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SAFe Agile > Lesson 4: Building Solutions with Agile Product Delivery > Flashcards

Lesson 4: Building Solutions with Agile Product Delivery Flashcards

1
Q

Why Customer Centricity?

A

Customer-centric Enterprises deliver whole-product Solutions that are designed with a deep understanding of Customer needs.

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2
Q

Customer-centric businesses generate

A
  • greater profits
  • increased employee engagement
  • more satisfied customers
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3
Q

Customer-centric governments and nonprofits create

A

the resiliency, sustainability, and alignment needed to full fill their mission.

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4
Q

Customer Centricity mindset

A

Whenever a customer-centric Enterprise makes a decision, it fully considers the effect it will have on its end users.

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5
Q

What is Design Thinking?

A

Design Thinking is an iterative Solution development process that promotes a holistic approach to delighting stakeholders.

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6
Q

Use personas to understand Customers

A

Personal are fictional characters based upon your research. They represent the different people who might use your product or Solution in a similar way.

  • Convey the problems they’re facing in context (i.e., their work environment) and key triggers for using the product
  • Capture rich, concise information (photographs, family stories, jobs, etc.) that inspire great products without unnecessary details
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7
Q

Empathy Maps

A

Use them to identify with Customers

  • The empathy map is a tool that helps teams develop deep, shared understanding and empathy for the Customer
  • Use it to design better user experiences and Value Streams
  • Who are we empathizing with?
  • What do they hear?
  • What do they do?
  • What do they think and feel?
  • What do they say?
  • What do they see?
  • What do they need to do?
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8
Q

Journey Maps

A

Use this to design the end-to-end Customer Experience

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9
Q

Story Maps

A

Use this to capture workflows

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10
Q

Features are managed through

A

Program Backlog, which is the holding area for upcoming Features, that will address user needs and deliver business benefits for a single Agile Release Train (ART).

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11
Q

The Vision

A

is a description of the future state of the product. It aligns everyone on the product’s direction.

  • How will our product solve our customer’s problems?
  • What Features does it have?
  • How will it differentiate us?
  • What Nonfunctional Requirements does it deliver?
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12
Q

Features represent

A

the work for the Agile Release Train

  • Feature is an an industry-standard term familiar to marketing and Product Management
  • Benefit Hypothesis justifies Feature Implementation cost and provides business perspective when making scope decisions
  • Acceptance Criteria are typically defined during Program Backlog refinement
  • Reflect functional and nonfunctional requirements
  • Fits in one PI
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13
Q

Feature

A

an industry-standard term familiar to marketing and Product Management

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14
Q

Benefit Hypothesis

A

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

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15
Q

Acceptance Criteria

A

are typically defined during Program Backlog refinement

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16
Q

Features are implemented by

A

Stories

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17
Q

Stories are

A

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

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18
Q

Story user-voice form captures

A

role, activity, and goal

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19
Q

Features fit in

A

one PI for one ART

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20
Q

Stories fit in

A

one iteration for one Team

21
Q

Story points are

A

Relative. They are not connected to any specific unit of measure.

22
Q

Apply estimating poker for

A

fast, relative estimating.

  • It combines expert opinion, analogy, and disaggregation for quick but reliable estimates
  • All team members participate
23
Q

Estimation is a whole-team exercise that

A
  • Increases accuracy by including all perspectives
  • Builds understanding
  • Creates shared commitment

Warning: Estimation performed by a Manager, Architect, or select group negates these benefits.

24
Q

Prioritize Features for optimal ROI

A

In a flow system, job sequencing is the key to improving economic outcomes.

25
Q

To prioritize based on Lean economics, we need to know 2 things:

A
  • The cost of delay (CoD) in delivering value

* What is the cost to implement the valuable thing?

26
Q

Components of cost of delay

A

User-Business Value
Time Criticality
Risk Reduction & Opportunity Enablement (RR & OE)

27
Q

User-Business Value

A

Relative value to the customer or business.

  • They prefer this over that
  • Revenue impact?
  • Potential penalty or other negative impact?
28
Q

Time Criticality

A

How user/ business value decays over time

  • Is there a fixed deadline?
  • Will they wait for us or move to another solution?
  • What is the current effect on customer satisfaction?
29
Q

Risk Reduction & Opportunity Enablement (RR & OE)

A

What else does this do for our business

  • Reduce the risk of this or future delivery?
  • Is there value in the information we will receive?
  • Enable new business opportunities?
30
Q

Calculate WSJF with relative estimating

A

In order to calculate WSJF, teams need to estimate cost of delay and duration

  • For duration, use job size as a quick proxy for duration
  • Relative estimating is a quick technique to estimate job size and relative value
  • WSJF stakeholders: Business Owners, Product Managers, Product Owners, and System Architects
31
Q

Program Increment (PI) Planning

A

is 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.

  • Two days every 8-12 weeks (10 weeks is typical)
  • Everyone attends, in person if at all possible
  • Product Management owns Feature priorities
  • Agile Teams own Story planning and high-level estimates
  • Architect/ Engineering and UX work as intermediaries for governance, interfaces, and dependencies
32
Q

The benefits of PI Planning

A
  • Establishing face-to-face communication across all team members and stakeholders
  • Aligning development to business goals with the business context, vision, and Team/ Program PI Objectives
  • Identifying dependencies and fostering cross-team and cross-ART collaboration
  • Providing the opportunity for ‘just the right amount’ of architecture and Lean User Experience (UX) guidance
  • Matching demand to capacity, eliminating excess work in process (WIP)
  • Fast decision making
33
Q

Align to a mission with PI Objectives

A
  • Objectives are business summaries of what each team intends to deliver in the upcoming PI.
  • They often map directly to the Features in the backlog.
  • Other examples:
  • Aggregation of a set of Features
  • A Milestone like a trade show
  • An Enabler Feature supporting the implementation
  • A major refactoring
34
Q

Maintain predictability with uncommitted objectives

A

Uncommitted objectives help improve the predictability of delivering business value.

  • They are planned and aren’t extra things teams do ‘just in case you have time’
  • They are not included in the commitment, thereby making the commitment more reliable
  • If a team has low confidence in meeting a PI Objective, encourage them to move it to uncommitted
  • If an item has many unknowns, consider moving it to uncommitted and put in early spikes
  • Uncommitted objectives do count in velocity/ capacity.
35
Q

The flow of a PI Planning Event

A
  • You will be presented with the program vision
  • You will be involved in planning 2 iterations considering Stories and Features
  • You will be drafting PI Objectives based on the program Vision and Features
  • You will be collaborating with the Business Owners to assign business value to the PI Objectives
36
Q

Actively participating in a simulated PI Planning event will enable you to:

A
  • Experience the business benefits of establishing communication across all team members and stakeholders
  • Experience estimating capacity for the Iteration
  • Experience drafting PI Objectives for achieving the Program Increment and committing to the plan
  • Experience managing program risks
37
Q

The Management Review, at the end of day 1, does:

A

Management meets to make adjustments to scope and objectives based on the day’s planning.

Common Question during the Manager review include:

  • What did we just learn?
  • Where do we need to adjust? Vision? Scope? Team assignments?
  • Where are the bottlenecks?
  • What feature must be de-scoped?
  • What decisions must we make between now and tomorrow to address these issues?
38
Q

Planning adjustments a team may make, after a Management Review:

A
  • Business Priorities
  • Adjustment to Vision
  • Changes to scope
  • Realignment of work and teams
39
Q

Final plan review agenda may include:

A
  1. Changes to capacity and load
  2. Final PI Objectives with business value
  3. Program risks and impediments
  4. Q&A session
40
Q

Building the Final Plan includes:

A
  • Final plans are collected at the front of the room
  • Final plans are reviewed by all teams
  • Business Owners are asked whether they accept the plan
  • If so, the team’s plan and program risk sheet are brought to the front of the room
  • If not, the plans stay in place, and the team continues planning after the review
41
Q

Addressing program risks

A

After all plans have been presented, remaining program risks and impediments are discussed and categorized.

ROAMing risks:

  • Resolved - Has been addressed. No longer a concern.
  • Owned - Someone has taken responsibility
  • Accepted - Nothing more can be done. If risk occurs, release may be compromised.
  • Mitigated - Team has plan to adjust as necessary
42
Q

Steps for conducting- Manage program risks activity

A

Step 1: Pick 1-2 risk examples.
Step 2: Read them in front of all teams and stakeholders
Step 3: Ask if anyone can own, help mitigate, or resolve the risks. Otherwise, accept as is.
Step 4: Put each risk into a corresponding quadrant of the ROAM sheet for the program.

43
Q

After dependencies are resolved and risks are addressed

A

a confidence vote is taken by the team and program.

This commitment has 2 parts:

  1. Teams agree to do everything in their power to meet the agreed-to objectives
  2. In the event that fact patterns dictate that is is simply not achievable, teams agree to escalate immediately so that corrective action can be taken
44
Q

Running a planning meeting retrospective

A

The PI planning event will evolve over time. Ending with a retrospective will help continuously improve it.

The Planning Meeting retrospective:

  1. What went well
  2. What didn’t
  3. What can we do better next time
45
Q

Program Kanban

A

Manages the flow of work for the program

46
Q

Program events drive

A

the train.

Program events create a closed-loop system to keep the train on the tracks.

47
Q

ART sync is used to

A

coordinate progress.

Programs coordinate dependencies through sync meetings.

48
Q

ART sync includes

A

Scrum of scrums

PO Sync

49
Q

Scrum of scrums

A
  • Visibility into progress and impediments

* Faciltiated by RTE

SAFe Agile (5 decks)

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