature

A service that fulfills a stakeholder need. Each ____________ includes a benefit hypothesis and acceptance criteria, and is sized or split as necessary to be delivered by a single ART in a PI

Objectives represent what?

A set of Features you are Planning to do

Committed PI Objectives

A set of SMART objectives that are created by each team with the business value assigned by the business owners

Continuous Learning Culture

A set of values and practices that encourage individuals—and the enterprise as a whole—to continually increase knowledge, competence, performance, and innovation.

Agile Architecture

A set of values and practices that support the active evolution of the design and architecture of a system while implementing new system capabilities

Features fit in to?

A single PI (Program Increment)

Business Owners:

A small group of stakeholders who have the primary business and technical responsibility for fitness for use, governance, ROI etc. They are the key stakeholders on the ART.

The "flow" principle of the SAFe house of lean means that?

A team at whatever level of scrum tackles tasks and problems in a short concentrated effort whenever possible

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

PI

A timeline during which an ART delivers incremental value in the form of working, tested software and systems--this is like the sprint/iteration in an Agile TEa,

Automate Everything - DevOps Tools

ALM - CA Agile Central, Version One, Agile Craft Build - Ant, Maven, Bamboo, Jenkins Continuous Integration (CI) - CruiseControl, Jenkins, Continuum Continuous Development - Capistrano, UrbanCode, Ansible, Puppet

Control costs with increased flexibility

ART budgets and resources are unaffected by Features cost overruns or changing priorities - Delay feature as necessary

Reasons for adopting Agile - Top 3

Accelerate Product Delivery Enhance ability to manage changing priorities Increase Productivity

Agile Definition of done

Acceptance criteria have been met, tests are automated, all tests have been passed, NFRs have been met, no must fix defects, relevant documentation updated. These DOD agreements line teams around what quality means and how it is built into the solution.

House of Lean: VALUE (the Roof) means?

Achieve sustainably shortest lead time: Best quality & value to people & society; High morale , safety and customer delight.

Consider facts carefully then

Act quickly

Vision Inspires what?

Action - Will our Solution solve larger customer problems - How will it differentiate us - Future context our solution will operate - What is current business context and must we evolve to meet future state

RTE

Acts as the Chief Scrum Master

Dynamic budgeting

Adjust budgets dynamically to meet changing business needs

On day two of PI Planning, management presents adjustments based on the previous day's management review and problem solving meeting. What is one possible type of adjustment they could make?

Adjust business priorities

A in PDCA:

Adjust: Inspect and Adapt. Reflect and ID improvement backlog items via a structured and problem-solving workshop

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?

ART

Agile Release Train, primary vehicles for value delivery at the program level. Delivers a value stream for the organization.

What is the basic building block when organizing around value?

Agile Teams

Primary bodies of knowledge on which SAFe is based

Agile development, systems thinking, Lean product development, and DevOps.

Build cross functional Agile teams

Agile teams are cross-functional, self organizing Optimized for communication Deliver value every 2 weeks

What is the continuous delivery pipeline?

Agile teams use it to ensure flow: new pieces of functionality are ushered through from ideation to on-demand release of value to the customer. Small features go through this pipeline to provide feedback and allow course correction

Who facilitates Agile Release Train execution?

Agile teams, plus: Release train engineer, product management, system architect/ engineering, business owners, customers, (sometimes: system teams and shared services)

Metrics

Agreed upon measures used to evaluate how well the organization is progressing toward the portfolio, large solution, program and team's business and technical objectives

What is the primary focus of lean portfolio management?

Align strategy and execution

(4) Core Values of SAFe

Alignment Built-in Quality Transparency Program Execution

SAFe Core Values

Alignment, Built-in Quality, Transparency, Program Execution

What are SAFe core values?

Alignment, quality, transparency, program execution

What aid DevOps?

Aligns dev, ops, biz, info security, alert by sharing work and responsibility for accelerating delivery

Lean Portfolio Management

Aligns strategy and execution by applying Lean and systems thinking approaches to strategy and investment funding, Agile portfolio operations, and governance.

What is considered an anti-pattern when assigning business values to team PI Objectives?

All PI Objectives are given a value of 10

Epic

An _________________ is a container for a significant Solution development initiative that captures the more substantial investments that occur within a portfolio. Due to their considerable scope and impact, an _______________ requires the definition of a Minimum Viable Product (MVP) and approval by Lean Portfolio Management (LPM) before implementation.

What is DevOps

An agile approach to bridge the gap between development and operations to deliver value faster and more reliably

What happens during PI planning?

An agile team reviews and estimates stories, defines acceptance criteria, splits into smaller stories as needed, determines what they can deliver during iteration based on story points, commits to iteration goals

Minimal Viable Product (MVP)

An early and minimal version of a new product or business solution that is used to prove or disprove the epic hypothesis.

Transparency

An enabler of trust.

System Increment

An integrated stack of new functionality, representing all the backlog items completed by the ART during the current and previous iterations

What is the last step in Kotter's approach to change management?

Anchor new approaches in the culture

Planning Adjustments PI Planning (Day 2)

Any changes to planning scope and resource constraints, dependencies and people

Avoid organizing Teams around what?

Architectural Layers

Measurements

Are an important part of DevOps

ART Budgets and Resources

Are unaffected by Feature Cost overruns or changing priorities. - Fixed Cost per PI - Scope Varies

User voice statement:

As a (user role), I want (activity) to _________ so that (business value)

How is a user story framed

As a (user role), I want (activity) to, so that (business value)

Program Performance Reporting

As part of the Solution Demo, Teams compare Planned vs. Actual PI Objectives. - Teams meet with their Business Owners to self-asses the business value they achieved for each objective. - Each Team's planned vs. Actual Business Value is then rolled up to the Program Level in the Program Predictability measure.

Program performance reporting

As part of the solution demo, teams compare planned vs. actual PI objectives

A Roadmap does what?

Assigns Business Value to Features & Objectives

Iteration Retrospective means?

At regular intervals, the Team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. - Quantitative: Did the team meet its goals, collect & review agreed-to iteration metrics. - Qualitative: what went well, What Didn't, What can we do better next time.

PI system demo

At the end of a PI, teams demonstrate the current state of the solution to the appropriate stakeholders

PI System Demo

At the end of the PI, teams demonstrate the current state of the Solution to the appropriate stakeholders. - Often led by Product Management, POs, and the System Team - Attended by Business Owners, Program Stakeholders, Product Mgt, RTE, Scrum Masters, & Teams.

What are the characteristics of a generative culture?

Authenticity, emotional intelligence, lifelong learning, growing others, decentralized decision making

Automation of continuous deliveyr pipeline:

Automate everything mindset because manual processes are the enemy of fast value delivery

Test First

Automate now Automated tests are implemented in the same iteration as the functionality

Measure the Flow of the Value through Telemetry

Automated collection of real-time data regarding the performance of solutions - helps to quickly assess the impact of frequent application changes

House of Lean Flow

Avoid start and sop Build quality in Integrate frequently Fast feedback

(Test) Energy we want a team to develop?

Ba - Fuel of Ba is it's self-organizing nature - Ba is energized with intentions, vision, interest, & mission

Portfolio Canvas

Based on the Business Model Canvas; defines Development Value Streams that are included in the SAFe portfolio, the value propositions and the Solutions they deliver, the customers they serve, the budgets allocated to each value stream, and other key activities and events required to achieve the portfolio vision.

Capacity

Based on your velocity, how many story points you're planning for--accounts for setbacks like PTO

House of Lean Purpose

Best quality High morale

BVIR

Big Visible Information Radar

BVIR stands for?

Big Visible Information Radiator - this facilitates flow and helps Visualize & limit WIP.

Flow:

Build a foundation for value delivery. Establish a continuous _____________ of work that supports incremental value delivery from constant feedback and adjustment. Faster value delivery, better built in quality practices, relentless improvement and evidence based governance

Respect for People and Culture:

Build partnerships on trust and mutual respect

Release Increment

Building solutions incrementally affect this increment as a whole. All capabilities are finished and they meet acceptance critera

What is defined as the ability to complete and thrive in the digital age by quickly responding to market changes and emerging opportunity?

Business Agility

(Test) Product Management

Business Content Owner

(Test) The Business Owner provides what?

Business Context

Who are the key stakeholders on the ART?

Business Owners

What is considered an anti-pattern when assigning business values to team PI Objectives?

Business Owners assign high values to important enabler work

Business Value with PI Objectives:

Business Owners collaboratively assign bv to each of the team's individual objectives in a face to face convo--communicates the strategy and context behind these weighting decisions

WSJF Stakeholders

Business Owners, Product Managers, Product Owners, System Architects

What does a day 1 agenda of PI planning typically comprise?

Business context (biz owner or at exec), product vision (by upcoming features, presented by PM), architecture vision and dev practices (systems architect/ engineering or cto), planning context (RTE), team breakouts (capacity, backlog, plans, for each iteration), draft plan review, mgmt review and problem solving

(Agile principle) who must work together throughout the project? With what frequency?

Business people and developers- daily!

PI Objectives

Business summaries of what each team intends to deliver in the upcoming PI Typically map to features, but now always

How does SAFe provide a second operating system that enables Business Agility?

By focusing on customers, products, innovation, and growth

What is one-way Lean agile leaders lead by example?

By modeling SAFe's lean agile mindset, values, principle and practices.

PRINCIPLE #10: ORGANIZE AROUND VALUE

By organizing the enterprise around the flow of value instead of the traditional organizational silos, SAFe provides a second, networked operating system + Faster learning + Shorter time to market + Higher quality + Higher productivity + Leaner budgeting mechanisms

What are five concepts of DevOps

CALMR Culture of shared responsibility Automation of continuous delivery pipeline Lean Flow Measurement of everything Recovery enables low-risk releases

SAFe's approach to DevOps

CALMR 1) Culture of shared responsibility 2) Automation of continuous delivery pipeline 3) Lean flow accelerates delivery 4) Measurement of everything 5) Recovery enables low risk releases

How do we measure Flow?

CFD (Cumulative Flow Diagram)

Each PI uses ___________________ and _________________

Cadence and syncronization

(Test) PI Planning is what?

Cadence based and are the "Pacemaker" of the Agile Enterprise. - 2 days every 8-12 wks - Everyone attends in-person. - Backlog Items get Committed - Product Mgt owns Feature priorities - Development teams own Story planning & high-level estimates - Architect/Engineering & UX work as intermediaries for governance, interfaces, & dependencies.

Apply cadence, synchronize with cross domain planning

Cadence creates predictability and provides a rhythm for development. Synchronization causes multiple perspectives to be understood, resolved and integrated at the same time

PRINCIPLE #7: APPLY CADENCE; SYNCHRONIZE WITH CROSS-DOMAIN PLANNING

Cadence makes routine everything that can be routine so teams can focus on managing the variable parts of solution development. Synchronization allows multiple solution perspectives to be understood, resolved, and integrated at the same time.

PI Planning

Cadence-based PI planning meetings are the pacemaker of the Agile Enterprise - Two days every 8-12 weeks. 10 weeks typical - Everyone attends if possible - Product Management owns the features if possible - Development owns Story Planning and HLE - Arch/Eng and US work as intermediaries for governance, interfaces and dependencies

What has dependence on the Solution Kanban

Capability

(Agile principle) what do agile processes harness for the customer's competitive advantage?

Change / welcome changing requirements

C in PDCA

Check: System Demo

Solution Architect/Engineer

Collaboratively defines the technology and architecture that connects the solutions across ARTs

PI Final Plan

Collected at the front of the room Reviewed by all teams Business owners asked if they accept the plans If so, okay. If not, continue to plan.

What must management do for a successful Agile transformation?

Commit to quality and be the change agent in the system

Last step in Sprint Planning?

Commitment

What's the output of PI Planning? (2)

Committed PI Objectives and a Program Board

Responsibilities SPCs can take on to drive? Why?

Communication, Form the team, Teach leaders & stakeholders, Train the Teams, Launch ARTs, Coach ARTs, Scale wins. Why? Connect the dots in the enterprise.

PI - Confidence Vote

Completed after dependencies are resolved and risks are addressed Range of 1-5 1 = No confidence 5 = Very high confidence

What is an example of applying cadence and synchronization in SAFe?

Conducting a PI planning meeting

Fist of Five is a ?

Confidence Vote 1 = Low Confidence 5 = High Confidence

(Test) Strategic Themes do what? Know the 3 items and more detail.

Connect each SAFe portfolio to the enterprise business strategy. Influence: 1. ART Funding 2. Portfolio Backlog 3. Program Vision & Roadmap - Assist with Epic evaluation & decision making

SAFe Implementation Roadmap

Consists of an overview graphic and a twelve-article series that describes a strategy and an ordered set of activities that have proven to be effective in successfully implementing SAFe.

Architectural Runway

Consists of the existing code, components and technical infrastructure needed to implement near-term features without excessive redesign and delay

Solution Train Inspect & Adapt

Consists of three parts: 1) Solution Demo 2) Retrospective 3) Problem-solving workshop

(Test) House of Lean: Relentless Improvement means?

Constant sense of danger, optimize the whole, consider facts quickly then act quickly, apply lean tools, reflect at key milestones.

Continuous Exploration:

Continually exploring the market and user needs and defining a vision, roadmap and a set of features of address those needs

What is one Guardrail on Lean Budget spend?

Continuous Business Owner engagement

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

Continuous Business Owner engagement

What is one component of the Continuous Delivery Pipeline?

Continuous Exploration

Components of the Continuous Delivery Pipeline

Continuous Exploration (CE) Continuous Integration (CI) Continuous Delivery (CD) Release on Demand (RoD)

What is one component of the Continuous Delivery Pipeline?

Continuous Exploration (CE), Continuous Integration (CI), Continuous Deployment (CD), and Release on Demand.

(4) parts to the continuous delivery pipeline

Continuous Exploration, Continuous Integration, Continuous Deployment, Release on Demand

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

(Agile principle) what enhances agility?

Continuous attention to technical excellence and good design

What are the three core elements of the continuous delivery pipeline?

Continuous exploration, continuous integration, continuous deployment- as realized by an Agile Release Train

System Increment

Continuous functionality building

(Test) House of Lean: FLOW means?

Continuous sustainable throughput of value, avoid start-stop-start delays, build in quality, understand & manage variability, integrate frequently, informed decision making via fast feedback.

ARTs

Continuously deliver value 5 - 12 teams (50 - 125+ individuals) Common cadence, PI Common mission, Program Backlog

ARTs

Continuously deliver value Continuous Exploration Continuous Integration Continuous Deployment

Having Budgets for Development, testing etc. does what?

Contradicts Agile

Little's Law: Control Wait Time by ____________________

Controlling Queue Length

What is weighted shortest job first?

Cost of Delay / job duration (SAFe uses relative job size as a proxy for duration).

Cost of Delay:

Cost of not getting the product out immediately, aka how important it is to get it done now

Application Lifecycle Management (ALM):

Create a standardized environment for communication and collaboration between development

Agile team

Cross functional and self-organizing. Can define, build and test valuable things Applied Agile SW Engineering practices with XP, Scrum and Kanban Delivers value every 2 weeks

Release Management Team

Cross functional teams that approves frequent releases of quality solutions to customers.

(Test) Scrum includes a?

Cross-Functional Team of 5-9 people

The Agile Release Train uses which type of teams to get work done?

Cross-functional teams

Agile Manifesto: _________________________ over contract negotiation

Customer Collaboration

A business epic is for:

Customer Facing

What is DSU?

Daily stand up employed by agile teams during an iteration period to remove blockers and reports on advancement in iteration goals

(Test) Principle#3: Assume Variability & Preserve Options means? Know more about it.

Defer commitment to the last possible moment Traditional design and life-cycle practices encourage choosing a single design-and-requirements option too early in the development process. Unfortunately, if that starting point proves to be the wrong choice, then future adjustments take too long and can lead to a suboptimal outcome.

Decentralize decision making

Define economic logic behind a decision Empower others to actually make them

Pivot or Preserve (Preserve)

Define features to further develop and refine innovation

Epic

Define large development initiatives that encapsulate the new development necessary to realize the benefits of investment themes

(Test) De-Centralize Decision Making defines what?

Define the economic logic behind a decision; empower others to actually make them

DBT

Define, Test, Build teams comprised of 5-9 members that deliver working, fully tested software every two weeks

(Test) What is Purpose of Little's Law?

Defines the relationship between Work in Progress (WIP), Throughput and Lead Time. It is the reason why Kanban teams try to limit WIP. 1. Reduce Queue Lengths 2. Faster processing time decreases wait 3. Control wait times by controlling queue lengths

Optimizing flow means identifying what?

Delays

How can trust be gained between the business and development?

Deliver predictability

SAFe's first lean agile principle includes "Deliver early and often" and what else?

Deliver value incrementally

What is the biggest benefit of decentralized decision-making?

Delivering value in the shortest sustainable lead time

Demo

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

System Demo every 2 weeks (throughout PI).

Demonstrate the Full Solution Increment to Stakeholders every Iteration. - An Integrated Solution Demo - Happens after the Teams Demo (may lag by as mush as 1 Iteration, max) - Demo from the staging environment, or the nearest proxy.

DevOps

Deployment and Operations--end the silo approach by providing an enterprise with the ability to develop and release small batches of functionality to this business or customer

What do enabler stories do?

Describe work needed to build architectural runway for dev and delivery of future business features

Acceptance Criteria includes what?

Describes each Feature in a short phrase, with a statement of Benefits

Enterprise Solution Delivery

Describes how to apply Lean-Agile principles and practices to specification, development, deployment, operation, and evolution of the world's largest and most sophisticated software applications, networks, and cyber-physical systems. (Business Agility Core Competency)

Capability

Describes the higher level behavior of a solution

How does design thinking measure success of products or solutions?

Desirability, feasibility, viability, sustainability

Design Thinking identifies at least four new ways to measure success. What are two of those ways? (Choose two.)

Desirability;Sustainability Desirable - Do customers and users want the solution? Feasible - Can we deliver the right solution through a combination of build, buy, partner, or acquire endeavors/activities? Viable - Is the way we build and offer the solution creating more value than cost? For example, in a for-profit enterprise, are we profitable? Sustainable - Are we proactively managing our solution to account for its expected product-market lifecycle?© Scaled Agile, Inc.Include this copyright notice with the copied content.Read the FAQs on how to use SAFe content and trademarks

Design Thinking identifies at least four new ways to measure success. What are two of those ways? (Choose two.)

Desirability;Sustainability;

Which statement is true about DevOps?

DevOps is an approach to bridge the gap between development and operations

What is DevOps

DevOps is the adoption of a mindset, culture, and set of practices that provide solution elements to the customer without handoffs and without requiring excessive production or operations support.

Chaos Monkey

Developed by NEtflix

Develop on Cadence. Release Any Time

Development Cadence limits variability to a single PI interval. Release on Demand. - Adjust plans based on releases, but don't change sprints Order: Customer preview, Major Release, Sub-system release, Major release, New Feature.

Assume variability, preserve options:

Development occurs in an uncertain world; aggressively evaluate alternatives

(Test) Development Value Stream means?

Development of Systems & Capabilities that enable the operational value streams

Which statement is true about DevOps?

Devops is an approach to bridge the gap between development and operations

Strategic Themes

Differentiating business objectives that connect a portfolio to the strategy of the Enterprise. They influence portfolio strategy and provide business context for portfolio decision-making.

Strategic themes

Differentiating, specific and itemized business objectives that connect a portfolio to the strategy of the enterprise

What are the 2 types of Customers?

Direct (customer that will directly use the solution) In-Direct (The Solution builder is the Proxy)

Contracts

Do not build design deliverables into a contract

D in PDCA

Do: PI Execution

(Test) What drives the upper limit to 125?

Dunbar's Number: Maintain stable social relationships

Most important factor is WSJF:

Duration

During the PI planning event, when are planning adjustments agreed upon?

During the management review and problem-solving

DOD (Definition of Done)

E.g. Do not close story unless all defects closed

Strategic Themes connect?

Each SAFe Portfolio to the Enterprise Business Strategy. - Enterprise - Portfolio Context - Strategy - Portfolio Budgets - Strategic Themes

Leader as a conductor

Effective when coordination is a prerequisite for maximum performance - Central decision maker - Subtle and indirect manipulation Challenges - Narrows focus of direct reports to their own areas - Use systems and procedures to control work

Leader as an expert

Effective when manager has greater knowledge than direct people - Technician or master craftsman - Problem-solver - Understands the domain and the technology Challenges - Limits learning and growth

(Test) Fixed and Variable Intent is done with? Know more about enablers.

Enablers

Alignment

Enables autonomy and decentralized decision making

Which team type is "organized to assist other teams with specialized capabilities and help them become more proficient in new technologies?

Enabling team

Relentless Improvement

Encourages learning and growth through continuous reflection and process enhancements. Optimize the whole, not the parts, of the organization and development process. Consider facts carefully, then act quickly.

Epics

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

Four levels in SAFe (Top to bottom)

Enterprise, Large Solution, Program, Team

What's the largest initiative within a portfolio?

Epic

Product Owner is to Team Level as ____________ is the Portfolio Level

Epic Owner

Leader as 'developer of people'

Escape the trap with a post-heroic, Lean leadership style - Creates a team jointly responsible for success - How can each problem be solved in a way to develop people Benefits - Increased direct report ownership and responsibility - Increased employee engagement and motivation - Allows leader to spend more time managing laterally and upward - There is no limit to the power of getting things done

Develop on cadence:

Essential method for managing the inherent variability of systems development in a flow-based system by making sure important events and activities occur on a regular, predictable schedule

What are user story maps?

Establish a relationship between user activities and features and user stories - help organize and prioritize stories

Which two quality practices apply to Agile teams? (Choose two.)

Establishing flow;Peer review and pairing;

WSJF=

Estimated COD/Job Size (also known as job duration)

New System Increment every 2 weeks.

Every 2 weeks, Teams evaluate the status of the New, Integrated System Increment. - Features are functionally complete or "toggled" so as not to disrupt demonstrated functionality - New Features work together, and w/existing functionality - Architecture Runway work in Process is scaffolded & toggled - System is continually verified via Story & Feature acceptance tests - All practical NFR testing is done continuously

Architectural Runway means?

Existing code, hardware components, etc. that technically enable near-term business features. 1. Enablers build up the runaway 2. Features consume it 3. Must be continuously maintained 4. Use capacity (Kanban) allocation for Enablers that extend the runway.

Architectural Runway

Existing code, hw components, etc. that enables near-term business features Enablers build up the runway Features consume it Must be continuously maintained

Leadership styles

Expert Conductor Developer of people

(4) types of leaders

Expert, Conductor, Commander, Developer of People

(Test) Management Styles (3 types)

Expert, Conductor, Developer

Enabler Stories

Exploration Architecture Infrastructure Compliance

(Agile principle) what's the most efficient and effective method of conveying information to and within a development team?

Face to face conversation

Scrum Master (ATF) does what 3 things?

Facilitate Issues, Risks, & Dependencies

Objective Milestones

Facilitate learning and allow for continuous cost-effective adjustments towards and optimal solution

(Test) Spikes are?

Facilitated by Small Batch Sizes

Program Kanban

Facilitates the flow of features through the continuous delivery pipeline

(Test) RTE (Release Train Engineer)

Facilitator of the Train

T/F: Architecture is SAFe covers only the program and team levels?

False

T/F: Architecture is the sole domain of the System Architects?

False

T/F: Design must be grown incrementally by the enterprise architect?

False

T/F: Emergent design is enough to scale software?

False

T/F: There is one instance of SAFe at the Enterprise?

False

T/F: User stories are prescribed by Scrum?

False - Scrum has no prescribed design or requirements format.

T/F: Architectural features do not fit into a PI?

False, they do fit into 1 PI

Learning cycles

Fast feedback accelerates knowledge Small batch sizes Shorter cycles = faster learning

What is found on a program board?

Features

Program Roadmap has what on it?

Features - Recommended to plan 2 PIs out.

Continious Story Integration

Features Enablers - Functionality needed for a feature to work Spike - research enabler

Define Solution Features for the Program Backlog

Features are services that fulfill user needs. - Feature is an industry-standard term familiar to Marketing & Product Management - Expressed as a Phrase, "Value" is expressed in terms of Benefits - Identified, Prioritized, estimated & Maintained in the Program Backlog - Fits in a PI

Release on Demand Cycle

Features deployed into production are released incrementally or immediately to customers based on market demand (whenever the stakeholder says)

(Test) Why do we want to organize around Value?

Fewer handoffs, drive alignment, easier to build in quality, optimize the whole system

(Test) Estimating / Planning Poker. when is it used and for what type of planning/estimating?

Fibanache numbers

Story Points 2

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 recalibrating)

Phase Gates

Fix requirements and designs too early

What is customer centricity ask of teams?

Focus on the customer, understand the customer's needs, think and feel like the customer, build whole product solutions, create customer lifetime value

Prioritize Features

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

(Test) Intentional Architecture does what?

Fosters team alignment and defines Architectural runway

Base of the House of Lean:

Foundation: Lean-Agile Leadership

You Control Variability within a?

Framework

decentralized decision making

Frequent. These decisions are common and occur often. Time critical. A delay in these types of decisions comes at a high cost. Require local information. These decisions need specific local context.

(Agile principle) when should working software be delivered?

Frequently- couple weeks to a couple months with preference for shorter timescale

Value Stream is a?

Fundamental thinking construct in Lean

Solution Intent contains 3 things?

Future & Current 1. Specifications 2. Design 3. Tests

Gemba Walk

Getting out of the office

Serial Delivery:

Getting value incrementally but not getting value UNTIL you've delivered the first feature

House of Lead Innovation

Give members time and capacity to think Producers innovate, customers validate

Small batches

Go through the system faster Most important batch is the handoff batch

What is the House of Lean?

Goal (roof): Value, Foundation: Leadership, (pillars): Respect for People and culture, Product Development Flow, Innovation, relentless improvement

Pre-Planning structure

Goal - Align Product Managers, System Architects and other ART stakeholders to a common vision Input - Results of the previous PI execution Output - A set of features for every ART

Post-Planning structure

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

Capacity Buffer means?

Guard Band

Roadmap

Guides the deliver of features over time PX - Committed PX+2 - Foretasted

(Test) The Road Map does what?

Guides the delivery of Features over time. Purpose: - Directional Intent - 3 PIs Captured - Show Releases

What is 'inspect & adapt'?

Happens at end of PI during IP iteration where current state of solution is demo'd and evaluated by ART. The adapt part is ID'ing improvement backlog via workshop/ restrospective

HIP stands for?

Hardening, Innovation, Planning

Principle #9: Decentralize decision-making

Has the benefit of local context and reduces delays and improves product development flow. It enables faster feedback, more innovative solutions, and higher levels of empowerment.

Product Owner Sync

Held for POs and Product Managers, timeboxed 30-60 min, get visibility into how well the ART is progressing toward meeting the program PI objectives to discuss problems or opportunities with feature development and assess any scope adjustments

PI - Retrospective

Help continuously evolve

Stretch Objectives

Help improve predictability of delivering business value since they are not included in the team's commitment or counted against teams in program predictable measures

Minimum Marketable Feature (MMF):

Helps limit the scope and investment, enhances agility and provides fast feedback

Capbilitiy

Higher-level solutions behavior that typically spans multiple ARTs. They are sized and split into multiple features to facilitate their implementation in a single PI.

Program Board

Highlights the new feature's delivery dates, feature dependencies among teams and with other ARTs and relevant milestones

(Test) Un-Deployed software increases what?

Holding Cost

Velocity

How many story points you could normally produce

Benefits of features

Hypothesis Acceptance criteria

Teams evaluate the MVP against_____________, not based on ___________________

Hypothesis, ROI

Test First: Automate Now

If not: Velocity is bottlenecked, quality is speculative, scaling is impossible. - Automated Tests are implemented in the same Iteration as the Functionality. - The Team that builds Functionality also Automates the tests. - Create an isolated automated test environment. Actively maintain test data under Version Control. Passing vs. Not-Yet-Passing and Broken Automated Tests are the Real Iteration progress indicator. - Great to pair the Product owner & Developer.

What are customer journey maps?

Illustrate Customer experiences that they have as we navigate a product from first engagement to achieving their objectives

Goal of DevOps

Improve collab between Development and IT operations by developing and automating a continuous delivery pipeline

PRINCIPLE #2: Apply Systems Thinking says?

In SAFe, systems thinking is applied to the solution being developed, and the organization that builds the system. ** The Solution Is a System - Team members should clearly understand the boundaries of the system - Optimizing a solution component does not optimize the system as a whole. - The value of a system passes through its interconnections. - A system can evolve no faster than its slowest integration point. ** The Enterprise Building the System Is a System, Too ** Understand and Optimize the Full Value Stream

What is the spanning palette?

In SAFe, the various roles and artifacts and roles that may apply to a specific team, ART, large solution or portfolio context. Can be small or large and configurable based on needs of the org.

Prioritize Features for Optimal ROI

In a Flow System, job sequencing is the key to economic outcomes. - To Prioritize based lean economics, we need to know 2 things? 1. What is the Cost of Delay (CoD) in delivering value 2. What is the Cost to Implement the Valuable thing.

Empathy maps

In design thinking, it's A way to better understand a users needs and mindset when interacting with a new interface or system- (who, what they do; hear, see, needs, think/ feel, say?)

How is the flow of Portfolio Epics managed?

In the Portfolio Kanban

Enterprise, Lean and Large

In the large Enterprise, there may be multiple SAFe portfolios.

Value Stream definition?

Includes people, tools, etc. to deliver from Concept to Value

Large batches

Increase variability High utilization increases variability Severe project slippage is the most likely result

INVEST stands for?

Independent, Negotiable, Valuable, Estimable, Small, Testable

INVEST

Independent, Negotiable, Valuable, Estimable, Small, Testable

Customers are inseparable from the development process

Indirect - General solutions. Example. End-user purchaser of a CRM System. MS Office Direct - Custom- built solutions. Example. Government purchaser of a defense system

System Architect/Engineer:

Individual or small cross discipline team that truly applies systems thinking. They define the overall architecture of the system, NFRs, determine the major elements and subsystems and help define the interfaces and collaborations among them

Agile Manifesto:___________________ over processes and tools

Individuals and interactions

Culture of shared responsibility

Infrastructure empowers development and operations to act independently without blocking each other

Which 3 types of decisions should remain centralized even in a decentralized decision-making environment?

Infrequent. These decisions aren't made often and typically aren't urgent. Thus, deeper consideration is appropriate. Long-lasting. Once reached, these decisions are unlikely to change. Provide significant economies of scale. These decisions provide large and broad economic benefits.

values of the agile manifesto

Inidivudals and interactions over processes and tools; working software over comprehensive documentation; customer collaboration over contract negotiation; responding to change over following a plan

Gemba Walk is a part of which pillar

Innovation

The House of Lean is a classic metaphor describing the mindset essential for Lean thinking. Which one of the four pillars advocates a 'Go See' mindset?

Innovation

What is one pillar of the SAFe house of Lean?

Innovation

IP stand for what?

Innovation & Planning

PI Planning Process

Input - Vision and Top 10 features Output - Team and Program PI objectives and program board

I&A

Inspect and Adjust

Transformational leadership - Vision

Inspire and align with the mission, minimize constraints Lead change - Establish a sense of urgency - Create a powerful guiding coalition

(Test) Principle#4: Build Incrementally w/Fast integrated learning cycles is what 4 things? Are Iterations a form of a learning cycle?

Integration Points Create Knowledge from Uncertainty Integration Points Occur by Intent Faster Learning Through Faster Cycles 1. Plan 2. Do 3. Check 4. Adjust (act) - Requires increased investment in development environment ; shorter cycles = faster learning

Program Execution

Intense focus on working systems and business outcomes.

Supplier:

Internal or external organization that develops and delivers components, subsystems or services, which help the Solution Trains deliver solutions to customers

Product Manager:

Internal voice of the customer and works with customers and product owners to understand and communicate their needs, define system features and participate in validation. Responsible for the program backlog.

What is one guardrail on lean budget spend?

Investiment horizons

Features

Is an industry-standard term familiar to marketing and Product Management Have Benefit Hypothesis and Acceptance Criteria Reflect functional and non functional requirements Fitsin one PI

(Test) A Value Stream Epic is with in a? Need more detail

Is within a Value Stream

When should new approaches be anchored in an organization's culture?

It comes last as a results of changing work habits

What is a program backlog?

It defines the work of a train, consists of features intended to address user needs and deliver biz benefits. Comprised of features and benefit hypotheses

What is the innovation and planning iteration?

It is an estimating buffer for meeting PI objectives and provides time for innovation, continuing education, PI planning and inspect and adapt events

What is one issue when organizing around hierarchical functions?

It is not how value flows

Which statement is true when continuously using devops model?

It lessons the severity frequency of release failures

What is an attribute of an application built with DevOps in mind?

It overlays measurements with events (deployments, releases)

What is ans attributes of an application built with DevOps in mind?

It overlays measurements with events (deployments, releases)

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 the lean portfolio management.

Agile Manifesto values __________ more than ___________

Items on the left more than items on the right

Benefit Hypothesis

Justify Feature implementation cost, and provides business perspective when making scope decisions

Primary mechanism to achieve SAFe principle #6

Kanban Systems

How are epics managed?

Kanban systems

Business Owners

Key Stakeholders on the ART

(Test) Taking the Leading SAFe training is a? Know other training for different resources.

Key thing to get Leadership buy-in.

Knowledge Worker?

Know more about the work they perform than their boss

House of Lean Base?

LEADERSHIP

Who has financial accountability for a SAFe Portfolio?

LPM (Lean Portfolio Management)

Capabilities are on what level?

Large Solution

What level Solution Management?

Large Solution Level

What level is the Customer?

Large Solution Level

What level is the Solution Architect?

Large Solution Level

What level is the Solution Train Engineer?

Large Solution Level

What level is the Supplier

Large Solution Level

What are program increments?

Larger time box (8-12 wks) / planning interval that consists of multiple iterations during with an ART delivers incremental value in form of working, tested solutions. 3-5 development iterations in one PI followed by one IP (innovation and planning) iteration

What are the last three steps of the SAFe Implementation Roadmap?

Launch more Agile Release Trains and Value Streams, extend to the portfolio, accelerate

House of Lean Leadership

Lead the change Develop people Intrinsic motivation

Transformational leadership - 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

(Test) House of Lean: LEADERSHIP (the Base) means?

Lead the change, know the way, develop people, inspire & align w/mission, decentralize decision making, unlock intrinsic motivation of knowledge workers.

Responsibility Trap

Leader has to know everything

Innovation:

Leaders must get out of the office and into the actual workplace where the value is produced. You must provide time/space for people to be creative

What is the foundation of the SAFe House of Lean?

Leadership

What is the SAFe house of lean foundation?

Lean Agile Leadership

Which of the core competencies of the Lean Enterprise helps align strategy and execution?

Lean Portfolio Management

Who is responsible for managing the Portfolio Kanban?

Lean Portfolio Management reviews and manages the epics within the portfolio kanban "portfolio sync event"

Who is responsible for managing the portfolio Kanban?

Lean Portfolio management

Set an Integration-based Point means?

Lean machine to ensure components are coming together

What is scrum?

Lightweight, team-based process fostering fast feedback and quick iterative dev of a solution (teams define, build, test and maybe even deploy in fast sprints)

WIP

Limit of three user stories IP. If a developer is done, help other developers or test in order to move the stories forward Limit WIP, reduce batch sizes and manage queue lengths

Queues

Long queues are back Committed work

Optimum batch size

Lowest total cost Example of U curve optimization Total costs are the sum of holding costs and transaction costs Higher transaction costs shift optimum batch size higher Higher holding costs shift batch size lower

Solution demo

Major event for the life of the solution. E.g. Boeing getting a plane off the ground.

What are the three primary keys to implementing flow? (Choose three.)

Manage queue lengths;Reduce the batch sizes of work;Visualize and limit work in process (WIP);

Lean Portfolio Management helps with what in the budget?

Manage the budget for each of the value streams. They adjust budgets for each value stream, based on changing business conditions

Aligning ARTs and suppliers, the Solution Train helps do what?

Manage the inherent risk and variability of large-scale solution development

Management Review and Problem Solving in PI Planning (Day 1)

Management may negotiate scope changes and resolve other problems by agreeing to various planning adjustments

Foundation: Lean-Agile Leadership

Managers become leaders who embrace the values of Lean, they are competent in the basic practices, they eliminate impediments, they take an active role in driving organizations change and facilitation of unrelenting improvement

Portfolio Kanban

Manages the flow of Epics

Scrum of Scrums

Meeting that coordinates of the dependencies of the ARTs and provides visibility into progress and impediments

(Test) Management Review & Problem Solving asks what?

Mgt meets to make adjustments to Scope & Objectives: 1. What did we just learn 2. Where do we need to adjust Vision, Scope, Resources 3. Where are the Bottlenecks 4. What Features must be De-Scoped 5. What Decisions must we make quickly

MVP

Minimum Viable Product

MVP

Minimum Viable Product-The minimum effort necessary to sufficiently validate or invalidate the hypothesis

What else does the SAFe principle, unlock the intrinsic motivation of knowledge workers, require besides purpose and mission?

Minimum possible constraints

MBSE

Model Based Systems Engineering

(Agile principle) around whom should we build projects?

Motivated people- give them environment, support, and trust needed to get the job done

Set Based Design (Agile) means?

Multiple Choice Design options

Backlog Matching - Portfolio Epic

Multiple Value Streams and multiple PIs

Set based approach

Multiple design options Learning points

Features are designed for ________________

Multiple roles

Non Functional Requirements

NFR Put into Definition of Done

Lean Flow Accelerates Delivery

New features can move quickly from concept to cash

GEMBA means?

No useful product/improvement was created at a desk; Walk leadership around on the floor.

(Test) Is Job Size always a good proxy for duration?

No, not the case when resources are limited

Parallel delivery:

Not getting any value until you deliver everything--can't recognize it until the end

Load

Number of story points you plan for

What is a system demo?

Occurs every two week to provide integrated view of all teams' work delivered by ART over past iteration (fact based measure of system level progress and velocity within the PI). Everyone up to execs attend and give feedback

Characteristics of Alignment

Occurs when everyone is working toward a common direction. Enables empowerment, autonomy, and Decentralized Decision-making, allowing those who implement value to make better local decisions.

Transformational leadership - Growth

Offer personalized support, coaching and encouragement Keep communication open Offer direct recognition Exhibit genuine care and concern Build an environment of mutual influence

How do you Represent and Model Suppliers?

On a Separate Release Train

Confidence Vote PI Planning (Day 2)

Once program risks have been addressed, teams vote on their confidence in meeting their program PI objectives with a first of five vote

Backlog Matching - Program Epic

One ART across multiple PIs

Backlog Matching - Feature

One ART within one PI

Backlog Matching - Solution Epic

One Solution Train across multiple PIs

Backlog Matching - Capability

One Solution Train within one PI

Backlog Matching - Story

One team, one interation

What does the continuous delivery pipeline CDP enable?

Ongoing Learning

(2) Types of Value Streams

Operation Value Streams, Development Value Streams

Innovation and Planning iteration

Opportunity for innovation hackathons, and infrastructure improvements Provides for cadence-based planning Estimating guard band for cadence-based delivery

Value Stream

Optimize Focus on delays Deliver customer value

Goal of Systems Thinking

Optimize the Full Value Stream

House of Lean Relentless improvement

Optimize the whole A constant sense of danger

(House of lean) What are key parts of relentless improvement?

Optimize the whole, it parts of an org and dev process; reinforce problem solving mindset of org; apply retrospectives at key milestones; apply lean tools and techniques to determine fact based root cause of problems,; base improvements on facts

Which is an aspect of systems thinking?

Optimizing a component does not optimize the system

Aspects of systems thinking

Optimizing a component does not optimize the system A system can evolve no faster than its slowest integration point

System Demos

Orchestrated to deliver objective progress, product and process metrics

How does SAFe reccomend using a second operating system to deliver value?

Organize the enterprise around the flow of value while maintaining the hierarchies.

Empathic Design

Our ability to put aside our preconceived ideas and develop solutions from the perspective of our customers.

When does a PI planning event occur?

Over two days, usually during the IP iteration of a PI

Product Management

Owns, defines and prioritizes the Program Backlog

The iterative learning cycle

PDCA Plan, Do, Check, Adjust

During which event are the team PI objectives agreed upon?

PI Planning

Three parts to the I&A

PI System Demo, Quantitative measurement, Retrospective and problem solving

Who has the ultimate decision over features?

PM

Who has the ultimate decision over stories?

PO

PO Sync

POs and Product Managers meet and get visibility into how well the ART is progressing toward meeting the program PI objectives, discuss problems or opportunities with feature development and assess scope adjstments

(Test) Base decisions on Economics includes 5 things?

Parameter Tradeoffs: 1. Cycle Time 2. Product Cost 3. Value 4. Development Expense 5. Risk

What are the three types of culture in organizations?

Pathological, bureaucratic, generative

(Test) House of Lean: Respect for People & Culture means?

People do all the work, customer is whomever consumes the work, Build long-term partnerships based on trust, Culture change comes last, not first, to change the culture you have to change the organization.

Feature expressed by:

Phrase, Benefit Hypothesis and acceptance criteria

PDCA

Plan, Do, Check and Adjust

P in PDCA

Plan: the PI Planning Event

Day 2 PI planning agenda?

Planning adjustments (mgmt), team breakouts (finalize objectives for PI), final plan review and lunch, program risks (ID problems, apply ROAM), confidence vote (fist of 5), plan rework (if needed), planning retrospective and moving forward (led by RTE)

Epics are on what level?

Portfolio

No RTE or VSE at what Level?

Portfolio

No Time-Box at what Level?

Portfolio

What can be used to capture the current state of the portfolio?

Portfolio Canvas

(Test) Epics get approved via? Who approves and what happens following approval?

Portfolio Kanban System - Approved Epics form the Portfolio Backlog. - Portfolio Epics cut across trains - Program Epics can implemented in a single train - Business Epics are customer facing - Enabler Epics enable solutions to address Business needs - Developed & Analyzed in the Portfolio Kanban system

Innovators are typically at what Level?

Portfolio Level

How is the flow of Portfolio Epics managed?

Portfolio epics are made visible, developed, and managed through the Portfolio Kanban system where they proceed through various states of maturity until they're approved or rejected. Before being committed to implementation, epics require analysis. Epic Owners take responsibility for the critical collaborations required for this task, while Enterprise Architects typically shepherd the enabler epics that support the technical considerations for business epics.© Scaled Agile, Inc.Include this copyright notice with the copied content.Read the FAQs on how to use SAFe content and trademarks. Ans: portfolio kanban

Enterprise Architects define enablers at which level?

Portfolio level

Where are strategic themes in the SAFe big picture?

Portfolio level

Planning Adjustments from previous day's Mgt Review & Problem Solving mtg may include what?

Possible Changes: 1. Business Priorities 2. Adjustment to Plan 3. Changes to Scope 4. Movement of People

(Test) Value Stream Alignment at the PI Level via what 2 things? Who attends each meeting?

Pre & Post PI Meetings - Pre-Meeting builds an aligned plan for the next PI & match solution demand to ART capabilities. Output: Set of features for every ART; Updates ART Visions. - Post-Meeting reviews, recaps, communicates, and provides feedback. Output: Value Stream PI Objectives; Adjust for ART plans; Value Stream Roadmap updates.

Move from variable to fixed solution intent

Preserve flexibility to enable evolution towards optimum solution alternative

Weighted Shortest Job First

Prioritization model used to sequence jobs to produce maximum economic benefit

(Test) Product Owner does what 2 things?

Prioritize Backlog & Accepts Work

(Test) Backlog is ?

Prioritized but not Committed

A System Increment should be?

Produced no more than 1 Sprint in front of Team increment

House of Lean: INNOVATION means?

Producers innovate, customers validate, GEMBA, provide time & scope for creativity, apply innovation accounting, pivot w/out mercy or guilt (make controlled decisions).

Who defines capabilities and splits them into features?

Product Management and Solution Management

Product/Solution Vision Meeting in PI Planning (Day 1)

Product Management presents the current program vision and highlights any changes from the previous PI Planning Meeting

(Test) Features & Feature Descriptions (Referenced only) are presented by the?

Product Manager

(Test) Vision is presented by the? Who Owns the Vision?

Product Manager

Product Owner is to Team Level as _________ is to Program Level

Product Manager

Who coordinates the PO Sync

Product Manager or RTE

Who has content authority to make decisions at the User Story level during Program Increment (PI) Planning?

Product Owner

Who is the only team member empowered to accept user stories as done?

Product Owner

Solutions

Products, services, or systems delivered to the customer, whether internal or external to the Enterprise. Each Value Stream produces one or more of these.

Features are on what level?

Program

What highlights new features?

Program Board

Closed Loop

Program Events create a closed loop system to keep the train on the tracks - PI Planning - Scrum of Scrums - PO Sync - System Demo - Prepare for PI Planning - Inspect & Adapt

PI stands for what

Program Increment

Solution Vision is done at what SAFe level?

Program Level

What level are the Business Owners

Program Level

What level is the Product Manager?

Program Level

What level is the RTE?

Program Level

What level is the System Architect/Engineer?

Program Level

System and Solution architects define enablers at which level?

Program and Large Solution Levels

System Demo

Provides an integrated view of new features for the most recent iteration delivered by all the teams in the ART. Gives ART stakeholders an objective measure of progress during a PI

System Architect/Engineering

Provides architectural guidance and technical enablement to the teams on the train

What is PI planning?

Provides opp for biz and technical arms of a solution to be integrated and evaluated in one time (~6 times) on a cadence

System Team

Provides processes and tools to integrate and evaluate assets early and often

Why is the Architectural Runway necessary?

Provides the technical foundation for developing business initiatives and implementing new features/capabilities

Intentional Architecture

Purposeful, planned architectural initiatives, which enhance solutions design, implementation and synchronization

Program Risks

ROAM Resolved - Has been addresses. No Longer a concern. Owned - Someone has taken responsibility Accepted - Nothing more can be done. If risk occurs, release may be compromised Mitigated - Team has plan to adjust as necessary

Scrum Master is to Team Level as _________ is to Program Level

RTE

Scrum of Scrums is coordinated by who:

RTE

Who facilitates the Scrum of Scrums

RTE

What are ART syncs?

RTE facilitates weekly scrum and scrums and PO syncs - sometimes together, sometimes apart

Build a Deployment Pipeline (Dev Ops)

Real value occurs only when the end users are successfully operating the Solution. Deployment Pipeline Streamlines delivery: - Staging environment emulates production - Development & test environments match production to the extent feasible - Working System is deployed to staging every iteration - Supporting Activities: - Everything under Version Control - Ability to automatically build Environments - Automated the Actual Deployment Process

Little's Law

Reduce queue lengths Faster processing time decreases wait Shorter queue lengths decreases wait Control wait times by controlling queue lengths

What are the three primary keys to implementing flow? (Choose three.)

Reduce the batch sizes of work;Visualize and limit work in process (WIP);Manage queue lengths;

Improving the process to increase Average Completion Rate while maintaining the same WIP

Reduces Lead Time

Reducing WIP, while maintaining the same Average Completion Rate

Reduces Lead time

Why decentralize decision making

Reduces delays, improves product development, enables faster feedback and creates more innovative solutions by those closest to the local knowledge

Reducing optimum batch size

Reducing transaction costs reduces total costs and shifts optimum batch size lower Reducing batch size - Increases predicstibility - Accelerates feedback - Reduces rework - Lowers cost

(Agile principle) what must teams do at regular intervals?

Reflect on how to become more effective- tune and adjust behavior accordingly

Lean Thinking: Become relentless in:

Reflection and Continuous improvement

Which role serves as the servant leader for the ART?

Release Train Engineer

Decouple deployment from release

Release on demand Develop on cadence

Value Streams

Represent the sequence of steps that an enterprise uses to deliver value to its customer.

Value Streams

Represent the series of steps that an organization uses to build Solutions that provide a continuous flow of value to a cusomter

Solution Architect:

Represents an individual or small team that defines a common technical and architectural vision for the solution under development

Enterprise

Represents the business entity to which each SAFe portfolio belongs. In charge of the budget, strategic themes and the portfolio context

Solution Management

Represents the customer's overall needs across ARTs as well as communicating with the portfolio's Strategic Themes. Collab with Product Management to define capabilities and split them into features.

Lean Portfolio Management

Represents the individuals with the highest level of decision making and financial accountability for the SAFe portfolio

Uncerainty

Requirements must be flexible Designs must be flexible Preservation of options improves economic results

(Test) House of Lean 4 Pilars?

Respect for People & Culture, Flow, Innovation, Relentless Improvement

Four (4) Pillars in the House of Lean:

Respect for People and Culture, Flow, Innovation, Relentless Improvement

House of Lean

Respect for people and culture Flow Innovation Relentless Improvement

Which statement is a value from the Agile Manifesto?

Respond to change

Agile Manifesto: _________________ over following a plan

Responding to change

Product Owner

Responsible for defining stories and prioritizing the team backlog. Only team member empowered to accept user stories as done.

Product Management

Responsible for the Program Backlog

Solution Management

Responsible for the Solution Backlog

Solution Demo

Results of the development efforts from the Solution Train are integrated, evaluated and made visible to Customers and other stakeholders

Integration Points reduce what 1 thing?

Risk - setting integration points will reduce the risk curve

What can be used as a template for putting SAFe into practice within an organization?

SAFe Implementation Roadmap

Scrum is to agile team as

SAFe is to the agile enterprise

Lean Flow

SAFe teams strive to achieve a state of continuous flow, enabling new features to move quickly from concept to cash. Three primary keys: 1) Visualize and limit WIP 2) Reduce the batch sizes of work items 3) Manage queue lengths

PI objectives should be:

SMART

Scrum Master is to Team Level as ___________ is to Large Solution Level

STE

(Agile principle) what is highest priority?

Satisfy customer through early and continuous delivery of valuable software

SAFe stands for?

Scaled Agile Framework enterprise

What does SMART stand for?

Scientific, measurable, achievable, realistic, time-bound

Teams execute iterations with Scrum

Scrum is built on transparency, inspection and adaption

(Test) ART Sync includes what 2 parts? Who owns each Sync meeting and what are the outcomes?

Scrum of Scrums & PO Sync - Scrum of Scrums: Visibility into progress & impediments; Facilitated by RTE; Participants are Scrum masters, other select team members, SMEs in needed; Weekly or more frequently (30-60 min); Time boxed followed by meet after. - PO Sync: Visibility into progress, scop, and priority adjustments; Facilitated by RTE or Product Mgr; Participants are PMs, POs, other Stakeholders, & SMEs as needed; Weekly or more frquently; Time Boxed & followed by meet after.

Art Sync is comprised of which two meetings?

Scrum of Scrums and PO Sync

What is one of the Agile Release Train sync meetings?

Scrum of scrums

Business Context Meeting in PI Planning (Day 1)

Senior executives describe the current state of the business and present a perspective on how well existing solutions are in addressing current customer needs

Solution Train Engineer:

Servant leader and coach who facilitates and guides the work of all ARTs and suppliers

Solution Train Engineer

Servant leader of the train, allows the train to run smoothly by identifying and resolving bottlenecks across the entire solution

Apply a Comprehensive Economic Framework

Set of decision guidelines that align everyone with the financial objectives of a portfolio and inform the decision-making process * Leveraging suppliers. * Sequencing jobs for the maximum benefit. * Understanding economic trade-offs. * Operating within Lean budgets and guardrails.

Lean Budget

Set of practices that minimize overhead by funding and empowering Value Streams, rather than projects, while maintaining financial and fitness for use governance

Pre-PI Planning Meeting

Sets the context and input objectives for the individual ART PI Planning and is used to integrate the planning results of the ARTs that contribute to the solution

Kanban technique of forcing Swarming is?

Setting WIP Limits

If higher or lower funding is needed in future PIs?

Shift capacity by trying to move Whole Teams

PI Predictability measure

Shows weather achievements fall into an acceptable process control band

PI Predictability Meaasure

Shows whether achievements fall into an acceptable control band (80-100). - Target: Effective process control range - Predictability sufficient to run the business - Handles common variables - Special causes may still cause excess variation

Value doesn't follow what?

Silos - Mgt challenge is to connect the silos. Problems with Silos: 1. Optimized for vertical communication 2. Friction across silos 3. Location via function 4. Political boundaries between functions

(Agile principle) what is essential to maximize in agile processes?

Simplicity! The art of work not done

Which statement is a principle of the Agile Manifesto?

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

Point Based Design (waterfall) means?

Single Design Option

Solution Intent

Single source of truth as to the intended and actual behavior of the solution - Record and communicate requirements - Facilitate continuous exploration - Align the customer - Support compliance

Story Points

Singular number that represents Volume, Complexity, Knowledge, Uncertainty Relative - Not connected to a unit of measure 8 point story should take 4x longer than a 2 point story

Hypothesis Tested over Time

Small experiments that are validated as soon as possible by customers or their proxies

Features are implemented by Stories

Small increments of value that can be delivered in days and provide value Teams collaborate to deliver Features incrementally via User Stories Features fit in one PI for one ART Stories fit in one Iteration (Sprint) for one team

XP Practices include?

Software: 1. Test First 2. Continuous Integration 3. Pair Work 4. Refactoring 5. Selective Ownership Hardware: 1. Co-Location 2. Set Based Design 3. Design Verification

System Architect is to Program Level as _________________ is to Large Solution Level

Solution Architect

(Test) Agile Release Trains deliver what?

Solutions

What are SMART goals?

Specific Measurable Achievable Relevant Time Bound

SMART

Specific, Measurable, Achievable, Realistic, Time Bound

What are the start and end points in a value stream?

Start with a customer need, and end in cash

Pivot or preserve (pivot)

Stop doing that work and start doing something else

Continuously Integrate

Stories and Features

The Solution Vision communicates what?

Strategic Intent - Captures Capabilities - Where are we headed - What problem does it solve - What Features & Benefits does it provide - For whom does it provide them - What non-functional requirements does the solution deliver (performance, reliability, platforms, etc.)

Culture Eats?

Strategy for Breakfast (Peter Drucker)

(Test) A Tool to get teams to a Commitment? Know more about Stretch Objectives.

Stretch Objectives

PI Objective

Summary of the business and technical goals that an Agile Team or Train intends to achieve in the upcoming PI.

(Test) Spanning Pallet is?

Support functions, Metrics, Milestones, Roadmap, Vision, etc.

Enabler

Supports the activities needed to extend the Architectural Runway to provide future business functionality

(Agile principle) what do agile processes promote?

Sustainable development. Sponsors, developers and users should be able to maintain a constant pace indefinitely

What does SAFe do?

Synchronizes alignment, collaboration and delivery for large numbers of teams Deal in smaller chuncks

Level of architects:

System (Program), Solution (Large Solution), Enterprise (Portfolio)

Architecture and UX briefing are presented by the?

System Architect

What is the best measure of progress for complex system development?

System Demo

(Test) Who does the System Demo? Know more as to when it's done and what is the outcome.

System Team

Who drives the Interim Solution Demo?

System Team

Releasing includes additional activities:

System Validation: - User Acceptance Testing - Final NFR testing - Integration testing with other systems - Regulatory standards & requirements Documentation: - Release communications - End user documentation - Bill of Materials - Training support personnel - Installation/deployment instructions - Legal, regulatory, & other approvals.

Work is synced by what (2) events:

System and Solution demos

______________________ is the source of the bottleneck, NOT the __________________

System; People

Continuous Deployment

Takes validated features from continuous integration and deploys them into the production environment where they are tested and readied for release

Story points are on what level?

Team

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

Team Backlog

System Teams support at what Level?

Team Level

Which core competency of the lean enterprise helps drive built-in quality practices?

Team and Technical agiltiy

Which statement is true about ART events?

Team events run inside the ART events and the ART events create closed-loop system.

What is an agile team comprised of?

Team members, plus a product owner (manages backlog with eye on customer needs); plus a scrum master (team coach removing impediments, keeping flow, strives at relentless improvement)

What is an example of applying cadence-based synchronization in SAFe?

Teams align their Iterations to the same schedule to support communication, coordination, and system integration

What is an example of applying cadence-based synchronization in SAFe?

Teams align their iterations to the same schedule to support communication, coordination, and system integration

Problem solving workshop

Teams conduct a short retrospective, then systematically address the larger impediments that are limiting velocity

The Problem Solving workshop (Program Level)

Teams conduct a short retrospective, then systematically address the larger impediments that are limiting velocity. - Agree on the problem to solve - Apply root cause analysis (5 whys) - Identify the biggest root cause using Pareto analysis - Restate the new problem for the biggest root cause - Brainstorm solutions - Identify improvement backlog items

PI Planning

Teams estimate what will be delivered and highlight their dependencies on other Agiles teams and trains

(Test) Emergent Design

Teams grow the system design as user stories require.

System Architect

Technical Content Owner

(2) Types of Spikes

Technical Spike and Functional Spike

An architectural epic is for:

Technology solutions

TDD stands for?

Test Driven Development

What is the CALMR approach?

The 5 concepts of dev ops: culture (of shared responsibility), automation (of continuous delivery pipeline), lean flow (accelerates delivery), measurement (of everything), recovery (enables low risk releases)

What is one of the Agile Release Train sync meetings?

The Agile Release Train meeting (Art-Sync) helps to follow up the progress of the program and to solve important problems (impediments). The following is handled in this meeting: Global progress on objectives and features. Risks and issues that need to be escalated to other teams or to the program level. Ans: scrum of scrums

House of Lean: Roof

The Goal: Value

What can be used to script the change to SAFe?

The Implementation Roadmap

Who is responsible for the program backlog?

The Product Manager

Features are in which level's backlog?

The Program Level

The Solution Vision is prepared at what Level?

The Program Level Common Formats: - Rolling Wave Briefings - Vision Document - Preliminary Data Sheet - Draft Press Release

Which level do features originate?

The Program level or epics at the portfolio level

What is this statement defining: "A series of activities that have proven to be effective in successfully implementing SAFe"?

The SAFe Implementation Roadmap

What is this statement defining "a series of activities that have proven to be effective in succesfully implementing SAFe"?

The SAFe implementation roadmap

(Test) Vision (Spanning Pallet) results in what for the Team?

The Teams start thinking about how to apply their strengths in order to get there.

Program Backlog

The _______________________ is the holding area for upcoming Features, that will address user needs and deliver business benefits for a single Agile Release Train (ART).

Portfolio Backlog

The ______________________________ is the highest-level backlog in SAFe. It provides a holding area for upcoming business and enabler Epics intended to create and evolve a comprehensive set of Solutions.

What is Business Agility?

The ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative business Solutions

What is Business Agility?

The ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative business Solutions.

(Agile principle) what emerges from self organizing teams?

The best architectures, requirements and designs

Team and Technical Agility

The critical skills and Lean-Agile principles and practices that high-performing Agile teams and Teams of Agile teams use to create high-quality solutions for their customers. (Business Agility Core Competency)

What can be used to capture the current state of the portfolio?

The current state canvas represents the as-is state for the portfolio, enabling alignment of the organization on its structure, purpose, and status. One way to capture the current state is to assemble one or more teams to create a shared understanding. The team should include the Agile Release Train (ART) and value stream Business Owners, Lean Portfolio Management (LPM), Epic Owners, Architects. RTEs, Product and Solution Managers, Product Owners and other portfolio stakeholders© Scaled Agile, Inc.Include this copyright notice with the copied content.Read the FAQs on how to use SAFe content and trademarks here:https://www.scaledagile.com/about/about-us/permissions-faq/Explore Training at:https://www.scaledagile.com/training/calendar/

Team Increment

The first step in this process is that each agile team ensures that it produces a working increment for the stories, features and components they are responsible for

Solution Backlog

The holding area for upcoming Capabilities and Enablers, each of which can span multiple ARTs and is intended to advance the Solution and build its architectural runway.

Solution Train

The organizational construct used to build large, complex solutions that requires the coordination of multiple ARTs as well as the contributions of suppliers

Suppliers play a key role in large solution development

The overall value stream is dependent on the suppliers' agility

Tipping Point

The point at which the overriding organizational imperative is to achieve the change, rather than resist it

Emergent Design

The process of discovering and extending the architecture only as necessary to implement and validate the next increment of functionality

Who is responsible for developing and maintaining the backlog?

The product manager

Benefit hypothesis:

The proposed measurable benefit to the end user or benefit

Systems Thinking

The solution itself is a system, the enterprise building the system is a system too--optimize the full value stream

Development Value Streams

The steps used to develop new products, systems or services capabilites

Operation Value Streams

The steps used to provide goods or services to a customer, be they internal or external. This is how the company makes its money.

Program PI Objectives come from?

The synthesis of each Team's PI Objectives

Budget

The total funding provided to a portfolio for operating and capital expenditures

Measure and Grow

The way portfolios evaluate their progress towards business agility and determine their next improvement steps.

(Test) Pareto Analysis is useful when?

There are many possible sources and actions are competing. 80/20 Rule.

Cross Functional Iterations look like?

These are NOT sequential, they overlap. 1. Iteration 1: Design, Build Test 2. Iteration 2: Design, Build, Test 3. Iteration 3: Design, Build, Test

Which statement accurately characterizes Strategic Themes?

They are business objectives that connect the SAFe portfolio to the Enterprise business strategy

Release Train Engineer

They are the uber scrum masters

What is the mission of the agile release train?

They develop, deliver and (maybe) operate one or more solutions, based around a common business and technology mission centered on value

Maintain predictability with Stretch objectives

They do count in velocity/capacity They are planned However, not included in the commitment Low confidence or many unknowns - move to a stretch

Product Manager

They have content authority at the program level, they define and prioritize the program backlog.

System Architect

They provide user interface design and user experience guidelines and design elements for the team. They ensure that NFRs are met.

UX and Shared Resources

They provide user interface design, user experience guidelines and design elements for the teams. They could provide security, performance and database administration across teams.

Epic Owners

They take responsibility for coordinating portfolio epics through the portfolio kanban system

Enterprise Architect

This person works across value stream and programs to help provide the strategic technical direction that can optimize portfolio outcomes

Inspect and Adapt

Three parts: 1) PI System Demo 2) Quantitative measurement 3) Problem-solving workshop

An Epic is not?

Time Boxed

Lead Time:

Time between when a customer decides they want something to when they are delivered the product

Cycle Time:

Time between when you start work and when you deliver the project

SAFe Implementation Roadmap (first three steps)

Tipping Point-->Train Lean Agile Change Agents-->Train Executives

What is part of the role of the scrum master?

To coach the agile team

Why is it important to decouple deployment from release?

To enable releasing upon demand

In the Program Kanban some steps have work in process (WIP) limits. Why is this necessary?

To ensure large queues are not being built

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

To identify different parameters of the economic framework

U Curve

To improve the economics of handling smaller batches—and thus increase throughput—teams must focus on reducing the transaction costs of any batch. This typically involves increasing the attention to and investment in infrastructure and automation, including things such as Continuous Integration and the build environment, DevOps automation, and system test setup times. This is integral to systems thinking (Principle #2) and a critical element in long-view optimization.

What is part of the role of Product Management?

To prioritize the Program Backlog

What is one benefit of unlocking the intrinsic motivation of knowledge workers?

To provide autonomy with purpose, mission, and minimum constraints

Recover - Enable Low-Risk Releases

To support release on demand, the system must be designed for low-risk component or service-based deploy, fast recovery, etc. To support fast recovery: - Stop-the-line mentality - Everyone swarms to fix any problem - Plan for and rehearse for failures - Chaos Monkey - Build the environment and capability to fix forward or roll back

What is the impact of Customer Centricity?

To understand the Customer's needs

Problem: Cost-center budgeting

Traditional project-based, cost center budgeting creates overhead and friction, lowers velocity

(Test) SAFe 1,2,3

Train Teams, Train Leaders, Release Train

T/F: 1 release train could support multiple Value Streams?

True

T/F: Complexity of large software makes centralized decision-making highly inefficient?

True

How often is the Lean Budget adjusted

Twice annaully

PRINCIPLE #1: Take an Economic View means?

Two Lean-Agile practices: to deliver incrementally, early, and often, and to apply a comprehensive economic framework

Spike

Type of exploration enabler story in SAFe--They represent activities such as research, design, investigation, exploration and prototyping

Acceptance Criteria

Typically defined during the backlog refinement

Customer:

Ultimate buyer of every solution

Which two statements are true about uncommitted objectives? (Choose two.)

Uncommitted objectives help improve predictability;Uncommitted objectives are not included in the team's commitment

Which two statements are true about uncommitted objectives? (Choose two.)

Uncommitted objectives help improve the predictability of delivering business value since they are not included in the team's commitment or counted against teams in the program predictability measure. Uncommitted objectives are used to identify work that can be variable within the scope of a PI

What are the three main activities in design thinking?

Understand the problem (discover, define), design the right solution (develop, design), validate that the solution is sustainable (returns more than cost to dev and maintain)

Daily Stand Up

Understand where the team is, escalate the problems and get help from other team members. Each team member describes what they did yesterday to advance iteration goals and what they're going to work on today to achieve the goals, as well as any blocks they've encountered

(House of lean) key principles of flow

Understanding full value stream, visualizing and limiting WIP, reducing batch sizes, managing queue lengths, eliminating waste and removing delays

(3) Principles of Flow:

Understanding the full value stream, visualizing and limiting WIP, Reducing Batch Sizes and managing queue lengths

Solution

Uniquely associated with one Value Stream. It is defined by Solution Intent.

What is a program board?

Used during PI planning, visualizes and tracks dependencies and oops to eliminate or reduce them

Functional Spike

Used to analyze overall solution behavior and determine how to break it down, how to organize work, where risk is, etc

ART Sync

Used to coordinate progress Programs coordinate dependencies through sync meetings

Operational Value Stream is?

Used to deliver end customer value

Deployment pipeline

Used to deploy environments as well as solutions

Technical Spike

Used to research various approaches in the solution domain such as build versus buy, evaluate the potential performance or load impact of a new user, Evaluate the specific technical implementation approaches, develop confidence about design solution path

Cost of Delay=

User Business Value +Time Criticality + Risk reduction and/or opportunity enablement

Features decompose into what?

User Stories

System validation

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

Components of CoD

User and business value - Relative value to the customer or business Time criticality - How user/business value decays over time Risk Reduction & Opportunity enablement (RR & OE) - What else does this do for our business

What comprises an agile team backlog?

User and enabler stories

What are the three components used to quantify cost of delay?

User business value + time criticality + risk reduction and opportunity enablement

Stories are expressed as:

User-voice statement and acceptance criteria

House of Lean Roof?

VALUE

PRINCIPLE #6: VISUALIZE AND LIMIT WIP, REDUCE BATCH SIZES, AND MANAGE QUEUE LENGTHS

VISUALIZE AND LIMIT WIP: Visible to all stakeholders and limited to avoid burnout, late product launches, reduced profits. Reduce Batch Size: Small batches flow through the system faster and with more predictability, which results in more rapid learning and value delivery. Manage Queue Lengths: Reduce the length of the work queue. Long queues of work create all sorts of undesirable results.

What Role drives execution at the Value Stream Level?

VSE (Value Stream Engineer)

(Test) Enabler Stories support what?

Value

Agile Manifesto

Value Individuals and interactions over processes and tools Working SW over comprehensive documentation Customer Collaboration over contract negoiation Responding to change over following a plan

(Test) The Solution is Built at what SAFe Level?

Value Stream Level - A Solution is uniquely associated with one Value Stream.

Value doesn't follow silos

Value delivery is inhibited by hand-offs and delays Political boundaries can prevent cooperation Silos encourage geographical distribution of functions Communication across silos is difficult

DevOps is IN the Value Stream

Value occurs only when the end users are operating the solution Define, Implement, Deploy - REPEAT DevOps is not optional

Scrum of Scrums

Visibility into progress and impediments Facilitated by RTE

PO Sync

Visibility into progress, scope and priority adjustments Facilitated by RTE

What elements are in the spanning palette?

Vision, roadmap, milestones, shared services, COP (community of practice), system team, lean UX, metrics

Gemba Walk

Visiting the place where the customer work is done

Little's Law: Lead Time=

WIP (units) / ACR (Average Completion Rate)

How are features prioritized?

WSJF (Weighted Shortest Job First)

WSJF

Weighted Shortest Job First

WSJF

Weighted Shortest Job First Give preference to jobs with shorter duration and higher CoD using WSJF WSJF = CoD / Duration

(Test) WSJF stands for? Know the need for it at each level and who uses it and for what decisions.

Weighted Shortest Job First WSJF = CoD Job Size User Business Value + Time Criticality + RR/OE Value Job Size

How does SAFe prioritize the program backlog?

Weighted shortest job first

Trade-off Parameters

What you're balancing as you're making economic decisions

Solution Increment

When developing large solutions, ARTs typically contribute to only a part of the solution

Problem: Projects increase Cost of Delay

When overruns happen, project accounting and re-budgeting increases Cost of Delay and impacts culture

PI (Program Increment) is over when?

When the Time ends

Confidence Vote

Whether or not you believe that the whole ART can accomplish the entire PI plan, not just what your team is committing to

Estimation is done by the?

Whole Team 1. Increases Accuracy 2. Builds Understanding 3. Creates Shared Commitment

How do agile teams estimate their work?

With story points - a single number representing combo of qualities: volume, complexity, knowledge, uncertainty. They are measured relative to each other.

Which statement is true about the Innovation and Planning (IP) Iteration?

Without the IP Iteration, there is a risk that the 'tyranny of the urgent' outweighs all innovation activities

Queue

Work committed to

Backlog

Work not committed too

(Agile principle) what is the primary measure of progress?

Working software

Agile Manifesto: ________________________ over comprehensive documentation

Working software

(Test) Little's Law

Wq = Lq y (up-side down) 1. Avg Wait time = Avg queue length/Avg processing rate - Faster processing time decreases wait - Control wait times by controlling queue lengths

Triangle

You can have fixed dates and fixed cost, just not fixed scope

Which statement fits with the SAFe Core Value of Built-in Quality?

You cannot scale crappy code

Don't define a feature in ________, because ___________

a story voice format, it will only support one user role and features are designed for multiple roles

(Test) Which of the following are principles of agile architecture?

a. Architecture emerges b. Implement design patterns c. They build it, they test it d. There is a monopoly on innovation d. All of the above

Choose one: Which of the following is not true of the principle of Respect for People?

a. Empower only managers b. Develop people and teams c. Build partnerships

What are inputs for Iteration Planning?

a. Feedback from the prior sprint b. The teams PI plan backlog, which consists of stories that were planned during release planning c. Feedback from the System Demo, which will have occurred sometime during the prior sprint d. All of the above e. None of the above

(Test) Choose all that apply: Which of the following is true about spikes?

a. They are useful b. We should reserve time for them during PSI Planning c. They fill out architectural features d. The are created in technical stories and refactors.

Which of the following are not a principle of agile architecture?

a. When in doubt, code or model it out b. Build the simplest architecture that can work c. The bigger the system, the longer the runway d. All of the above are principles

Which meetings can architects attend?

a. backlog refinement mtgs b. sprint planning mtgs c. demo mtgs

(Test) Which of the following things enable Design Simplicity?

a. keep the model close to the domain b. follow design principles (open/close single responsibility) c. Continuous refactoring d. all of the above

(Test) According to Kaizen, we should become relentless in:

a. reflection b. developing people c. creating the sustainably shortest lead time d. continuous improvement

(Test) What is the goal of Lean Thinking?

a. speed, value, product development flow b. speed, quality, value c. agility, speed quality

In the Iteration Planning, if there are more stories on the team backlog than the teams capacity allows?

a. the scrum master orders the pizzas b. the team decides how much overtime they will make c. the product owner and team decide together which stories are taken up in this sprint d. the development team decides what they an achieve in the sprint

Choose one: Which is not a part of the house of lean?

a. value b. respect for people c. longest lead time d. kaizen

What is the biggest benefit of decentralized decision-making?

delivering value in shortest sustainable lead time

PI objectives are built _______________

from the bottom up by Agile teams who estimate and ID their part of the solution during PI planning

Holding cost

holding cost (the cost for delayed feedback, inventory decay, and delayed value delivery)

DevOps

is a cultural change

What happens at the end of an iteration period?

iteration review (team demo of software), and team retrospective

Which of the core competencies of the Lean Enterprise helps align strategy and execution?

lean portfolio management

If you opt to preserve, work continues until _______________

new epic inspired features that hit the backlog can't compete with other features

Manage queue lengths to ____________

reduce the wait times for new capabilities

Which statement is a value from the Agile Manifesto?

respond to change

What is the Fibonacci sequence?

this is the series of numbers in which the first two terms are 0 and 1 and each number that follows it eh sum of the previous two. Used as a measure of relativity in agile. ,1,1,2,3,5,8,13,21..

Primary role of a SAFe portfolio is:

to fund and nurture a set of development value streams

What is the impact of Customer Centricity?

to understand the customer's needs

Transaction cost

transaction cost (the cost of preparing and implementing the batch)

Optimize the ________, not the ___________

whole, not the parts of the organization and development process


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