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. Reduce the batch sizes of work What is one issue when organizing around hierarchical functions? Which statement correctly describes one aspect of the team's commitment at the end of PI Planning? Question 21. Dependencies with another team or supplier that cannot be guaranteed. The straightforward structure of development value streams begs the question: How do we reduce the time from feature request to delivery? Lesson 1: Thriving in the Digital Age with Business Agility, Lesson 3: Establishing Team and Technical Agility, Lesson 4: Building Solutions with Agile Product Delivery, Lesson 5: Exploring Lean Portfolio Management, www.scaledagileframework.com/implementation-roadmap/, www.scaledagileframework.com/business-agility/, www.scaledagileframework.com/lean-agile-leadership/, www.scaledagileframework.com/organize-around-value/, www.scaledagileframework.com/safe-core-values/, www.scaledagileframework.com/lean-agile-mindset/, www.scaledagileframework.com/safe-lean-agile-principles/, www.scaledagileframework.com/assume-variability-preserve-options/, www.scaledagileframework.com/visualize-and-limit-wip-reduce-batch-sizes-and-manage-queue-lengths/, www.scaledagileframework.com/apply-cadence-synchronize-with-cross-domain-planning/, www.scaledagileframework.com/unlock-the-intrinsic-motivation-of-knowledge-workers/, www.scaledagileframework.com/decentralize-decision-making/, www.scaledagileframework.com/business-owners/, www.scaledagileframework.com/customer-centricity/, www.scaledagileframework.com/design-thinking/, www.scaledagileframework.com/continuous-integration/, www.scaledagileframework.com/solution-demo/, www.scaledagileframework.com/Portfolio-SAFe/, www.scaledagileframework.com/value-streams/, www.scaledagileframework.com/strategic-themes/, AWS Certified Solutions Architect Associate (SAA-C02) Exam Notes, Thriving in the digital age with business agility (13%), Leading SAFe Student Workbook: materials and exercises from Lesson 1, Leading SAFe Student Workbook: materials and exercises from Lessons 2 and 3, Establishing team and technical agility (9%), Leading SAFe Student Workbook: materials and exercises from Lessons 3 and 4, Building solutions with Agile product delivery (33%), Leading SAFe Student Workbook: materials and exercises from Lessons 4 and 5, Exploring Lean Portfolio Management (11%), Leading SAFe Student Workbook: materials and exercises from Lessons 5, Leading SAFe Student Workbook: materials and exercises from Lessons 2 and 6, Agile Release Train (ART) - Teams of Agile teams, Prepare well for the exam. Teams can apply uncommitted objectives whenever there is low confidence in meeting the objective. Strategic themes are direct inputs to the portfolio vision. The cookie is set by GDPR cookie consent to record the user consent for the cookies in the category "Functional". You can expect the similar questions in the real exam. Notably, Zara has a unique approach to handle changing demand, which has allowed the company to become widely successful and a leading business organization in the fashion retail industry, in which many corporations struggle to deal with fast-changing environments, operations, and inventory costs. But as the enterprise grows and experiences success, it builds the organizational hierarchy needed to provide the time-tested management structures that will support operations, HR, finance, governance, and all the other corporate responsibilities of a functioning enterprise. -Decentralized decision-making Other uncategorized cookies are those that are being analyzed and have not been classified into a category as yet. Simplicity the art of maximizing the amount of work not done is essential. Implementing ARTs, Solution Trains and a Lean Portfolio This assures product and customer focus, as the value stream, product, and customer are inexorably linked. #3 Assume variability; preserve options Alignment, Transparency, Built in Quality, Program Execution. Uncommitted objectives are used to identify work that can be variable within the scope of a PI. Focusing on the customer is natural, too, because without that, Darwinism takes hold and business failure is quick and catastrophic. Then tap the card to flip it. Analytical cookies are used to understand how visitors interact with the website. Launch more Agile Release Trains and Value Streams, extend to the portfolio, accelerate Delivering value in the shortest sustainable lead time. Give them the environment and support they need, and trust them to get the job done. Course Hero is not sponsored or endorsed by any college or university. Design Thinking identifies at least four new ways to measure success. Commit to quality and be the change agent in the system. Which two quality practices apply to Agile teams? Clearly, people and resources need to be organized to minimize handoffs, make the individual steps more efficient, and reduce the delays between them. ?? The ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative business Solutions. What are two possible problems to be aware of when coaching an agile release train sync meeting. Over time, however, the work of the hierarchy overtakes the work of the entrepreneurial network. Value streams optimize the flow of value across divisions and functional departments and through the system as a whole to the customer. What is the best measure of progress for complex system development? Most ART teams are stream-aligned, empowered, and capable of delivering value to their customers with a minimum of handoffs, delays, and dependencies with other teams. Agile processes harness change for the customers competitive advantage. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. A hierarchical business structure is a traditional approach to organizing a business where emphasis is placed on top-down reporting relationships. When organizing around hierarchical functions, managers have to coordinate the work of all team members, which can be time consuming and difficult. They are business objectives that connect the SAFe portfolio to the Enterprise business strategy, A minimal version of a new product used to test a hypothesis. At a minimum, your org structure should include employees' titles and basic hierarchies. *Establish a sense of urgency *Create a powerful guiding coalition *Develop the vision and strategy *Communicate the vision *Empower employees for broad-based action *Generate short-term wins *Consolidate gains and produce more wins *Anchor new approaches. Some new value streams will be created, others will need to be adjusted, and some will be eliminated as solutions are decommissioned. It creates Agile business teams It is not how value flowsIt reduces political tensions It moves the decision to where the information is It is not how value flows. Performance cookies are used to understand and analyze the key performance indexes of the website which helps in delivering a better user experience for the visitors. Choose 1: It reduces political tensions What is used to capture the current state of the Portfolio and a primer to the future state? Continuous Deployment Employees may be grouped by their role or function, geography or . Organizational Structure Types 1) Hierarchical Structure 2) Matrix Structure 3) Horizontal/Flat Structure 4) Network Structure 5) Divisional Structure 6) Line Organizational Structure 7) Team-based Organizational Structure 1) Hierarchical Structure The hierarchical model is the most popular organizational chart type. Roof: Value, 13 - SAFe Implementation Road Map - 4 Stages, 1. Train Teams and Launch the ART Your email address is only used to allow you to reset your password. The cookie is used to store the user consent for the cookies in the category "Other. 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. are in the same box the next time you log in. - 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 teams cannot identify and estimate Stories in PI Planning and need more time to prepare You cant have one without the others. (b) They form by budding off the Golgi apparatus. But they are not fixed over all time. (Agile Manifesto), Working Software over _________? FAQs on how to use SAFe content and trademarks, Organizing Agile Teams and ARTs: Team Topologies at Scale, Watch and download SAFe videos and presentations, Exciting new book: SAFe for DevOps Practitioners. 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. Privacy Policy and Your California Consumer Rights. The House of Lean is a classic metaphor describing the mindset essential for Lean thinking. What must management do for a successful Agile transformation? What is the impact of Customer Centricity? (Figure 3).Still, as long as the market remains relatively stable, the economies of scale provide a barrier against competitors, and the enterprise can enjoy continued success and growth. (choose two). -Sustainability Continuous Planning ARTs are cross-functional, cross-discipline teams-of-teams of up to 150 people. (a) They have the same structure and function as peroxisomes. Applying Lean-Agile principles and practices to the specification, development, deployment, operation, and evolution of the worlds largest and most sophisticated systems. How Lean-thinking people and Agile Teams optimize their business processes, evolve strategy with clear and decisive new commitments, and quickly adapt the organization as needed to capitalize on new opportunities. A customer-centric approach to defining, building, and releasing a continuous flow of valuable products and services to customers and users. The ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative business Solutions. Find the change in the internal energy of the gas and the change in the internal energy of the environment. This cookie is set by GDPR Cookie Consent plugin. 3. Roadmap is a script of critical moves, which gives best results when follow in same sequence to implement SAFe:-. SAFe implements the Network as a set of development value streams (DVSs) and provides the necessary interfaces to the Hierarchy to restore the systems balance. 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. Necessary cookies are absolutely essential for the website to function properly. ?Maintain Predictability with uncommitted objectives. If you are planning or preparing for Leading SAFe 5.1 (Scaled Agile Framework) certification then this article is for you to get started. Epics are defined at portfolio level, they are typically cross-cutting and spanning multiple Value Streams and PIs. Product Management has content authority over the Program Backlog. ?? Enablers build up the runway to support Features for e.g. Roof? How is the flow of Portfolio Epics managed? 12. 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 . It is the most common type of organizational structure. (d) They are abundant in phagocytic cells. Which one of the four pillars advocates a 'Go See' mindset? What is the foundation of the SAFe House of Lean? Business people and developers must work together daily throughout the project. What is one Guardrail on Lean Budget spend? The following figures tell their own story and the cost impact on the business is now serious: If you drilled into an oceanic plateau, what would you most likely find? What is one issue when organizing around hierarchical functions? When you need a break, try one of the other activities listed below the flashcards like Matching, Snowman, or Hungry Bug. SAFe describes two types of value streams, operational and development. He is a technology enthusiast and has a passion for coding & blogging. Typically, they begin as a network of people cooperating to address customer needs. Strong hierarchical organisations are driven by status, structure and power over people. If you've accidentally put the card in the wrong box, just tap on the card to take it out of the box. Scaled Agile Framework and SAFe are registered trademarks of Scaled Agile, Inc. Integration points Stand-up meetings Detailed upfront planning Decentralized decision making, Follow built-in quality practices Implement enablers Implement epics Follow QMS guidelines, Centralized decisions regarding design and requirements Increased system performance Significantly lower solution bug rate Risk mitigation. True/False: DevOps is an approach to bridge the gap between development and operations. Stories, plan them into the Iteration, and work out The Network is optimized for speed and adaptability; the Hierarchy is optimized for efficiency and stability. A team does not commit to uncommitted objectives, Which two statements are true about uncommitted objectives? -Providing architectural runway, -Establishing flow The value streams fund the people and resources needed to achieve the current Portfolio Vision and Roadmap. Customers, the problems they are facing, and the jobs to be done. The key to unlocking this potential is to understand and apply the concept of value streams, which are fundamental to lean thinking. Establishing flow;Providing architectural runway; Design Thinking identifies at least four new ways to measure success. Coach ART Execution Individuals Volatility, uncertainty, complexity and ambiguity Sustain & Improve, 13 - 12 Steps of the Implementation Roadmap (First 6), 1. #9 Decentralize decision-making Simplicitythe art of maximizing the amount of work not doneis essential, What is the basic building block when organizing around value? *Team & Technical Agility *Agile Product Delivery *Enterprise Solution Delivery *Lean Portfolio Management *Organizational Agility *Continuous Learning Culture *Lean Agile Leadership. 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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