POPM Study Guide (9/14/2020-9/17/2020) Flashcards
1
Q
A _____ may be a product, a product line, a set of systems, or a service that enables an operational Value Stream.
A
Solution
2
Q
Agile Manifesto
A
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.
3
Q
Principle #1 - Take an economic view
A
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.
4
Q
Principle #10 - Organize around value
A
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.
5
Q
Principle #2 - Apply systems thinking
A
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.
6
Q
Principle #3 - Assume variability; preserve options
A
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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7
Q
Principle #4 - Build incrementally with fast, integrated learning cycles
A
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.
8
Q
Principle #5 - Base milestones on objective evaluation of working systems
A
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.
9
Q
Principle #6 - Visualize and limit WIP, reduce batch sizes, and manage queue lengths
A
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.
10
Q
Principle #7 - Apply cadence, synchronize with cross-domain planning
A
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.
11
Q
Principle #8 - Unlock the intrinsic motivation of knowledge workers
A
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.
12
Q
Principle #9 - Decentralize decision-making
A
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.
13
Q
The Agile Manifesto Principles
A
- 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.
14
Q
The SAFe Lean-Agile Principles
A
- 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
15
Q
What is a Solution?
A
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.
16
Q
What is a Value Stream?
A
Value Streams represent the series of steps an organization uses to implement Solutions that provide a continuous flow of value to a Customer.
17
Q
_____ Value Streams contains the steps and the people who deliver end-user value using the business solutions created by the development value streams.
A
Operational Value Streams
18
Q
_____ Value Streams contains the steps and the people who develop the business Solutions created by the operational Value Streams.
A
Development Value Streams
19
Q
_____ _____ are used to define and realize portfolio-level business objectives and organize Agile Teams to deliver value more rapidly.
A
Value Streams
20
Q
_____ _____ contain the systems, the people who do the work, and the flow of information and materials.
A
Value Streams
21
Q
What is an Agile Team?
A
- 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
22
Q
An _____ _____ is a cross-functional, self organizing team that defines, builds, tests, and possibly deploys valuable things.
A
Agile team
23
Q
Agile teams apply _____ _____ practices for Technical Agility.
A
Built-in Quality
24
Q
An _____ _____ is the basic building block of the SAFe Enterprise.
A
Agile Team
25
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
26
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
27
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)
28
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.
29
\_\_\_\_\_ and _____ collaboratively "steer the train".
PM's and PO's
30
At scale, a _____ \_\_\_\_\_ cannot handle product and market strategy while also being dedicated to an Agile Team.
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single person
31
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.
32
SAFe synchronizes \_\_\_\_\_, \_\_\_\_\_, and _____ for large numbers of Teams.
SAFe synchronizes **alignment**, **collaboration**, and **delivery** for large numbers of Teams.
33
What are SAFe Core Values?
1. Built-in Quality
2. Program Execution
3. Alignment
4. Transparency
34
What is the Product Manager's Responsibilities?
1. Customer Centricity - Design Thinking
2. Vision/Roadmap
3. Program Backlog
4. Shared - Continuous Delivery Pipeline, Pi's, Solution Context, Dev Ops, Built in Quality
35
What is the Product Owner's Responsibilities?
1. Team Backlog
2. Team Execution
3. Shared - Continuous Delivery Pipeline, Pi's, Solution Context, Dev Ops, Built in Quality
36
What are the 4 SAFe Core Values?
* Built-in Quality
* Program execution
* Alignment
* Transparency
37
Healthy collaboration and Shared area of concern.
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38
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.
39
\_\_\_\_\_ _____ represent the series of steps an organization uses to implement solutions that provide a continuous flow of value to a customer.
Value streams
40
\_\_\_\_\_ _____ are used to define and realize portfolio-level business objectives and organize Agile Teams to deliver value more rapidly.
Value Streams
41
\_\_\_\_\_ _____ contain the systems, the people who do the work, and the flow of information and material.
Value Streams
42
\_\_\_\_\_ _____ are needed to deliver value to a customer.
Value Streams
43
\_\_\_\_\_ _____ starts with trigger and ends with a business benefit.
Value Streams
44
\_\_\_\_\_ _____ are used to structure agile teams to deliver more rapidly to a customer.
Value Streams
45
A _____ \_\_\_\_\_ is a container to minimize dependencies as much as possible.
value stream
46
\_\_\_\_\_ _____ ensure people that are dependent on each other are working together closely.
Value streams
47
What are the two types of value streams?
1. Operational Layer
2. Development Layer
48
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.
49
\_\_\_\_\_ 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).
50
What is delivered by the value stream?
Solution
51
Each value stream produces one or more \_\_\_\_\_.
Solutions
52
What is a solution?
Products, services, or systems delivered to the customer, whether internal or external to the enterprise.
53
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.**
54
What is the primary focus of an operational Value Stream?
Deliver End user Value
55
What are two ways in which the SAFe House of Lean might influence a Product Owner?
1. Collaborate with Agile Teams to develop Stories with clear acceptance criteria;
2. Help Agile Teams gain a clear understanding of their Customers;
56
Which situation best indicates the presence of an innovation riptide?
When team and agile release train innovations turn into portfolio-level stragetic initiatives
57
House of Lean
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58
Agile Manifesto
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59
What is the "art of maximizing work not done" referred to?
Simplicity
60
What 3 Agile Manifesto principles apply most to the PO?
The first 3 Agile Manifesto primciples apply most to the PO.
1. Our highest priority is to satisfy the customer through early and continuous delivery of valueable software.
2. Welcome chaning requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference for the shorter timescale.
61
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.
62
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.
63
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.
1. Take an economic view
2. Apply System 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 bath sizes, and manage queue lengths
7. Apply cadence, synchronize with cross-domain planning
8. Unblock the intrinsic motivation of knowledge workers
9. Decentralize decision-making
10. Organize around value
64
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.
65
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.
66
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
67
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).
68
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.
69
SAFe Lean-Agile Priciple #6
Visualize and limit WIP; reduce batch sizes and manage queue length.
Strive to achieve a state of continuous flow, where new system capabilities move quickly and visibly from concept to cash. Keys to implementing
1. Visualize and limit the amount of work in progress (WIP). This increases throughput and limits demand to actual capacity
2. Reduce the batch sizes of work to facilitate fast and more reliable flow
3. Manage queue lengths to reduce the wait time for new functionality
70
SAFe Lean-Agile Priciple #7
Apply cadence, synchronize with cross-domain planning.
Cadence create predictability and provides a rhythm for development. Synchronization causes multiple perspectives to be understood, resolved, and integrated at the same time.
71
SAFe Lean-Agile Priciple #8
Unlock the intrinisc motivation of knowledge workers.
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.
72
SAFe Lean-Agile Priciple #9
Decentralize decision making.
Create a reliable decision-making framework is a critical step in empowering employees and ensuring a fast flow of information to determine difference between system and global decisions.
73
SAFe Lean-Agile Priciple #10
Organize around value.
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.
74
Principle #1 - Economic Framework
2 practices essential to achieving optimum economic outcome:
1. Deliver early and often
2. Apply economic framework
75
Principle #1 - Economic Framework
Benefits of delivering early and often:
1. The earlier a customer has capability the more value they receive.
2. Faster feedback
3. Avoid chance of full delays as seen in waterfall
4. Market value of a feature over time goes down - a Minimum Viable Product can be worth more to an early buyer than a more full-featured product delivered later.
76
Principle #1 - Economic Framework
What is an economic framework?
A set of decision guidelines that align everyone with the financial objectives of a Portfolio and inform the continuous decision-making process.
77
Principle #1 - Economic Framework
SAFe's economic framework contains what 4 primary elements?
1. Operating within lean budgets and guiderails
* Funding is allocated to long-lived portfolio value streams instead of to projects
* Budget guiderails inform the oversight and governance that guide ongoing spending decisions. 4 specific guardrails
2. Guide investments by horizon
3. Optimize value and solution integrity with capacity allocation
4. Approve significant initiatives
78
Principle #1 - Economic Framework
\_\_\_\_\_ and _____ define the boundaries within which solution Train and ART leaders make decisions on the definition, scope, and sequence of epics, capabilities, and features
**Budgets** and **guiderails** define the boundaries within which solution Train and ART leaders make decisions on the definition, scope, and sequence of epics, capabilities, and features
79
Principle #1 - Economic Framework
5 considerations with understanding solution econcomic trade-offs.
1. Development expense – the cost of labor and materials required to implement a capability
2. Lead time – the time needed to implement the capability (cycle time)
3. Product cost – the manufacturing cost (of goods sold) and/or deployment and operations costs
4. Value – the economic worth of the capability to the business and the customer
5. Risk – the uncertainty of the solutions technical or business success
* Changing any variable can have an impact on one or more of the other considerations
80
Principle #1 - Economic Framework
What are two reasons to leverage suppliers?
1. Insufficient workforce capability – cost-efficient way to add personnel, especially if the need is temporary or when demand is highly variable
2. Availability of specialty components personnel or skills sets – might be more economical to buy the component and integrate than it is to build it
81
Principle #1 - Economic Framework
Relationship between buyer and suppliers.
1. Transactional – purchasing off the shelf, competitive pricing can create favorable economics
2. Partnerships, persistent, and long-lived
* Most favorable economics emerge from longer-term considerations, mutual trust, and relationships where the supplier and buyer each have favorable economics
82
Principle #1 - Economic Framework
SAFe is a _____ \_\_\_\_\_ system in which job-sequencing optimizes economics versus theoretical job return on investment.
SAFe is a **flow based** system in which job-sequencing optimizes economics versus theoretical job return on investment.
83
Principle #1 - Economic Framework
Sequencing jobs is enabled through:
Sequencing jobs is enabled thru **Program and solution Kanban systems and the program and solution backlogs**
Jobs are pulled into implementation based on Weighted Shortest Job First (WSJF) to minimize the cost of delay (COD).
Highest value is delivered in the shortest lead time
84
Principle #1 - Economic Framework
Jobs are pulled into implementation based on _____ \_\_\_\_\_ _____ \_\_\_\_\_ (\_ _ \_ \_) to minimize the cost of delay (COD).
Jobs are pulled into implementation based on **Weighted Shortest Job First (WSJF)** to minimize the cost of delay (COD).
85
Principle #1 - Economic Framework
Highest value is delivered in the _____ \_\_\_\_\_ \_\_\_\_\_.
Highest value is delivered in the **shortest lead time**.
86
Principle #3 - Assume Variability; preserve options
\_\_\_\_\_ is inherently neither good or bad. It’s the economics associated with the timing and type of _____ that determines outcomes.
**Variability** is inherently neither good or bad. It’s the economics associated with the timing and type of variability that determines outcomes.
87
Principle #3 - Assume Variability; preserve options
What is the goal of variability?
The goal is to manage variability and to preserve options, providing the controls and flexibility teams need to build great solutions.
88
Principle #3 - Assume Variability; preserve options
\_\_\_\_\_ _____ is an inherently uncertain process.
**Solution development** is an inherently uncertain process.
89
Principle #3 - Assume Variability; preserve options
\_\_\_\_\_ _____ and _____ \_\_\_\_\_ are present throughout the development process.
**Technical variability** and **market variability** are present throughout the development process.
90
Principle #3 - Assume Variability; preserve options
\_\_\_\_\_ _____ systems have, by definition, never been developed before, so there is no guaranteed path to success.
**Innovative new** systems have, by definition, never been developed before, so there is no guaranteed path to success.
If there were, it wouldn'g be innovation.
91
Principle #3 - Assume Variability; preserve options
\_\_\_\_\_-\_\_\_\_\_ Design provides multiple design options.
Set-Based Design provides multiple design options.
92
Principle #3 - Assume Variability; preserve options
Picking a point solution too early in the _____ of _____ can lead to wasted time and signficant delivery problems.
Picking a point solution too early in the **cone of uncertainty** can lead to wasted time and significant delivery options.
93
Principle #3 - Assume Variability; preserve options
True or False?
The bigger and more technically innovative the system is, the higher the odds are that the agreed starting point was not the best one.
True:
The bigger and more technically innovative the system is, the higher the odds are that the agreed starting point was not the best one.
94
Principle #3 - Assume Variability; preserve options
Set-Based Design (SBD) or
Set-Based Concurrent Engineering (SBCE)
* Developers cast a wider design net initially, considering multiple design choices at the start.
* Continuously evaluate economic and technical trade-offs—typically as exhibited by the objective evidence presented at integration-based learning points.
* Eliminate the weaker options over time and ultimately converge on a final design, based on the knowledge gained to that point.
* Leaves design options open for as long as possible, converges when necessary, and produces more optimal technical and economic outcomes
95
Principle #3 - Assume Variability; preserve options
True or False?
Set-based design—coupled with cadence-based learning milestones—produces better outcomes
True:
Set-based design—coupled with cadence-based learning milestones—produces better outcomes
96
Principle #5 - Base Milestones on objective evaluation of working systems.
Stakeholders must _____ in ways that help ensure the potential to realize the prospective _____ benefit throughout the _____ process, versus engaging in wishful thinking until the end.
Stakeholders must **collaborate** in ways that help ensure the potential to realize the prospective **economic** benefit throughout the **development** process, versus engaging in wishful thinking until the end
97
Principle #5 - Base Milestones on objective evaluation of working systems.
What are some problems associated with phase-gated (waterfall) Milestones?
1. Centralizing requirements and design decision in siloed functions that do not actually build the system
2. Forcing too-early design decisions and "false-positive feasibility"
3. Assuming a "point" solution exists, early in the "cone of uncertainty", and that it can be built right the first time. This ignores variability inherent in the process and provides no legitimate outlet for it.
4. Making up-front decisions creates large batches of requirements, code, and tests, and long queues
5. Using documents as a proxy for solution progress creates a false sense of security for solution progress. They also drive various measures and metrics, such as work breakdown structures, earned value measures, and others, that may actually impede flow and real value delivery.
98
Principle #5 - Base Milestones on objective evaluation of working systems.
SAFe provides a number of means to address milestone problems. In particular, Principle #4 - Build _____ with fast, integrated learning cycles, especially when used in conjunction with \_\_\_\_\_-\_\_\_\_\_ design, provides elements of the solution.
SAFe provides a number of means to address milestone problems. In particular, Principle #4 - Build **incrementally** with fast, integrated learning cycles, especially when used in conjunction with **set-based** design, provides elements of the solution.
Further, these objective evaluations are performed regularly, on the PI cadence, which provides the discipline needed to ensure periodic availability and evaluation, as well as predetermined time boundaries that can be used to collapse the field of less desirable options.
99
Principle #5 - Base Milestones on objective evaluation of working systems.
The _____ and _____ \_\_\_\_\_ _____ being built determine what is actually _____ at critical integration points. But the system is measured, assessed, and evaluated frequently by the relevant stakeholders throughout development. Most important, changes can be made while there is still time to make them.
The **nature** **and type of** **system being built** determine what is actually **measured** at critical integration points. But the system is measured, assessed, and evaluated frequently by the relevant stakeholders throughout development. Most important, changes can be made while there is still time to make them.
100
Principle #5 - Base Milestones on objective evaluation of working systems.
\_\_\_\_\_ _____ guilde system developers to the optimum solution.
**PI Milestones** guide system developers to the optimum solution.
101
\_\_\_\_\_ _____ provide objective evidence.
**PI Milestones** provide objective evidence.
102
Principle #5 - Base Milestones on objective evaluation of working systems.
\_\_\_\_\_ _____ provides the financial, technical, and fitness-for-purpose governance needed to ensure that the continuing investment will produce a commensurate return.
**PI Milestones** provides the financial, technical, and fitness-for-purpose governance needed to ensure that the continuing investment will produce a commensurate return.
103
What is one of the questions the Product Management team must answer in order to create a Vision?
* Which themes are on the Roadmap?
* What are the team's skills?
* How many Features have already been released to the Customer?
* Which problem will the Solution solve?
Which problem will the solution solve?
104
Principle #9 - Decentralize decision-making
Delivering value in the shortest sustainable lead time requires _____ decision-making.
Delivering value in the shortest sustainable lead time requires **decentralized** decision-making.
105
Principle #9 - Decentralize decision-making
Any decision that must be escalated to higher levels of authority introduce a \_\_\_\_\_.
Any decision that must be escalated to higher levels of authority introduce a **delay**.
106
Principle #9 - Decentralize decision-making
Decentralized decision making reduces \_\_\_\_, improves product development _____ and \_\_\_\_\_, and facilitates faster _____ and more ______ solutions.
Higher levels of _____ are an additional, tangible benefit.
Decentralized decision making **reduces delays**, improves product development **flow and throughput**, and facilitates **faster feedback** and more **innovative solutions**.
Higher levels of **empowerment** are an additional, tangible benefit.
107
Principle #9 - Decentralize decision-making
Some decisions should be centralized. What 3 characteristics to those decisions have?
* Infrequent - Made infrequently, these decisions typically are not urgent, and deeper consideration is appropriate (i.e. product strategy, international expansion).
* Long-lasting - Once made, these decisions are unlikely to change at least in the short term (i.e. commitment to a standard technology platform, commitment to organizational realigtnment around Value Streams)/
* Provide significant economies of scale - These choices deliver large and broad economic benefits (i.e. a common way of working, standard development languages, standard tooling, offshoring).
108
Priciple #9 - Decentralize decision-making
Some decisions are strategic, have far-reaching impact, and are outside the scope, knowledge, or responsibilities of the teams
Leadership is charged with making these types of decisions, supported by the input of those stakeholders who are affected by the results.
Centralized
109
Priciple #9 - Decentralize decision-making
What are the characteristics of decisions that should be decentralized?
* **Frequent** - recurrent and common
* **Time-Critical** - delays result in a high cost
* **Require local information** - need specific, local context.
110
Priciple #9 - Decentralize decision-making
Decentralized decisions should be made by the _____ who have local context and detailed knowledge of the technical complexities of the current situation.
Decentralized decisions should be made by the **workers** who have local context and detailed knowledge of the technical complexities of the current situation.
111
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.
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112
Principle #9 - Decentralize decision-making
\_\_\_\_\_ responsibility is to establish the rules for decision making.
Leadership
113
1.4 Describe Product Owner/Product Manager Responsibilities
What responsibilities belong to the Product Owner.
* Drafting Iteration Goals
* Prioritizing/Own the Team Backlog
* Defines iterations and stories and accepts iterations and stories
* Acts as the customer for developer questions
* Works with Product Management to plan Program Increment and contributes to vision, roadmap, and ROI
* Maintain technical feasibility of the components
* Think about integrity of the solution
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1.4 Describe Product Owner/Product Manager Responsibilities
Product Management is responsible for what activities?
* Own Program Backlog
* Defines Features, Pis, and Releases
* Owns Vision, roadmap, pricing, licensing, ROI
* Collaborates on Enablers
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1.4 Describe Product Owner/Product Manager Responsibilities
Product Manager is \_\_\_\_\_/\_\_\_\_\_ focused.
Product Manager is market/customer focused.
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1.4 Describe Product Owner/Product Manager Responsibilities
Product Owner is \_\_\_\_\_, _____ and _____ focused.
Product Owner is **solutions**, **technology** and **team focused**.
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1.4 Describe Product Owner/Product Manager Responsibilities
What does the Product Manager have authority over?
* Has Program Backlog content authority.
* Works with the System Architect and Team to prioritize Enablers.
* Has content authority for Vision and Roadmap.
* Helps drive PI Objectives.
* Establishes Features and acceptance criteria.
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1.4 Describe Product Owner/Product Manager Responsibilities
What does the Product Owner have authority over?
* Has Team Backlog content authority.
* Works with the System Architect to prioritize Enablers.
* Drives Iteration Goals and content via prioritized Stories.
* Establishes Story acceptance criteria
* Has authority for accepting Stories and Team increments.
* Helps drive PI Objectives at the Team Level.
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What are good Product Owner Attributes?
* Excellent written and verbal skills
* Available to the Agile team
* Good domain knowledge
* Good business sense
* Technical foundation
* Decisive
* Strong negotiation skills
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Who is responsible for the Program Backlog?
Product Manager
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Who is responsible for the team backlog?
Product Owner
122
What is the PI Planning cadence?
2 days every 8-12 weeks
123
Who owns Feature Priorities and leads preparation of PI's?
Product Management
124
Who owns story planning and high-level estimates?
Agile teams
125
Supported by PO's, _____ take th e lead in preparing for PI Planning.
Product Managers
126
What should be done to set expectations for the PI Planning meeting?
Socialize the top 10 features
127
When should a Product Owner establish Team Objectives
During PI Planning
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A Product Owner is noticing that overall quality is starting to degrade. What might they do to address the problem?
Reinforce the definition of done.
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The team is struggling to agree on the Story point sizing of a new User Story. The Product Owner was previously a related domain expert and feels the team is wasting time. What should she do?
Continue to support the team's decision on sizing
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What are two ways in which the SAFe House of Lean might influence a Product Owner? (Choose two.)
1. Collaborate with Agile Teams to develop Stories with clear acceptance criteria
2. Help Agile Teams gain a clear understanding of their Customers;
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Which two options are part of the SAFe Core Values? (Choose two.)
Transparency and Program Execution
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The recommended structure for writing User Stories is?
As a…, I want…, So that…
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Which situation best indicates the presence of an innovation riptide?
When team and Agile Release Train innovations turn into portfolio-level strategic initiatives
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Which two statements are true about the SAFe backlog model? (Choose two.)
1. Stories are in the Team Backlog
2. Features are in the Program Backlog
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What is the purpose of Iteration Goals?
To align the team members and the Product Owner (PO) to the mission
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Who should attend the PO sync?
The Product Owners, Product Management, and other stakeholders as needed
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The SAFe definition of DevOps includes which three concepts? (Choose three.)
1. Mindset
2. Technical Practices
3. Culture
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Features are sized or split to fit what duration?
A Program Increment
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How do SAFe Continuous Delivery Pipeline activities map to the teams’ work each Iteration within the Program Increment (PI)?
Each Iteration in the PI, teams are exploring, integrating, deploying, and potentially releasing new value
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What is the primary focus of an operational Value Stream?
Delivering end-user value
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Which statement is true about WSJF?
It includes cost of delay and the unit of size
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The first three elements of the Continuous Delivery Pipeline work together to support delivery of small batches of new functionality which are released in accordance with what?
Market Needs
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Iteration Goals serve what purpose?
To align team members to a common purpose
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What is one of the questions the Product Management team must answer in order to create a Vision?
Which problem will the Solution solve
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What is a common anti-pattern related to System Demos?
Team demos are accepted in place of a System Demo to avoid redundancy
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SAFe recommends separating deployment from release. What can help with this practice?
Hide all new functionality under Feature toggles
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What does assigning business value to a team's PI Objectives influence?
How teams plan the implementation
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How can Product Management leverage market rhythms?
Adjust the delivery of Features to better meet market needs
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Product Management is expected to collaborate in planning the amount of upcoming Enabler work by establishing what?
Capacity Allocation
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Which two groups should attend every Iteration Review? (Choose two.)
1. The team members
2. The team's Product Owner (PO)
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Which two statements are true about nonfunctional requirements? (Choose two.)
1. They operate as constraints on the design of the system
2. They are associated with backlogs at all four levels of SAFe
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What are two inputs to the Vision? (Choose two.)
1. Customer feedback
2. Strategic Themes
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When should a dependency be added to the program risks?
When it must be accepted
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What are two benefits of Program Increment (PI) Objectives? (Choose two.)
1. To promote Business Agility by giving teams options on how they might deliver features
2. To promote the achievement of business outcomes over the completion of Features
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What is the purpose of the Solution Context?
To identify critical aspects of a Solution’s operational environment
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X
During the Program Increment Planning meetings the Product Owner coordinates with other Product Owners, shared resources, and who else?
WRONG
The Customer
157
X
Communicating the Vision to the Agile Release Train during Program Increment Planning supports which SAFe Core Value?
WRONG
Transparency
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What is an input to the Program Increment Planning process that highlights how Product Management plans to accomplish the Vision?
Top ten Features
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Which design-thinking tool is most likely to help an Agile Release Train (ART) during Program Increment (PI) Planning to ensure that the PI will deliver a Solution that is differentiated from competitive offerings?
Whole-product thinking
160
Product Management is responsible for which three activities? (Choose three.)
1. Defining Program Backlog content
2. Establishing Features and benefit hypotheses
3. Prioritizing Features for optimum economic value
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What are three elements of INVEST? (Choose three.)
1. Independent
2. Valuable
3. Testable
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X
Which two responsibilities belong to the Product Owner? (Choose two.)
1. Prioritizing the Team Backlog
2. Drafting Iteration Goals
WRONG
1. Prioritizing the Team Backlog
2. Accepting Features
163
What are three elements of Agile Team capacity allocation that ensure a healthy balance of work? (Choose three.)
1. Refactors
2. User Stories
3. Maintenance
164
What is the purpose of a Program Epic?
To capture Agile Release Train initiatives that cannot be completed in a single Program Increment
165
Who provides Agile Release Train context and Vision during PI Planning?
Product Management
166
What are two strategies a Product Owner can use during Program Increment Planning to minimize dependencies? (Choose two.)
1. Move Stories on their team's backlog to another team
2. Split Stories to eliminate dependencies
167
The Customer is asking for a forecast for when a specific Feature will be available. Where could Product Management find this information?
Solution Roadmap
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Why is the problem-solving workshop more effective than traditional lessons-learned documents?
It makes improvements actionable through backlog items for the next Program Increment
169
What happens to improvement items identified during the Iteration Retrospective?
They are entered as Stories in the Team Backlog
170
Which two statements are true about estimating Features using Story points? (Choose two.)
1. Story point estimation is done on cadence during backlog refinement
2. More than one team may be involved in the estimation
171
Who typically participates as the train’s Business Owners to approve the team’s PI Objectives?
Product Management
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