Leading SAFe 5.0 Quizlet
Flashcards to revise for Leading SAFe 5.0 Certification exam
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Leading SAFe 5.0 Quizlet - Leaderboard
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104 questions
| 🇬🇧 | 🇬🇧 |
| Who is the creator of SAFe | Dean Leffingwell |
| What does Business Agility require? | Business Agility requires technical Agility and a business-level commitment to product and Value Stream thinking. It also requires that everyone involved in delivering business solutions uses Lean and Agile practices |
| What is SAFe 5.0? | SAFEe 5 for Lean Enterprises is a knowledge base of proven, integrated principles, practices and competencies for achieving Business Agility by implementing, Lean, Agile and DevOps at scale |
| Benefits of SAFe? | Better Employee engagement Faster time to market Increase in productivity Significant defect reduction |
| Different configurations of SAFe? | Essential Safe configuration Portfolio configuration Large Solution configuration Full Configuration |
| Seven core competencies of Business Agility around Customer Centricity? | Team and Technical Agility Agile product delivery Enterprise solution delivery Lean Portfolio Management Organizational Agility Continuous learning culture Lean-Agile leadership |
| Characteristics of Team and Technical Agility | High performing, cross functional Agile teams Teams of business and technical teams build solutions Quality business solutions delights customers - (Built in Quality) |
| What is Agile Product Delivery? | Customer centric and Design thinking Develop on cadence and release on demand Continuously delivery pipeline using DevOps Continuously explore, integrate, deploy and release |
| What is Enterprise Solution Delivery | Apply Lean System engg practices to build really big systems Coordinate and Align the full supply chain Continue to enhance value after release |
| Features of Lean Portfolio Management | Align strategy, funding and execution Optimize operations across portfolios Lightweight governance empowers decentralized decision-making |
| Features of Organizational Agility | Create an Enterprise wide, Lean-Agile mindset Map and continuously improve business processes Respond quickly to opportunities and threats |
| Continuous Learning culture | Everyone in the organization learns and grows together Exploration and creativity are part of the orgs DNA Continuously improving solutions, services and processes is everyone's responsibility |
| What is Lean-Agile Leadership | Inspire others by leading by example Align mindset, words, and actions to Lean-Agile values and principles Actively lead the change and guide others to the new way of working |
| SAFe Core Values | Alignment Transparency Built-in Quality Program Execution |
| Examples of Alignment? | Communicate the mission, vision and strategy Provide briefings and participate in PI planning Participate in backlog review and preparation Organize around value streams Constantly check for understanding |
| Examples of Transparency? | VIsualize all relevant work Take ownership and responsibility for errors Admit your own mistakes Support others who acknowledge and learn from their mistakes - never punish the messenger |
| Examples of Built-in Quality | Refuse to accept low-quality work Support investments in technical debt reduction Ensure UX, Architecture, Security, Compliance, operations and others are part of the flow of work |
| Examples of Program Execution | Participate as an active business owner Celebrate high quality and predictably delivered PI's Aggressively remove impediments and demotivators |
| What are the features of an Agile Team | Cross functional teams Collaboration Fast feedback |
| What is Agile Manifesto? | Individuals and Interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan |
| What are the characteristics of Agile development | Iterative Collaborative Adaptive Incremental |
| Characteristics of SAFe House of Lean | Flows from Leadership to Value Respect for people and culture Innovation Relentless improvement |
| How to achieve VALUE | The best quality to people and society High morale, safety and customer delight |
| Key char of Respect for people and culture | Generative culture People do all the work Build long term partnerships based on trust To change the culture, you have to change the organization |
| Key char of FLOW | Optimize sustainable value delivery Build in quality Understand, exploit and manage variability Move from projects to products |
| Key features of Innovation | Innovative people Provide time and space for innovation Go See Experimentation and feedback Innovation riptides Pivot without mercy or guile |
| Relentless Improvement | Constant sense of danger Optimize the whole Problem-solving culture Reflect at key milestones |
| Key features of Leadership | Lead by example Adopt a growth mindset Exemplify the values and principles of Lean-SAFe Develop people Lead the change Foster psychological safety |
| 12 Agile Manifesto principles | Highest priority is to satisfy the customer through early and continuous delivery of valuable software Welcome change in requirements, even late in development Deliver working software frequently, from couple of weeks, to couple of months Business people and developers should work together daily throughout the project Build projects around motivated individuals Most efficient and effective method of communication is face-to-face conversation Working software is the primary measure of progress Agile processes promote sustainability development Continuous attention to technical excellence and good design enhances agility Simplicity - maximizing the amount of work not done - is essential Self organizing teams Regular introspection and course correction |
| What the the SAFe Lean-Agile principles(10) | Take and economic view Apply systems thinking Assume variability; preserve options Build incrementally, with fast, integrated learning cycles Base milestones on objective evaluation of working systems Visualise and limit WIP, reduce batch sizes and manage queue lengths Apply cadence and synchronize with cross-domain planning Unlock the intrinsic motivation of knowledge workers Decentralize decision making Organize around value |
| Attributes of System thinking | Optimizing a component does not optimize the system A higher level understanding of behavior and architecture is required for a system to behave well as a system The value of a system passes through its interconnections A system can evolve no faster than its slowest integration point |
| Explain Fast learning cycles | Fast feedback accelerates knowledge Improves learning efficiency by decreasing the time between action and effect Reduces the cost of risk-taking by truncating unsuccessful paths quickly Is facilitated by small batch sizes Requires increased investment in development environment The shorter the cycles the faster the learning |
| Advantages of reducing Batch size | Increases predictability Accelerates feedback Reduces work Lowers cost |
| How much can be saved by batch size reduction? | Approximately twice the cost |
| What is Little's Law? | Faster processing time decreases wait Shorter queue length decreases wait |
| How can you control wait times? | By controlling queue lengths Enforcing WIP limits Having small batches Defer commitments |
| Advantages of CADENCE | Converts unpredictable events into predictable occurrences and lowers cost Makes waiting time for new work predictable Supports regular planning and cross-functional coordination Limits batch sizes to a single interval Controls injection of new work Provides scheduled integration points |
| Advantages of Synchronization | Causes multiple events to happen simultaneously Facilitates cross-functional trade offs Provides routine dependency management Supports full stem integration and assessment Provides multiple feedback perspectives |
| What is Value Stream? | The aim of development is in fact creation of profitable and operational value-streams It includes activities from recognizing an opportunity through release and validation Contains the steps, the flow of information and material, and the people who develop the solution used by the Operational Value Streams. |
| Structure of Agile Teams | Agile teams are cross functional, self-organizing entities that can define, build, test and where required deploy increments of value Optimized for communication and delivery of value Deliver value every two weeks Contain two specialty roles - Scrum Master and Product Owner |
| Responsibilities of An Agile team | Five to 11 team members Create and refine stories and acceptance criteria Define, build, test and develop stories Build quality in to each increment of the solution Develop and commit to team PI objectives and iteration plans |
| Who is a SCRUM Master | Coaches the Agile team in self management Helps the team focus on creating increments of value on each iteration Facilitates the removal of impediments to the teams progress Ensures all team events take place, are productive and kept within time box |
| Who is a Product Owner | Contributes to the Vision and Roadmap Acts as the customer for team questions Creates, clearly communicates and accepts stories Prioritizes the team backlog |
| Features of Built-in Quality | Ensures that every increment of the solution reflects quality standards Is required for high, sustainable development velocity Agile quality practices apply to every team, whether business or technology |
| What are the Agile quality practices | Establish flow Peer review and pairing Collective ownership and standards Automation Definition of done |
| Various software quality practices? | Agile testing Behavior driven development Test-driven development refactoring code quality and Agile architecture |
| Features of Agile Release train(ART) | A virtual organization of 5-12 teams(50-125+ individuals) Synchronized on a common cadence Aligned to a common mission via a single Program Backlog |
| How are the teams on ART organized | They are organized for FLOW Stream-aligned team - around flow of work which delivers value directly to customer or end-user Complicated sub system team - around specific subsystems that require deep specialty skills and expertise Platform team - around development and support of platforms that provide services to other teams Enabling team - to assist other teams with specialized capabilities and help them become proficient in new technologies |
| Agile Release Train Roles | Release train Engg - Scrum Master for the train Systems Architect/Engg - provides architectural guidance and technical enablement to the teams on the train Business owners - key stakeholders on the agile release train Product Management - owns, defines and prioritizes the Program Backlog System Team - provides processes and tools to integrate and evaluate assets early and often |
| What and Why Customer Centricity? | Customer-centric Enterprises deliver whole-product solutions that are designed with a deep understanding of Customer needs |
| Advantages of Customer-centric business? | Greater profits Increased employee engagement More satisfied customers |
| What to customer-centric governments and nonprofits create? | The resilience, sustainability and alignment needed to fulfill their mission |
| What is customer-centricity mindset? | Understand the customer's needs Focus on the customer Think like the customer Know customer life-time value Build whole product solutions EVERYTHING IS ABOUT THE CUSTOMER |
| What is Design Thinking? | Design thinking is a clear and continuous understanding of the target market, customers, the problems they are facing and the jobs to be done. |
| What is Problem Space? | Understand the problem and define it Discover the problem by Gemba walks(Go See) Define the problem using Personas and Empathy maps |
| What is Solution Space? | Design the right solution by developing an delivering a viable, feasible, desirable and a sustainable solution by Develop using Journey maps, Story mapping and Prototyping Delivery by Prototyping |
| What are Personas? | Personas are different fictional characters that represent the different people who might use your product. They convey the problems they are facing in context and key triggers for using the product They capture rich, concise information that inspires great products without unnecessary details |
| What are Empathy Maps? | Use empathy maps to identify with customers It is a tool that helps teams develop deep, shared understanding and empathy for the customer Used to design better user experience and Value streams |
| What is a Program Backlog? | Features are managed through the Program Backlog The Program Backlog is the holding area for upcoming features that will address user needs and deliver business benefits for a single Agile Release Train(ART) |
| What is Vision? | Vision aligns everyone on the products direction Vision is the description of the future state of the product |
| What are Features? | Features represent the work for the Agile Release Train Feature benefit hypothesis justifies development cost and provides business perspective for decision-making Acceptance criteria are typically defined during the Program Backlog refinement Reflect functional and non functional requirements Fits in one Program Increment |
| What are Stories? | Features are implemented by Stories Stories are small increments of value that can be developed in days and are relatively easy to estimate Story user-voice form captures role, activity and goal Features fit in one PI for one ART; stories fit in one iteration for one team |
| How are stories estimated? | Stories are estimated with relative story points |
| What is a story point? | A story point is a singular number that represents Volume Complexity Knowledge and Uncertainty Story points are relative and are not connected to any specific unit of measure |
| Guidance on story point | An 8-point story should take relatively 4 times longer than the 2-point story |
| What is Poker estimation? | Used for fast and relative estimating It combines expert opinion, analogy and disaggregation for quick but reliable estimates All members participate in estimation |
| Steps in Poker estimation | Each estimator gets a deck of cards Read a job/task Estimators privately select cards Cards are turned over Discuss differences Re-estimate |
| How to prioritize features for optimal ROI? | The cost of delay(COD) in delivering value What is the cost to implement the valuable thing? If you have to quantify only one thing then quantify the cost of delay(COD) |
| Prioritize Program Backlog using WSJF | WSJF - Weighted Shortest Job First WSJF = Cost of Delay/Job Duration |
| How is cost of delay calculated? | User-business value Time criticality Risk reduction/opportunity enablement |
| How is Job duration calculated | By job size |
| Formula for WSJF | WSJF = (User business value + Time criticality + Risk reduction)/Job size |
| General case of Cost of Delay and duration | Always give preference to jobs with higher cost of delay and lower job duration |
| Who are the WSJF(Weighted Shortest Job First) stakeholders | Business owners, Product owners, Product Managers and System Architects |
| What is Program Increment(PI) Planning? | Program Increment(PI) planning is a cadence based event that serves as the heart beat of the Agile Release Train(ART), aligning all teams on the ART to a shared mission and vision |
| Key features of PI Planning | PI planning should be done in two days every 10-12 weeks Everyone plans together Product management owns features priorities Development teams own high level estimates and story planning Architect/Engineering and UX works as intermediaries for governance, interfaces and dependencies |
| What are the benefits of PI Planning? | Establishing personal communication across all team members and stakeholders Aligning development to business goals with the business context, Vision and Team/Program PI objectives Identifying dependencies and fostering cross team and cross ART collaboration Providing the opportunity for just the right amount of architecture and Lean User Experience(UX) guidance Matching demand to capacity, eliminating excess work in process Fast decision making |
| What are Program Increment(PI) Objectives? | Objectives are business summaries of what each team intends to deliver in the upcoming Program Increment(PI) They ofter directly relate to intended features in the Backlog |
| What are uncommited objectives? | Uncommited objectives help to maintain predictability of delivering business value They are planned and not 'extra things team do' just in case you have time They are not included in the commitment thus making the commitment more reliable If the team has low confidence on the meeting the objective then it should be moved to uncommited If the objective has many unknowns then consider moving it into uncommitted and putting in early spikes Uncommited objectives count when calculating load |
| How are Program Risks addressed? | By ROAM R- Resolved - Has been addressed. No longer a concern O - Owned - Someone has taken the ownership of that risk A - Accepted - Nothing can be done. If the risk occurs, then the release may be compromised M - Mitigated - Team has a plan to adjust as necessary |
| What the different ART Events? | Scrum of Scrums PO Sync Both are considered as ART sync System Demo Prepare for PI Planning Inspect and Adapt PI Planning |
| What the different SCRUM Events? | Daily Stand up Iteration review - Sprint Review Backlog refinement Iteration or Sprint retrospective Iteration or Spring planning |
| What is Scrum of Scrums? | Coordinate progress among Scrum teams Visibility into progress and impediments Facilitated by RTE Participants: Scrum Masters, other select team members, SMEs if necessary Weekly or more frequently, 30-60 minutes Timeboxed and followed by meet-after |
| Activities of Product Owner(PO) sync | Visibility into progress, scope and priority adjustments Facilitated by RTE or PM PM's, PO's, other stake holders and SME's as necessary Weekly or more frequently Time boxed and followed by meet-after |
| What is Innovation and Planning iteration? | Used for facilitate reliability, Program Increment readiness, planning and innovation Innovation: Opportunity for innovation, hackathons and infrastructure improvements Planning: Provides for cadence based planning Estimating guard band for cadence-based delivery |
| Without IP iteration? | Lack of delivery capacity buffer impacts predictability Little innovation: tyranny of urgent Technical debt grows uncontrollably People burn out No time for teams to plan, demo or improve together |
| Advantages of Inspect and Adapt event | Three parts of Inspect and Adapt The PI system demo Quantitative and Qualitative measurements Problem solving workshop Timebox-3-4 hrs per PI Attendees - Teams and Stakeholders |
| PI System Demo event | At the end of the PI, teams demonstrate the current state of the solution to the appropriate stake holders Often led by the Product Management, PO team and the System team Attended by Business owners, ART stakeholders, Product management, RTE, Scrum Masters and teams |
| CALMR approach to DevOps | Culture - Establish a culture of shared responsibility for development, deployment and operations Automation - Automate the continuous delivery pipeline Lean flow - Keep batch sizes small, limit WIP and provide extremely visibility Measurement - Measure the flow through the pipeline. Implement full stack telemetry Recovery - Architect and enable low risk releases. Establish fast recovery, fast reversion and fast fix-forward |
| What is continuous delivery pipeline with DevOps | The Continuous Delivery Pipeline(CDP) represents the workflow, activities, and automation needed to deliver new functionality more frequently Each Agile release train builds and maintains or share a pipeline Organizations map their current pipeline into this new structure and remove delays and improve the efficiency of each step CDP = CE + CI + CD |
| CE - Continuous Exploration | Understand customer needs Hypothesize - Collaborate and Research - Architect - Synthesize leads to PI planning |
| CI - Continuous Integration | A critical technical practice of ART Develop - Build - Test - Stage |
| CD - Continuous deployment | Getting to production early Deploy - Verify - Monitor - Respond |
| Why should you separate Deploy from Release | Separate deploy to production from release by hiding all new functionality by feature toggles - this enables testing background and foreground processes in the actual production environment before exposing new functionality to users Timing the release becomes the business decision |
| Why Lean Portfolio Management | Traditional approaches to portfolio management were not designed for a global economy or the impact of digital disruption. These factors put pressure on enterprises to work under a higher degree of uncertainty and yet deliver innovative solutions faster. |
| What is a SAFe Portfolio? | A SAFe portfolio is a collection of development value streams Each value stream builds, supports and maintains solutions Solutions are delivered to the customers, whether internal or external to the Enterprise |
| What is a portfolio canvas? | The portfolio canvas is a template for a identifying a specific portfolio It defines the domain of the portfolio and other key elements |
| What are Strategic Themes | Strategic Themes are differentiating business objectives that: are a collaboration between Lean Portfolio Management and the larger Enterprise Drive the future state of the portfolio Connect the portfolio to the Enterprise strategy Provide context for the Portfolio vision and Lean budgeting |
| What is Portfolio Epic? | An Epic is a significant solution development Initiative Business Epics directly deliver business value Enabler Epics support the Architectural runway and the future business functionality Portfolio epics typically span multiple value streams Epics need a Lean Business case, the definition of a Minimum Viable Product(MVP), an Epic owner and approval by LPM |
| How are Epics described? | Epics are described with four major fields: The value statement Business outcome hypothesis Leading indicators NFRs |