Welcome changing requirements, even late in development. He could not have foreseen the worldwide recession and how this would reduce the demand for the textiles made in the factory. 12 Principles (too long to show here, see other documentation). Significant dependencies Milestones Tasks Backlog items Features User Stories, Epics Capacity and Load Features Significant dependencies Risks, Events for future PI Too many dependencies leading to a single program milestone Too much Work-in-Process in one Iteration Too many Features are placed in a teams swim lane with no strings A significant dependency leading to a Feature, That the feature can be completed independent from the other teams That all the risks have been ROAMed That the team has little confidence it will happen That the feature should be completed before any other feature, Solution Demo Scrum of scrums Iteration Retrospective Iteration Review, Product Owner Sync System Demo Solution Demo Scrum of Scrums Inspect and Adapt, The daily stand-up is an ART event that requires the scrum of scrums and Program Owner sync involvement in the closed-loop system The Inspect and Adapt is the only ART event required to create a closed-loop system Team events run inside the ART events, and the ART events create a closed-loop system ART events run inside the team events, and the team events create a closed-loop system, Release Train Engineer Product Owner Business Owner Scrum Master, Release Train Engineer Product Owner Business Owner Scrum Master, Product Manager The Agile Team The Scrum Team Business Owner, To determine the highest value using WSJF To ensure the teams do not work on architectural Enablers To provide guidance on the business value of the team objectives To override the decisions made in WSJF prioritization, Stream-aligned team Platform team Complicated subsystem team Enabling team, To iterate on stories To identify acceptance criteria To adjust and identify ways to improve To evaluate metrics, Solution teams Phased-review-process teams Management teams Cross-functional teams, Business Owner Release Train Engineer Agile Coach Scrum Master, PI objectives versus outcomes Iteration goals versus what got done Scrum Master goals versus Development Team goals Plan objectives versus Program Owner objectives, Customer Support Representative Product Owner Release Train Engineer Product Management, To prioritize the Program Backlog To prioritize Enablers To facilitate backlog refinement sessions To assign business value to Features, Product Owners Solution Train Engineer Product Management Solution Management, Solution Management Product Management Solution Architect/Engineer Solution Train Engineer, Epic Owners Enabler Epic Lean Portfolio Management Enterprise Architect, Release Train Engineer Solution Management Product Management Lean Portfolio Management, It will be moved to the Portfolio Backlog if it receives a go decision from Lean Portfolio Management It will be implemented if it has the highest weighted shortest job first (WSJF) ranking It will remain in the analyzing step until one or more Agile Release Trains have the capacity to implement it It will be implemented once the Lean business case is approved by the Epic Owner, Scrum Master Lean Portfolio Management Epic Owners Enterprise Architect, Portfolio Retrospective Portfolio Value Stream Portfolio Canvas Portfolio Kanban, Portfolio Canvas Portfolio Backlog Portfolio Kanban Portfolio Vision, In the Program Kanban In the Portfolio Backlog In the Program Backlog In the Portfolio Kanban, Lean Budgets Program Increment Economic Framework Solution Intent, System-wide development variability is reduced to zero System-wide demos are possible since all the team demos happen at the same time Each team will work faster since they all start at the same time Overall work-in-progress is reduced. If you knew the answer, tap the green Know box. The Lean-Agile Leadership competency describes how Lean-Agile Leaders drive and sustain organizational change and operational excellence by empowering individuals and teams to reach their highest potential. Functional cookies help to perform certain functionalities like sharing the content of the website on social media platforms, collect feedbacks, and other third-party features. -Desirability, What is one component of the Continuous Delivery Pipeline? Explanation: This problem is more pronounced when it takes an organization a longer time before initiating hierarchical functions. Funding Value Streams, not projects. Product Management has content authority over the Program Backlog. -Scalability Code Repository Linter Artifact Management Repository Code Generator. A team does not commit to uncommitted objectives, Which two statements are true about uncommitted objectives? A typical organizational chart outlines reporting relationships between employees and their supervisors, as well as functional interaction between employees that operate on the same level within the . Business Management Project Management How it works Otherwise, tap the red Don't know box. Lean thinking can be summarized as follows: [2]. In a hierarchical setup there is a chance of information dillution. Volatility, uncertainty, complexity and ambiguity Respect for people and culture These cookies track visitors across websites and collect information to provide customized ads. There are a large number of fairly critical objectives that the business is depending on and the team is already loaded close to full capacity. It creates Agile business teams, Features, Feature Delivery, Dependencies, Milestones & Events, True or False: DevOps is an approach to bridge the gap between development and operations. (Note: For more on team and ART topologies, see Agile Teams, Solution Train, Organizing Agile Teams and ARTs, and reference [4].). Hierarchical structure. Manage queue lengths;Reduce the batch sizes of work;Visualize and limit work in process (WIP); What is an example of applying cadence-based synchronization in SAFe? Prague, Czech Republic, 15 17, May 2023, Guidance for organizing around value, DevSecOps, and agility for business teams. Accelerate, What is one issue when organizing around hierarchical functions? Agile Manifesto uncovering better ways of developing software by doing it and helping others do it. Coach ART Execution Which statement accurately characterizes Strategic Themes? 1) Chain of Command. Why is this necessary? To identify different parameters of the economic framework, Optimizing a component does not optimize the system, What are the three primary keys to implementing flow? What are the last three steps of the SAFe Implementation Roadmap? When basing decisions on economics, how are lead time, product cost, value, and development expense used? A minimal product that can be built to achieve market dominance What are two of those ways? This assures product and customer focus, as the value stream, product, and customer are inexorably linked. #3 Assume variability; preserve options Create a Lean-Agile Center of Excellence Epics are defined at portfolio level, they are typically cross-cutting and spanning multiple Value Streams and PIs. Identify Value Streams and ARTs The ability of organizations to organize around value, and also reorganize around new flows of value as needed, is a key driver for business agility. Look at the large card and try to recall what is on the other side. Which of the core competencies of the Lean Enterprise helps align strategy and execution? This can make it difficult to align the entire organization towards a common goal or vision. Respect for people & culture What is one component of the Continuous Delivery Pipeline? What are the the first 5 Lean-Agile Principles (1-5)? What is the last step in Kotter's approach to change management? The result can be a seemingly decreasing ability to deliver the right products to the right customer at the right time. (Choose three.). ?Maintain Predictability with uncommitted objectives. It encompasses everything needed to go from untested software artifacts to tested software artifacts. It encompasses everything needed to provide a continuous stream of value to clients. It encompasses everything needed to deploy working software artifacts from a test environment to a production environment. It encompasses everything needed to go from source code to working software artifacts. When you've placed seven or more cards in the Don't know box, tap "retry" to try those cards again. In this case the teams may plan Spikes early in the PI to reduce uncertainty. IT Revolution Press, 2019. -Peer review and pairing Product-focused Agile Release Trains (ARTs) create value streams that will provide sustained returns for your organization. Boulder, CO 80301 USA, Privacy Policy (Agile Manifesto), Who has the responsibility is to manage (Agile Manifesto), Working Software over _________? (Choose two.). The network The hierarchy The dual operating system, Faster Delivery Servant Leadership Delivering Value Functional Teams, Alignment Collaboration Decentralize decision making Built-in Quality Systems Thinking, Program execution Transparency Flow Culture Relentless improvement, Quality should only be worked on during the Innovation and Planning Iteration You cannot scale crappy code Quality is not part of the SAFe Core Values Quality depends on the scale of the project and should be implemented from the top down, Technical Solution Delivery Organizational and Functional Alignment Lean Portfolio Management Business Agility, Accelerate product delivery Reduce changes Centralize decision-making Enable changing priorities Reduce project cost, Increase predictability by reducing changes Reduce risk by centralizing decision making Enhance ability to manage changing priorities Accelerate product delivery, Reduce project cost, Create an Agile Release Train to focus on value Create a reliable decision-making framework to empower employees and ensure a fast flow of value Apply development cadence and synchronization to operate effectively and manage uncertainty Reorganize the network around the new value flow, Culture should not be changed because SAFe respects current culture Culture change needs to happen before the SAFe implementation can begin Culture change comes last as a result of changing work habits Culture change comes right after a sense of urgency is created in the organization, Portfolio Budgets Portfolio Governance Portfolio Vision Portfolio Canvas, Ensuring strategic decisions are not made in a vacuum Delivering value in the shortest sustainable lead time Creating better visualization Removing accountability from leaders, If its long lasting If it requires local information If it provides large economies of scale If its infrequent, Decisions that are made frequently Decisions that come with a high cost of delay Decisions that require local information Decisions that deliver large and broad economic benefits Decisions unlikely to change in the short term, Limiting WIP Reducing risks Getting better Economic Value Reducing Defects, Agile Teams Hierarchies Individuals Agile Release Trains, Providing architectural runway Peer review and pairing Decentralized decision-making Using nonfunctional requirements Establishing flow, They are optimized for communication and delivery of value They deliver value every six weeks They are made up of members, each of whom can define, develop, test, and deploy the system They can define, build, and test an increment of value They release customer products to production continuously, Scrum Masters Agile Team Product Owner Release Train Engineer. ; Viable - Is the way we build and offer the solution creating more value than cost? -Decentralized decision-making You also have the option to opt-out of these cookies. To minimize handoffs and delaysand to foster continuous knowledge growthARTs have all the business and technical capabilities needed to define, implement, validate, deploy, release and support solutions for their customers. Reaching the Tipping Point Individuals Continuous Cadence. Which are the quality practices that apply to Agile teams? And success is no longer assured. A Feature has an excess of dependencies and risks, According to John Kotter, what is the importance of creating a powerful guiding coalition? It accomplishes this in three nested parts: Build technology portfolios of development value streams Realize value streams with product-focused Agile Release Trains (ARTs) 4. A train in a different portfolio The next train to volunteer A train in the same value, A. (Agile Manifesto), Customer Collaboration over _________? The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Understand all SAFe concepts and you can crack it like. This website uses cookies to improve your experience while you navigate through the website. In turn, Lean Portfolio Management (LPM) allocates the portfolio Budget to individual Value Streams. Yes, they were always there; we just didnt see them. What is used to capture the current state of the Portfolio and a primer to the future state? This can be due to many circumstances: Architectural Runway is existing code, hardware components, marketing branding guidelines, etc., that enable near-term business Features. Which statement fits with the SAFe Core Value of Built-in Quality? When basing decisions on economics, how are lead time, product cost, value, and development expense used? 3. To ensure large queues are not being built. To provide autonomy with purpose, mission, and minimum constraints. Team Topologies: Organizing Business and Technology Teams for Fast Flow. Some of the advantages are; quick learning, reduced marketing period, better quality, and improved productivity, as well as efficient budget methods. Usually 5th Iteration is in a PI is called Innovation and Planning (IP) Iteration. Expenses across a PI are fixed and easy to forecast. Product Management has content authority over the Program Backlog. Iteration Events are:-, ART is a cross functional, virtual organization of 5-12 teams (50-125+ individuals), synchronized on common cadence, a Program Increment (PI), aligned to a common mission via a single program backlog. #6 Visualize and limit WIP, reduce batch sizes, and manage Choose 1: It reduces political tensions It is not how value flows It moves the decision to where the information is It creates Agile business teams: It is not how value flows: What is found on a program board? They collaborate with their team to detail stories with acceptance criteria and acceptance tests. They review and reprioritize the backlog. They elaborate backlogs into user stories for implementation. They build, edit, and maintain the team backlog. Teams align their Iterations to the same schedule to support communication, coordination, and system integration. What is the biggest benefit of decentralized decision-making? * It moves the decision to where the informatio is * It reduces political tensions . 10. What is one issue when organizing around hierarchical functions? Which one of the four pillars advocates a 'Go See' mindset? There are two types: Epics need a Lean business case, the definition of a minimum viable product (MVP), an Epic Owner, and approval by LPM. These cookies will be stored in your browser only with your consent. Value streams are defined by the steps, the people, and the flow of information and material necessary to deliver customer value. to send you a reset link. Strategic themes are direct inputs to the portfolio vision. What is used to capture the current state of the Portfolio and a primer to the future state? Over time, however, the work of the hierarchy overtakes the work of the entrepreneurial network. Each SAFe portfolio consists of a collection of development value streams, aligned as necessary to deliver the products and services customers need (Figure 3). Find the change in the internal energy of the gas and the change in the internal energy of the environment. #5 Base milestones on objective evaluation of working systems. Out of these cookies, the cookies that are categorized as necessary are stored on your browser as they are essential for the working of basic functionalities of the website. Structure and formality are unnecessary. The Agile Release Train uses which type of teams to get work done? Deliver working software frequently, from a couple of weeks to a couple of months, with a preference for the shorter timescale. In the Program Kanban some steps have work in process (WIP) limits. [1] Kersten, Mik. The one issue that arises when organizing around hierarchical functions is the dilution of information caused by the absence of direct communication with the overall boss. ***Which statement correctly describes one aspect of the team's commitment at the end of PI Planning? Train Teams and Launch the ART It vertically structures each department with roles from the president to finance and sales departments, to customer service, to employees assigned to one product or service. What is the biggest benefit of decentralized decision-making? the timebox, the dependencies, and the Who has content authority to make decisions at the User Story level during Program Increment (PI) Planning? What are the 4 House of Lean Pillars? While businesses can organize their authority levels in various ways, one of the most common structures is a hierarchy. It moves the decision to where the information is 1. 3. You cant have one without the others. [2]. If you forget it there is no way for StudyStack Agile processes promote sustainable development. Explain the difference between, Integration Revoew and Integration Retrospective? What is the best measure of progress for complex system development? Is is the newest addition to SAFe so many people will prefer it? A well-defined organizational structure helps employees work more efficiently, laying the groundwork for internal operations, establishing a chain of command, and helps with transparency in the workplace.. Companies typically adopt either a hierarchical or a flat . What can be used to script the change to SAFe? What is one of the Agile Release Train sync meetings? What must management do for a successful Agile transformation? Foundation: leadership The cookie is used to store the user consent for the cookies in the category "Other. (choose two). What is one issue when organizing around hierarchical functions? Product Management has content authority over what? What are two possible problems to be aware of when coaching an agile release train sync meeting. Desirable, Viable, Feasible, and Sustainable. To identify different parameters of the economic framework. Who has content authority to make decisions at the User Story level during Program Increment (PI) Planning? What do Product Owners have content authority over? All PI Objectives are given a value of 10. In many circumstances, a single ART can deliver and support a significant product or service. Build projects around motivated individuals. You can expect the similar questions in the real exam. They are business objectives that connect the SAFe portfolio to the Enterprise business strategy They are a high-level summary of each programs Vision and are updated after every PI They are requirements that span Agile Release Trains but must fit within a single Program Increment They are large initiatives managed in the Portfolio Kanban that require weighted shortest job first prioritization and a lightweight business case, Leadership Relentless improvement Value Flow, Relentless improvement Innovation Flow Respect for people and culture, Innovation Value Flow Respect for People and Culture, Innovation Flow Relentless Improvement Respect for People and Culture, Lean-Agile Leadership as an organizational culture Value with the shortest sustainable lead time Aligning principles and values to a fixed cause Building a Grow Lean Mindset as opposed to Fixed Mindset, Inspect and Adapt System Demo Prioritized backlog Iteration Review, to provide an optional quality check To enable faster feedback by integration across teams To fulfill SAFe PI Planning requirement To give product owner the opportunity to provide feedback on team increment, It is used annually when the team needs to refocus on work processes It is used as a weekly sync point between the Scrum Masters Without the IP Iteration, there is a risk that the tyranny of the urgent outweighs all innovation activities The Scrum Master can decide if the IP Iteration is necessary, Lean-Agile Leadership Organizational Agility Continuous Learning Culture Team and Technical Agility, Mindset and principles Emotional intelligence SAFe Core Values Lead by example Support organizational change Lead the change, Decentralize decision-making Apply cadence Apply systems thinking Deliver value incrementally, Learning Milestones as objective measurements Spending caps for each Agile Release Train Participatory budgeting Continuous Business Owner engagement, Allocation of centralized vs decentralized decisions in the Enterprise Capacity allocation of the Value Stream compared to process mapping Participatory budgeting forums that lead to Value Stream budget changes Determining if business needs meet the Portfolio Threshold, By achieving economies of scale By focusing on customers, products, innovation, and growth By building up large departments and matrixed organizations to support rapid growth By creating stability and hierarchy, Organize the Enterprise around the flow of value while maintaining the hierarchies Reorganize the hierarchies around the flow of value Leverage Solutions with economies of scale Build a small entrepreneurial network focused on the Customer instead of the existing hierarchies, The Implementation Roadmap The Program Kanban The Lean-Agile Center of Excellence (LACE) charter The portfolio canvas, To enable multitasking To ensure large queues are not being built To help Continuous Deployment To keep timebox goals, Respond to change Respect for people and culture Build incrementally with fast, integrated learning cycles Limit work in process, Responding to a plan over responding to customer collaboration Responding to a plan over responding to change Responding to change over following a system Responding to change over following a plan, Customer collaboration over contract negotiation Customer collaboration over ongoing internal conversation Customer collaboration over a constant indefinite pace Customer collaboration over feature negotiation, Customer collaboration over a constant indefinite pace Individuals and interactions over contract negotiation Customer collaboration over following a plan Individuals and interactions over processes and tools, The work to deliver the uncommitted objectives is not planned into the iterations during PI Planning Uncommitted objectives are extra things the team can do in case they have time Uncommitted objectives are not included in the teams commitment Uncommitted objectives do not get assigned a planned business value score Uncommitted objectives help improve predictability, Send someone to represent management, and then delegate tasks to these individuals Change Scrum Masters in the team every two weeks Strive to think of adoption as an area they can control Commit to quality and be the change agent in the system, Business Solutions and Lean Systems Engineering Lean Portfolio Management DevOps and Release on Demand Team and Technical Agility, Teams decide their own Iteration length Teams align their Iterations to the same schedule to support communication, coordination, and system integration Teams allow batch sizes across multiple intervals Teams meet twice every Program Increment (PI) to plan and schedule capacity, Reliability Scalability Marketability Sustainability Desirability, Divergent Feature Decomposition Empathy maps Solution Canvas Behavior driven development, Mastery drives intrinsic motivation Optimizing a component does not optimize the system Cadence makes routine that which is routine The length of the queue impact the wait time, Test first Roadmap creation Continuous Integration Scrum of scrums, DevOps is an approach to bridge the gap between development and operations DevOps automation of testing reduces the holding cost Measurements are not a top priority for DevOps Lean-Agile principles are not necessary for a successful DevOps implementation, It alleviates the reliance on the skill sets of Agile teams It increases the transaction cost It lessens the severity and frequency of release failures It ensures that changes deployed to production are always immediately available to end-users, DevOps joins development and operations to enable continuous delivery DevOps enables continuous release by building a scalable Continuous Delivery Pipeline DevOps focuses on a set of practices applied to large systems DevOps focuses on automating the delivery pipeline to reduce transaction cost, Every iteration Annually On demand Twice annually, Release on demand Release continuously Release every Program Increment Release on cadence, Continuous Planning Continuous Improvement Continuous Cadence Continuous Exploration, Continuous Planning Continuous Improvement Continuous Integration Continuous Cadence Continuous Deployment Continuous Exploration, After every PI After every Iteration As soon as the software meets the Solution Definition of Done Whenever the Business needs it, Phrase, benefit hypothesis, and acceptance criteria Lean business case Functional requirement Epic hypothesis statement, Load all improvement items into the Program Backlog to ensure the problem is documented and solved Select an improvement item using WSJF Identify two or three improvement items and load them into the Program Backlog Keep all the items and if there is extra capacity in the PI, load as many as will fit into the Program Backlog, Completing phase-gate steps Deploying Regulatory compliance DevOps testing, Good infrastructure enables large batches Proximity (co-location) enables small batch size Batch sizes cannot influence our behavior Severe project slippage is the most likely result of large batches Low utilization increases variability, Large batch sizes limit the ability to preserve options When stories are broken into tasks it means there are small batch sizes Large batch sizes ensure time for built-in quality When there is flow it means there are small batch sizes, Higher Cost of Delay Lower Cost of Delay Fixed date Shorter duration Revenue impact, Resolved, Owned, Accepted, Mitigated Relegated, Owned, Approved, Managed Accepted, Redesigned, Ordered, Mitigated Managed, Resolved, Ordered, Accepted, Release Train Engineers Solution Management Product Owners Executive Management, It is maintained in the Portfolio Backlog It must be structured to fit within a single PI It is written using a phrase, benefit hypothesis, and acceptance criteria It remains complete and becomes a Feature for implementation It is developed and approved without a dependence on the Solution Kanban, Provide the personnel, resources, direction, and support to the Enterprise Act as an effective enabler for teams Demonstrate the values they want the teams to embody Commit to quality and productivity, Every 4 weeks When requested Weekly Every 2 week, Every Release Every Week Every PI Every Iteration, It provides visibility into the Portfolio Epics being implemented in the next year It describes technical dependencies between Features It communicates the delivery of Features over a near term timeline It describes the program commitment for the current and next two Program Increments, Their coworkers Their team Their organization Their bosses, Some Features may not have parent Capabilities There cannot be more than 5 Features for each Some Capabilities may not have child Features Every Feature has a parent Capability, Creating cross-functional teams Using a Portfolio Kanban system Allocating budgets to Agile Release Trains Conducting a PI Planning meeting, When there is only one day to run PI Planning, so more time is needed to prepare to run it effectively When Product Owners and Scrum Masters need to coordinate dependencies within the Agile Release Train When multiple Agile Release Trains working on the same Solution need to align and coordinate When teams cannot identify and estimate Stories in PI Planning and need more time to prepare, Business Owner Product Management Release Train Engineer Solution Architect/Engineer, Review and Reprioritize the team backlog as part of the preparatory work for the second team breakout Facilitate the coordination with other teams for dependencies Provide clarifications necessary to assist the team with their story estimating and sequencing Identify as many risks and dependencies as possible for the management review Be involved in the program backlog refinement and preparation, During the draft plan review During breakout sessions During the management review and problem-solving During Scrum of scrums, To remove the risks for the PI To build share commitment to the Program plan To ensure that Business Owners accept the plan To hold the team accountable if the Agile Release Train does not deliver on its commitment, A team commits only to the PI Objectives with the highest business value A team does not commit to uncommitted objectives A team commits to all the Features they put on the program board A team commits to all the Stories they put on their PI plan, A vote by team then a vote of every person for the train A vote by every person then normalized for the train A vote by team normalized for the train A single vote by every person for the train, Change a teams plan Create new User Stories Adjust business priorities Adjust the length of the PI, Adjustment to PI Objectives Business priorities User Stories Planning requirements reset Movement of people Changes to scope, To prioritize and identify what is ready for Iteration Planning To escalate ART impediments To coach the interactions with the Scrum Framework To facilitate all team events, Be a facilitator Focus on deadlines and technical options Drive towards specific outcomes Provide subject matter expertise Help the team find their own way, A Servant Leader A team coach A SAFe Agilist An empathetic leader, Facilitating the Innovation and Planning event Facilitating team events Attending Scrum of scrums Estimating stories for the team, Supports the autonomy of the team Articulates Architectural solutions Is a technical expert Understands customer needs, Coaching the Release Train Engineer(s) Owning the Daily stand-up Coaching the Agile team Prioritizing the Team Backlog, PI Planning DevOps Economic Framework Continuous Deployment, By applying empathic design and focusing on Customer Centricity By modeling SAFes Lean-Agile Mindset, values, principles, and practices By mastering the Seven Core Competencies of the Lean Enterprise By using the SAFe Implementation Roadmap to script the way for change, Portfolio Vision Solution Intent Enterprise Goals Strategic Themes, Release new value to production every day Deliver predictability Maintain Iterations as a safe zone for the team Automate the delivery pipeline, Adaptive (responds well to change) Collaborative (requires many hands and minds) Iterative (repeats the process) Incremental (adds small pieces of value) All of the above, Team and Technical Agility DevOps and Release on Demand Lean Portfolio Management Business Solutions and Lean Systems Engineering, Cool ideas for informal business meetings, sessions, and trainings.
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