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SAFe5.1 SPC > Lesson #2 & #3 Being a Lean-Agile Leader (15%) > Flashcards

Lesson #2 & #3 Being a Lean-Agile Leader (15%) Flashcards

1
Q

Why Lean-Agile Leadership?

A

An organization’s managers, executives, and other leaders
are responsible for the adoption, success, and
ongoing improvement of Lean-Agile development and
the competencies that lead to Business Agility. Only they
have the authority to change and continuously improve the
systems that govern how work is performed.

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2
Q

What are the 4 bodies of Knowledge that SAFe is based on?

A

1) Agile Development
2) Lean Product Development
3) Systems Thinking
4) DevOps

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3
Q

What are the 4 bodies of Knowledge that SAFe is based on?

A

1) Agile Development
2) Lean Product Development
3) Systems Thinking
4) DevOps

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4
Q

What are the SAFe Core Values

A

Alignment
Built in Quality
Transperency
Program Execution

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5
Q

Exemplifying SAFe core value of Alignment

A

► Communicate the mission, vision, and strategy
► Provide briefings and participate in PI Planning
► Participate in backlog review and preparation
► Organize around Value Streams
► Constantly check for understanding

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6
Q

Exemplifying SAFe core value of Built in Quality

A

► Refuse to accept low-quality work
► Support investments in technical debt reduction
► Ensure UX, architecture, operations, security,
compliance, and others are part of the flow
of work

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7
Q

Exemplifying SAFe core value of Transparency

A

► Visualize all relevant work
► Take ownership and responsibility for errors
► Admit your own mistakes
► Support others who acknowledge and learn from
their mistakes—never punish the messenger

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8
Q

Exemplifying SAFe core value of Program Execution

A

► Participate as an active Business Owner
► Celebrate high quality and predictably
delivered PIs
► Aggressively remove impediments
and demotivators

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9
Q

What is Lean Thinking

A

✓ Precisely specify value
by product
✓ Identify the Value
Stream for each product
✓ Make value flow without
interruptions
✓ Let the Customer pull
value from the producer
✓ Pursue perfection

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10
Q

House of Lean’s roof

A

Value

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11
Q

House of Leans’s foundation

A

Leadership

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12
Q

House of Lean’s Four Pillars

A

Respect Individuals and culture
Flow
Innovation
Relentless Improvement

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13
Q

What does Value mean in the HoL

A

Achieve the shortest sustainable lead
time with:
► The best quality and value to
people and society
► High morale, safety, and Customer
delight

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14
Q

What does Respect for people and culture mean in the HoL

A

► Generative culture
► People do all the work
► Your Customer is whoever
consumes your work
► Build long-term partnerships based
on trust
► To change the culture, you have to
change the organization

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15
Q

What does Flow mean in the HoL

A

► Optimize sustainable value
delivery
► Build in quality
► Understand, exploit, and manage
variability
► Move from projects to products

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16
Q

What does Innovation mean in the HoL

A

► Innovative people
► Provide time and space for
innovation
► Go see
► Experimentation and feedback
► Innovation riptides
► Pivot without mercy or guilt

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17
Q

What does Relentless Improvement mean in the HoL

A

► A constant sense of danger
► Optimize the whole
► Problem-solving culture
► Base improvements on facts
► Reflect at key Milestones

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18
Q

What does Leadership mean in the HoL

A

► Lead by example
► Adopt a growth mindset
► Exemplify the values and
principles of Lean-Agile and SAFe
► Develop people
► Lead the change
► Foster psychological safety

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19
Q

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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20
Q

10 SAFe Lean Agile Principles

A

1 Take an economic view

#2 Apply systems thinking
#3 Assume variability; preserve options
#4 Build incrementally with fast, integrated learning cycles
#5 Base milestones on objective evaluation of working systems
#6 Visualize and limit WIP, reduce batch sizes, and manage queue lengths
#7Apply cadence, synchronize with cross-domain planning
#8 Unlock the intrinsic motivation of knowledge workers
#9 Decentralize decision-making
#10 Organize around value

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21
Q

Agile economics

A

Deliver early and often
Deliver value incrementally
Early delivery has higher value

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22
Q

Attributes of Systems Thinking

A

The Solution and the Enterprise are both
affected by the following:
► 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

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23
Q

How to calculate Flow Efficiency %

A

of hours of Value/# of days to deliver

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24
Q

Preservation of options improves

A

economic results

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25
Q

Set Based Approach vs Single Point Approach

A

Let’s you analyze multiple Design Options

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26
Q

The shorter the cycles

A

the faster the learning

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27
Q

Why does a building incrementally provide value

A

Fast feedback accelerates knowledge.
► Improves learning efficiency by
decreasing the time between action
and effect
► Reduces the cost of risk-taking by
truncating unsuccessful paths quickly
► Is facilitated by small batch sizes
► Requires increased investment in
development environment

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28
Q

What are integration points and why control development

A

►Integration points accelerate
learning
► Development can proceed no
faster than the slowest learning
loop
► Improvement comes through
synchronization of design loops
and faster learning cycles

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29
Q

What is the problem with phased gate milestones

A

Phase gates fix requirements and designs too early, making adjustments too late
and costly as new facts emerge.

30
Q

Program Increment (PI) System Demos are orchestrated to deliver

A

objective progress, product, and process Metrics.

31
Q

Why are small batches important

A

► Large batch sizes increase variability
► High utilization increases variability
► Severe project slippage is the most likely
► Small batches go through the system faster with lower variability

32
Q

which batch is the most important

A

The handoff batch

33
Q

Total costs are

A

the sum of holding
costs and transaction costs

34
Q

Higher transaction costs

A

make optimal batch size bigger

35
Q

Higher holding costs

A

make optimal batch size smaller

36
Q

Reducing transaction costs reduces

A

total costs and lowers optimal batch size.

37
Q

What are some of the benefits reducing batch size:

A

– Increases predictability
– Accelerates feedback
– Reduces rework
– Lowers cost

38
Q

Long queues create

A

Longer Lead times
Increased Risk
More Variability
Lower Quality
Less motivation

39
Q

What is Little’s Law

A

Average wait time = average queue length
divided by average processing rate

  • Faster processing time decreases wait
  • Shorter queue lengths decrease wait
40
Q

How can you control wait times:

A

by controlling queue lengths
- WIP limits, small batches, defer commitments

41
Q

When do you CENTRALIZE decision making?

A

► Infrequent – Not made very often and usually not urgent (Example: Internationalization strategy)
► Long-lasting – Once made, highly unlikely to change (Example: Common technology platform)
► Significant economies of scale – Provide large and broad economic benefit (Example: Compensation strategy)

42
Q

When do you DECENTRALIZE decision making?

A

► Infrequent – Not made very often and usually not urgent
(Example: Internationalization strategy)
► Long-lasting – Once made, highly unlikely to change
(Example: Common technology platform)
► Significant economies of scale – Provide large and broad economic benefit (Example: Compensation strategy)

43
Q

Development Value Streams
From Feature request to New Increment of Value

A

Define
Build
Validate
Release

44
Q

Agile Teams are cross-functional, self-organizing entities that can define, build, test, and where applicable, deploy increments of value.
True or False

A

True

45
Q

What Specialty roles are in an Agile Team

A

Scrum Master
Product Owner

46
Q

How often should they deliver value

A

Every two weeks

47
Q

What is the right size for an Agile Team

A

5 to 11 team members

48
Q

Match the role to Scrum Master or to Product Owner

A
  • Acts as the Customer for team questions
  • Coaches the Agile Team in selfmanagement
  • Prioritizes the Team Backlog
  • Helps the team focus on creating increments of value each Iteration
  • Contributes to the Vision and Roadmap
  • Facilitates the removal of impediments to the team’s progress
  • Ensures that all team events take place, are productive and kept within the timebox
  • Creates, clearly communicates and accepts Stories
49
Q

Since Scrum is built on transparency, inspection, adaptation, and short learning cycles what are the work items associated with Scrum

A

Stories
Team Backlog
Iteration Planning
Iteration Review
Iteration Retrospective
Value

50
Q

What is the workflow of a Kanban Board

A

Team Backlog
Analyze
Review
Build
Integrate and Test
Accepted

51
Q

What is the Agile Team Maturity Model

A

Be Agile
Know your value streams
Specialize the principles and Practices

52
Q

What are the Agile quality practices that apply to every team, whether business or technology:

A

– Establish flow
– Peer review and pairing
– Collective ownership and standards
– Automation
– Definition of done

53
Q

Software quality practices can include;

A

Agile testing, behavior-driven development, test-driven Development, refactoring, code quality, and Agile architecture

54
Q

Support hardware quality with

A

exploratory, early iterations, frequent system-level
integration, design verification, Model-Based Systems engineering (MBSE), and set-based design.

55
Q

What should be the size of an Agile Release Trains (ARTs)

A

5 – 12 teams (50 – 125+ individuals)

56
Q

A ART should be over an iteration
True or False

A

False. A ART should be over the entire Program Increment

57
Q

An ART should be Aligned to a common mission via a how many program Backlogs

A

A single

58
Q

How many types of Trains

A

4

59
Q

What are the types of trains

A

1 - Stream-aligned team – organized around the flow of work and has the ability to deliver value directly to the Customer or end user.
2 - Complicated subsystem team – organized around specific
subsystems that require deep specialty skills and expertise.
3 - Platform team – organized around the development and support of platforms that provide services to other teams.
4 - Enabling team – organized to assist other teams with specialized capabilities and help them become proficient in new technologies.

60
Q

Who should be on the Agile Release Train

A

Release Train Engineer
System Architect/Engineering
Business Owners
Product Management
The System Team

61
Q

What does the Release Train Engineer do

A

acts as the Chief Scrum Master for the train.

62
Q

What does the System Architect/Engineering do

A

provides architectural guidance and technical enablement to the teams on the train.

63
Q

What does the Business Owner do

A

are key stakeholders on the Agile Release Train.

64
Q

What does the Product Management do

A

owns, defines, and prioritizes the Program Backlog.

65
Q

What does the System Team do

A

provides processes and tools to integrate and evaluate assets early and often.

66
Q

Why Lean-Agile Leadership?

A

An organization’s managers, executives, and other leaders
are responsible for the adoption, success, and
ongoing improvement of Lean-Agile development and
the competencies that lead to Business Agility. Only they
have the authority to change and continuously improve the
systems that govern how work is performed.

67
Q

What are the 2 Mindsets of Lean Agile?

A

Fixed Mindset
Grwoth Mindset

68
Q

What is a Leading by example

A

Leading by example by:
Authenticity
Decentralized Decision Making
Emotional Intelligence
Lifelong Learning
Growing others

69
Q

What is Leading Change

A

Change Vision
Change Leadership
Coalition for Change
Psycological Safety
Training

70
Q

Why Team and Technical Agility

A

Agile Teams and teams of Agile Teams create and
support the business Solutions that deliver value
to the Enterprise’s Customers. Consequently, an organization’s ability to thrive in the digital age is entirely dependent on the
ability of its teams to deliver Solutions that reliably meet
a Customer’s needs.

SAFe5.1 SPC (13 decks)

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