It is not how value flows 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. These structures exist because they support specialization and allow organizations to grow and manage their people effectively. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference for the shorter timescale. When basing decisions on economics, how are lead time, product cost, value, and development expense used? What is a minimum viable product? a. it creates a dual operating system. The House of Lean is a classic metaphor describing the mindset essential for Lean thinking. What is one issue when organizing around hierarchical functions? Then tap the card to flip it. Choose 1: Value streams are defined by the steps, the people, and the flow of information and material necessary to deliver customer value. Freed from the reporting structure and the need for start-and-stop-projects, the network can now organize and reorganize as needed. We also use third-party cookies that help us analyze and understand how you use this website. What is one Guardrail on Lean Budget spend? Organizing a portfolio this way offers many benefits: Indeed, when you start to understand the value they bring to the enterprise, it makes one wonder how we ever got along without value streams. Give them the environment and support they need, and trust them to get the job done. And success is no longer assured. Which two quality practices apply to Agile teams? What can be used as a template for putting SAFe into practice within an organization? 1) Chain of Command. Course Hero is not sponsored or endorsed by any college or university. 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. The cookie is used to store the user consent for the cookies in the category "Other. Fortunately, the people and teams of an increasingly Lean and Agile enterprise see those changes coming through the portfolio. A single sign-on mechanism will enable sign-on in multiple applications. What is one issue when organizing around hierarchical functions? 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. It is the most common type of organizational structure. Agile Release Trains In a hierarchical organizational structure, employees are grouped and assigned a supervisor. The Organizational Agility competency describes 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. Look at the large card and try to recall what is on the other side. Desirable, Viable, Feasible, and Sustainable. SAFe describes two types of value streams, operational and development. He could not have foreseen the worldwide recession and how this would reduce the demand for the textiles made in the factory. Quizlet - Leading SAFe - Grupo de estudo - SA, SAFe (Scaled Agile Framework), Leading SAFe, Charles E. Leiserson, Clifford Stein, Ronald L. Rivest, Thomas H. Cormen, Abraham Silberschatz, Greg Gagne, Peter B. Galvin, Information Technology Project Management: Providing Measurable Organizational Value. This website uses cookies to improve your experience while you navigate through the website. Why is this necessary? At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. If a program repeatedly shows separate Feature branches rather than a true System Demo, which practice should be reviewed to address the issue? Continuous Deployment (b) Hence derive an expression for the partial pressure of the liquid vapour, assuming that the gas remains at the total pressure P after it has passed through the liquid. Which one of the four pillars advocates a 'Go See' mindset? Design Thinking identifies at least four new ways to measure success. 12 Principles (too long to show here, see other documentation). Train Teams and Launch the ART #8 Unlock the intrinsic motivation of knowledge workers They constitute the majority of personnel on ARTs and their structure is well defined: each is a cross-functional group of 5-11 individuals who can define, build, test, and deploy an increment of value in a short time box. Continuous Integration (CI) What is the impact of Customer Centricity? 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. Project to Product. These cookies help provide information on metrics the number of visitors, bounce rate, traffic source, etc. This cookie is set by GDPR Cookie Consent plugin. Some new value streams will be created, others will need to be adjusted, and some will be eliminated as solutions are decommissioned. What is one benefit of unlocking the intrinsic motivation of knowledge workers? Enablers build up the runway to support Features for e.g. 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. Coach ART Execution Foundation: leadership Other teams support stream-aligned teams in their mission. But they are not fixed over all time. A future view of the solution to be developed, reflecting customer and stakeholder needs. A community of practice is an informal group of team members and other experts. A team that provides assistance in building and using the continuous delivery pipeline. The specialty roles, people, and services required for the success of an Agile Release Train or Solution Train. #4 Build incrementally with fast, integrated learning cycles A. a thin layer of oceanic sediment over continental crust, B. andesitic volcanoes buried by turbidity currents, C. a normal thickness of oceanic crust overlain by andesitic volcanoes, D. large amounts of basalt derived from melting in the mantle, Identify the false statement about lysosomes. What is one of the Agile Release Train sync meetings? Hierarchies Epics are described with four major fields: Strategic themes provide a mechanism to align the business objectives of an enterprise to SAFe portfolio. These cookies ensure basic functionalities and security features of the website, anonymously. #9 Decentralize decision-making (Choose two.) They do this through leading by example; learning and modeling SAFe's Lean-Agile mindset, values, principles, and practices; and leading . the timebox, the dependencies, and the At a minimum, your org structure should include employees' titles and basic hierarchies. What is one issue when organizing around hierarchical functions? The following figures tell their own story and the cost impact on the business is now serious: 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. It requires just one ART so implementation can begin without training. ?? Dependencies with another team or supplier that cannot be guaranteed. In the 'gas saturation method' for the measurement of vapour pressure, a volume V of gas at temperature T and pressure P, is bubbled slowly through the liquid that is maintained at the same temperature T. The mass m lost from the liquid is measured and this can be related to the vapour pressure in the following way. Increased Employee Engagement How does SAFe provide a second operating system that enables Business Agility? Create the Implementation Plan, 13 - 12 Steps of the Implementation Roadmap (Last 6), 7. More Satisfied Customers, They are business objectives that connect the SAFe portfolio to the Enterprise business strategy. 6. 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. Who has content authority to make decisions at the User Story level during Program Increment (PI) Planning? Employees may be grouped by their role or function, geography or . [4] Organizing Agile Teams and ARTs: Team Topologies at Scale, 5400 Airport Blvd., Suite 300 What is the foundation of the SAFe House of Lean? IT Revolution Press, 2018. Question 22. 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 . 8. This network is far more adaptable and can respond more quickly to market changes than the hierarchical system. What are two of those ways? What is considered an anti-pattern when assigning business values to team PI Objectives? Alignment, Transparency, Built in Quality, Program Execution. A Feature has an excess of dependencies and risks, According to John Kotter, what is the importance of creating a powerful guiding coalition? SAFe? 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 . ??? Commit to quality and be the change agent in the system. - 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 Which statement is true about DevOps? Welcome changing requirements, even late in development. Explanation: This problem is more pronounced when it takes an organization a longer time before initiating hierarchical functions. [1] Kersten, Mik. The ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative business Solutions. Ashish Lahoti has 10+ years of experience in front-end and back-end technologies. 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. (d) The gas saturation method was used to measure the vapour pressure of geraniol (M=154.2gmol1)(M = 154.2\ \mathrm{g}\ \mathrm{mol}^{-1})(M=154.2gmol1) at 110C.110^{\circ} \mathrm{C}.110C. Instead, it emphasizes understanding the problems to be solved, the context in which the solution will . Which of the core competencies of the Lean Enterprise helps align strategy and execution? Exploration Enables Which leadership style helps create a safe environment for learning, growth, and mutual influenc Leader as the developer of people Scrum is built on transparency, inspection, and what els Adaption During which event are the Team PI Objectives agreed upon PI Planning On day two of PI Planning, management presents adjustments based on the previous day's management review and problem solving meeting. What do Product Owners have content authority over? What are the 7 Core Competencies of Business Agility aka the Lean Enterprise? (c) Then show that the vapour pressure p is given by p = AmP /(1 + Am), where A = RT/MPV. Designing the Implementation For example, in a for-profit enterprise, are we profitable? Manage queue lengths. Visualize and limit work in process (WIP) When you've placed seven or more cards in the Don't know box, tap "retry" to try those cards again. Agile processes harness change for the customers competitive advantage. Although it may feel like you're playing a game, your brain is still making more connections with the information to help you out. (Figure 6). Teams can apply uncommitted objectives whenever there is low confidence in meeting the objective. In a hierarchical setup there is a chance of information dillution. What do Product Owners have content authority over? Continuous Exploration What is used to capture the current state of the Portfolio and a primer to the future state? What is the best measure of progress for complex system development? Which two quality practices apply to Agile teams? The Agile Release Train uses which type of teams to get work done? You can expect the similar questions in the real exam. #10 Organize around value. - 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 (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. It was found that, when 5.00dm35.00\ \mathrm{dm}^{3}5.00dm3 of nitrogen at 760 Torr was passed slowly through the heated liquid, the loss of mass was 0.32 g. Calculate the vapour pressure of geraniol. -Scalability to send you a reset link. #1 Take an economic view It defines the domain of the portfolio and other key elements, Program Increment (PI) Planning is a cadence-based event that serves as the heartbeat of the Agile Release Train (ART), aligning all teams on the ART to a shared mission and Vision, Individuals & Interactions over _________? Which one of the four pillars advocates a 'Go See' mindset? Business Management Project Management How it works What is the basic building block when organizing around value? Expenses across a PI are fixed and easy to forecast. 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. The cookies is used to store the user consent for the cookies in the category "Necessary". What are the roles of Product Management? 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. If you forget it there is no way for StudyStack Value streams optimize the flow of value across divisions and functional departments and through the system as a whole to the customer. What are the 4 House of Lean Pillars? b. it is not how value flows. Which of the core competencies of the Lean Enterprise helps align strategy and execution? These cookies will be stored in your browser only with your consent. These cookies track visitors across websites and collect information to provide customized ads. The cookie is set by the GDPR Cookie Consent plugin and is used to store whether or not user has consented to the use of cookies. This principle, Principle 10-Organizing around value, describes how applying this second operating system frees the enterprise to arrange itself to optimize value delivery. -Peer review and pairing Working software is the primary measure of progress. Building a Guiding Coalition The Organizational Agility competency describes 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 The portfolio level roles, events, and artifacts The full spanning palette Figure 1. The team has little to no experience with functionality of this type. What is part of the role of Product Management? Agile processes promote sustainable development. To identify different parameters of the economic framework. are in the same box the next time you log in. Continuous attention to technical excellence and good design enhances agility. The value streams fund the people and resources needed to achieve the current Portfolio Vision and Roadmap. An ideal gas absorbs 400J400 \mathrm{~J}400J of heat from its environment and does 800J800 \mathrm{~J}800J of work on the environment. Yes, they were always there; we just didnt see them. 2. 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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