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Leading SAFe Exam > Leading SAFe Exam Flashcards > Flashcards

Leading SAFe Exam Flashcards

1
Q

12 Steps of Safe Implementation Roadmap

A

1) Reaching the tipping point
2) Train lean-agile change agents
3) train executives, managers, and leaders
4) create a lean agile center of excellence
5) Identify value streams and ARTs
6) create implementation plan
7) prepare for the art launch
8) train teams and launch the art
9) coach ART execution
10) launch more ARTs and Value Streams
11) extend to the portfolio
12) accelerate

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2
Q

Two conditions that usually lead organizations to a shared awareness of a need for change

A

1) A burning platform

2) visionary leadership

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3
Q

Three benefits of a vision for change

A

1) purpose
2) motivation
3) alignment

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4
Q

Eight stages for guiding organization transformation in Kotter’s “Leading the Change” book

A

1) establishing sense of urgency
2) creating the guiding coalition
3) developing a vision and strategy
4) communicating the change vision
5) empowering employees for broad based action
6) generating short term wins
7) consolidating gains and producing more change
8) Anchoring new approaches in the culture

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5
Q

What is an SPC

A

SAFe program consultant

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6
Q

What is the role of a Lean-Agile Center of Excellence (LACE)

A

small team of people dedicated to implementing lean-agile within an organization

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7
Q

Three types of LACE team distributions (order of smallest organizations to largest)

A

1) Central
2) decentralized
3) hub and spoke

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8
Q

Steps in identifying value streams and agile release trains (ARTs)

A
  • Identify operational value streams
  • identify the solutions for customers and people to support the solutions
  • identify the people who develop and support the solutions
  • identify the development value streams that build the solutions
  • add people needed to build the full business solution
  • realize development value streams into ARTs
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9
Q

Parts of a value stream

A
  • Trigger
  • Steps
  • Value
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10
Q

What is the lead time of a value stream

A

time from the trigger to the delivery of the value

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11
Q

Two types of value streams (overall)

A

1) operational value streams

2) developmental value streams

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12
Q

operational value streams

A

sequence of activities needed to deliver a product or a service to a customer

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13
Q

developmental value streams

A

sequence of activities needed to convert a business hypothesis into a technology enabled solution that drives customer value

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14
Q

Four types of operational value streams

A

1) fulfillment
2) manufacturing
3) software product
4) supporting

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15
Q

What does a supporting value steam deliver?

A

business support like HR and financials

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16
Q

How many people are usually within an agile release train (ART)?

A

50-125

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17
Q

True or false, you want an Agile Release Train (ART) to be dependent on other ART(s)?

A

FALSE

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18
Q

True or False, ARTs should be long-lived, stable teams that consistently deliver value

A

TRUE

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19
Q

Three steps in creating SAFe implementation plan

A

1) pick the first value stream
2) select the first A.R.T.
3) create preliminary plan for additional ARTs and value streams

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20
Q

SAFe defitniton of business agility

A

The ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative, digitally enabled business solutions.

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21
Q

In Carlotta Perez’s “Technological Revolutions” she concludes that all technical revolutions have these three phases

A

1) Installation Period
2) turning point
3) deployment period

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22
Q

definition of minimum viable product (MVP)

A

initial solution sufficient to both test business hypothesis and deliver first solid increment of value

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23
Q

Seven Core Competencies of Business Agilityq

A

1) lean agile leadership
2) continuous learning culture
3) team and technical agility
4) agile product delivery
5) enterprise solution delivery
6) lean portfolio management
7) organizational agility

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24
Q

Three dimensions of lean-agile leadership

A

1) Leading by example
2) mindset and principals
3) leading change

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25
Q

How SAFe organizes around value

A

1) build technology portfolios of development value streams
2) realize value streams with product-focused agile release trains (ARTs)
3) Form Agile Teams that can directly deliver value

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26
Q

SAFe core values

A
  • alignment
  • Built-in Quality
  • transparency
  • program execution
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27
Q

Four Bodies of Knowledge for SAFe

A

Lean
Agile
systems thinking
Dev Ops

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28
Q

What is a mindset is important for lean and agile

A

openness to change

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29
Q

Roof or goal of the house of lean

A

value

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30
Q

four pillars of the house of lean

A
  • Respect for people and culture
  • Flow
  • Innovation
  • Relentless Improvement
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31
Q

Values of the agile manifesto

A
  • individuals and interactions over processes and tools
  • working software over comprehensive documentation
  • customer collaboration over contract negotiation
  • responding to change over following a plan
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32
Q

Agile Manifesto Principle 1:

Our highest priority is to satisfy the ___ through early and continuous delivery of ____ _____

A
  • customer

- continuous software

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33
Q

Agile Manifesto Principle 2

Welcome _____ _____ even late in development

A

changing requirements

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34
Q

Agile Manifesto Principle 3

Deliver ____ ____ frequently, from a couple of weeks to a couple of months, with a preference for the shorter time scale

A

working software

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35
Q

Agile Manifesto Principle 4

____ ____ and ____ must work together daily throughout the project

A
  • business people

- developers

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36
Q

Agile Manifesto Principle 5

Build projects around ____ ____. Give them the environment and support they need, and ____ them to get the job done

A
  • motivated individuals

- trust

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37
Q

Agile Manifesto Principle 6

The most efficient and effective method of conveying information within a development team is _____

A

face to face conversation

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38
Q

Agile Manifesto Principle 7

____ ____is the primary measure of progress

A

Working Software

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39
Q

Agile Manifesto Principle 9

Continuous attention to technical excellence and ____ ____ enhances agility

A

good design

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40
Q

Agile Manifesto Principle 10

____ - the art of maximizing the amount of work not done - is essential

A

simplicity

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41
Q

Agile Manifesto Principle 11

The best architectures, requirements, and designs emerge from ____ ____ ____

A

self organizing teams

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42
Q

Agile Manifesto Principle 12

At ____ ____, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly

A

regular intervals

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43
Q

Agile Manifesto Principle 12

At ____ ____, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly

A

regular intervals

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44
Q

Safe Agile Principal 1

take an ____ view

A

economic

45
Q

Safe Agile Principal 2

apply ____ ____

A

systems thinking

46
Q

Safe Agile Principal 4

Build _____ with fast, integrated learning cycles

A

incrementally

47
Q

Safe Agile Principal 5

base milestones on objective evaluation of _____ _____

A

working systems

48
Q

Safe Agile Principal 6

visualize and limit ____, reduce ____ ____, and manage ___ ____

A
  • WIP
  • batch sizes
  • que lengths
49
Q

Difference between agile and safe agile

A

SAFe is built for large scale implementations in organizations

50
Q

Safe Agile Principal 7

apply cadence, synchronize with ____-____ planning

A

cross domain

51
Q

Safe Agile Principal 8

unlock the ____ ____ of knowledge workers

A

intrinsic motivations

52
Q

Safe Agile Principal 9

decentralize ____ ____

A

decision-making

53
Q

Safe Agile Principal 10

organize around ____

A

value

54
Q

Difference between agile and safe agile

A

SAFe is built for large scale implementations in organizations

55
Q

what is the base of the house of lean?

A

leadership

56
Q

characteristics of decisions that should be centralized

A
  • infrequent
  • long lasting
  • provide significant economies of scale
57
Q

characteristics of decisions that should be decentralized

A
  • frequent
  • time critical
  • require local information
58
Q

SAFe organizes around value through three parts

A

1) build technology portfolios of development streams
2) realize value streams with product focused agile release trains
3) form agile teams that can directly deliver value

59
Q

What are business owners?

A

Small group of stakeholders who have the primary business and technical responsibility for governance, compliance, and ROI for a solution developed by an ART

60
Q

Responsibilities of business owners prior to PI planning

A
  • provide input to backlog
  • understand business objectives
  • ensure business objectives are understood by stakeholders of the train
  • communicate business context (milestones and dependencies)
61
Q

Responsibilities of business owners during PI planning

A
  • provide business context
  • available to participate in key activities
  • watch for significant external dependencies
  • actively circulate during planning
62
Q

Who assigns business values during the PI planning process?

A

Business Owners

63
Q

Responsibilities of business owner during PI execution

A
  • participate in maintaining alignment
  • help validate definition of minimum viable product
  • attend system demo
  • attend ART iteration planning and retrospective
  • participate in release management
64
Q

True or False: active participation of business owners is critical to the success of the agile release train

A

True

65
Q

Five elements of customer centricity

A
  • focus on the customer
  • understand customer’s needs
  • think and feel like the customer
  • build whole product solutions
  • know customer lifetime value
66
Q

What type of research primarily drives product strategy (market research or user research)

A

Market Research

67
Q

What type of research primarily drives product design (market research or user research)

A

user research

68
Q

whole product thinking helps ensure that the ____ and ____ being created for customers fulfill their needs

A

products and solutions

69
Q

generic product

A

minimal offering of a product that meets customer needs

70
Q

expected product

A

customers minimal purchase conditions as informed by alternative or competing products

71
Q

augmented product

A

goes beyond expectations

72
Q

potential product

A

every possible thing that might be done to attract and keep customers

73
Q

market rhythm

A

set of events that occur repeatedly on a predictable cadence

74
Q

market event

A

one-time future event which has a high probability of materially affecting one or more solutions

75
Q

two primary means by which a customer derives values from products and services

A

1) cost reduction

2) revenue enhancement

76
Q

design thinking definition

A

customer centric development process that creates desirable products that are profitable and sustainable over their lifecycle

77
Q

4 ways to measure efforts of design thinking

A
  • desirable
  • feasible
  • viable
  • sustainable
78
Q

Two steps to exploring a problem in design thinking

A
  • discover

- define

79
Q

two steps in designing a solution in design thinking

A
  • develop

- deliver

80
Q

Why do you use personas in design thinking

A

to depict the different people who might use a product or solution, providing insights into how real users would engage with a solution

81
Q

What is an empathy map

A

a design thinking tool that promotes customer identification

82
Q

7 parts of an empathy map

A

1) Who are we empathizing with
2) what do they need to do
3) what do they see
4) what do they say
5) what do they do
6) what do they hear
7) what do they think and feel

83
Q

Journey map

A

captures high level experience of the customer through the operational value stream

84
Q

_____ are implemented through one or more user stories

A

features

85
Q

user stories

A

primary means of expressing needed functionality

86
Q

4 benefits of prototypes to product teams

A
  • fast feedback
  • risk reduction
  • intellectual property
  • models for requirements
87
Q

continuous integration (CI)

A

process of taking features from the program backlog and developing, testing, integrating, and validating them in a staging environment where they are ready for deployment and release

88
Q

4 parts of the continuous delivery pipeline

A
  • continuous exploration
  • continuous integration
  • continuous deployment
  • release on demand
89
Q

4 activities associated with continuous integration

A
  • develop
  • build
  • test end to end
  • stage
90
Q

developing the solution

A

implementation of stories by refining features from the program backlog then coding testing and commting the work product into the source control sustem

91
Q

Seven practices associated with developing the solution

A

1) break features into stories
2) behavior driven development (BDD)
3) test driven development (TDD)
4) version control
5) built in quality
6) application telemetry
7) threat modeling

92
Q

five practices in building the solution

A

1) continuous code integration
2) build and test automation
3) trunk based development
4) gated commit
5) application security

93
Q

practices which can help in end to end system testing

A
  • test and production environment congruity
  • test automation
  • test data automation
  • service virtualization
  • service virtualization
  • testing nonfunctional requirements
  • continuous integration with suppliers
94
Q

suggestions to build successful CI culture and practice

A
  • integrate often
  • make integration results visible
  • fixing failed integrations is a top priority
  • establish common cadence
  • develop and maintain proper infrastructure
  • apply supportive software engineering practices
95
Q

DevOps is the combination of which two words

A

development and operations

96
Q

without DevOps there is a significant tension between those who ____ ____ and those who ____ and ____ those solutions

A
  • build solutions

- support and maintain

97
Q

solution demo

A
  • integrates development efforts from all ARTs

- makes development visible to customers and stakeholders for feedback

98
Q

attendees for a solution demo

A
  • solution management
  • solution train engineers
  • system and solution engineers/architects
  • customers
  • ART representatives
  • LPM representatives
  • Large Solution SAFe stakeholders
  • deployment operations representatives
99
Q

highlights of a portfolio

1) ______ streams
2) ______ budgets
3) ______ kanban
4) ______ Vision
5) ______ canvas

A

1) value streams
2) lean budgets
3) portfolio kanban
4) portfolio vision
5) portfolio canvas

100
Q

Role of enterprise architect

A

work across value streams and ARTs to help provide strategic technical direction that can optimize portfolio outcomes

101
Q

strategic themes

A

specific itemized objectives that connect the portfolio to the evolving enterprise business strategy

102
Q

portfolio vision

A

description of the future state of a portfolio’s value stream/solutions and describes how they will cooperate to reach the portfolio’s objectives and broader aim of the enterprise

103
Q

solution investments by horizon

A

assists the portfolio in ensuring managing near and long term investment solution investments

104
Q

guardrails (portfolio solution set)

A

portfolio’s policies and practices for budgeting, spending, and governance

105
Q

business epics

A

new business capabilities that can only be provided through cooperation among value streams

106
Q

enabler epics

A

architectural, technology, and business process initiatives that are necessary to enable new features and capabilities

107
Q

Portfolio kanban

A

system for visualizing the flow of epics

108
Q

portfolio backlog

A

highest level backlog in SAFe. Holds approved business and enabler epics that are required to create a portfolio solution set

109
Q

portfolio canvas

A

defines value streams that are included in a safe portfolio and

  • the solutions they deliver
  • customers served
  • budgeting
  • other activities and events

Leading SAFe Exam (1 decks)

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