-Sustainability How is the flow of Portfolio Epics managed? It requires just one ART so implementation can begin without training. It creates Agile business teams It is not how value flows It moves the decision to where the information is It reduces political tensions It is not how value flows It is not how Value flows. Reaching the Tipping Point 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 . If you are looking for exam dumps then you can rely on below list of questions though exact same questions are not guaranteed to appear in the exam. -Peer review and pairing. This website uses cookies to improve your experience while you navigate through the website. Scaled Agile Framework and SAFe are registered trademarks of Scaled Agile, Inc. But they are designed and optimized for different purposes. What can be used as a template for putting SAFe into practice within an organization? Each value stream can have multiple Solution trains and Agile release trains. What is the foundation of the SAFe House of Lean? (Agile Manifesto), Who has the responsibility is to manage 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. What must management do for a successful Agile transformation? 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. Product Management has content authority over the Program Backlog. An organization's structure impacts everything from how the organization operates to how well employees communicate internally. What is an example of applying cadence-based synchronization in SAFe? Necessary cookies are absolutely essential for the website to function properly. IT Revolution Press, 2019. What is the last step in Kotter's approach to change management? Give them the environment and support they need, and trust them to get the job done. Design Thinking identifies at least four new ways to measure success. 4. Functional cookies help to perform certain functionalities like sharing the content of the website on social media platforms, collect feedbacks, and other third-party features. 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. 3. Coach ART Execution Release on Demand. 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. 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. Continuous Deployment In a hierarchical organizational structure, employees are grouped and assigned a supervisor. Use these flashcards to help memorize information. Code Repository Linter Artifact Management Repository Code Generator. As described in the Business Agility article, successful enterprises dont start out as large and cumbersome. Delivering value in the shortest sustainable lead time. #7 Apply cadence, synchronize with cross-domain planning 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. If you've accidentally put the card in the wrong box, just tap on the card to take it out of the box. To identify different parameters of the economic framework. Participatory Budgeting (PB) is the process that Lean Portfolio Management (LPM) uses to allocate the total portfolio budget to its value streams. What is used to capture the current state of the Portfolio and a primer to the future state? Which statement is a value from the Agile Manifesto? Volatility, uncertainty, complexity and ambiguity Technology Portfolios What is one component of the Continuous Delivery Pipeline? (Choose two.). Privacy Policy and A team does not commit to uncommitted objectives, Which two statements are true about uncommitted objectives? Remove, or minimize, the implementation time. Remove the development lead and educate a self-organizing team. Have the developers carry out the testing of their own work and remove the testing team completely. Remove, or minimize, the request wait time and the testing handover time. Commit to quality and be the change agent in the system. How does SAFe provide a second operating system that enables Business Agility? 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. a. it creates a dual operating system. Over time, however, the work of the hierarchy overtakes the work of the entrepreneurial network. More Satisfied Customers, They are business objectives that connect the SAFe portfolio to the Enterprise business strategy. This principle, Principle 10-Organizing around value, describes how applying this second operating system frees the enterprise to arrange itself to optimize value delivery. An Enterprise may have a single portfolio or multiple portfolios. 2. Establish flow Business Agility is the most important outcome. 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. To limit cognitive load, Agile Teams are organized around one of four types of value: stream-aligned, complicated subsystem, platform, and enabling teams [3] (Figure 7). At a minimum, your org structure should include employees' titles and basic hierarchies. Make sure to remember your password. Create the Implementation Plan, 13 - 12 Steps of the Implementation Roadmap (Last 6), 7. A hierarchical business structure is a traditional approach to organizing a business where emphasis is placed on top-down reporting relationships. Product-focused Agile Release Trains (ARTs) create value streams that will provide sustained returns for your organization. Simplicity-the art of maximizing the amount of work not done-is essential. What is a minimum viable product? Product Management has content authority over what? Lean Enterprise Institute, 2018. People just naturally do whatever needs to be done. What is part of the role of Product Management? Lucidchart is a big product, though. What are the last three steps of the SAFe Implementation Roadmap? At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. What is one issue when organizing around hierarchical functions? The cookie is used to store the user consent for the cookies in the category "Other. 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 _________? 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. 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. 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 the biggest benefit of decentralized decision-making? (a) They have the same structure and function as peroxisomes. 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? Hierarchical structure. Some new value streams will be created, others will need to be adjusted, and some will be eliminated as solutions are decommissioned. 4. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. In this case, ARTs are assembled into Solution Trains capable of building ever-larger systems. They influence portfolio strategy and provide business context for portfolio decision-making. This can make it difficult to align the entire organization towards a common goal or vision. Customers, the problems they are facing, and the jobs to be done. Simplicitythe art of maximizing the amount of work not doneis essential, What is the basic building block when organizing around value? Deliver working software frequently, from a couple of weeks to a couple of months, with a preference for the shorter timescale. The key to unlocking this potential is to understand and apply the concept of value streams, which are fundamental to lean thinking. (c) Then show that the vapour pressure p is given by p = AmP /(1 + Am), where A = RT/MPV. They do this through leading by example; learning and modeling SAFe's Lean-Agile mindset, values, principles, and practices; and leading . What is one issue when organizing around hierarchical functions? 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. What are they? 1. Continuous Exploration (CE) Why is this necessary? 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. Organizing Around Value Lots of organizations are organized around functional silossuch as business, system engineering, hardware, software, testing/QA, and operations. To provide autonomy with purpose, mission, and minimum constraints. All PI Objectives are given a value of 10. (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. 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? The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Train Teams and Launch the ART ; Viable - Is the way we build and offer the solution creating more value than cost? These structures exist because they support specialization and allow organizations to grow and manage their people effectively. It goes beyond the traditional focus on the features and functions of a proposed product. This can be due to many circumstances: Architectural Runway is existing code, hardware components, marketing branding guidelines, etc., that enable near-term business Features. This network is far more adaptable and can respond more quickly to market changes than the hierarchical system. 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.