As described in the Business Agility article, successful enterprises dont start out as large and cumbersome. 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. #6 Visualize and limit WIP, reduce batch sizes, and manage (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. 1. 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). We also use third-party cookies that help us analyze and understand how you use this website. What is part of the role of Product Management? What are the the first 5 Lean-Agile Principles (1-5)? The ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative business Solutions. While the structure of operational value streams varies significantly based on the purpose and type of value delivered, the structure of development value streams has a standard form, as summarized in Figure 2. What are the 4 House of Lean Pillars? Launch More ARTs and Value Streams Value streams are defined by the steps, the people, and the flow of information and material necessary to deliver customer value. What is used to capture the current state of the Portfolio and a primer to the future state? What is one issue when organizing around hierarchical functions? *Establish a sense of urgency *Create a powerful guiding coalition *Develop the vision and strategy *Communicate the vision *Empower employees for broad-based action *Generate short-term wins *Consolidate gains and produce more wins *Anchor new approaches. What are the last three steps of the SAFe Implementation Roadmap? What are the last three steps of the SAFe Implementation Roadmap? It moves the decision to where the information is It reduces political tensions It creates Agile business teams It is not how value flows. SAFe is a second operating system around streams, without disrupting the existing hierarchy. Lean-Agile Leadership - Scaled Agile Framework Leading Safe Flashcards 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. Each retake or attempt past the 30-day window is $50. What is one issue when organizing around hierarchical functions? 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 Product Management has content authority over the Program Backlog. 2. Strategic themes are direct inputs to the portfolio vision. Why is this necessary? Build Lean-Agile Budgets Plan a Program Increment (PI) Use, In order to leverage the full flow of value which option should be the next Agile Release Train (ART) to launch? If a program repeatedly shows separate Feature branches rather than a true System Demo, which practice should be reviewed to address the issue? It moves the decision to where the information is, What are two conditions to look for when coaching an ART sync meeting? Our new "User Environment" (made in Lucidchart!) Organizing Around Value Lots of organizations are organized around functional silossuch as business, system engineering, hardware, software, testing/QA, and operations. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference for the shorter timescale. Fortunately, the people and teams of an increasingly Lean and Agile enterprise see those changes coming through the portfolio. How is the flow of Portfolio Epics managed? 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. The team has little to no experience with functionality of this type. Which statement correctly describes one aspect of the team's commitment at the end of PI Planning? 10 Types of Organizational Structures for Businesses Project to Product. ; Feasible - Can we deliver the right solution through a combination of build, buy, partner, or acquire endeavors/activities? What is one issue when organizing around hierarchical functions? You can expect the similar questions in the real exam. Question 20. They do this through leading by example; learning and modeling SAFe's Lean-Agile mindset, values, principles, and practices; and leading . Train Executives, Managers, and Leaders Simplicity the art of maximizing the amount of work not done is essential. It serves several different types of customers with varying needs and intents. Extend to the Portfolio Use these flashcards to help memorize information. Prepare for ART Launch What is one issue when organizing around hierarchical functions (Choose two.) Lean thinking can be summarized as follows: [2]. What is one possible type of adjustment they could make? (Choose two.) Facilitate reliability, Program Increment readiness, planning, and innovation. Look at the large card and try to recall what is on the other side. SAFE 5.0 Practice Exam Flashcards | Quizlet What is the impact of Customer Centricity? What is the biggest benefit of decentralized decision-making? Prague, Czech Republic, 15 17, May 2023, Guidance for organizing around value, DevSecOps, and agility for business teams. SAFe 5.0 Flashcards | Quizlet At the heart of this structure are the Agile Teams who build the system, the basic building block of all things agile. For example, in a for-profit enterprise, are we profitable? By focusing on customers, products, innovation, and growth. Make sure to remember your password. Question 21. 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. That is the purpose of the ART, as Figure 4 illustrates. An Enterprise may have a single portfolio or multiple portfolios. 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 _________? A minimal product that can be built to achieve market dominance These cookies will be stored in your browser only with your consent. Uncommitted objectives are used to identify work that can be variable within the scope of a PI. 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. It goes beyond the traditional focus on the features and functions of a proposed product. Why is it recommended to start with Essential SAFe? (Choose two.) What are the last three steps of the SAFe Implementation Roadmap? What is one possible type of adjustment they could make? Reduce the batch sizes of work 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. - 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 They influence portfolio strategy and provide business context for portfolio decision-making. They collaborate with their team to detail stories with acceptance criteria and acceptance tests. They review and reprioritize the backlog. They elaborate backlogs into user stories for implementation. They build, edit, and maintain the team backlog. 9. Enablers build up the runway to support Features for e.g. 4. 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. Foundation: leadership On day two of PI Planning, management presents adjustments based on the previous day's management review and problem solving meeting. Building a Guiding Coalition -Establishing flow While leveraging the hierarchical system benefits and stability, the dual operating system model of Business Agility (Figure 1) instead restores the entrepreneurial networks speed and innovation. Here are the three key steps involved in organizing your workforce around value: Build technology portfolios for development value streams. This can make it difficult to align the entire organization towards a common goal or vision. Sustain & Improve, 13 - 12 Steps of the Implementation Roadmap (First 6), 1. 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 . You would need to create a new account. Individuals Lean Enterprise Institute, 2018. From Project to Product Mik Kersten [1]. If you are planning or preparing for Leading SAFe 5.1 (Scaled Agile Framework) certification then this article is for you to get started. (Choose two.). -Peer review and pairing What is a minimum viable product? IT Revolution Press, 2019. d. it creates leaders at all levels. The Agile Release Train uses which type of teams to get work done? Redesigning the Information Architecture of an Existing Product Which statement is true about the Innovation and Planning (IP) Iteration? ?? Necessary cookies are absolutely essential for the website to function properly. 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. are in the same box the next time you log in. In turn, Lean Portfolio Management (LPM) allocates the portfolio Budget to individual Value Streams. It encompasses everything needed to go from untested software artifacts to tested software artifacts. It encompasses everything needed to provide a continuous stream of value to clients. It encompasses everything needed to deploy working software artifacts from a test environment to a production environment. It encompasses everything needed to go from source code to working software artifacts. (c) Lysosomal enzymes do not occur freely in the cytosol in healthy cells. Your email address is only used to allow you to reset your password. More Satisfied Customers, They are business objectives that connect the SAFe portfolio to the Enterprise business strategy. 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. 4. By focusing on customers, products, innovation, and growth. b. it is not how value flows. Some of the advantages are; quick learning, reduced marketing period, better quality, and improved productivity, as well as efficient budget methods. typically cross-cutting, typically spanning multiple Value Streams and PIs, Which statement is a value from the Agile Manifesto? Leading SAFe (Scaled Agile Framework) Exam Notes a.what is one issue when organizing around hierarchical functions? If a program repeatedly shows separate Feature branches rather than a true System Demo, which practice should be reviewed to address the issue? The best architectures, requirements, and designs emerge from self-organizing teams. Scaled Agile Framework and SAFe are registered trademarks of Scaled Agile, Inc. Give them the environment and support they need, and trust them to get the job done. Launch more Agile Release Trains and Value Streams, extend to the portfolio, accelerate 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.