Expenses across a PI are fixed and easy to forecast. -Desirability, What is one component of the Continuous Delivery Pipeline? a.what is one issue when organizing around hierarchical functions? This website uses cookies to improve your experience while you navigate through the website. Which statement fits with the SAFe Core Value of Built-in Quality? People just naturally do whatever needs to be done. The ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative business Solutions. 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. Design Thinking is a clear and continuous understanding of the target market, Customers, the problems they are facing, and the jobs to be done. It accomplishes this in three nested parts: Build technology portfolios of development value streams Realize value streams with product-focused Agile Release Trains (ARTs) A single sign-on mechanism will enable sign-on in multiple applications. It serves several different types of customers with varying needs and intents. Design Thinking identifies at least four new ways to measure success. The following figures tell their own story and the cost impact on the business is now serious: 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. Lean Enterprise Institute, 2018. Dependencies with another team or supplier that cannot be guaranteed. ambiguities, Who has the responsibility is to define user *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. Build incrementally with fast, integrated learning cycles. Ace Your SAFe SPC Exam: Exam Detail | Syllabus | Question Bank What is one issue when organizing around hierarchical functions? It requires just one ART so implementation can begin without training. (Choose two.) 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. ?? 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 is one benefit of unlocking the intrinsic motivation of knowledge workers? Continuous Exploration #8 Unlock the intrinsic motivation of knowledge workers 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. Facilitate reliability, Program Increment readiness, planning, and innovation. 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. a. it creates a dual operating system. -Peer review and pairing. See our What is one issue when organizing around hierarchical functions? #9 Decentralize decision-making Some new value streams will be created, others will need to be adjusted, and some will be eliminated as solutions are decommissioned. What is one issue when organizing around hierarchical functions in At the heart of this structure are the Agile Teams who build the system, the basic building block of all things agile. Why is it recommended to start with Essential SAFe? Working software is the primary measure of progress. This cookie is set by GDPR Cookie Consent plugin. Typically, they begin as a network of people cooperating to address customer needs. Lean-Agile Leadership - Scaled Agile Framework Apply Customer Centricity - Organize Around Value | Scaled Agile 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. Alignment, Transparency, Built in Quality, Program Execution. Business people and developers must work together daily throughout the project. First attempt included in the course registration fee if taken within 30 days of course completion. Definition of done. Train Teams and Launch the ART How is the flow of Portfolio Epics managed? (Agile Manifesto), Working Software over _________? A minimal product that can be built to achieve market dominance In other words, when necessary, the Network can evolve very quickly, while the Hierarchy can remain relatively stable. These cookies ensure basic functionalities and security features of the website, anonymously. These cookies help provide information on metrics the number of visitors, bounce rate, traffic source, etc. #4 Build incrementally with fast, integrated learning cycles In a hierarchical organizational structure, employees are grouped and assigned a supervisor. What is one issue when organizing around hierarchical functions? Here are the three key steps involved in organizing your workforce around value: Build technology portfolios for development value streams. They influence portfolio strategy and provide business context for portfolio decision-making. (Choose two.) SAFe describes two types of value streams, operational and development. They are grouped based on their specific skills and knowledge. There are many advantages that companies get from organizing around value streams. 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. True/False: DevOps is an approach to bridge the gap between development and operations. Lean thinking can be summarized as follows: [2]. Business Agility is the most important outcome. What is one issue when organizing around hierarchical functions 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. Lucidchart is a big product, though. 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. Uncommitted objectives are used to identify work that can be variable within the scope of a PI. To ensure large queues are not being built, Design Thinking identifies at least four new ways to measure success. What is part of the role of Product Management? What are the principles of the Agile Manifesto? What are the last three steps of the SAFe Implementation Roadmap? A minimal version of a new product used to test a hypothesis. 10. The Agile Release Train uses which type of teams to get work done? Train Executives, Managers, and Leaders Commit to quality and be the change agent in the system. How does SAFe provide a second operating system that enables Business Agility? Some of the advantages are; quick learning, reduced marketing period, better quality, and improved productivity, as well as efficient budget methods. What is one issue when organizing around hierarchical functions? Team Topologies: Organizing Business and Technology Teams for Fast Flow. This leads to changing topics continuously and interrupting people to force them to another "the only true" direction. Who has content authority to make decisions at the User Story level during Program Increment (PI) Planning? -Peer review and pairing (Choose two. What are the three primary keys to implementing flow? It is the most common type of organizational structure. These cookies track visitors across websites and collect information to provide customized ads. If you knew the answer, tap the green Know box. ??? 2. What can be used to script the change to SAFe? Building a Guiding Coalition Desirable, Viable, Feasible, and Sustainable. Teams align their Iterations to the same schedule to support communication, coordination, and system integration. What is the best measure of progress for complex system development? Respect for people and culture the timebox, the dependencies, and the 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. On day two of PI Planning, management presents adjustments based on the previous day's management review and problem solving meeting. The result can be a seemingly decreasing ability to deliver the right products to the right customer at the right time. (a) If the molar mass of the liquid is M, derive an expression for the mole fraction of the liquid vapour. You also have the option to opt-out of these cookies. What are the last three steps of the SAFe Implementation Roadmap? Project to Product. #5 Base milestones on objective evaluation of working systems. Innovation What can be used to script the change to SAFe? 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. Then tap the card to flip it. Leading Safe Flashcards It can also lead to a lack of collaboration between team members and a lack of communication, which can reduce the quality of work and slow down progress. 4. A train in a different portfolio The next train to volunteer A train in the same value, A. What are the 7 Core Competencies of Business Agility aka the Lean Enterprise? Exploration Enables Which leadership style helps create a safe environment for learning, growth, and mutual influenc Leader as the developer of people Scrum is built on transparency, inspection, and what els Adaption During which event are the Team PI Objectives agreed upon PI Planning [2]. What is the last step in Kotter's approach to change management? Manage queue lengths. Continuous Integration (CI) What is one Guardrail on Lean Budget spend? In other words, as value moves, these organizations can move with it. 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). 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.
How To Get Blue Hearts In Terraria Calamity,
List Of Level 3 Prisons In Ohio,
Marvel Legendary Expansions 2022,
Scottsdale Donation Request,
Articles W