Continuous attention to technical excellence and good design enhances agility. A minimal product that can be built to achieve market dominance 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 ?The work to deliver the uncommitted objectives is not planned into the iterations during PI Planning. (c) Lysosomal enzymes do not occur freely in the cytosol in healthy cells. Which two quality practices apply to Agile teams? On day two of PI Planning, management presents adjustments based on the previous day's management review and problem solving meeting. Value streams, ARTs, and Agile Teams live for as long as the solutions they develop and support thrive in the marketplace. A train in a different portfolio The next train to volunteer A train in the same value, A. Question 20. Ashish Lahoti has 10+ years of experience in front-end and back-end technologies. Business Management Project Management How it works (d) The gas saturation method was used to measure the vapour pressure of geraniol (M=154.2gmol1)(M = 154.2\ \mathrm{g}\ \mathrm{mol}^{-1})(M=154.2gmol1) at 110C.110^{\circ} \mathrm{C}.110C. are in the same box the next time you log in. It requires just one ART so implementation can begin without training. This website uses cookies to improve your experience while you navigate through the website. What are the last three steps of the SAFe Implementation Roadmap? Simplicitythe art of maximizing the amount of work not doneis essential, What is the basic building block when organizing around value? Launch More ARTs and Value Streams What are the last 5 Lean-Agile Principles (6-10)? A Feature has an excess of dependencies and risks, According to John Kotter, what is the importance of creating a powerful guiding coalition? Individuals Why is it recommended to start with Essential SAFe? In many circumstances, a single ART can deliver and support a significant product or service. [2]. Identify Value Streams and ARTs Desirable - Do customers and users want the solution? See our All PI Objectives are given a value of 10. True/False: DevOps is an approach to bridge the gap between development and operations. What are the roles of Product Management? Functional cookies help to perform certain functionalities like sharing the content of the website on social media platforms, collect feedbacks, and other third-party features. In the 'gas saturation method' for the measurement of vapour pressure, a volume V of gas at temperature T and pressure P, is bubbled slowly through the liquid that is maintained at the same temperature T. The mass m lost from the liquid is measured and this can be related to the vapour pressure in the following way. #3 Assume variability; preserve options #7 Apply cadence, synchronize with cross-domain planning Simplicity the art of maximizing the amount of work not done is essential. The House of Lean is a classic metaphor describing the mindset essential for Lean thinking. Who has content authority to make decisions at the User Story level during Program Increment (PI) Planning? This allows the entire organizationfrom the building block of Agile teams to ARTs and Solutions Trains, to the entire portfolioto organize for one purpose: delivering value to the customer as quickly as possible. Usually 5th Iteration is in a PI is called Innovation and Planning (IP) Iteration. Building a Guiding Coalition -Reliability ??? ARTs are cross-functional, cross-discipline teams-of-teams of up to 150 people. Please visit. It moves the decision to where the information is But they are designed and optimized for different purposes. Thus, the most basic elements of pure bureaucratic organization are its emphasis on procedural regularity, a hierarchical system of accountability and responsibility, specialization of function, continuity, a legal-rational basis, and fundamental conservatism. 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. 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. Alignment, Transparency, Built in Quality, Program 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. (c) Then show that the vapour pressure p is given by p = AmP /(1 + Am), where A = RT/MPV. #9 Decentralize decision-making Most ART teams are stream-aligned, empowered, and capable of delivering value to their customers with a minimum of handoffs, delays, and dependencies with other teams. Notably, Zara has a unique approach to handle changing demand, which has allowed the company to become widely successful and a leading business organization in the fashion retail industry, in which many corporations struggle to deal with fast-changing environments, operations, and inventory costs. 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. Look at the large card and try to recall what is on the other side. You can expect the similar questions in the real exam. Owns, defines, and prioritizes the Program Backlog, owns feature priorities, create valuable products in the lean enterprise. The best architectures, requirements, and designs emerge from self-organizing teams. Teams can apply uncommitted objectives whenever there is low confidence in meeting the objective. Other uncategorized cookies are those that are being analyzed and have not been classified into a category as yet. What is the last step in Kotter's approach to change management? Train Executives, Managers, and Leaders Privacy Policy and 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. Facilitate reliability, Program Increment readiness, planning, and innovation. Other teams support stream-aligned teams in their mission. What is one issue when organizing around hierarchical functions? What is part of the role of Product Management? #5 Base milestones on objective evaluation of working systems. This network is far more adaptable and can respond more quickly to market changes than the hierarchical system. Roadmap is a script of critical moves, which gives best results when follow in same sequence to implement SAFe:-. Then tap the card to flip it. ; Feasible - Can we deliver the right solution through a combination of build, buy, partner, or acquire endeavors/activities? Limit work in process Launch more Agile Release Trains and Value Streams, extend to the portfolio, accelerate, ***Which two statements are true about uncommitted objectives? In turn, Lean Portfolio Management (LPM) allocates the portfolio Budget to individual Value Streams. Reduce the batch sizes of work 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. Teams align their Iterations to the same schedule to support communication, coordination, and system integration. What is used to capture the current state of the Portfolio and a primer to the future state? Which statement fits with the SAFe Core Value of Built-in Quality? A. a thin layer of oceanic sediment over continental crust, B. andesitic volcanoes buried by turbidity currents, C. a normal thickness of oceanic crust overlain by andesitic volcanoes, D. large amounts of basalt derived from melting in the mantle, Identify the false statement about lysosomes. This assures product and customer focus, as the value stream, product, and customer are inexorably linked. Which statement is true about the Innovation and Planning (IP) Iteration? Product Management has content authority over the Program Backlog. What do Product Owners have content authority over? First attempt included in the course registration fee if taken within 30 days of course completion. In this case the teams may plan Spikes early in the PI to reduce uncertainty. To identify different parameters of the economic framework. 3. Prague, Czech Republic, 15 17, May 2023, Guidance for organizing around value, DevSecOps, and agility for business teams. From Project to Product Mik Kersten [1]. Delivering value in the shortest sustainable lead time. By focusing on customers, products, innovation, and growth. (Figure 3).Still, as long as the market remains relatively stable, the economies of scale provide a barrier against competitors, and the enterprise can enjoy continued success and growth. Freed from the reporting structure and the need for start-and-stop-projects, the network can now organize and reorganize as needed. What is used to capture the current state of the Portfolio and a primer to the future state? What is one component of the Continuous Delivery Pipeline? A minimal version of a new product used to test a hypothesis. Welcome changing requirements, even late in development. Why is this necessary? In other words, when necessary, the Network can evolve very quickly, while the Hierarchy can remain relatively stable. The team has little to no experience with functionality of this type. (Choose two. to send you a reset link. - 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? While the structure of operational value streams varies significantly based on the purpose and type of value delivered, the structure of development value streams has a standard form, as summarized in Figure 2. An Enterprise may have a single portfolio or multiple portfolios. [2] Rother, Mike, and John Shook. Remove, or minimize, the implementation time. Remove the development lead and educate a self-organizing team. Have the developers carry out the testing of their own work and remove the testing team completely. Remove, or minimize, the request wait time and the testing handover time. There are many advantages that companies get from organizing around value streams. What are two of those ways? ), ?? There are two types: Epics need a Lean business case, the definition of a minimum viable product (MVP), an Epic Owner, and approval by LPM. 4. Which statement is a value from the Agile Manifesto? Release on Demand. What is considered an anti-pattern when assigning business values to team PI Objectives? Some of the advantages are; quick learning, reduced marketing period, better quality, and improved productivity, as well as efficient budget methods. What can be used to script the change to SAFe? What is the best measure of progress for complex system development? (Choose two.). Why is this necessary? SAFe is a second operating system around streams, without disrupting the existing hierarchy. What are the 4 House of Lean Pillars? Some new value streams will be created, others will need to be adjusted, and some will be eliminated as solutions are decommissioned. The Enterprise provides a portion of its total budget to each portfolio. d. it creates leaders at all levels. It serves several different types of customers with varying needs and intents. Who has content authority to make decisions at the User Story level during Program Increment (PI) Planning? What is one possible type of adjustment they could make? Manage queue lengths. Respect for people and culture Instead, it emphasizes understanding the problems to be solved, the context in which the solution will . To provide autonomy with purpose, mission, and minimum constraints, Optimizing a component does not optimize the system. Train Lean-Agile Change Agents Agile processes promote sustainable development. If a program repeatedly shows separate Feature branches rather than a true System Demo, which practice should be reviewed to address the issue? In this case, ARTs are assembled into Solution Trains capable of building ever-larger systems. #4 Build incrementally with fast, integrated learning cycles Commit to quality and be the change agent in the system. Organizational structures describe what employees do, whom they report to, and how decisions are made across the business. -Marketability This principle, Principle 10-Organizing around value, describes how applying this second operating system frees the enterprise to arrange itself to optimize value delivery. In a hierarchical organizational structure, employees are grouped and assigned a supervisor. interdependencies with other teams, Weighted shortest job first prioritization. Agile Teams, a template for identifying a specific SAFe portfolio. Roof? -Peer review and pairing. (Choose two.). Each retake or attempt past the 30-day window is $50. (Choose two.). What is one of the Agile Release Train sync meetings? Delivering value in the shortest sustainable lead time. Working software is the primary measure of progress. 2. 4. Which statement fits with the SAFe Core Value of Built-in Quality? It accomplishes this in three nested parts: Each is described in the sections that follow. What is one issue when organizing around hierarchical functions? When you've placed seven or more cards in the Don't know box, tap "retry" to try those cards again. What is one Guardrail on Lean Budget spend? How does SAFe provide a second operating system that enables Business Agility? 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. What do Product Owners have content authority over? ?? Product Management has content authority over what? What can be used as a template for putting SAFe into practice within an organization? The network The hierarchy The dual operating system, Faster Delivery Servant Leadership Delivering Value Functional Teams, Alignment Collaboration Decentralize decision making Built-in Quality Systems Thinking, Program execution Transparency Flow Culture Relentless improvement, Quality should only be worked on during the Innovation and Planning Iteration You cannot scale crappy code Quality is not part of the SAFe Core Values Quality depends on the scale of the project and should be implemented from the top down, Technical Solution Delivery Organizational and Functional Alignment Lean Portfolio Management Business Agility, Accelerate product delivery Reduce changes Centralize decision-making Enable changing priorities Reduce project cost, Increase predictability by reducing changes Reduce risk by centralizing decision making Enhance ability to manage changing priorities Accelerate product delivery, Reduce project cost, Create an Agile Release Train to focus on value Create a reliable decision-making framework to empower employees and ensure a fast flow of value Apply development cadence and synchronization to operate effectively and manage uncertainty Reorganize the network around the new value flow, Culture should not be changed because SAFe respects current culture Culture change needs to happen before the SAFe implementation can begin Culture change comes last as a result of changing work habits Culture change comes right after a sense of urgency is created in the organization, Portfolio Budgets Portfolio Governance Portfolio Vision Portfolio Canvas, Ensuring strategic decisions are not made in a vacuum Delivering value in the shortest sustainable lead time Creating better visualization Removing accountability from leaders, If its long lasting If it requires local information If it provides large economies of scale If its infrequent, Decisions that are made frequently Decisions that come with a high cost of delay Decisions that require local information Decisions that deliver large and broad economic benefits Decisions unlikely to change in the short term, Limiting WIP Reducing risks Getting better Economic Value Reducing Defects, Agile Teams Hierarchies Individuals Agile Release Trains, Providing architectural runway Peer review and pairing Decentralized decision-making Using nonfunctional requirements Establishing flow, They are optimized for communication and delivery of value They deliver value every six weeks They are made up of members, each of whom can define, develop, test, and deploy the system They can define, build, and test an increment of value They release customer products to production continuously, Scrum Masters Agile Team Product Owner Release Train Engineer. 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. ART Events are:-. The value streams fund the people and resources needed to achieve the current Portfolio Vision and Roadmap. Reaching the Tipping Point Continuous Deployment A Lean-Agile transformation will deliver substantial benefits, However, it is a significant change, and every implementation is different, Leaders should understand why the practices work; its part of knowing what it is they must do, If a practice needs to change, understanding the principles will assure the change moves the Enterprise in the right direction, Create and refine Stories and acceptance criteria, Develop and commit to team PI Objectives and Iteration Goals, ART Sync (Weekly or more frequently, 3060 minutes) - consist of, System Demo (Occurs at the end of each Iteration in PI), Solution Demo (Occurs at the end of each PI) - presents the combined development effort of multiple ARTs and Suppliers, Inspect & Adapt (Occurs at the end of each PI), Features are maintained in Program Backlog, Feature are sized to fit in a Program Increment (PI) and delivered by a single Agile Release Train (ART), Features are split into Stories and fits in one Iteration for one team, Features includes a definition of Minimum Marketable Feature (MMF), a, Features are prioritized using WSJF and top 10 features are presented to the team during PI planning, Capabilities are maintained in Solution Backlog, Capabilities are sized to fit in a Program Increment (PI) and delivered by multiple Agile Release Trains (ARTs), Capabilities includes a Phrase, a benefit hypothesis and Acceptance criteria. Analytical cookies are used to understand how visitors interact with the website. But they are not fixed over all time. [3] Skelton, Mathew, and Manuel Pais. Launch more Agile Release Trains and Value Streams, extend to the portfolio, accelerate Necessary cookies are absolutely essential for the website to function properly. Although it may feel like you're playing a game, your brain is still making more connections with the information to help you out. It goes beyond the traditional focus on the features and functions of a proposed product. What is the best measure of progress for complex system development? What are the principles of the Agile Manifesto? Agile Manifesto uncovering better ways of developing software by doing it and helping others do it. Which are the quality practices that apply to Agile teams? 12 Principles (too long to show here, see other documentation). 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 hierarchical business structure is a traditional approach to organizing a business where emphasis is placed on top-down reporting relationships. Boulder, CO 80301 USA, Privacy Policy 4. The cookie is used to store the user consent for the cookies in the category "Other. Uncommitted objectives are used to identify work that can be variable within the scope of a PI. ?Uncommitted objectives are not included in the team's commitment Strategic themes can be defined by a phrase or by using the Objectives and Key Results (OKRs) template. Hierarchical structure. Your California Consumer Rights. Both are necessary, valuable, and both must be Agile. c. it moves the decision to where the information is. Definition of done. What is one Guardrail on Lean Budget spend? (Agile Manifesto), Responding to change over _________? ***Which statement correctly describes one aspect of the team's commitment at the end of PI Planning? Product Management has content authority over the Program Backlog. If a program repeatedly shows separate Feature branches rather than a true System Demo, which practice should be reviewed to address the issue? He is a technology enthusiast and has a passion for coding & blogging. To see how well you know the information, try the Quiz or Test activity. Features, Feature Delivery, Dependencies, Milestones & Events If you knew the answer, tap the green Know box. Strong hierarchical organisations are driven by status, structure and power over people. People just naturally do whatever needs to be done. Strategic themes are direct inputs to the portfolio vision. What are they? The House of Lean is a classic metaphor describing the mindset essential for Lean thinking. Continuous Exploration (CE) It is not how value flows Typically, they begin as a network of people cooperating to address customer needs. * It moves the decision to where the informatio is * It reduces political tensions . Enablers build up the runway to support Features for e.g. What are the last three steps of the SAFe Implementation Roadmap? A hierarchical structure refers to the delegation of authority using a pyramid model, with the most authoritative professionals at the top and general employees at the bottom. Course Hero is not sponsored or endorsed by any college or university. 2. Increased Employee Engagement Which one of the four pillars advocates a 'Go See' mindset? Fortunately, the people and teams of an increasingly Lean and Agile enterprise see those changes coming through the portfolio. Establishing flow;Providing architectural runway; Design Thinking identifies at least four new ways to measure success. What is the biggest benefit of decentralized decision-making? Employees may be grouped by their role or function, geography or . You also have the option to opt-out of these cookies. Business people and developers must work together daily throughout the project. All PI Objectives are given a value of 10. You would need to create a new account. IT Revolution Press, 2018. Iteration Events are:-, ART is a cross functional, virtual organization of 5-12 teams (50-125+ individuals), synchronized on common cadence, a Program Increment (PI), aligned to a common mission via a single program backlog. -Desirability, What is one component of the Continuous Delivery Pipeline? What must management do for a successful Agile transformation? what is one issue when organizing around hierarchical functions It is not how value flows what can be used to script the change to SAFe the implementation roadmap what can be used as a template for putting SAFe into practice within an organization SAFe implementation roadmap what is the foundation of the safe house of lean leadership (a) They have the same structure and function as peroxisomes. It creates Agile business teams, Features, Feature Delivery, Dependencies, Milestones & Events, True or False: DevOps is an approach to bridge the gap between development and operations. LEFT ARROW - move card to the Don't know pile. PI is time boxes, typically 5 iteration long. Which statement is a principle of the Agile Manifesto? Relentless Improvement Train Teams and Launch the ART What must management do for a successful Agile transformation? 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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