Fostering Relentless Improvements Flashcards
What are the three components of an Inspect & Adapt event?
- PI System Demo
- Qualitative and Quantitative measurements
- Problem Solving Workshops
What is the purpose of the PI System Demo ? Who leads them?
Who should attend?
Demonstrate the current state of the Solution to the appropriate stakeholders
Often led by Product Management, POs, and the
System Team
How are qualitative and quantitative measurements used in I&A? What is the RTE role here?
During the IP Iteration, the PI Objectives for all teams are assigned an actual business
value from 1 to 10. Aggregated across all teams.
During the I&A, the RTE presents and
discusses the ART Predictability
Measure as well as any other agreed upon ART Metrics being collected.
After a retrospective, teams use root cause analysis to address the larger
impediments that are limiting velocity.
Explain the root cause analysis Process. How are the five-whys applied?
- State the problem: Clearly stating the problem is key to problem identification
and correction. Think: What, When, Where, and Impact. - Finding the root cause: the 5 Whys. The 5 Whys is a proven problem solving technique used to explore cause-and-effect relationships.
- Dot-vote on root cause/Pareto Analysis on most likely root cause
- Knowing the most likely root cause Restate the problem to address the identified root cause (remember to include the economic impact of the problem).
- Brainstorm Solutions
- Identify improvement backlog items
Measure and Grow is an approach SAFe enterprises uses to evaluate progress towards Business Agility and determine improvement actions. What are the 3 measurement domains associated with this approach?
SAFe’s three measurement domains:
- Outcomes,
- Flow,
- Competency
These three measurement domains are applicable at every level of an organization.
Outcome: Do our solutions meet the needs of our customers and the business?
Flow: How efficient is the organization at delivering value to the customer?
Competency: How proficient is the organization in the practices that enable business agility?
With regards to SAFe’s three measurement domains for business agility what are some Metrics for measuring Outcomes?
Key Performance Indicators (KPIs)
Objective Key Results (OKR)
You also have employee engagement surveys
Localized metrics such as Iteration Goals and PI Objectives are used effectively by teams and trains to measure whether they are achieving their outcomes.
With regards to SAFe’s three measurement domains for business agility What do Flow Metrics measure?
How efficient is the organization at delivering value to the Customer.
With regards to SAFe’s three measurement domains for business agility what do competency Metrics Measure?
Measures how proficient is the organization in the practices that enable business agility.
Measuring the level of organizational competency is accomplished via two separate assessment mechanisms designed for significantly different audiences and different purposes.
- The SAFe Business Agility Assessment designed for the business and portfolio stakeholders to assess their overall progress on the ultimate goal of true business agility
- The SAFe Core Competency Assessments help teams and trains improve on the technical and business practices they need to help the portfolio achieve that larger goal.
What are some attributes of System Thinking?
► Optimizing a component does not
optimize the system
► For the system to behave well as a
system, a higher-level understanding
of behavior and architecture
is required
► The value of a system passes through
its interconnections
► A system can evolve no faster than its
slowest integration point
With Regards to optimizing a value stream Most problems with your process will surface as what?
delays
With Regards to optimizing a value stream Reducing [what?] is the fastest way to reduce time-to-market
delays
Flow metrics offer a comprehensive view of the work moving through the value stream. ‘Total work in progress’ is an example of what flow Metric?
1) Flow Distibution
2) Flow Velocity
3) Flow Time
4) Flow Load
5) Flow Efficiency
6) Flow Predictability
Flow load
indicates how many items are currently in the system.
Keeping a healthy, limited number of active items (limiting work in process) is critical to enabling a fast flow.
Stack Area Graph of # of items (representing kanban swim lanes; funnel, analyzing, implementing, Done)
Memory Crutch for flow metrics: DVT LEP
Flow metrics offer a comprehensive view of the work moving through the value stream. ‘Planned vs Actual’ is an example of what flow Metric?
1) Flow Distibution
2) Flow Velocity
3) Flow Time
4) Flow Load
5) Flow Efficiency
6) Flow Predictability
Flow predictability
measures how well teams, ARTs, and Solution Trains can plan and meet their PI objectives
Memory Crutch: DVT LEP
Flow metrics offer a comprehensive view of the work moving through the value stream. ‘Time from entry to delivery’ is an example of what flow Metric?
1) Flow Distibution
2) Flow Velocity
3) Flow Time
4) Flow Load
5) Flow Efficiency
6) Flow Predictability
Flow time
measures the total time elapsed for all the steps in a workflow and is, therefore, a measure of the efficiency of the entire system.
measured by the average length of time it takes to complete a particular type of work item (stories, features, capabilities, epics). A histogram is a useful visualization of flow time.
Total Features (V) x Count of Features (H)
Flow metrics offer a comprehensive view of the work moving through the value stream. ‘Active vs Waiting’ is an example of what flow Metric?
1) Flow Distibution
2) Flow Velocity
3) Flow Time
4) Flow Load
5) Flow Efficiency
6) Flow Predictability
Flow efficiency
measures how much of the overall flow time is spent in value-added work activities vs. waiting between steps.
Use Value Stream mapping to measure
