EXAMEN DE PRUEBA – LEADING SAFESA1. Which statement fits with the SAFe Core Value of Built-in Quality?a)Quality is not part of the SAFe Core Valuesb)You cannot scale crappy codec)Quality depends on the scale of the project and should be implemented from the top downd)Define goals and then build quality in
2. The SAFe Implementation Roadmap is based on what?
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3. When basing decisions on economics, how are cycle time, product cost, value, and developmentexpense used?
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4. During Inspect and Adapt, teams identified a large number of action items aimed at solving theirbiggest problem as a train. How should the team proceed?
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5. Which statement is a value from the Agile Manifesto?a)Responding to a plan over responding to customer collaborationb)Responding to a plan over responding to changec)Responding to change over following a systemd)Responding to change over following a plan
6. What are three components of the Continuous Delivery Pipeline? (Choose three.)
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7. The House of Lean is a classic metaphor describing the mindset essential for Lean thinking. Whichone of the four pillars advocates a "Get out of the office" mindset?
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What is a Minimal Viable Product?
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When basing decisions on economics, how are lead time, product cost, value, anddevelopment expense used?
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What is one guardrail on Lean budget spend?
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What must management do for a successful Agile transformation?Commit to quality and be the change agent in the systemChange Scrum Masters in the team every two weeksStrive to think of adoption as an area they can controlSend someone to represent management, and then delegate tasks to these individuals
What is the biggest benefit of decentralized decision-making?
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What are the last three steps of the SAFe Implementation Roadmap?
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If you are planning or preparing for Leading SAFe 5.1 (Scaled Agile Framework) certification then this article is for you to get started.
Go through the below list of complied questions from Leading SAFe certification exam. You can expect the similar questions in the real exam. 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.
Which operating system does SAFe represent?
☑ 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 it’s long lasting
☑ If it requires local information
☒ If it provides large economies of scale
☒ If it’s 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
☒ They collaborate with their team to detail stories with acceptance criteria and acceptance tests.
☑ They review and reprioritize the backlog.
☒ They elaborate backlogs into user stories for implementation.
☒ They build, edit, and maintain the team
backlog.
☑ Features
☒ User Stories
☒ Tasks
☒ Epics
☑ Significant dependencies
☑ Milestones
☒ Tasks
☒ Backlog items
☑ Features
☒ User Stories
☒ Epics
☒ Capacity and Load
☑ Features
☑ Significant dependencies
☒ Risks
☒ Events for future PI
☑ Too many dependencies leading to a single
program milestone
☒ Too much Work-in-Process in one Iteration
☒ Too many Features are placed in a team’s swim lane with no strings
☑ A significant dependency leading to a Feature
☑ That the feature can be
completed independent from the other teams
☒ That all the risks have been ROAMed
☒ That the team has little confidence it will happen
☒ That the feature should be completed before any other feature
☒ Solution Demo
☑ Scrum of scrums
☒ Iteration Retrospective
☒ Iteration Review
☑ Product Owner Sync
☒ System Demo
☒ Solution Demo
☑ Scrum of Scrums
☒ Inspect and Adapt
☒ The daily stand-up is an ART event that requires the scrum of scrums and Program Owner sync involvement in the
closed-loop system
☒ The Inspect and Adapt is the only ART event required to create a closed-loop system
☑ Team events run inside the ART events, and the ART events create a closed-loop system
☒ ART events run inside the team events, and the team events create a closed-loop system
☑ Release Train Engineer
☒ Product Owner
☒ Business Owner
☒ Scrum Master
☒ Release Train Engineer
☒ Product Owner
☑ Business Owner
☒ Scrum Master
☒ Product Manager
☒ The Agile Team
☒ The Scrum Team
☑ Business Owner
☒ To determine the highest value using WSJF
☒ To ensure the teams do not work on architectural Enablers
☑ To provide guidance on the business value of the team objectives
☒ To override the decisions made in WSJF prioritization
☒ Stream-aligned team
☒ Platform team
☒ Complicated subsystem team
☑ Enabling team
☒ To iterate on stories
☒ To identify acceptance criteria
☑ To adjust and identify ways to improve
☒ To evaluate metrics
☒ Solution teams
☒ Phased-review-process teams
☒ Management teams
☑ Cross-functional teams
☒ Business Owner
☑ Release Train Engineer
☒ Agile Coach
☒ Scrum Master
☒ PI objectives versus outcomes
☑ Iteration goals versus what got done
☒ Scrum Master goals versus Development Team
goals
☒ Plan objectives versus Program Owner objectives
☒ Customer Support Representative
☒ Product Owner
☒ Release Train
Engineer
☑ Product Management
☑ To prioritize the Program Backlog
☒ To prioritize Enablers
☒ To facilitate backlog refinement sessions
☒ To assign business value to Features
☒ Product Owners
☒ Solution Train Engineer
☒ Product
Management
☑ Solution Management
☑ Solution Management
☒ Product Management
☒ Solution Architect/Engineer
☒ Solution Train Engineer
☑ Epic Owners
☒ Enabler Epic
☒ Lean Portfolio Management
☒ Enterprise Architect
☒ Release Train Engineer
☒ Solution Management
☒ Product Management
☑ Lean Portfolio Management
☑ It will be moved to the Portfolio Backlog if it receives a ‘go’ decision from Lean Portfolio Management
☒ It will be implemented if it has the highest weighted shortest
job first (WSJF) ranking
☒ It will remain in the analyzing step until one or more Agile Release Trains have the capacity to implement it
☒ It will be implemented once the Lean business case is approved by the Epic Owner
☒ Scrum Master
☒ Lean Portfolio Management
☒ Epic Owners
☑ Enterprise Architect
☒
Portfolio Retrospective
☒ Portfolio Value Stream
☑ Portfolio Canvas
☒ Portfolio Kanban
☑ Portfolio Canvas
☒ Portfolio Backlog
☒ Portfolio Kanban
☒ Portfolio Vision
☒ In the Program Kanban
☒ In the Portfolio Backlog
☒ In the Program Backlog
☑ In the Portfolio Kanban
☑ Lean Budgets
☒ Program Increment
☒ Economic Framework
☒ Solution Intent
☒ System-wide development variability is reduced to zero
☑ System-wide demos are possible since all the team demos happen at the same time
☒ Each team will work faster since they all start at the same time
☒ Overall
work-in-progress is reduced
☒ 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.
☒ Code Repository
☒ Linter
☑
Artifact Management Repository
☒ Code Generator
☒ 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.
☑ Ongoing learning
☒ Continuous refactoring
☒ Increased technical debt
☒ Delivery of large batches
☒ To remove the need to respond quickly to production issues
☒ To allow inspection of Agile maturity based on different cycle times
☒ To make deploying of assets a business decision
☑ To enable releasing functionality on demand to meet business needs
☒ A future
view of the solution to be developed, reflecting customer and stakeholder needs.
☒ A community of practice is an informal group of team members and other experts.
☒ A team that provides assistance in building and using the continuous delivery pipeline.
☑ The specialty roles, people, and services required for the success of an Agile Release Train or Solution Train.
☑ 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
☒ 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.
☒ An immediate view
☑ An economic view
☒ A
pragmatic view
☒ A business view
☒ To centralize decision-making
☑ To provide autonomy with purpose, mission, and minimum constraints
☒ To lower work in process (WIP) limits
☒ To strive to achieve a state of continuous flow
☒ Innovation
☒ Transparency
☑ Minimum possible constraints
☒ Incentive-based compensation
☒ SAFe Principles
☒ SAFe Core Values
☑ SAFe Implementation Roadmap
☒ SAFe House of Lean
☒ The 7 Core Competencies of Business Agility
☑ The SAFe Implementation Roadmap
☒ Agile Maturity Roadmaps
☒ The Scaled Agile Framework
☒ SAFe Principles
☒ SAFe Core Values
☑ SAFe Implementation Roadmap
☒ SAFe House of Lean
☒ When it is longer than one Program
Increment
☑ When it is fully committed
☒ When it includes no commitments
☒ When it contains Features and not Epics
☑ Reach the tipping point
☒ Create the Implementation Plan
☒ Prepare for ART Launch
☒ Coach ART Execution
☒ Train Lean-Agile change agents, train executives, managers and leaders, and then prepare for Agile Release Train launch
☒ Reach the tipping point, Train Lean-Agile change agents, and then train the identified support personnel
☒ Charter a Lean-Agile Center of Excellence, Train Lean-Agile change agents, and then train executives, managers and leaders
☑ Reach the tipping point, train Lean-Agile change agents, and then
train executives, managers and leaders
☒ Train Lean-Agile change agents, extend to the portfolio, accelerate
☒ Launch trains, coach Agile Release Train execution, train executives and managers
☒ Train Lean-Agile change agents, identify Value Streams and Agile Release Trains, extend to the portfolio
☑ Launch more Agile
Release Trains and Value Streams, extend to the portfolio, accelerate
☑ Identify Value Stream and Agile Release train
☒ Create the Implementation Plan
☒
Prepare for ART Launch
☒ Coach ART Execution
☒ Train the leaders in Portfolio and Product Management to solve problems before fixing symptoms
☒ Perform process
mapping on the current state
☒ Train Lean-Agile change agents to push out the roadmap and build consensus
☑ Identify Value Streams and Agile Release Trains to start alignment of the organization
☒ It has a technology stack without legacy code
☒ It has objective measurements with automation
☑
It has a closed loop process of learning
☒ It has a lower threshold of defects approved to production
☒ Measure everything
☑ Simplicity–the art of maximizing the amount of work not done–is essential
☒ Visualize and limit WIP, reduce batch sizes, and manage queue lengths
☒ Respect for people and culture
☒ To limit work in process (WIP) through the system
☑ To identify different parameters of the economic framework
☒ To take into account sunk costs
☒ To recover money already spent
☒ Business Owners assigning the business value
☒ Assigning business values to uncommitted objectives
☑ All PI Objectives are given a value of 10
☒ Business Owners assign high values to important Enabler work
☑ Manage queue lengths
☒ Frequent context switching
☒ Increase capacity
☒ Address the systemic problems
☑ Reduce the batch sizes of work
☑ Visualize and limit work in process (WIP)
☒ Cost
☒ Requests
☑ Delays
☒ Results
☒ Key performance indicators
☑ Delays
☒ Predictability issues of the train
☒ Activities that lack innovation
☑ Anchor new
approaches in the culture
☒ Sustain and improve
☒ Consolidate gains and produce more wins
☒ Generate short-term wins
☒ Value Streams
☒ Portfolio Backlog
☒ Portfolio Vision
☑ Team Backlog
☒ To interpret market rhythms
☑ To understand the Customer’s needs
☒ To build small, partial systems just in time
☒ To design custom-built Customer Solutions
☑ As a mindset focused on Customer behaviors that produce the best innovations
☒ As a set of
practices employed to make products focused on the Customer
☒ As a strategy to meet the needs of an ever-changing Customer market
☒ As a way of working to include the Customer in daily work processes and planning
☒ It moves the decision to where the information is
☒ It reduces political tensions
☒ It creates Agile business teams
☑
It is not how value flows
☒ A minimal product that can be built to achieve market dominance
☒ A minimal Story a team can deliver in an Iteration
☒ A prototype that can be used to explore user needs
☑ A minimal version of a new product used to test a hypothesis
☒ Applying Lean-Agile principles and
practices to the specification, development, deployment, operation, and evolution of the world’s largest and most sophisticated systems.
☒ 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.
☒ 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.
☑ They are business objectives that connect the SAFe portfolio to the Enterprise business strategy
☒ They are a high-level summary of each program’s 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
☒ 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
☒ two
☑ three
☒ four
☒ five
☑ 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 team’s 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 team’s 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 SAFe’s 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