Limit work in process Why is it recommended to start with Essential SAFe? 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. 3. How does SAFe provide a second operating system that enables Business Agility? ; Viable - Is the way we build and offer the solution creating more value than cost? Individuals 3. *Team & Technical Agility *Agile Product Delivery *Enterprise Solution Delivery *Lean Portfolio Management *Organizational Agility *Continuous Learning Culture *Lean Agile Leadership. 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? Continuous Exploration (CE) The problems at NTM began several years ago when the previous chief executive took the decision to double production capacity. (Choose two.). Create the Implementation Plan, 13 - 12 Steps of the Implementation Roadmap (Last 6), 7. Scaled Agile Framework and SAFe are registered trademarks of Scaled Agile, Inc. (Choose two.) What is one issue when organizing around hierarchical functions? Other uncategorized cookies are those that are being analyzed and have not been classified into a category as yet. It creates Agile business teams, Features, Feature Delivery, Dependencies, Milestones & Events, True or False: DevOps is an approach to bridge the gap between development and operations. what is one issue when organizing around hierarchical functions It is not how value flows what can be used to script the change to SAFe the implementation roadmap what can be used as a template for putting SAFe into practice within an organization SAFe implementation roadmap what is the foundation of the safe house of lean leadership PI is time boxes, typically 5 iteration long. If a program repeatedly shows separate Feature branches rather than a true System Demo, which practice should be reviewed to address the issue? What are the 4 aspects of the Continuous Delivery Pipeline? What is one possible type of adjustment they could make? But opting out of some of these cookies may have an effect on your browsing experience. Choose 1: It reduces political tensions It is not how value flows It moves the decision to where the information is It creates Agile business teams: It is not how value flows: What is found on a program board? Product Management has content authority over the Program Backlog. What is one issue when organizing around hierarchical functions? In the Program Kanban some steps have work in process (WIP) limits. [1] Kersten, Mik. Focusing on the customer is natural, too, because without that, Darwinism takes hold and business failure is quick and catastrophic. And yet, even in a sea of constant change, the standardization these patterns provide adds structure, focus, and stability for the people who do this important work. Accelerate, What is one issue when organizing around hierarchical functions? Neither images nor text can be copied from this site without the express written permission of the copyright holder. There are many advantages that companies get from organizing around value streams. Features, Feature Delivery, Dependencies, Milestones & Events Business Agility is the most important outcome. Your email address is only used to allow you to reset your password. 2. Launch More ARTs and Value Streams Expenses across a PI are fixed and easy to forecast. Organizational structures describe what employees do, whom they report to, and how decisions are made across the business. On day two of PI Planning, management presents adjustments based on the previous day's management review and problem solving meeting. Use these flashcards to help memorize information. 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. Working software is the primary measure of progress. How is the flow of Portfolio Epics managed? (b) They form by budding off the Golgi apparatus. Ongoing learning Continuous refactoring Increased technical debt Delivery of large batches, To remove the need to respond quickly to production issues To allow inspection of Agile maturity based on different cycle times To make deploying of assets a business decision To enable releasing functionality on demand to meet business needs. 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. Boulder, CO 80301 USA, Privacy Policy This cookie is set by GDPR Cookie Consent plugin. It moves the decision to where the information is, What are two conditions to look for when coaching an ART sync meeting? 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. Definition of done. 2023 Scaled Agile, Inc. All rights reserved. The following figures tell their own story and the cost impact on the business is now serious: Agile processes harness change for the customers competitive advantage. Each SAFe portfolio consists of a collection of development value streams, aligned as necessary to deliver the products and services customers need (Figure 3). What is a minimum viable product? 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. All PI Objectives are given a value of 10. You can expect the similar questions in the real exam. They are grouped based on their specific skills and knowledge. In the Program Kanban some steps have work in process (WIP) limits. Agile Manifesto uncovering better ways of developing software by doing it and helping others do it. Terms of Service. The team has little to no experience with functionality of this type. What is one issue when organizing around hierarchical functions? Lean Enterprise Institute, 2018. 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 one issue when organizing around hierarchical functions? 12 Principles (too long to show here, see other documentation). 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. -Using nonfunctional requirements (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. We also use third-party cookies that help us analyze and understand how you use this website. To see how well you know the information, try the Quiz or Test activity. What are the 7 Core Competencies of Business Agility aka the Lean Enterprise? The Enterprise provides a portion of its total budget to each portfolio. Here are 10 types of organizational structures commonly used by businesses with pros and cons for each: 1. These cookies ensure basic functionalities and security features of the website, anonymously. 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. Agile Release Trains -Desirability, What is one component of the Continuous Delivery Pipeline? If you forget it there is no way for StudyStack These cookies help provide information on metrics the number of visitors, bounce rate, traffic source, etc. Code Repository Linter Artifact Management Repository Code Generator. c. it moves the decision to where the information is. What is one issue when organizing around hierarchical functions? Welcome changing requirements, even late in development. 6. Reduce the batch sizes of work Identify Value Streams and ARTs Build incrementally with fast, integrated learning cycles. Epics are described with four major fields: Strategic themes provide a mechanism to align the business objectives of an enterprise to SAFe portfolio. Foundation: leadership He could not have foreseen the worldwide recession and how this would reduce the demand for the textiles made in the factory. Value streams are defined by the steps, the people, and the flow of information and material necessary to deliver customer value. Strategic themes can be defined by a phrase or by using the Objectives and Key Results (OKRs) template. The work is planned, but the outcome is simply not certain. More Satisfied Customers, They are business objectives that connect the SAFe portfolio to the Enterprise business strategy. Why is this necessary? Advertisement cookies are used to provide visitors with relevant ads and marketing campaigns. A single sign-on mechanism will enable sign-on in multiple applications. He is a technology enthusiast and has a passion for coding & blogging. The ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative business Solutions. [2] Rother, Mike, and John Shook. See our Team Topologies: Organizing Business and Technology Teams for Fast Flow. In this case the teams may plan Spikes early in the PI to reduce uncertainty. b. it is not how value flows. Continuous Improvement Uncommitted objectives are extra things the team can do in case they have time;Uncommitted objectives are not included in the team's commitment; What is considered an anti-pattern when assigning business values to team PI Objectives? What is considered an anti-pattern when assigning business values to team PI Objectives? The Program Backlog is the holding area for upcoming Features that will address user needs and deliver business benefits for a single Agile Release Train (ART). 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. 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. #6 Visualize and limit WIP, reduce batch sizes, and manage To ensure large queues are not being built, Design Thinking identifies at least four new ways to measure success. What can be used to script the change to SAFe? Choose 1: A)It reduces political tensions b)It is not how value flows c)It moves the decision to where the information is D)It creates Agile business teams Nov 22 2022 11:36 AM 1 Approved Answer Denis W answered on November 24, 2022 4 Ratings ( 4 Votes) Option "b" is correct. Roof? You cant have one without the others. They do this through leading by example; learning and modeling SAFe's Lean-Agile mindset, values, principles, and practices; and leading . LEFT ARROW - move card to the Don't know pile. Both are necessary, valuable, and both must be Agile. Ashish Lahoti has 10+ years of experience in front-end and back-end technologies. In turn, Lean Portfolio Management (LPM) allocates the portfolio Budget to individual Value Streams. Your email address is only used to allow you to reset your password. (Figure 6). -Providing architectural runway, -Establishing flow Delivering value in the shortest sustainable lead time. Explanation: This problem is more pronounced when it takes an organization a longer time before initiating hierarchical functions. Continuous Cadence. People and teams can flex naturally to the demands of the incoming work without disturbing any of the reporting or other relationships present in the hierarchical system. A hierarchical business structure is a traditional approach to organizing a business where emphasis is placed on top-down reporting relationships. (Choose two.) What is one of the Agile Release Train sync meetings? 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. As described in the Business Agility article, successful enterprises dont start out as large and cumbersome. typically cross-cutting, typically spanning multiple Value Streams and PIs, Which statement is a value from the Agile Manifesto? 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. Funding Value Streams, not projects. What is one of the Agile Release Train sync meetings? 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 _________? Cookie Policy Options: a) It creates a dual operating system b) It is not how value flows c) It moves the decision to where the information is. -Establishing flow interdependencies with other teams, Weighted shortest job first prioritization. Please visit. When the solution gets bigger, however, the organization gets bigger, too. 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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