The value streams fund the people and resources needed to achieve the current Portfolio Vision and Roadmap. What is one possible type of adjustment they could make? Which statement correctly describes one aspect of the team's commitment at the end of PI Planning? Respect for people & culture Organizational Structure Types 1) Hierarchical Structure 2) Matrix Structure 3) Horizontal/Flat Structure 4) Network Structure 5) Divisional Structure 6) Line Organizational Structure 7) Team-based Organizational Structure 1) Hierarchical Structure The hierarchical model is the most popular organizational chart type. Owns, defines, and prioritizes the Program Backlog, owns feature priorities, create valuable products in the lean enterprise. 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. In this case, ARTs are assembled into Solution Trains capable of building ever-larger systems. If you forget it there is no way for StudyStack Here are the three key steps involved in organizing your workforce around value: Build technology portfolios for development value streams. What is one benefit of unlocking the intrinsic motivation of knowledge workers? Automation Facilitate reliability, Program Increment readiness, planning, and innovation. Who has content authority to make decisions at the User Story level during Program Increment (PI) Planning? ?Maintain Predictability with uncommitted objectives. What is one issue when organizing around hierarchical functions.docx Reaching the Tipping Point The following figures tell their own story and the cost impact on the business is now serious: In turn, Lean Portfolio Management (LPM) allocates the portfolio Budget to individual Value Streams. Employees may be grouped by their role or function, geography or . What are they? Strategic themes are direct inputs to the portfolio vision. What can be used to script the change to SAFe? From Project to Product Mik Kersten [1]. Dependencies with another team or supplier that cannot be guaranteed. In the Program Kanban some steps have work in process (WIP) limits. my safe assesment Flashcards | Quizlet (a) They have the same structure and function as peroxisomes. What is one of the Agile Release Train sync meetings? Manage queue lengths. Which statement accurately characterizes Strategic Themes? What are the last 5 Lean-Agile Principles (6-10)? You would need to create a new account. Prague, Czech Republic, 15 17, May 2023, Guidance for organizing around value, DevSecOps, and agility for business teams. Participatory Budgeting (PB) is the process that Lean Portfolio Management (LPM) uses to allocate the total portfolio budget to its value streams. In the Program Kanban some steps have work in process (WIP) limits. Ashish Lahoti has 10+ years of experience in front-end and back-end technologies. DevOps is an approach to bridge the gap between development and operations. An Enterprise may have a single portfolio or multiple portfolios. 10 Types of Organizational Structures for Businesses Although it may feel like you're playing a game, your brain is still making more connections with the information to help you out. #5 Base milestones on objective evaluation of working systems. Which two quality practices apply to Agile teams? Neither images nor text can be copied from this site without the express written permission of the copyright holder. What is one possible type of adjustment they could make? Your email address is only used to allow you to reset your password. (Choose two. Ace Your SAFe SPC Exam: Exam Detail | Syllabus | Question Bank 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.what is one issue when organizing around hierarchical functions? 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. Individuals By moving the focus from project to product, [1] it rediscovers the customer focus and adaptability required to survive in the digital age. Agile vs. hierarchical structures - Change management Agile Teams, a template for identifying a specific SAFe portfolio. Commit to quality and be the change agent in the system. What is an example of applying cadence-based synchronization in SAFe? 12. Agile Manifesto uncovering better ways of developing software by doing it and helping others do it. Give them the environment and support they need, and trust them to get the job done. To provide autonomy with purpose, mission, and minimum constraints, Optimizing a component does not optimize the system. Sustainable - Are we proactively managing our solution to account . The best architectures, requirements, and designs emerge from self-organizing teams. This cookie is set by GDPR Cookie Consent plugin. If you drilled into an oceanic plateau, what would you most likely find? What can be used as a template for putting SAFe into practice within an organization? What is Business Agility? The key to unlocking this potential is to understand and apply the concept of value streams, which are fundamental to lean thinking. Strong hierarchical organisations are driven by status, structure and power over people. Team Topologies: Organizing Business and Technology Teams for Fast Flow. What is one component of the Continuous Delivery Pipeline? What is the biggest benefit of decentralized decision-making? Simplicitythe art of maximizing the amount of work not doneis essential, What is the basic building block when organizing around value? Value streams are defined by the steps, the people, and the flow of information and material necessary to deliver customer value. the timebox, the dependencies, and the What is one issue when organizing around hierarchical functions? All PI Objectives are given a value of 10. It serves several different types of customers with varying needs and intents. question and answer - Blogger Otherwise, tap the red Don't know box. If a program repeatedly shows separate Feature branches rather than a true System Demo, which practice should be reviewed to address the issue? The cookie is used to store the user consent for the cookies in the category "Performance". 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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