Continuous Exploration (CE) It is the most common type of organizational structure. b. it is not how value flows. Is is the newest addition to SAFe so many people will prefer it? -Marketability #9 Decentralize decision-making 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 The portfolio level roles, events, and artifacts The full spanning palette Figure 1. What is an example of applying cadence-based synchronization in SAFe? The Program Backlog is the holding area for upcoming Features that will address user needs and deliver business benefits for a single Agile Release Train (ART). ?Maintain Predictability with uncommitted objectives. 8. He could not have foreseen the worldwide recession and how this would reduce the demand for the textiles made in the factory. Which statement correctly describes one aspect of the team's commitment at the end of PI Planning? What is the basic building block when organizing around value? 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. (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. Functional Organizational Structure: Everything You Need to Know 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. When basing decisions on economics, how are lead time, product cost, value, and development expense used? 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. It accomplishes this in three nested parts: Build technology portfolios of development value streams Realize value streams with product-focused Agile Release Trains (ARTs) What are the last three steps of the SAFe Implementation Roadmap? Teams can apply uncommitted objectives whenever there is low confidence in meeting the objective. Chain of command clarifies who reports to whom within the organization. SAFe Practice Quiz 100% Flashcards | Quizlet 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. Hierarchical vs. Flat Organizational Structure and Benefits of Each Fortunately, the people and teams of an increasingly Lean and Agile enterprise see those changes coming through the portfolio. What is one Guardrail on Lean Budget spend? Innovation Value streams optimize the flow of value across divisions and functional departments and through the system as a whole to the customer. Continuous Cadence. Extend to the Portfolio (d) They are abundant in phagocytic cells. Desirable, Viable, Feasible, and Sustainable. What are two of those ways? What is one issue when organizing around hierarchical functions Value streams are defined by the steps, the people, and the flow of information and material necessary to deliver customer value. (Choose two.). Usually 5th Iteration is in a PI is called Innovation and Planning (IP) Iteration. Agile Manifesto uncovering better ways of developing software by doing it and helping others do it. For best results enter two or more search terms. Respect for people & culture Hierarchical Structure: Advantages and Disadvantages - Indeed If you drilled into an oceanic plateau, what would you most likely find? (Figure 8). Simplicity-the art of maximizing the amount of work not done-is essential. Other teams support stream-aligned teams in their mission. d. it creates leaders at all levels. Roof: Value, 13 - SAFe Implementation Road Map - 4 Stages, 1. These cookies help provide information on metrics the number of visitors, bounce rate, traffic source, etc. This cookie is set by GDPR Cookie Consent plugin. What is one Guardrail on Lean Budget spend? a. it creates a dual operating system. #2 Apply systems thinking Please visit. What can be used as a template for putting SAFe into practice within an organization? Which statement is a principle of the Agile Manifesto? interdependencies with other teams, Weighted shortest job first prioritization. This website uses cookies to improve your experience while you navigate through the website. c. it moves the decision to where the information is. Which two quality practices apply to Agile teams? Over time, however, the work of the hierarchy overtakes the work of the entrepreneurial network. IT Revolution Press, 2018. Roof? Organizational structures describe what employees do, whom they report to, and how decisions are made across the business. 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. a.what is one issue when organizing around hierarchical functions? What are the three primary keys to implementing flow? What is one issue when organizing around hierarchical functions in Epics are described with four major fields: Strategic themes provide a mechanism to align the business objectives of an enterprise to SAFe portfolio. Final-SPC.docx - March 7, 2020 1. The accelerate step of Train Lean-Agile Change Agents 12. 3. 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. 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. Why is this necessary? A minimal version of a new product used to test a hypothesis. The Agile Release Train uses which type of teams to get work done? 3. 2. Why is it recommended to start with Essential SAFe? ART Events are:-. Quizlet - Leading SAFe - Grupo de estudo - SA, SAFe (Scaled Agile Framework), Leading SAFe, Charles E. Leiserson, Clifford Stein, Ronald L. Rivest, Thomas H. Cormen, Abraham Silberschatz, Greg Gagne, Peter B. Galvin, Information Technology Project Management: Providing Measurable Organizational Value. The key to unlocking this potential is to understand and apply the concept of value streams, which are fundamental to lean thinking. Teams align their Iterations to the same schedule to support communication, coordination, and system integration. 9. What is one issue when organizing around hierarchical functions? The work is planned, but the outcome is simply not certain. The House of Lean is a classic metaphor describing the mindset essential for Lean thinking. Look at the large card and try to recall what is on the other side. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. (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. A single sign-on mechanism will enable sign-on in multiple applications. This can make it difficult to align the entire organization towards a common goal or vision. 1) Chain of Command. Terms of Service. Some new value streams will be created, others will need to be adjusted, and some will be eliminated as solutions are decommissioned. What is one issue when organizing around hierarchical functions? In a hierarchical setup there is a chance of information dillution. 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. Which two quality practices apply to Agile teams? The ability of organizations to organize around value, and also reorganize around new flows of value as needed, is a key driver for business agility. It creates leaders at all levels It moves the decisions to where the information is It creates areas of specialization It requires managers to coordinate the work 32 / 60 Anchoring new behaviors in the culture is critical to sustaining change. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. (Choose two.). A hierarchical business structure is a traditional approach to organizing a business where emphasis is placed on top-down reporting relationships. What is Business Agility? 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. Design Thinking identifies at least four new ways to measure success. 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. Foundation: leadership What is one issue when organizing around hierarchical functions It The House of Lean is a classic metaphor describing the mindset essential for Lean thinking. Question 20. Epics are defined at portfolio level, they are typically cross-cutting and spanning multiple Value Streams and PIs. Portfolio SAFe - Scaled Agile Framework Which one of the four pillars advocates a 'Go See' mindset? Build incrementally with fast, integrated learning cycles. To ensure large queues are not being built, Design Thinking identifies at least four new ways to measure success. 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. See our 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 Some of the advantages are; quick learning, reduced marketing period, better quality, and improved productivity, as well as efficient budget methods. Question 23. This cookie is set by GDPR Cookie Consent plugin. Limit work in process The following figures tell their own story and the cost impact on the business is now serious: To minimize handoffs and delaysand to foster continuous knowledge growthARTs have all the business and technical capabilities needed to define, implement, validate, deploy, release and support solutions for their customers. Organizational Structure Types 1) Hierarchical Structure 2) Matrix Structure 3) Horizontal/Flat Structure 4) Network Structure 5) Divisional Structure 6) Line Organizational Structure 7) Team-based Organizational Structure 1) Hierarchical Structure The hierarchical model is the most popular organizational chart type. If you knew the answer, tap the green Know box. Volatility, uncertainty, complexity and ambiguity Neither images nor text can be copied from this site without the express written permission of the copyright holder. Roadmap is a script of critical moves, which gives best results when follow in same sequence to implement SAFe:-. ***Which statement correctly describes one aspect of the team's commitment at the end of PI Planning? Peer review and pairing All PI Objectives are given a value of 10. [2]. Sustain & Improve, 13 - 12 Steps of the Implementation Roadmap (First 6), 1. In turn, Lean Portfolio Management (LPM) allocates the portfolio Budget to individual Value Streams. Teams align their Iterations to the same schedule to support communication, coordination, and system integration. The ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative business Solutions. A well-defined organizational structure helps employees work more efficiently, laying the groundwork for internal operations, establishing a chain of command, and helps with transparency in the workplace.. Companies typically adopt either a hierarchical or a flat . Definition of done. *Team & Technical Agility *Agile Product Delivery *Enterprise Solution Delivery *Lean Portfolio Management *Organizational Agility *Continuous Learning Culture *Lean Agile Leadership. Agile vs. hierarchical structures - Change management This network is far more adaptable and can respond more quickly to market changes than the hierarchical system. What is the biggest benefit of decentralized decision-making? Agile processes promote sustainable development. To see how well you know the information, try the Quiz or Test activity. Applying management frameworks from a hundred years ago to organizations that need to compete in the digital age is futile. *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. (Figure 6). (Note: For more on team and ART topologies, see Agile Teams, Solution Train, Organizing Agile Teams and ARTs, and reference [4].). When you've placed seven or more cards in the Don't know box, tap "retry" to try those cards again. How is the flow of Portfolio Epics managed? What is one issue when organizing around hierarchical functions? Build projects around motivated individuals. Question 22. A Feature has an excess of dependencies and risks, According to John Kotter, what is the importance of creating a powerful guiding coalition? As described in the Business Agility article, successful enterprises dont start out as large and cumbersome. Participatory Budgeting (PB) is the process that Lean Portfolio Management (LPM) uses to allocate the total portfolio budget to its value streams. It serves several different types of customers with varying needs and intents. [2] Rother, Mike, and John Shook. These cookies ensure basic functionalities and security features of the website, anonymously. 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. SAFe? What is the impact of Customer Centricity? (Agile Manifesto), Working Software over _________? Train Executives, Managers, and Leaders PI is time boxes, typically 5 iteration long. Team Topologies: Organizing Business and Technology Teams for Fast Flow. Use these flashcards to help memorize information. 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. The Network is optimized for speed and adaptability; the Hierarchy is optimized for efficiency and stability. Lucidchart is a big product, though. The Enterprise provides a portion of its total budget to each portfolio. Yes, they were always there; we just didnt see them. Stories, plan them into the Iteration, and work out For example, in a for-profit enterprise, are we profitable? Launch more Agile Release Trains and Value Streams, extend to the portfolio, accelerate, ***Which two statements are true about uncommitted objectives? This assures product and customer focus, as the value stream, product, and customer are inexorably linked. Necessary cookies are absolutely essential for the website to function properly. What are Dr. Kotter's 8 steps for leading change? The cookie is used to store the user consent for the cookies in the category "Analytics". This cookie is set by GDPR Cookie Consent plugin. Options: a) It creates a dual operating system b) It is not how value flows c) It moves the decision to where the information is. Establish flow 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? Cookie Policy They are grouped based on their specific skills and knowledge. In other words, as value moves, these organizations can move with it. What is considered an anti-pattern when assigning business values to team PI Objectives? Explanation: This problem is more pronounced when it takes an organization a longer time before initiating hierarchical functions. 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. They do this through leading by example; learning and modeling SAFe's Lean-Agile mindset, values, principles, and practices; and leading . What are two of those ways? Bureaucracy | Definition, Characteristics, Examples, & Facts You can also use your keyboard to move the cards as follows: If you are logged in to your account, this website will remember which cards you know and don't know so that they Understanding How to Optimize Your Organization Around Value - The i4 Group To identify different parameters of the economic framework. 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. a clear and continuous understanding of the target market, Release on Demand. solved : what is one issue when organizing around hierarchical funct Collective ownership and standards 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. To provide autonomy with purpose, mission, and minimum constraints. Lean thinking can be summarized as follows: [2]. 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. ; Feasible - Can we deliver the right solution through a combination of build, buy, partner, or acquire endeavors/activities? a CEO) all the way down to the bottom. All PI Objectives are given a value of 10. -Decentralized decision-making 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. At a minimum, your org structure should include employees' titles and basic hierarchies. We use cookies to analyze website performance and visitor data, deliver personalized content, and enhance your experience on the site. SAFE Agile practice Flashcards | Quizlet He is a technology enthusiast and has a passion for coding & blogging. Explain the difference between, Integration Revoew and Integration Retrospective? If you are planning or preparing for Leading SAFe 5.1 (Scaled Agile Framework) certification then this article is for you to get started. How is the flow of Portfolio Epics managed? Business Management Project Management How it works This leads to changing topics continuously and interrupting people to force them to another "the only true" direction. When organizing around hierarchical functions, managers have to coordinate the work of all team members, which can be time consuming and difficult. But opting out of some of these cookies may have an effect on your browsing experience. Commit to quality and be the change agent in the system. (Agile Manifesto), Who has the responsibility is to manage Create Agile teams that can give value straight away. Lean Enterprise Institute, 2018. What are the last three steps of the SAFe Implementation Roadmap? A team does not commit to uncommitted objectives, Which two statements are true about uncommitted objectives? 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. But as the enterprise grows and experiences success, it builds the organizational hierarchy needed to provide the time-tested management structures that will support operations, HR, finance, governance, and all the other corporate responsibilities of a functioning enterprise. - 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? What is the foundation of the SAFe House of Lean? Increased Employee Engagement At the heart of this structure are the Agile Teams who build the system, the basic building block of all things agile. Explanation: This problem is more pronounced when it takes an organization a longer time before initiating hierarchical functions. Continuous attention to technical excellence and good design enhances agility. Reduce the batch sizes of work Which of the core competencies of the Lean Enterprise helps align strategy and execution? These cookies will be stored in your browser only with your consent. This cookie is set by GDPR Cookie Consent plugin. If you've accidentally put the card in the wrong box, just tap on the card to take it out of the box. The 6 Building Blocks of Organizational Structure [Diagrams] - HubSpot First attempt included in the course registration fee if taken within 30 days of course completion. Learning to See: Value Stream Mapping to Create Value and Eliminate Muda. 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. Other uncategorized cookies are those that are being analyzed and have not been classified into a category as yet. Manage queue lengths;Reduce the batch sizes of work;Visualize and limit work in process (WIP); What is an example of applying cadence-based synchronization in SAFe? 10. Respond to change Hierarchical structure. 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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