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SAFe v5 - Leading SAFe > Lesson 4 > Flashcards

Lesson 4 Flashcards

1
Q

Why should we use customer centricity with design thinking?

A

All customer-centric enterprises delivery are designed with a deep understanding of customer needs

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2
Q

What is design thinking?

A

an iterative solution development process that promotes holistic approach to delighting all stakeholders

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3
Q

what are personas?

A

fictional characters based upon your research that represent the different people who might use your product or solution in a similar way

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4
Q

what is an empathy map?

A

a tool that helps teams develop deep, shared understanding and empathy for other people

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5
Q

What would you use an empathy map?

A

to design better experiences and value streams

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6
Q

what tool can you use to map empathy?

A

empathy map canvas

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7
Q

what do you use journey maps for?

A

to design the customer experience

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8
Q

what do you use story maps for?

A

to capture workflows

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9
Q

how are features managed?

A

the program backlog

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10
Q

what is the program backlog?

A

the holding area for upcoming features, which are intended to address user needs and deliver business benefits for a single Agile Release Train (ART)

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11
Q

what is The Vision?

A

a description of the future state of the product

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12
Q

What does The Vision do?

A

aligns everyone on the product’s direction

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13
Q

what are features?

A

they represent the work for the Agile Release Train, and is an industry-standard term that marketing and product management is familiar with

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14
Q

How many Program Increment (PI) does a feature fit in?

A

1 for ART

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15
Q

What is a benefit hypothesis?

A

Justifies Feature implementation cost and provides business perspective when making scope decisions

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16
Q

How are features implemented?

A

stories

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17
Q

what are stories?

A

small increments of value that can be developed in days and are relatively easy to estimate

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18
Q

How many iterations does a story fit in?

A

1 for one team

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19
Q

what is a story point?

A

a singular number that represents volume, complexity, knowledge, and uncertainty

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20
Q

Are story points relative?

A

yes. they are not connected to any specific unit of measure

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21
Q

how do you prioritize the backlog?

A

use estimating poker

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22
Q

who should be part of the estimation?

A

the whole team

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23
Q

what does prioritization of features in a flow based system require?

A

1) the cost of delay (CoD) of delivering value
2) the duration to implement the value

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24
Q

What is the formula for Weighted Shortest Job First (WSJF)

A

WSJF = Cost of Delay/ Job Size

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25
What is the formula for Cost of Delay (CoD)?
CoD = User-Business Value + Time Criticality + Risk Reduction and Opportunity Enablement slide 161
26
What is Program Increment (PI) Planning?
a cadence-based face-to-face event that serves as the heartbeat of the Agile Release Train (ART), aligning all the teams on the ART to a shared mission and Vision slide 165
27
Who owns feature priorities?
Product Management slide 165
28
Who owns story planning and high level estimates?
Agile Teams slide 165
29
Who works as intermediaries for governance, interfaces and dependencies?
Architect/Engineering and UX Slide 165
30
What are the benefits of PI Planning?
1) Establishing face-to-face communication across all team members and stakeholders 2) Aligning development to business goals with the business context, Vision, and Team/Program PI Objectives 3) Identifying dependencies and fostering cross-team and cross-ART collaboration 4) Providing the opportunity for 'just the right amount' of architecture and Lean User Experience (UX) guidance 5) Matching demand to capacity, eliminating excess work in progress (WIP) 6) Fast decision making Slide 167
31
What are objectives?
Business Summaries of what each team intends to deliver in the upcoming PI slide 169
32
How do you maintain predictability?
Uncommitted objectives slide 170
33
What are uncommitted objectives?
goals built into the plan (e.g., stories that have been defined and included for these objectives), but are not committed to by the team because of too many unknowns or risks source: Google
34
How do you calculate Iteration capacity?
= (8 x # of full time team members) - # of days off per person slide 181
35
What are the possible changes made during planning adjustments?
business priorities adjustment to vision changes to scope movement of people slide 188
36
What are the ROAMing Risks categories?
Resolved - has been addressed Owned - Someone has taken responsibility Accepted - nothing more can be done Mitigated - team has plan to adjust as necessary slide 194
37
For a confidence vote, what does one finger mean?
no confidence slide 196
38
What is the flow of work stages of the Program Kanban?
1) funnel 2) Analyzing 3) backlog 4) implementing 5) validating on staging - in progress 6) validating on staging - ready 7) deploying to production - in progress 8) deploying to production - ready 9) releasing 10) done slide 199
39
What do program events do?
they drive the train. they create a closed-loop system to keep the train on the tracks slide 201
40
What does ART sync used to do?
coordinate progress slide 202
41
What are the parts of the ART sync?
Scrum of scrums PO Sync Slide 202
42
How often should you demo the full system increments?
every two weeks slide 203
43
What is the Innovation and Planning (IP) Iteration?
acts as an estimating buffer for meeting PI Objectives and provides dedicated time for innovation, continuing education, PI Planning, and Inspect and Adapt (I&A) events source: google
44
what happens without IP iteration?
1) lack of delivery capacity buffer impacts predictability 2) little innovation; tyranny of the urgent 3) technical debt grows uncontrollably 4) people burn out 5) no time for teams to plan, demo, or improve together slide 206
45
What are the three parts of Inspect and Adapt events?
1) The PI System Demo 2) Quantitative and Qualitative Measurement 3) problem-solving workshop slide 207
46
What happens at the end of the PI?
PI System Demo, where teams demonstrate the current state of the Solution to the appropriate stakeholders slide 208
47
What is compared during program performance reporting?
Planned vs actual PI Objectives - teams meeting with their business owners to self-assess the business value they achieved for each objective - each team's planned vs actual business value is then rolled up to the program predictability measure slide 209
48
what report compares actual business value achieved to planned business value?
Program Predictability Measure slide 210
49
What is the problem-solving workshop?
a short retrospective workshop where teams systematically address the larger impediments that are limiting velocity slide 211
50
what is DevOps?
DevOps is the practice of operations and development engineers participating together in the entire service lifecycle, from design through the development process to production support source: google
51
What is the CALMR approach to DevOps?
``` Culture Automation Lean flow Measurement Recovery ``` slide 217
52
Is DevOps optional?
no slide 218
53
What does the continuous delivery pipeline enable?
the flow of value slide 219
54
What are the parts of the continuous delivery pipeline?
Continuous Exploration Continuous Integration Continuous Deployment Release on Demand slide 219
55
What does Continuous Exploration do?
understands the customer needs slide 220
56
What is Architectural Runway?
an existing code, hardware components, marketing branding guidelines, etc. that enable near-term business features slide 225

SAFe v5 - Leading SAFe (6 decks)

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