Redesigning the Information Architecture of an Existing Product 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 . 4. Collective ownership and standards A single sign-on mechanism will enable sign-on in multiple applications. Commit to quality and be the change agent in the system. Prepare for ART Launch That is the purpose of the ART, as Figure 4 illustrates. Establish flow Launch more Agile Release Trains and Value Streams, extend to the portfolio, accelerate, ***Which two statements are true about uncommitted objectives? 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. -Peer review and pairing. The Agile Release Train uses which type of teams to get work done? To assist with this, SAFe suggests constraining the design options by applying three specific types of ARTs: stream aligned, complicated subsystem, and platform, as Figure 5 illustrates. By empowering the Product Owners to sequence the Solution Backlog By time criticality By establishing, When the Lean-Agile Center of Excellence (LACE) acts as an Agile Team, which two team practices are they likely to use? What are two of those ways? What are two possible problems to be aware of when coaching an agile release train sync meeting. What is the biggest benefit of decentralized decision-making? Design Thinking is a clear and continuous understanding of the target market, Customers, the problems they are facing, and the jobs to be done. Create the Implementation Plan, 13 - 12 Steps of the Implementation Roadmap (Last 6), 7. When organizing around hierarchical functions, managers have to coordinate the work of all team members, which can be time consuming and difficult. ***Which statement is true about the Innovation and Planning (IP) Iteration? This cookie is set by GDPR Cookie Consent plugin. Which statement is true about the Innovation and Planning (IP) Iteration? What is one issue when organizing around hierarchical functions It These structures exist because they support specialization and allow organizations to grow and manage their people effectively. 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 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? Is is the newest addition to SAFe so many people will prefer it? are in the same box the next time you log in. What is the foundation of the SAFe House of Lean? [4] Organizing Agile Teams and ARTs: Team Topologies at Scale, 5400 Airport Blvd., Suite 300 Value streams are defined by the steps, the people, and the flow of information and material necessary to deliver customer value. This website uses cookies to improve your experience while you navigate through the website. Continuous Exploration It reduces political tensions The work is planned, but the outcome is simply not certain. All PI Objectives are given a value of 10. This cookie is set by GDPR Cookie Consent plugin. a. it creates a dual operating system. It accomplishes this in three nested parts: Each is described in the sections that follow. Which one of the four pillars advocates a 'Go See' mindset? Hierarchies What are the last three steps of the SAFe Implementation Roadmap? #6 Visualize and limit WIP, reduce batch sizes, and manage What are they? (c) Then show that the vapour pressure p is given by p = AmP /(1 + Am), where A = RT/MPV. Understand all SAFe concepts and you can crack it like. Limit work in process Make sure to remember your password. To identify different parameters of the economic framework. What is one issue when organizing around hierarchical functions? Deliver working software frequently, from a couple of weeks to a couple of months, with a preference for the shorter timescale. Typically, they begin as a network of people cooperating to address customer needs. Business Agility is the most important outcome. By moving the focus from project to product, [1] it rediscovers the customer focus and adaptability required to survive in the digital age. This cookie is set by GDPR Cookie Consent plugin. What is Business Agility? What is one of the Agile Release Train sync meetings? Each value stream can have multiple Solution trains and Agile release trains. 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. 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. In the Program Kanban some steps have work in process (WIP) limits. What is one possible type of adjustment they could make? What is one issue when organizing around hierarchical functions? What is part of the role of Product Management? You can also use your keyboard to move the cards as follows: If you are logged in to your account, this website will remember which cards you know and don't know so that they This leads to changing topics continuously and interrupting people to force them to another "the only true" direction. Epics are described with four major fields: Strategic themes provide a mechanism to align the business objectives of an enterprise to SAFe portfolio. People just naturally do whatever needs to be done. On day two of PI Planning, management presents adjustments based on the previous day's management review and problem solving meeting. Innovation Portfolio SAFe - Scaled Agile Framework Product Management has content authority over the Program Backlog. 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. IT Revolution Press, 2019. What is one issue when organizing around hierarchical functions? -Scalability The best architectures, requirements, and designs emerge from self-organizing teams. The cookies is used to store the user consent for the cookies in the category "Necessary". Focusing on the customer is natural, too, because without that, Darwinism takes hold and business failure is quick and catastrophic. What is one issue when organizing around hierarchical functions in Clearly, people and resources need to be organized to minimize handoffs, make the individual steps more efficient, and reduce the delays between them. If you've accidentally put the card in the wrong box, just tap on the card to take it out of the box. PI is time boxes, typically 5 iteration long. In this case the teams may plan Spikes early in the PI to reduce uncertainty. Free Flashcards about SAFe Agilist Cert - StudyStack SAFE Agile practice Flashcards | Quizlet This assures product and customer focus, as the value stream, product, and customer are inexorably linked. SAFE 5.0 Practice Exam Flashcards | Quizlet To ensure large queues are not being built, Design Thinking identifies at least four new ways to measure success. 9. First attempt included in the course registration fee if taken within 30 days of course completion. Otherwise, tap the red Don't know box. Delivering value in the shortest sustainable lead time. Launch more Agile Release Trains and Value Streams, extend to the portfolio, accelerate. Owns, defines, and prioritizes the Program Backlog, owns feature priorities, create valuable products in the lean enterprise. 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. Team execute Iterations with Scrum. [3] Skelton, Mathew, and Manuel Pais. The Lean-Agile Leadership competency describes how Lean-Agile Leaders drive and sustain organizational change and operational excellence by empowering individuals and teams to reach their highest potential. Leading SAFe (Scaled Agile Framework) Exam Notes Question 23. Dependencies with another team or supplier that cannot be guaranteed. 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. You also have the option to opt-out of these cookies. What is one possible type of adjustment they could make? Lean thinking can be summarized as follows: [2]. Business people and developers must work together daily throughout the project. Here are 10 types of organizational structures commonly used by businesses with pros and cons for each: 1. Functional Organizational Structure: Everything You Need to Know You cant have one without the others. In a hierarchical setup there is a chance of information dillution. What are two of those ways? What is the foundation of the SAFe House of Lean? Empowered Agile Release Trains (ART) advance Solutions and implement Epics approved by LPM. 2. The result can be a seemingly decreasing ability to deliver the right products to the right customer at the right time. What is used to capture the current state of the Portfolio and a primer to the future state? 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. We use cookies to analyze website performance and visitor data, deliver personalized content, and enhance your experience on the site. Which statement is a principle of the Agile Manifesto? Establishing flow;Providing architectural runway; Design Thinking identifies at least four new ways to measure success. The Organizational Agility competency describes how Lean-thinking people and Agile teams optimize their business processes, evolve strategy with clear and decisive new commitments, and quickly adapt the organization as needed to capitalize on new opportunities The portfolio level roles, events, and artifacts The full spanning palette Figure 1. Which of the core competencies of the Lean Enterprise helps align strategy and execution? *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. 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. (Agile Manifesto), Working Software over _________? Analytical cookies are used to understand how visitors interact with the website. It is the most common type of organizational structure. What is the best measure of progress for complex system development? Some of the advantages are; quick learning, reduced marketing period, better quality, and improved productivity, as well as efficient budget methods. What is part of the role of Product Management? They do this through leading by example; learning and modeling SAFe's Lean-Agile mindset, values, principles, and practices; and leading . Alignment, Transparency, Built in Quality, Program Execution. Train Teams and Launch the ART The cookie is used to store the user consent for the cookies in the category "Other. To see how well you know the information, try the Quiz or Test activity. Other teams support stream-aligned teams in their mission. It moves the decision to where the information is And success is no longer assured. Expenses across a PI are fixed and easy to forecast. When basing decisions on economics, how are lead time, product cost, value, and development expense used? How is the flow of Portfolio Epics managed? 3. - A customer-centric approach to defining, building, and releasing a continuous flow of valuable products and services to customers and users - The ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities With innovative business Solutions Which statement is true about DevOps? 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. -Decentralized decision-making a.what is one issue when organizing around hierarchical functions? IT Revolution Press, 2018. 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. An ideal gas absorbs 400J400 \mathrm{~J}400J of heat from its environment and does 800J800 \mathrm{~J}800J of work on the environment. (Choose two. Strong hierarchical organisations are driven by status, structure and power over people. 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. Commit to quality and be the change agent in the system. Respond to change Explanation: This problem is more pronounced when it takes an organization a longer time before initiating hierarchical functions. A minimal version of a new product used to test a hypothesis. What is one Guardrail on Lean Budget spend? Business Management Project Management How it works It moves the decision to where the information is, What are two conditions to look for when coaching an ART sync meeting? #7 Apply cadence, synchronize with cross-domain planning Final-SPC.docx - March 7, 2020 1. The accelerate step of Go through the below list of complied questions from Leading SAFe certification exam. It requires just one ART so implementation can begin without training. Manage queue lengths. SAFe is a second operating system around streams, without disrupting the existing hierarchy. Through this work we have come to value: Agile teams are cross-functional and self-organizing group of 5 to 11 people, that can define, build, test, and where applicable, deploy increments of value in short time boxes of two weeks called Iterations. How does SAFe provide a second operating system that enables Business Agility? For example, in a for-profit enterprise, are we profitable? What is part of the role of Product Management? What is the impact of Customer Centricity? 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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