What are the last three steps of the SAFe Implementation Roadmap? The cookie is set by GDPR cookie consent to record the user consent for the cookies in the category "Functional". Which statement correctly describes one aspect of the team's commitment at the end of PI Planning? Use these flashcards to help memorize information. Like the ART, Agile teams are customer-focused, cross-functional, and have all the skills needed to deliver beginning-to-end value to the customer. What is Business Agility? (Choose two.) While businesses can organize their authority levels in various ways, one of the most common structures is a hierarchy. [4] Organizing Agile Teams and ARTs: Team Topologies at Scale, 5400 Airport Blvd., Suite 300 -Decentralized decision-making A hierarchical structure refers to the delegation of authority using a pyramid model, with the most authoritative professionals at the top and general employees at the bottom. It does not store any personal data. what is one issue when organizing around hierarchical functions? -Peer review and pairing (Choose two.) ***Which statement correctly describes one aspect of the team's commitment at the end of PI Planning? Establishing flow;Providing architectural runway; Design Thinking identifies at least four new ways to measure success. Helping surface problems with the current plan. Investing all their time in developing specific acceptance tests. Holding all features that are planned to be delivered by an ART. Protecting the team from the problem of multiple stakeholders. Why is this necessary? Usually 5th Iteration is in a PI is called Innovation and Planning (IP) Iteration. Analytical cookies are used to understand how visitors interact with the website. -Establishing flow See our (Agile Manifesto), Responding to change over _________? You get the result (Pass or Fail) once you submit the exam. Other teams support stream-aligned teams in their mission. It accomplishes this in three nested parts: Build technology portfolios of development value streams Realize value streams with product-focused Agile Release Trains (ARTs) A team does not commit to uncommitted objectives, Which two statements are true about uncommitted objectives? The House of Lean is a classic metaphor describing the mindset essential for Lean thinking. 2. 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? Instead, it emphasizes understanding the problems to be solved, the context in which the solution will . Reducing handoffs and delays between functional areas, reducing time to market, Bringing together all the research, development, deployment, and service personnel needed to offer whole product solutions, Providing intense customer focus across all disciplines for each product and service type, Measuring success via meaningful, outcome-based key performance indicators, And perhaps most importantly, the Network can rapidly, Build technology portfolios of development value streams, Realize value streams with product-focused Agile Release Trains (ARTs), Form Agile teams that can directly deliver value, Precisely specify value by specific product, Identify the value stream for each product, Let the customer pull value from the producer, Helps assure customer and product focus across the entire portfolio, Aligns strategy to execution by bringing visibility to, Provides the basis for Lean Budgets, which eliminates the friction and cost accounting overhead of traditional project-based work, Supports measuring success via outcome-based key performance indicators (KPIs), Improves workflow with smaller batch sizes. Which statement is true about the Innovation and Planning (IP) Iteration? What is the best measure of progress for complex system development? When organizing around hierarchical functions, one issue that can arise is that each department or team may become siloed, meaning that they each become focused on their own goals and objectives. What is one issue when organizing around hierarchical functions? (Agile Manifesto), Working Software over _________? (Choose three.). To identify different parameters of the economic framework. The following figures tell their own story and the cost impact on the business is now serious: By focusing on customers, products, innovation, and growth. 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. Ashish Lahoti has 10+ years of experience in front-end and back-end technologies. 1) Chain of Command. Uncommitted objectives are used to identify work that can be variable within the scope of a PI. Each value stream can have multiple Solution trains and Agile release trains. One of the most basic elements of an organizational structure, chain of command is exactly what it sounds like: an unbroken line of authority that extends from the top of the organization (e.g. People who work in hierarchical structures got used to interrupting people. 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. In this case the teams may plan Spikes early in the PI to reduce uncertainty. (Choose two.). How is the flow of Portfolio Epics managed? 2023 Scaled Agile, Inc. All rights reserved. Commit to quality and be the change agent in the system. These cookies track visitors across websites and collect information to provide customized ads. It requires just one ART so implementation can begin without training. -Sustainability 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. The Network is optimized for speed and adaptability; the Hierarchy is optimized for efficiency and stability. Here are the three key steps involved in organizing your workforce around value: Build technology portfolios for development value streams. -Reliability 11. Employees may be grouped by their role or function, geography or . Participatory Budgeting (PB) is the process that Lean Portfolio Management (LPM) uses to allocate the total portfolio budget to its value streams. Which statement is a value from the Agile Manifesto? IT Revolution Press, 2018. In a hierarchical organizational structure, employees are grouped and assigned a supervisor. a. it creates a dual operating system. Your California Consumer Rights. Value streams are defined by the steps, the people, and the flow of information and material necessary to deliver customer value. An immediate view An economic view A pragmatic view A business view, To centralize decision-making To provide autonomy with purpose, mission, and minimum constraints To lower work in process (WIP) limits To strive to achieve a state of continuous flow, Innovation Transparency Minimum possible constraints Incentive-based compensation, SAFe Principles SAFe Core Values SAFe Implementation Roadmap SAFe House of Lean, The 7 Core Competencies of Business Agility The SAFe Implementation Roadmap Agile Maturity Roadmaps The Scaled Agile Framework, When it is longer than one Program Increment When it is fully committed When it includes no commitments When it contains Features and not Epics, Reach the tipping point Create the Implementation Plan Prepare for ART Launch Coach ART Execution, Train Lean-Agile change agents, train executives, managers and leaders, and then prepare for Agile Release Train launch Reach the tipping point, Train Lean-Agile change agents, and then train the identified support personnel Charter a Lean-Agile Center of Excellence, Train Lean-Agile change agents, and then train executives, managers and leaders Reach the tipping point, train Lean-Agile change agents, and then train executives, managers and leaders, Train Lean-Agile change agents, extend to the portfolio, accelerate Launch trains, coach Agile Release Train execution, train executives and managers Train Lean-Agile change agents, identify Value Streams and Agile Release Trains, extend to the portfolio Launch more Agile Release Trains and Value Streams, extend to the portfolio, accelerate, Identify Value Stream and Agile Release train Create the Implementation Plan Prepare for ART Launch Coach ART Execution, Train the leaders in Portfolio and Product Management to solve problems before fixing symptoms Perform process mapping on the current state Train Lean-Agile change agents to push out the roadmap and build consensus Identify Value Streams and Agile Release Trains to start alignment of the organization, It has a technology stack without legacy code It has objective measurements with automation It has a closed loop process of learning It has a lower threshold of defects approved to production, Measure everything Simplicitythe art of maximizing the amount of work not doneis essential Visualize and limit WIP, reduce batch sizes, and manage queue lengths Respect for people and culture, To limit work in process (WIP) through the system To identify different parameters of the economic framework To take into account sunk costs To recover money already spent, Business Owners assigning the business value Assigning business values to uncommitted objectives All PI Objectives are given a value of 10 Business Owners assign high values to important Enabler work, Manage queue lengths Frequent context switching Increase capacity Address the systemic problems Reduce the batch sizes of work Visualize and limit work in process (WIP), Key performance indicators Delays Predictability issues of the train Activities that lack innovation, Anchor new approaches in the culture Sustain and improve Consolidate gains and produce more wins Generate short-term wins, Value Streams Portfolio Backlog Portfolio Vision Team Backlog, To interpret market rhythms To understand the Customers needs To build small, partial systems just in time To design custom-built Customer Solutions, As a mindset focused on Customer behaviors that produce the best innovations As a set of practices employed to make products focused on the Customer As a strategy to meet the needs of an ever-changing Customer market As a way of working to include the Customer in daily work processes and planning, It moves the decision to where the information is It reduces political tensions It creates Agile business teams It is not how value flows, A minimal product that can be built to achieve market dominance A minimal Story a team can deliver in an Iteration A prototype that can be used to explore user needs A minimal version of a new product used to test a hypothesis. Clearly, people and resources need to be organized to minimize handoffs, make the individual steps more efficient, and reduce the delays between them. (Figure 6). 1. A Lean-Agile transformation will deliver substantial benefits, However, it is a significant change, and every implementation is different, Leaders should understand why the practices work; its part of knowing what it is they must do, If a practice needs to change, understanding the principles will assure the change moves the Enterprise in the right direction, Create and refine Stories and acceptance criteria, Develop and commit to team PI Objectives and Iteration Goals, ART Sync (Weekly or more frequently, 3060 minutes) - consist of, System Demo (Occurs at the end of each Iteration in PI), Solution Demo (Occurs at the end of each PI) - presents the combined development effort of multiple ARTs and Suppliers, Inspect & Adapt (Occurs at the end of each PI), Features are maintained in Program Backlog, Feature are sized to fit in a Program Increment (PI) and delivered by a single Agile Release Train (ART), Features are split into Stories and fits in one Iteration for one team, Features includes a definition of Minimum Marketable Feature (MMF), a, Features are prioritized using WSJF and top 10 features are presented to the team during PI planning, Capabilities are maintained in Solution Backlog, Capabilities are sized to fit in a Program Increment (PI) and delivered by multiple Agile Release Trains (ARTs), Capabilities includes a Phrase, a benefit hypothesis and Acceptance criteria. Product Management has content authority over the Program Backlog. In turn, Lean Portfolio Management (LPM) allocates the portfolio Budget to individual Value Streams. #9 Decentralize decision-making When you've placed seven or more cards in the Don't know box, tap "retry" to try those cards again. ARTs are cross-functional, cross-discipline teams-of-teams of up to 150 people. ??? What is one issue when organizing around hierarchical functions? 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. 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. Design Thinking identifies at least four new ways to measure success. The Network optimizes the flow of value by: This principle, Principle 10-Organizing around value, describes how applying this second operating system frees the enterprise to arrange itself to optimize value delivery. 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. Which of the core competencies of the Lean Enterprise helps align strategy and execution? 2. An Enterprise may have a single portfolio or multiple portfolios. (Choose two. 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. (b) They form by budding off the Golgi apparatus. This can be due to many circumstances: Architectural Runway is existing code, hardware components, marketing branding guidelines, etc., that enable near-term business Features. ART Events are:-. If you've accidentally put the card in the wrong box, just tap on the card to take it out of the box. But opting out of some of these cookies may have an effect on your browsing experience. 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. More Satisfied Customers, They are business objectives that connect the SAFe portfolio to the Enterprise business strategy. At a minimum, your org structure should include employees' titles and basic hierarchies. Manage queue lengths. DevOps is an approach to bridge the gap between development and operations. This allows the entire organizationfrom the building block of Agile teams to ARTs and Solutions Trains, to the entire portfolioto organize for one purpose: delivering value to the customer as quickly as possible. Some of the advantages are; quick learning, reduced marketing period, better quality, and improved productivity, as well as efficient budget methods. Reaching the Tipping Point The cookies is used to store the user consent for the cookies in the category "Necessary". Release on Demand. On day two of PI Planning, management presents adjustments based on the previous day's management review and problem solving meeting. These structures exist because they support specialization and allow organizations to grow and manage their people effectively. Continuous Planning What are the three primary keys to implementing flow? 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. Building a Guiding Coalition What do Product Owners have content authority over? a CEO) all the way down to the bottom. (Choose two.). Which of the core competencies of the Lean Enterprise helps align strategy and execution? 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 . Foundation? Please visit. A hierarchical business structure is a traditional approach to organizing a business where emphasis is placed on top-down reporting relationships. This cookie is set by GDPR Cookie Consent plugin. Welcome changing requirements, even late in development. Who is the content authority for an Agile Team.docx, What is the call to action when promoting SAFe during a meeting with company executives.docx, Juan is the coach if a new Agile Release Train.docx, After launching the first Agile Release Train.docx, What are two conditions to look for when coaching an ART sync meeting.docx, U.S. Dietary Guidelines Revised, Weight Studies Released (Special Report).pdf, httpswwwwashingtonpostcompolitics20201207cybers ecurity 202 global losses, Learning Objective 09 03 An overview of the motivational tools that are key for, In the next stage virtual body regions were established by the major base lines, 2 Log in with the user name and password of the management account 3 Select, Changes in the independent variable are presumably caused by changed in the, are based on SAFe Scaled Agile Framewor 1.What are two significant risks that can be understood from the program board? In a hierarchical setup there is a chance of information dillution. Train Executives, Managers, and Leaders This cookie is set by GDPR Cookie Consent plugin. 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 Revolution Press, 2019. What is considered an anti-pattern when assigning business values to team PI Objectives? 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. They influence portfolio strategy and provide business context for portfolio decision-making. Dependencies with another team or supplier that cannot be guaranteed. Flow Find the change in the internal energy of the gas and the change in the internal energy of the environment. What is the last step in Kotter's approach to change management? Look at the large card and try to recall what is on the other side. He is a technology enthusiast and has a passion for coding & blogging. Continuous Deployment Answer: 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. 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. ; Feasible - Can we deliver the right solution through a combination of build, buy, partner, or acquire endeavors/activities? It reduces political tensions It creates leaders at all levels It moves the decisions to where the information is It creates areas of specialization It requires managers to coordinate the work 32 / 60 Anchoring new behaviors in the culture is critical to sustaining change. An organization's structure impacts everything from how the organization operates to how well employees communicate internally. 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. Volatility, uncertainty, complexity and ambiguity #6 Visualize and limit WIP, reduce batch sizes, and manage (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. What is an example of applying cadence-based synchronization in SAFe? Question 20. Enablers build up the runway to support Features for e.g. Over time, however, the work of the hierarchy overtakes the work of the entrepreneurial network. 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. Roof? Empowered Agile Release Trains (ART) advance Solutions and implement Epics approved by LPM. SAFe? Sustain & Improve, 13 - 12 Steps of the Implementation Roadmap (First 6), 1. #1 Take an economic view Which statement fits with the SAFe Core Value of Built-in Quality? The Enterprise provides a portion of its total budget to each portfolio. * It moves the decision to where the informatio is * It reduces political tensions . A single sign-on mechanism will enable sign-on in multiple applications. Business Management Project Management How it works The House of Lean is a classic metaphor describing the mindset essential for Lean thinking.
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