POPM Study Guide (9/14/2020-9/17/2020) Flashcards
A _____ may be a product, a product line, a set of systems, or a service that enables an operational Value Stream.
Solution
Agile Manifesto
We are uncovering beter ways of developing software by doing it and helping others do it. Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentaton
Customer collaboraton over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.
Principle #1 - Take an economic view
Delivering the “best value and quality for people and society in the shortest sustainable lead time” requires a fundamental understanding of the economics of building systems. Everyday decisions must be made in a proper economic context. This includes the strategy for incremental value delivery and the broader economic framework for each value stream. This framework highlights the trade-offs between risk, cost of delay (CoD), manufacturing, and operational and development costs. In addition, every value stream must operate within the context of an approved budget and be compliant with the guardrails that support decentralized decision-making.
Principle #10 - Organize around value
Many enterprises today are organized around principles developed during the last century. In the name of intended efficiency, most are organized around functional expertise. But in the digital age, the only sustainable competitive advantage is the speed with which an organization can respond to the needs of its customers with new and innovative solutions. These solutions require cooperation amongst all the functional areas, with their incumbent dependencies, handoffs, waste and delays. Instead, Business Agility demands that enterprises organize around value to deliver more quickly. And when market and customer demands change, the enterprise must quickly and seamlessly reorganize around that new value flow.
Principle #2 - Apply systems thinking
Deming observed that addressing the challenges in the workplace and the marketplace requires an understanding of the systems within which workers and users operate. Such systems are complex, and they consist of many interrelated components. But optimizing a component does not optimize the system. To improve, everyone must understand the larger aim of the system. In SAFe, systems thinking is applied to the system under development, as well as to the organization that builds the system.
Principle #3 - Assume variability; preserve options
Traditional design and life cycle practices encourage choosing a single design-and-requirements option early in the development process. Unfortunately, if that starting point proves to be the wrong choice, then future adjustments take too long and can lead to a suboptimal design. A better approach is to maintain multiple requirements and design options for a longer period in the development cycle. Empirical data is then used to narrow the focus, resulting in a design that creates optimum economic outcomes.
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Principle #4 - Build incrementally with fast, integrated learning cycles
Developing solutions incrementally in a series of short iterations allows for faster customer feedback and mitigates risk. Subsequent increments build on the previous ones. Since the ‘system always runs’, some increments may serve as prototypes for market testing and validation; others become minimum viable products (MVPs). Still others extend the system to with new and valuable functionality. In addition, these early, fast feedback points help determine when to ‘pivot,’ where necessary to an alternate course of action.
Principle #5 - Base milestones on objective evaluation of working systems
Business owners, developers, and customers have a shared responsibility to ensure that investment in new solutions will deliver economic benefit. The sequential, phase-gate development model was designed to meet this challenge, but experience shows that it does not mitigate risk as intended. In Lean-Agile development, integration points provide objective milestones at which to evaluate the solution throughout the development life cycle. This regular evaluation provides the financial, technical, and fitness-for-purpose governance needed to assure that a continuing investment will produce a commensurate return.
Principle #6 - Visualize and limit WIP, reduce batch sizes, and manage queue lengths
Lean enterprises strive to achieve a state of continuous flow, where new system capabilities move quickly and visibly from concept to cash. Keys to implementing flow are:
- Visualize and limit the amount of work in process (WIP). This increases throughout and limits demand to actual capacity.
- Reduce the batch sizes of work to facilitate fast and more reliable flow.
- Manage queue lengths to reduce the wait times for new functionality.
Principle #7 - Apply cadence, synchronize with cross-domain planning
Cadence creates predictability and provides a rhythm for development. Synchronization causes multiple perspectives to be understood, resolved, and integrated at the same time. Applying development cadence and synchronization, coupled with periodic cross-domain planning, provides the mechanisms needed to operate effectively in the presence of the inherent development uncertainty.
Principle #8 - Unlock the intrinsic motivation of knowledge workers
Lean-Agile leaders understand that ideation, innovation, and employee engagement are not generally motivated by individual incentive compensation. Such individual incentives can create internal competition and destroy the cooperation necessary to achieve the larger aim of the system. Providing autonomy and purpose, minimizing constraints, creating an environment of mutual influence, and better understanding the role of compensation are keys to higher levels of employee engagement. This approach yields better outcomes for individuals, customers, and the enterprise.
Principle #9 - Decentralize decision-making
Achieving fast value delivery requires decentralized decision-making. This reduces delays, improves product development flow, enables faster feedback, and creates more innovative solutions designed by those closest to the local knowledge. However, some decisions are strategic, global, and have economies of scale that justify centralized decision-making. Since both types of decisions occur, creating a reliable decision-making framework is a critical step in empowering employees and ensuring a fast flow of value.
The Agile Manifesto Principles
- Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
- Welcome changing requirements, even in late development. Agile processes harness change for the customer’s competitive advantage.
- Deliver working software frequently, from a couple of weeks to a couple of months, with preference for the shorter timescale.
- Business people and developers must work together daily throughout the project.
- Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
- The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
- Working software is the primary measure of progress.
- Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
- Continuous attention to technical excellence and good design enhances agility.
- Simplicity – the art of maximizing the amount of work not done – is essential.
- The best architectures, requirements, and designs emerge from self-organizing teams.
- At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
The SAFe Lean-Agile Principles
- Take an economic view
- Apply systems thinking
- Assume variability; preserve options
- Build incrementally with fast, integrated learning cycles
- Base milestones on objective evaluation of working systems
- Visualize and limit WIP, reduce batch sizes, and manage queue lengths.
- Apply cadence, synchronize with cross-domain planning
- Unlock the intrinsic motiviation of knowledge workers
- Decentralize decision-making
- Organize around value
What is a Solution?
Each Value Stream produces one or more Solutions, which are products, services, or systems delivered to the Customer, whether internal or external or to the Enterprise.
What is a Value Stream?
Value Streams represent the series of steps an organization uses to implement Solutions that provide a continuous flow of value to a Customer.
_____ Value Streams contains the steps and the people who deliver end-user value using the business solutions created by the development value streams.
Operational Value Streams
_____ Value Streams contains the steps and the people who develop the business Solutions created by the operational Value Streams.
Development Value Streams
_____ _____ are used to define and realize portfolio-level business objectives and organize Agile Teams to deliver value more rapidly.
Value Streams
_____ _____ contain the systems, the people who do the work, and the flow of information and materials.
Value Streams
What is an Agile Team?
- An Agile Team is a cross-functional, self organizing team that defines, builds, tests, and possibly deploys valuable things.
- Uses Scrum and Kanban for Agility
- Applies Built-in Quality practices for Technical Agility
- Delivers value every two-week Iteration
- Basic building block of the SAFe Enterprise
An _____ _____ is a cross-functional, self organizing team that defines, builds, tests, and possibly deploys valuable things.
Agile team
Agile teams apply _____ _____ practices for Technical Agility.
Built-in Quality
An _____ _____ is the basic building block of the SAFe Enterprise.
Agile Team
Roles and responsibilities of the Agile Team
- Create and refine User Stories and acceptance criteria
- Define, build, test, and deliver Stories
- Develop and commit to team PI Objectives and Iteration plans.
- Five to eleven members
Roles and responsiblities of the Scrum Master
- Coaches the Agile Team and facilitates team meetings
- Removes impediments and protects the team from outside influence
- Attends scrum of scrum meetings
Roles and responsibilities of the Product Owner
- Defines and accepts Stories
- Acts as the Customer for developer questions
- Works with Product Management to plan Program Increments (PI)
What is an Agile Release Train (ART)?
- Virtual organization of 5 to 12 teams (50 to 125+ individuals)
- Has all the capabilities – software, hardware, firmware, and other assets – needed to define, implement, test, and deploy new system functionality
- Operates with the goal of achieving continuous flow of value
- Sychronized on common cadence ( a Program Increment)
- Aligned to a common mission via the Program Backlog.
_____ and _____ collaboratively “steer the train”.
PM’s and PO’s
At scale, a _____ _____ cannot handle product and market strategy while also being dedicated to an Agile Team.
single person
What is SAFe for Lean Enterprises?
SAFe for Lean Enterprises is a knowledge base of proven, integrated principles, practices, and competencies for Lean, Agile, and DevOps.
SAFe synchronizes _____, _____, and _____ for large numbers of Teams.
SAFe synchronizes alignment, collaboration, and delivery for large numbers of Teams.
What are SAFe Core Values?
- Built-in Quality
- Program Execution
- Alignment
- Transparency
What is the Product Manager’s Responsibilities?
- Customer Centricity - Design Thinking
- Vision/Roadmap
- Program Backlog
- Shared - Continuous Delivery Pipeline, Pi’s, Solution Context, Dev Ops, Built in Quality
What is the Product Owner’s Responsibilities?
- Team Backlog
- Team Execution
- Shared - Continuous Delivery Pipeline, Pi’s, Solution Context, Dev Ops, Built in Quality
What are the 4 SAFe Core Values?
- Built-in Quality
- Program execution
- Alignment
- Transparency
Healthy collaboration and Shared area of concern.
Explain Value Streams
Value streams represent the series of steps an organization uses to implement solutions that provide a continuous flow of value to a customer.
_____ _____ represent the series of steps an organization uses to implement solutions that provide a continuous flow of value to a customer.
Value streams
_____ _____ are used to define and realize portfolio-level business objectives and organize Agile Teams to deliver value more rapidly.
Value Streams
_____ _____ contain the systems, the people who do the work, and the flow of information and material.
Value Streams
_____ _____ are needed to deliver value to a customer.
Value Streams
_____ _____ starts with trigger and ends with a business benefit.
Value Streams
_____ _____ are used to structure agile teams to deliver more rapidly to a customer.
Value Streams
A _____ _____ is a container to minimize dependencies as much as possible.
value stream
_____ _____ ensure people that are dependent on each other are working together closely.
Value streams
What are the two types of value streams?
- Operational Layer
- Development Layer
Operational layer value stream contains thes teps and the people who _____ _____ _____ _____ using the business solutions created by the development value streams.
Operational layer value stream contains thes teps and the people who deliver end user value using the business solutions created by the development value streams.
_____ value streams - the steps to develop business solutions; includes anyone involved in doing the system work (including legal).
Development value streams - the steps to develop business solutions; includes anyone involved in doing the system work (including legal).
What is delivered by the value stream?
Solution
Each value stream produces one or more _____.
Solutions
What is a solution?
Products, services, or systems delivered to the customer, whether internal or external to the enterprise.
A solution may be a product, a product line, a set of systems, or a service that enables an _____ _____ _____.
A solution may be a product, a product line, a set of systems, or a service that enables an operational value stream.
What is the primary focus of an operational Value Stream?
Deliver End user Value
What are two ways in which the SAFe House of Lean might influence a Product Owner?
- Collaborate with Agile Teams to develop Stories with clear acceptance criteria;
- Help Agile Teams gain a clear understanding of their Customers;
Which situation best indicates the presence of an innovation riptide?
When team and agile release train innovations turn into portfolio-level stragetic initiatives
House of Lean
Agile Manifesto
What is the “art of maximizing work not done” referred to?
Simplicity
What 3 Agile Manifesto principles apply most to the PO?
The first 3 Agile Manifesto primciples apply most to the PO.
- Our highest priority is to satisfy the customer through early and continuous delivery of valueable software.
- Welcome chaning requirements, even late in development. Agile processes harness change for the customer’s competitive advantage.
- Deliver working software frequently, from a couple of weeks to a couple of months, with a preference for the shorter timescale.
What are the goals of SAFe?
The goal of SAFe is to synthesize this body of knowledge, along with the lessons learned from hundreds of deployments.
Create a system of integrated, proven practices that have improved employee engagement, time to market, solution quality, and team productivity.
Underlying principles guide the teams to make sure they are moving continuously on the path to the goal of the House of Lean: “shortest sustainable lead time, with best quality and value to people and society.
Underlying principles guide the teams to make sure they are moving continuously on the path to the goal of the House of Lean: “shortest sustainable lead time, with best quality and value to people and society.
SAFe is based on 10 fundamental concepts that have evolved from Agile principles and methods, Lean product development, systems thinking, and observation of successful enterprises.
- Take an economic view
- Apply System Thinking
- Assume variability, preserve options
- Build incrementally with fast, integrated learning cycles.
- Base milestones on objective evaluation of working systems
- Visualize and limit WIP, reduce bath sizes, and manage queue lengths
- Apply cadence, synchronize with cross-domain planning
- Unblock the intrinsic motivation of knowledge workers
- Decentralize decision-making
- Organize around value
SAFe Lean-Agile Principle #1
Take an economic view
Delivering the “best value and quality for people and society in the shortest sustainable lead time” requires a fundamental understanding of the economics of building systems. This framework highlights the trade-offs between risk, cost of delay (CoD), manufacturing, and operational and development costs. Economics should drive decisions at all levels.
SAFe Lean-Agile Principle #2
Apply System Thinking
Understanding of the systems within which workers and users operate. To improve, everyone must understand the larger aim of the system. Is applied to the system under development, as well as to the organization that builds the system.
SAFe Lean-Agile Principle #3
Assume variability; preserve options
Maintain multiple requirements and design options for a longer period in the development lifecycle. Empirical data is then used to narrow the focus, resulting in a design that creates optimum economic outcomes
SAFe Lean-Agile Priciple #4
Build incrementally with fast, integrated learning styles
Allows for faster customer feedback and mitigates risk. Since the ‘system always runs’ some increments may serve as prototypes for market testing and validation; others become minimum viable products (MVPs).
SAFe Lean-Agile Priciple #5
Base milestones on objective evaluation of working systems.
Integration points provide objective milestones at which to evaluation the solution throughout the development life cycle.
Principle #9 - Decentralize decision-making
A lightweight thinking tool for Decision-Making.
Understanding how decisions are made helps enable knowledge workers to approach the decision-making process with a clearer point of view. Leadership’s responsibility is to establish the rules for decision-making (including, for example, the Economic Framework) and then empower others to make them.
Flip to see a simple tool or exercise for thinking about whether decisions should be centralized or decentralized.
