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Leading SAFe 4.6.0.1 > Leading SAFe Study Cards > Flashcards

Leading SAFe Study Cards Flashcards

To provide a refresher from Leading SAFe course.

1
Q

1.2: The Five Core Competencies of the Lean Enterprise

A
  1. Lean-Agile Leadership
  2. Team and Technical Agility
  3. DevOps and Release on Demand
  4. Business Solutions and Lean Systems Engineering
  5. Lean Portfolio Management
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2
Q

1.2: Who is responsible for releasing?

A

The Business

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3
Q

1.2 How many SAFe Principles are there?

A

9

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4
Q

1.2 What does the Continuous Delivery Pipeline consist of?

A

Continuous Exploration, Continuous Integration, Continuous Deployment

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5
Q

1.2 What does ART stand for?

A

Agile Release Train

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6
Q

1.2 How many people is an ART typically comprised of?

A

50-125 People

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7
Q

1.2 What are the 4 configuration levels in SAFe?

A
  1. Essential
  2. Portfolio
  3. Large Solution
  4. Full
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8
Q

1.2 Which level of SAFe contains Lean Portfolio Management?

A

Full Configuration

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9
Q

2.1 What are the 4 SAFe core values?

A

Alignment, Transparency, Built-in Quality, Program Execution

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10
Q

2.2 What are the 4 Pillars in the SAFe “House of Lean?”

A

Respect for People and Culture, Flow, Innovation, Relentless Improvement

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11
Q

2.2 What is the foundation of the SAFe “House of Lean?”

A

Leadership

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12
Q

2.2 What is the roof on the SAFe “House of Lean?”

A

Value

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13
Q

2.3 What is the primary measure of progress?

A

Working Software

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14
Q

2.4 What is it called where Flexible Specifications and Design Sets meet?

A

The Cone of Uncertainty

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15
Q

2.4 What does PDCA stand for in the iterative learning cycle?

A

Plan, Do, Check, Adjust

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16
Q

2.4 What controls Product Development?

A

Integration Points

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17
Q

2.4 Which milestones force too early design decisions and encourage false positive feasibility?

A

Phase Gate Milestones

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18
Q

2.4 Infrastructure improvements are also known as what?

A

Enablers

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19
Q

2.4 What does BVIR stand for?

A

Big Visible Information Radiator

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20
Q

2.4 What does WIP stand for?

A

Work in Process

21
Q

2.4 Why is small batch development important?

A
  1. Large batch sizes increase variability
  2. High utilization increases variability
  3. Severe project slippage is the most likely result
  4. Small batches go through the system faster, with lower variability
  5. The most important batch is the handoff batch
22
Q

2.4 Optimum batch size is an example of what kind of optimization?

A

U-curve optimization

23
Q

2.4 True or False: Reducing batch size lowers cost?

A

True

24
Q

2.4 What is Little’s Law?

A

Average wait time = average queue length / average processing rate

25
Q

2.4 What event is an example of applying cadence and synchronization?

A

PI Event

26
Q

2.4 True or False: Cadence without synchronization is enough?

A

False. Cadence and synchronization are both needed to ensure delivery

27
Q

2.4 True of False: Cadence-based planning limits variability to a single interval?

A

True

28
Q

2.4 Workers are knowledge workers if they know more about the work they perform than who?

A

Their bosses

29
Q

2.4 Empowering others to make changes is an example of what kind of decision-making?

A

De-centralized Decision Making

30
Q

2.4 True or False: You should de-centralize decision making when the decision provides large and broad economic benefit?

A

False. Decision making should be centralized when the decision is:
Infrequent - not made very often and usually not urgent (i.e.- internationalization strategy)
Long Lasting - made once, highly unlikely to change (i.e.- common technology platform)
Significant Economies of Scale - Providing large and broad economic benefit (i.e.- compensation strategy)

31
Q

3.1 What is “Lead Time?”

A

Lead time is the time from Trigger to Value Delivery

32
Q

3.1 What is a Value Stream?

A

A value stream is the sequence of steps used to deliver value to the customer. It contains the whole sequence and the people who do the work, system, flow of information, and materials

33
Q

3.2 What is an iteration also known as?

A

A Sprint

34
Q

3.3 What does PI stand for?

A

Program Increment

35
Q

3.3 What does RTE stand for?

A

Release Train Engineer

36
Q

3.3 What does the RTE do?

A

Acts as the Chief Scrum Master for the train

37
Q

3.3 What are the program roles that support the release train?

A

RTE, Product Management, System Architect, System Team, and Business Owners (the $$)

38
Q

3.3 What is a group of ARTs under the same value stream called?

A

A Solution Train

39
Q

3.4 What are the INPUT artifacts for the PI Planning?

A

Program Backlog, Top 10 Features

40
Q

3.4 What are the OUTPUT artifacts from PI Planning?

A

Team and Program PI Objectives, Program Board

41
Q

3.4 What are Stretch Objectives?

A

Objectives that are not included in the commitment that help improve the predictability of delivering business value.

42
Q

3.4 True or False: Stretch Objectives are not included in Velocity/Capacity?

A

False. Stretch Objectives are considered.

43
Q

3.4 Features fit in one ___ ; Stories fit in one ___

A

PI , Iteration

44
Q

4.1 Which day of PI Planning do you hold Architecture Vision and Development Practices?

A

Day 1

45
Q

4.1 What does ROAM stand for?

A

Resolve, Own, Accept, Mitigate

46
Q

4.1 Can the team’s plan be changed at the end of Day 1?

A

No. Management can make adjustments to scope and objectives based on the day’s planning but they cannot change the team’s plan.

47
Q

4.2 When does Prod Mgmt. add business value?

A

Day 2 Team Breakout Sessions

48
Q

4.2 What values do the Business Owners assign to PI Objectives?

A

1-10 with no repeating values.

Leading SAFe 4.6.0.1 (1 decks)

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