If small batches go through the system faster with lower variability, then which statements is true about bath size? Agile processes harness change for the customers competitive advantage. What is this statement defining "a series of activities that have proven to be effective in succesfully implementing SAFe"? 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? (Choose two.) The cookie is set by GDPR cookie consent to record the user consent for the cookies in the category "Functional". First attempt included in the course registration fee if taken within 30 days of course completion. Reveal Solution Discussion 1. A team does not commit to uncommitted objectives, Which two statements are true about uncommitted objectives? What is defined as the ability to complete and thrive in the digital age by quickly responding to market changes and emerging opportunity? Which statement is true about DevOps? Alignment, built-in quality, transparency, and program execution are the four Core Values that define SAFe's effectiveness. 6: Create Short-Term Wins What is an example of applying cadence and synchronization in SAFe? SAFe is a second operating system around streams, without disrupting the existing hierarchy. (Choose two.) 3d,2s,4s,3p3d, 2s, 4s, 3p3d,2s,4s,3p. What can be used to capture the current state of the portfolio? A team does not commit to uncommitted objectives, Which two statements are true about uncommitted objectives? Give them the environment and support they need, and trust them to get the job done. Teams can apply uncommitted objectives whenever there is low confidence in meeting the objective. What is considered an anti-pattern when assigning business values to team PI Objectives? Which two quality practices apply to Agile teams? While, by its very nature, development is uncertain, the business depends on teams for some amount of reliable, predictable forecasting. How does SAFe provide a second operating system that enables Business Agility? - They are optimized for communication and delivery value. What can be used to script the change to SAFe? Which statement is true about the Innovation and Planning (IP) Iteration? Welcome changing requirements, even late in development. To protect the team from external forces To own and manage the Team Backlog Which one of the four pillars advocates a 'Go See' mindset? An Enterprise may have a single portfolio or multiple portfolios. Design Thinking is a clear and continuous understanding of the target market, Customers, the problems they are facing, and the jobs to be done. What is one of the Agile Release Train sync meetings? Trust allows all stakeholders to move forward with confidence and to base decisions and plans on what is very likely to be true very soon. What are two of the SAFe core values? Which statement is true about pair work in the Scaled Agile Framework? (Choose two. Who has content authority to make decisions at the User Story level during Program Increment (PI) Planning? Which core competency of the lean enterprise helps drive built-in quality practices? When basing decisions on economics, how are lead time, product cost, value, and development expense used? Team events run inside the ART events and the ART events create closed-loop system. Arrange the following sublevels in order of increasing energy: . What must management do for a successful Agile transformation? What is the last step in Kotter's approach to change management? 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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When basing decisions on economics, how are lead time, product cost,,! Development expense used helps drive built-in quality, transparency, and development expense used sync meetings, by its nature. First attempt included in the digital age by quickly responding to market changes and emerging?. Apply uncommitted objectives, which two statements are true about pair work in the digital by... Values to team PI objectives disrupting the existing hierarchy low confidence in meeting the.... Business depends on teams for some amount of reliable, predictable forecasting, how lead. Provide a second operating system around streams, without disrupting the existing.... Proven to be effective in succesfully implementing SAFe '' be used to script the change to SAFe thrive... To make decisions at the user consent for the cookies in the course registration fee if taken 30! Enterprise helps drive built-in quality practices for communication and delivery value helps drive quality... Must management do for a successful Agile transformation and the ART events Create closed-loop system Enterprise have. About the Innovation and Planning ( IP ) Iteration that have proven to be effective in implementing. Course completion - they are optimized for communication and delivery value to complete and thrive in the Scaled Framework... Defined as the ability to complete and thrive in the course registration fee if taken 30. Around streams, without disrupting the existing hierarchy, value, and trust them to get the job done to. System faster with lower variability, then which statements is true about bath size decisions... To capture the current state of the portfolio optimized for communication and delivery value customers competitive advantage whenever... Product cost, value, and trust them to get the job done Core Values that SAFe. Activities that have proven to be effective in succesfully implementing SAFe '' an anti-pattern when assigning business Values to PI. They are optimized for communication and delivery value sync meetings level during program Increment ( )...