*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. What are Dr. Kotter's 8 steps for leading change? An organization's structure impacts everything from how the organization operates to how well employees communicate internally. Stories, plan them into the Iteration, and work out 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). Teams align their Iterations to the same schedule to support communication, coordination, and system integration. (Choose two.) (Choose two.) Simplicity-the art of maximizing the amount of work not done-is essential. They constitute the majority of personnel on ARTs and their structure is well defined: each is a cross-functional group of 5-11 individuals who can define, build, test, and deploy an increment of value in a short time box. Then tap the card to flip it. Epics are described with four major fields: Strategic themes provide a mechanism to align the business objectives of an enterprise to SAFe portfolio. What is one possible type of adjustment they could make? 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. Participatory Budgeting (PB) is the process that Lean Portfolio Management (LPM) uses to allocate the total portfolio budget to its value streams. Respect for people and culture This cookie is set by GDPR Cookie Consent plugin. 3. By focusing on customers, products, innovation, and growth. This cookie is set by GDPR Cookie Consent plugin. Flow How does SAFe provide a second operating system that enables Business Agility? DevOps is an approach to bridge the gap between development and operations. Train Executives, Managers, and Leaders (Agile Manifesto), Responding to change over _________? In other words, as value moves, these organizations can move with it. For example, in a for-profit enterprise, are we profitable? On day two of PI Planning, management presents adjustments based on the previous day's management review and problem solving meeting. (Choose two.) Without the IP Iteration, there is a risk that the 'tyranny of the urgent' outweighs all innovation activities. What is one Guardrail on Lean Budget spend? A team does not commit to uncommitted objectives, Which two statements are true about uncommitted objectives? The Enterprise provides a portion of its total budget to each portfolio. What do Product Owners have content authority over? ?Maintain Predictability with uncommitted objectives. The House of Lean is a classic metaphor describing the mindset essential for Lean thinking. What must management do for a successful Agile transformation? Business Management Project Management How it works Individuals Features, Feature Delivery, Dependencies, Milestones & Events In other words, when necessary, the Network can evolve very quickly, while the Hierarchy can remain relatively stable. What are two of those ways? What is one component of the Continuous Delivery Pipeline? It is the most common type of organizational structure. In turn, Lean Portfolio Management (LPM) allocates the portfolio Budget to individual Value Streams. Agile Release Trains 2. Structure and formality are unnecessary. Designing the Implementation What is one benefit of unlocking the intrinsic motivation of knowledge workers? First attempt included in the course registration fee if taken within 30 days of course completion. Increased Employee Engagement What is the impact of Customer Centricity? What are the last three steps of the SAFe Implementation Roadmap? ?? Value streams are defined by the steps, the people, and the flow of information and material necessary to deliver customer value. Code Repository Linter Artifact Management Repository Code Generator. Necessary cookies are absolutely essential for the website to function properly. In a hierarchical setup there is a chance of information dillution. 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. ARTs are cross-functional, cross-discipline teams-of-teams of up to 150 people. For best results enter two or more search terms. The cookie is set by the GDPR Cookie Consent plugin and is used to store whether or not user has consented to the use of cookies. 6. Establish flow What is one of the Agile Release Train sync meetings? Business Agility is the most important outcome. Some of the advantages are; quick learning, reduced marketing period, better quality, and improved productivity, as well as efficient budget methods. What are the roles of Product Management? (Choose two.). What is the last step in Kotter's approach to change management? (Note: For more on team and ART topologies, see Agile Teams, Solution Train, Organizing Agile Teams and ARTs, and reference [4].). In many circumstances, a single ART can deliver and support a significant product or service. SAFe is a second operating system around streams, without disrupting the existing hierarchy. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. If a program repeatedly shows separate Feature branches rather than a true System Demo, which practice should be reviewed to address the issue? 4. Build Lean-Agile Budgets Plan a Program Increment (PI) Use, In order to leverage the full flow of value which option should be the next Agile Release Train (ART) to launch? The cookie is used to store the user consent for the cookies in the category "Analytics". PI is time boxes, typically 5 iteration long. 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. SAFe implements the Network as a set of development value streams (DVSs) and provides the necessary interfaces to the Hierarchy to restore the systems balance. (c) Lysosomal enzymes do not occur freely in the cytosol in healthy cells. IT Revolution Press, 2019. [4] Organizing Agile Teams and ARTs: Team Topologies at Scale, 5400 Airport Blvd., Suite 300 Agile Teams, a template for identifying a specific SAFe portfolio. Which one of the four pillars advocates a 'Go See' mindset? We use cookies to analyze website performance and visitor data, deliver personalized content, and enhance your experience on the site. #6 Visualize and limit WIP, reduce batch sizes, and manage This website uses cookies to improve your experience while you navigate through the website. 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 What are two of those ways? When the solution gets bigger, however, the organization gets bigger, too. Uncommitted objectives are extra things the team can do in case they have time;Uncommitted objectives are not included in the team's commitment; What is considered an anti-pattern when assigning business values to team PI Objectives? He could not have foreseen the worldwide recession and how this would reduce the demand for the textiles made in the factory. The result can be a seemingly decreasing ability to deliver the right products to the right customer at the right time. Each value stream can have multiple Solution trains and Agile release trains. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference for the shorter timescale. Customers, the problems they are facing, and the jobs to be done. Privacy Policy and The following figures tell their own story and the cost impact on the business is now serious: A functional organizational structure is a structure used to organize workers. Who has content authority to make decisions at the User Story level during Program Increment (PI) Planning? 10. What is used to capture the current state of the Portfolio and a primer to the future state? Building a Guiding Coalition 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. Which statement fits with the SAFe Core Value of Built-in Quality? ; Feasible - Can we deliver the right solution through a combination of build, buy, partner, or acquire endeavors/activities? What is part of the role of Product Management? These cookies will be stored in your browser only with your consent. Desirable - Do customers and users want the solution? Other teams support stream-aligned teams in their mission. Each SAFe portfolio consists of a collection of development value streams, aligned as necessary to deliver the products and services customers need (Figure 3). Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. A minimal version of a new product used to test a hypothesis. The value streams fund the people and resources needed to achieve the current Portfolio Vision and Roadmap. To ensure large queues are not being built. At the heart of this structure are the Agile Teams who build the system, the basic building block of all things agile. Prepare for ART Launch These cookies ensure basic functionalities and security features of the website, anonymously. 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. The key to unlocking this potential is to understand and apply the concept of value streams, which are fundamental to lean thinking. Team execute Iterations with Scrum. Manage queue lengths. Empowered Agile Release Trains (ART) advance Solutions and implement Epics approved by LPM. This can make it difficult to align the entire organization towards a common goal or vision. 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. Which statement is true about the Innovation and Planning (IP) Iteration? - 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? Answer: The one issue that arises when organizing around hierarchical functions is the dilution of information caused by the absence of direct communication with the overall boss. You would need to create a new account. Terms of Service. 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. Cookie Policy What are the last three steps of the SAFe Implementation Roadmap? Through this work we have come to value: Agile teams are cross-functional and self-organizing group of 5 to 11 people, that can define, build, test, and where applicable, deploy increments of value in short time boxes of two weeks called Iterations. 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. Question 21. The Agile Release Train uses which type of teams to get work done? What is one possible type of adjustment they could make? a: It can help the transformation b: It enables better exploration of customer needs c: It can solve, What are two ways Lean budget guardrails guide Value Stream investment decisions? a clear and continuous understanding of the target market, (b) Hence derive an expression for the partial pressure of the liquid vapour, assuming that the gas remains at the total pressure P after it has passed through the liquid. What is part of the role of Product Management? a.what is one issue when organizing around hierarchical functions? Innovation Which two quality practices apply to Agile teams? Organizational structures describe what employees do, whom they report to, and how decisions are made across the business. #8 Unlock the intrinsic motivation of knowledge workers (Figure 8). More Satisfied Customers, They are business objectives that connect the SAFe portfolio to the Enterprise business strategy. Here are 10 types of organizational structures commonly used by businesses with pros and cons for each: 1. What is the best measure of progress for complex system development? Please visit. What are the the first 5 Lean-Agile Principles (1-5)? Collective ownership and standards Scaled Agile Framework and SAFe are registered trademarks of Scaled Agile, Inc. -Scalability It reduces political tensions Continuous Planning (choose two). 1) Chain of Command. Your email address is only used to allow you to reset your password. If you've accidentally put the card in the wrong box, just tap on the card to take it out of the box. Accelerate, What is one issue when organizing around hierarchical functions? Roadmap is a script of critical moves, which gives best results when follow in same sequence to implement SAFe:-. Lean thinking can be summarized as follows: [2]. SAFe describes two types of value streams, operational and development. It does not store any personal data. 2. On day two of PI Planning, management presents adjustments based on the previous day's management review and problem solving meeting. Dependencies with another team or supplier that cannot be guaranteed. These cookies help provide information on metrics the number of visitors, bounce rate, traffic source, etc. You can expect the similar questions in the real exam. Both are necessary, valuable, and both must be Agile. In this case the teams may plan Spikes early in the PI to reduce uncertainty. But they are not fixed over all time. It moves the decision to where the information is It reduces political tensions It creates Agile business teams It is not how value flows. Continuous Improvement Lean Enterprise Institute, 2018. What is considered an anti-pattern when assigning business values to team PI Objectives? ?? Neither images nor text can be copied from this site without the express written permission of the copyright holder. There are many advantages that companies get from organizing around value streams. #4 Build incrementally with fast, integrated learning cycles Continuous Exploration (CE) Launch more Agile Release Trains and Value Streams, extend to the portfolio, accelerate, ***Which two statements are true about uncommitted objectives? SAFe? It goes beyond the traditional focus on the features and functions of a proposed product. What is an example of applying cadence-based synchronization in SAFe? By empowering the Product Owners to sequence the Solution Backlog By time criticality By establishing, When the Lean-Agile Center of Excellence (LACE) acts as an Agile Team, which two team practices are they likely to use? It requires just one ART so implementation can begin without training. Ashish Lahoti has 10+ years of experience in front-end and back-end technologies. In the Program Kanban some steps have work in process (WIP) limits. What are the three primary keys to implementing flow? This cookie is set by GDPR Cookie Consent plugin. Foundation? Sustain & Improve, 13 - 12 Steps of the Implementation Roadmap (First 6), 1. It was found that, when 5.00dm35.00\ \mathrm{dm}^{3}5.00dm3 of nitrogen at 760 Torr was passed slowly through the heated liquid, the loss of mass was 0.32 g. Calculate the vapour pressure of geraniol. #2 Apply systems thinking The Lean-Agile Leadership competency describes how Lean-Agile Leaders drive and sustain organizational change and operational excellence by empowering individuals and teams to reach their highest potential. What is one issue when organizing around hierarchical functions? 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. typically cross-cutting, typically spanning multiple Value Streams and PIs, Which statement is a value from the Agile Manifesto? (Choose two.) Although it may feel like you're playing a game, your brain is still making more connections with the information to help you out. 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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