Leading SAFe Flashcards
SAFe 5 for Lean Enterprises is defined as:
A. A knowledge base of proven, integrated principles, practices, and competencies for achieving Business Agility by implementing Lean, Agile, and DevOps at scale.
B. A methodology with clearly defined processes for creating high-quality software.
C. A software development methodology built upon agile values, principles, and practices, and its goal is to allow small to mid-sized teams to produce high-quality software and adapt to evolving and changing requirements.
D. A lean production model which identifies the main factors that must be perfected to create an efficient and effective business system.
A. A knowledge base of proven, integrated principles, practices, and competencies for achieving Business Agility by implementing Lean, Agile, and DevOps at scale.
A methodology with clearly defined processes for creating high-quality software is the Software Development Life Cycle. A software development methodology built upon agile values, principles, and practices, and its goal is to allow small to mid-sized teams to produce high-quality software and adapt to evolving and changing requirements is Extreme Programming (XP). A practice that may be utilized on Agile teams within SAFe programs but not the all encompassing definition of SAFe. A lean production model which identifies the main factors that must be perfected to create an efficient and effective business system is the house of lean and again a lean tool that may be utilized in SAFe.
Which of the following is NOT an expected benefit of SAFe?
A. 30% happier, more motivated employees
B. 50% faster time-to-market
C. 35% increase in productivity
D. 50% better actuals to plan
D. 50% better actuals to plan
Actuals to plan is not a SAFe focus point, this is a waterfall focus. SAFe’s primary goal is to produce working software. SAFe enables:
happier, more motivated employees
faster time-to-market
increase in productivity
defect reduction
What are the 4 SAFe configurations?
A. Essential, System, Program, Full
B. Sprint, Release, Program, Full
C. Scrum, Team of Teams, Solution, Program
D. Essential, Large Solution, Portfolio, Full
D. Essential, Large Solution, Portfolio, Full
For businesses to thrive in the digital age and achieve business agility, they need a dual operating system that focuses on which 2:
A. Speed of development (Innovative Tools/Value Chains)
B. Speed of innovation (Customer Centricity/Value Stream Network)
C. Efficiency and Stability (Functional hierarchy)
D. Organizational Alignment (Dedicated small teams)
B + C
B. Speed of innovation (Customer Centricity/Value Stream Network)
C. Efficiency and Stability (Functional hierarchy)
The SAFe approach to addressing the challenge of digital transformation is the ‘dual operating system’, one that leverages the stability and resources of the existing organizational hierarchy while implementing a value stream network that leverages the entrepreneurial drive still present in every organization. By organizing and reorganizing the enterprise around the flow of value instead of the traditional organizational silos, SAFe restores the second (network) operating system. It allows organizations to focus on both the innovation and growth of new ideas as well as the execution, delivery, operation, and support of existing solutions.
What is Business Agility?
A. A customer-centric approach to defining, building, and releasing a continuous flow of valuable products and services to customer and users.
B. The ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative business Solutions.
C. Applying Lean-Agile principles and practices to the specification, development, deployment, operation, and evolution of the world’s largest and most sophisticated systems.
D. 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.
B. The ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative business Solutions.
A customer-centric approach to defining, building, and releasing a continuous flow of valuable products and services to customer and users is Agile Product Delivery. Applying Lean-Agile principles and practices to the specification, development, deployment, operation, and evolution of the world’s largest and most sophisticated systems is Enterprise Solution Delivery. 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 is Organizational Agility.
Which of the following is NOT necessary for Business Agility?
A. Technical Agility
B. Threat of digital disruption
C. Business-level commitment to product
D. Value Stream thinking
E. Everyone involved using lean and agile practices
B. Threat of digital disruption.
Most of the leaders in traditional organizations are well aware of the threat of digital disruption, and yet many fail to make the transition to take their place in the next economy. So the threat of digital disruption is not enough to drive business agility. Business agility requires technical agility and a business-level commitment to product and Value Stream thinking, a business-level commitment to product and value stream thinking. For a business to be agile everyone involved must be using lean and agile practices.
What is Enterprise Solution Delivery?
A. A customer-centric approach to defining, building, and releasing a continuous flow of valuable products and services to customer and users.
B. The ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative business Solutions.
C. Applying Lean-Agile principles and practices to the specification, development, deployment, operation, and evolution of the world’s largest and most sophisticated systems.
D. 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.
C. Applying Lean-Agile principles and practices to the specification, development, deployment, operation, and evolution of the world’s largest and most sophisticated systems.
The ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative business Solutions is Business Agility. A customer-centric approach to defining, building, and releasing a continuous flow of valuable products and services to customer and users is Agile Product Delivery. 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 is Organizational Agility.
How many core competencies are in Business Agility?
A. 7
B. 9
C. 11
D. 12
A. 7 (Hint: “TALL CEO”)
Team and Technical Agility Agile Product Delivery Lean-Agile Leadership Lean Portfolio Management Continuous Learning Culture Enterprise Solution Delivery Organizational Agility
Why is Program Increment (PI) Planning itself considered a short-term win?
A. It emphasizes the importance of having an Architectural Runway
B. It creates a clear commitment to goals
C. It improves the Inspect and Adapt process
D. It requires delivery of new functionality to users far more frequently than previous processes could
B. It creates a clear commitment to goals
The Agile Architecture framework in SAFe emphasizes the importance of having an Architectural Runway. The Inspect and Adapt (I&A) is a significant event, held at the end of each Program Increment (PI), where the current state of the Solution is demonstrated and evaluated by the train. Teams then reflect and identify improvement backlog items via a structured, problem-solving workshop. The continuous delivery pipeline delivers of new functionality to users far more frequently than previous processes could.
What are 2 responsibilities of a Lean-Agile Center of Excellence (LACE)?
A. To implement a new organizational structure
B. To lead Inspect and Adapts (I&A) events
C. To foster SAFe communities of practice
D. To coordinate portfolio-level events
E. To help establish relentless improvement
C & E
C. To foster SAFe communities of practice
E. To help establish relentless improvement
The Lean-Agile Center of Excellence (LACE) is a small team of people dedicated to implementing the SAFe Lean-Agile way of working. Creating a LACE is often one of the key differentiators between companies practicing Agile in name only and those fully committed to adopting Lean-Agile practices and getting the best business outcomes. The LACE is the third element of the ‘sufficiently powerful guiding coalition’ for change. The I&A is typically led by the RTE. The LPM coordinates portfolio-level events. Leadership implements any new organizational structure.
What is Agile Product Delivery?
A. A customer-centric approach to defining, building, and releasing a continuous flow of valuable products and services to customer and users.
B. The ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative business Solutions.
C. Applying Lean-Agile principles and practices to the specification, development, deployment, operation, and evolution of the world’s largest and most sophisticated systems.
D. 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. A customer-centric approach to defining, building, and releasing a continuous flow of valuable products and services to customer 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 is Business Agility. Applying Lean-Agile principles and practices to the specification, development, deployment, operation, and evolution of the world’s largest and most sophisticated systems is Enterprise Solution Delivery. 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 is Organizational Agility.
What is Team and Technical Agility?
A. A set of values and practices that encourage individuals—and the enterprise as a whole—to continually increase knowledge, competence, performance, and innovation.
B. Often referred to as the cornerstone competency of Business Agility, the critical skills and Lean-Agile principles and practices that high-performing Agile teams and Teams of Agile teams use to create high-quality solutions for their customers.
C. Applying Lean-Agile principles and practices to the specification, development, deployment, operation, and evolution of the world’s largest and most sophisticated systems.
D. A customer-centric approach to defining, building, and releasing a continuous flow of valuable products and services to customer and users
B. Often referred to as the cornerstone competency of Business Agility, the critical skills and Lean-Agile principles and practices that high-performing Agile teams and Teams of Agile teams use to create high-quality solutions for their customers.
A set of values and practices that encourage individuals—and the enterprise as a whole—to continually increase knowledge, competence, performance, and innovation is Continuous Learning Culture competency. Applying Lean-Agile principles and practices to the specification, development, deployment, operation, and evolution of the world’s largest and most sophisticated systems is Enterprise Solution Delivery. A customer-centric approach to defining, building, and releasing a continuous flow of valuable products and services to customer and users is Agile Product Delivery.
What is Organizational Agility?
A. A set of values and practices that encourage individuals—and the enterprise as a whole—to continually increase knowledge, competence, performance, and innovation.
B. Often referred to as the cornerstone competency of Business Agility, the critical skills and Lean-Agile principles and practices that high-performing Agile teams and Teams of Agile teams use to create high-quality solutions for their customers.
C. Applying Lean-Agile principles and practices to the specification, development, deployment, operation, and evolution of the world’s largest and most sophisticated systems.
D. 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.
D. 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 set of values and practices that encourage individuals—and the enterprise as a whole—to continually increase knowledge, competence, performance, and innovation is Continuous Learning Culture competency. Often referred to as the cornerstone competency of Business Agility, the critical skills and Lean-Agile principles and practices that high-performing Agile teams and Teams of Agile teams use to create high-quality solutions for their customers is Team and Technical Agility. Applying Lean-Agile principles and practices to the specification, development, deployment, operation, and evolution of the world’s largest and most sophisticated systems is Enterprise Solution Delivery.
What is Lean Portfolio Management?
A. A set of values and practices that encourage individuals—and the enterprise as a whole—to continually increase knowledge, competence, performance, and innovation.
B. Often referred to as the cornerstone competency of Business Agility, the critical skills and Lean-Agile principles and practices that high-performing Agile teams and Teams of Agile teams use to create high-quality solutions for their customers.
C. Aligns strategy and execution by applying Lean and systems thinking approaches to strategy and investment funding, Agile portfolio operations, and governance.
D. 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.
C. Aligns strategy and execution by applying Lean and systems thinking approaches to strategy and investment funding, Agile portfolio operations, and governance.
A set of values and practices that encourage individuals—and the enterprise as a whole—to continually increase knowledge, competence, performance, and innovation is Continuous Learning Culture competency. Often referred to as the cornerstone competency of Business Agility, the critical skills and Lean-Agile principles and practices that high-performing Agile teams and Teams of Agile teams use to create high-quality solutions for their customers is Team and Technical Agility. 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 Organizational Agility.
What is Continuous Learning Culture?
A. A set of values and practices that encourage individuals—and the enterprise as a whole—to continually increase knowledge, competence, performance, and innovation.
B. Often referred to as the cornerstone competency of Business Agility, the critical skills and Lean-Agile principles and practices that high-performing Agile teams and Teams of Agile teams use to create high-quality solutions for their customers.
C. Aligns strategy and execution by applying Lean and systems thinking approaches to strategy and investment funding, Agile portfolio operations, and governance.
D. Lean-Agile Leaders drive and sustain organizational change and operational excellence by empowering individuals and teams to reach their highest potential.
A. A set of values and practices that encourage individuals—and the enterprise as a whole—to continually increase knowledge, competence, performance, and innovation.
Often referred to as the cornerstone competency of Business Agility, the critical skills and Lean-Agile principles and practices that high-performing Agile teams and Teams of Agile teams use to create high-quality solutions for their customers is Team and Technical Agility. Aligns strategy and execution by applying Lean and systems thinking approaches to strategy and investment funding, Agile portfolio operations, and governance is Lean Portfolio Management. Lean-Agile Leaders drive and sustain organizational change and operational excellence by empowering individuals and teams to reach their highest potential is Lean-Agile Leadership.
What is Lean-Agile Leadership?
A. A set of values and practices that encourage individuals—and the enterprise as a whole—to continually increase knowledge, competence, performance, and innovation.
B. Often referred to as the cornerstone competency of Business Agility, the critical skills and Lean-Agile principles and practices that high-performing Agile teams and Teams of Agile teams use to create high-quality solutions for their customers.
C. Aligns strategy and execution by applying Lean and systems thinking approaches to strategy and investment funding, Agile portfolio operations, and governance.
D. Lean-Agile Leaders drive and sustain organizational change and operational excellence by empowering individuals and teams to reach their highest potential.
D. Lean-Agile Leaders drive and sustain organizational change and operational excellence by empowering individuals and teams to reach their highest potential.
A set of values and practices that encourage individuals—and the enterprise as a whole—to continually increase knowledge, competence, performance, and innovation. is Continuous Learning Culture. Often referred to as the cornerstone competency of Business Agility, the critical skills and Lean-Agile principles and practices that high-performing Agile teams and Teams of Agile teams use to create high-quality solutions for their customers is Team and Technical Agility. Aligns strategy and execution by applying Lean and systems thinking approaches to strategy and investment funding, Agile portfolio operations, and governance is Lean Portfolio Management.
Which core competency is “lean system and solution engineering” (applying lean system engineering practices to build really big systems) a dimension of?
A. Team and Technical Agility
B. Agile Product Delivery
C. Lean-Agile Leadership
D. Lean Portfolio Management
E. Continuous Learning Culture
F. Enterprise Solution Delivery
G. Organizational Agility
F. Enterprise Solution Delivery (ESD)
The 3 dimensions of Enterprise Solution Delivery are:
- Lean System and Solution Engineering (Apply Lean system engineering practices to build really big systems
- Coordinate trains and suppliers (coordinate and align the full supply chain)
- Continually evolve live systems (continue to enhance value after release)
Which core competency is “Coordinate trains and suppliers” (coordinate and align the full supply chain) a dimension of?
A. Team and Technical Agility
B. Agile Product Delivery
C. Lean-Agile Leadership
D. Lean Portfolio Management
E. Continuous Learning Culture
F. Enterprise Solution Delivery
G. Organizational Agility
F. Enterprise Solution Delivery (ESD)
The 3 dimensions of Enterprise Solution Delivery are:
- Lean System and Solution Engineering (Apply Lean system engineering practices to build really big systems
- Coordinate trains and suppliers (coordinate and align the full supply chain)
- Continually evolve live systems (continue to enhance value after release)
Which core competency is “Customer Centricity and Design Thinking” (customer is the center of your product strategy) a dimension of?
A. Team and Technical Agility
B. Agile Product Delivery
C. Lean-Agile Leadership
D. Lean Portfolio Management
E. Continuous Learning Culture
F. Enterprise Solution Delivery
G. Organizational Agility
B. Agile Product Delivery (APD)
The 3 dimensions of Agile Product Delivery are:
- Customer Centricity and Design Thinking (customer is the center of your product strategy)
- Develop on Cadence and Release on Demand (Decouple the release of value from the development cadence)
- Devops and the Continuous Delivery Pipeline (continuously explore, integrate, deploy, and release)
Which core competency is “Continually evolve live systems” (continue to enhance value after release) a dimension of?
A. Team and Technical Agility
B. Agile Product Delivery
C. Lean-Agile Leadership
D. Lean Portfolio Management
E. Continuous Learning Culture
F. Enterprise Solution Delivery
G. Organizational Agility
F. Enterprise Solution Delivery (ESD)
The 3 dimensions of Enterprise Solution Delivery are:
- Lean System and Solution Engineering (apply lean system engineering practices to build really big systems)
- Coordinate trains and suppliers (coordinate and align the full supply chain)
- Continually evolve live systems (continue to enhance value after release)
Which core competency is “Develop on Cadence and Release on Demand” (Decouple the release of value from the development cadence) a dimension of?
A. Team and Technical Agility
B. Agile Product Delivery
C. Lean-Agile Leadership
D. Lean Portfolio Management
E. Continuous Learning Culture
F. Enterprise Solution Delivery
G. Organizational Agility
B. Agile Product Delivery (APD)
The 3 dimensions of Agile Product Delivery are:
- Customer Centricity and Design Thinking (customer is the center of your product strategy)
- Develop on Cadence and Release on Demand (Decouple the release of value from the development cadence)
- Devops and the Continuous Delivery Pipeline (continuously explore, integrate, deploy, and release)
Which core competency is “Devops and the Continuous Delivery Pipeline” (continuously explore, integrate, deploy, and release) a dimension of?
A. Team and Technical Agility
B. Agile Product Delivery
C. Lean-Agile Leadership
D. Lean Portfolio Management
E. Continuous Learning Culture
F. Enterprise Solution Delivery
G. Organizational Agility
B. Agile Product Delivery (APD)
The 3 dimensions of Agile Product Delivery are:
- Customer Centricity and Design Thinking (customer is the center of your product strategy)
- Develop on Cadence and Release on Demand (Decouple the release of value from the development cadence)
- Devops and the Continuous Delivery Pipeline (continuously explore, integrate, deploy, and release)
Which core competency is “Agile Teams” (high-performing, cross functional teams) a dimension of?
A. Team and Technical Agility
B. Agile Product Delivery
C. Lean-Agile Leadership
D. Lean Portfolio Management
E. Continuous Learning Culture
F. Enterprise Solution Delivery
G. Organizational Agility
A. Team and Technical Agility
The 3 dimensions of Team and Technical Agility are:
- Agile Teams (high-performing, cross-functional teams)
- Teams of Teams (Teams of business and technical teams build solution)
- Built-In Quality (quality business solutions delight customers)
Which core competency is “Teams of Teams” (Teams of business and technical teams build solution) a dimension of?
A. Team and Technical Agility
B. Agile Product Delivery
C. Lean-Agile Leadership
D. Lean Portfolio Management
E. Continuous Learning Culture
F. Enterprise Solution Delivery
A. Team and Technical Agility
The 3 dimensions of Team and Technical Agility are:
- Agile Teams (high-performing, cross-functional teams)
- Teams of Teams (Teams of business and technical teams build solution)
- Built-In Quality (quality business solutions delight customers)
Which core competency is “Built-In Quality” (quality business solutions delight customers) a dimension of?
A. Team and Technical Agility
B. Agile Product Delivery
C. Lean-Agile Leadership
D. Lean Portfolio Management
E. Continuous Learning Culture
F. Enterprise Solution Delivery
G. Organizational Agility
A. Team and Technical Agility
The 3 dimensions of Team and Technical Agility are:
- Agile Teams (high-performing, cross-functional teams)
- Teams of Teams (Teams of business and technical teams build solution)
- Built-In Quality (quality business solutions delight customers)
Which core competency is “Strategy and Investment Funding” (align strategy, funding, and execution) a dimension of?
A. Team and Technical Agility
B. Agile Product Delivery
C. Lean-Agile Leadership
D. Lean Portfolio Management
E. Continuous Learning Culture
F. Enterprise Solution Delivery
G. Organizational Agility
D. Lean Portfolio Management
The 3 dimensions of Lean Portfolio Management are:
- Strategy and Investment Funding (align strategy, funding, and execution)
- Agile Portfolio Operations (optimize operations across the portfolio)
- Lean governance (lightweight governance empowers decentralized decision-making)
Which core competency is “Agile Portfolio Operations” (optimize operations across the portfolio) a dimension of?
A. Team and Technical Agility
B. Agile Product Delivery
C. Lean-Agile Leadership
D. Lean Portfolio Management
E. Continuous Learning Culture
F. Enterprise Solution Delivery
G. Organizational Agility
D. Lean Portfolio Management
The 3 dimensions of Lean Portfolio Management are:
- Strategy and Investment Funding (align strategy, funding, and execution)
- Agile Portfolio Operations (optimize operations across the portfolio)
- Lean governance (lightweight governance empowers decentralized decision-making)
Which core competency is “Lean governance” (lightweight governance empowers decentralized decision-making) a dimension of?
A. Team and Technical Agility
B. Agile Product Delivery
C. Lean-Agile Leadership
D. Lean Portfolio Management
E. Continuous Learning Culture
F. Enterprise Solution Delivery
G. Organizational Agility
D. Lean Portfolio Management
The 3 dimensions of Lean Portfolio Management are:
- Strategy and Investment Funding (align strategy, funding, and execution)
- Agile Portfolio Operations (optimize operations across the portfolio)
- Lean governance (lightweight governance empowers decentralized decision-making)
Which core competency is “Lean-thinking people and Agile Teams” (create an enterprise-wide, lean-agile mindset) a dimension of?
A. Team and Technical Agility
B. Agile Product Delivery
C. Lean-Agile Leadership
D. Lean Portfolio Management
E. Continuous Learning Culture
F. Enterprise Solution Delivery
G. Organizational Agility
G. Organizational Agility
The 3 dimensions of Organizational Agility are:
- Lean-thinking people and Agile Teams create an enterprise-wide, lean-agile mindset)
- Lean Business Operations (map and continuously improve business processes)
- Strategy Agility (respond quickly to opportunities and threats)
Which core competency is “Lean Business Operations” (map and continuously improve business processes) a dimension of?
A. Team and Technical Agility
B. Agile Product Delivery
C. Lean-Agile Leadership
D. Lean Portfolio Management
E. Continuous Learning Culture
F. Enterprise Solution Delivery
G. Organizational Agility
G. Organizational Agility
The 3 dimensions of Organizational Agility are:
- Lean-thinking people and Agile Teams create an enterprise-wide, lean-agile mindset)
- Lean Business Operations (map and continuously improve business processes)
- Strategy Agility (respond quickly to opportunities and threats)
Which core competency is “Strategy Agility” (respond quickly to opportunities and threats) a dimension of?
A. Team and Technical Agility
B. Agile Product Delivery
C. Lean-Agile Leadership
D. Lean Portfolio Management
E. Continuous Learning Culture
F. Enterprise Solution Delivery
G. Organizational Agility
G. Organizational Agility
The 3 dimensions of Organizational Agility are:
- Lean-thinking people and Agile Teams create an enterprise-wide, lean-agile mindset)
- Lean Business Operations (map and continuously improve business processes)
- Strategy Agility (respond quickly to opportunities and threats)