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SAFe5.1 SPC > SAFe 5.1 Core Values COPY > Flashcards

SAFe 5.1 Core Values COPY Flashcards

1
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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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 SAFe Core Values

A

Alignment
Built in Quality
Transperency
Program Execution

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4
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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5
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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6
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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7
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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8
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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9
Q

House of Lean’s roof

A

Value

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10
Q

House of Leans’s foundation

A

Leadership

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11
Q

House of Lean’s Four Pillars

A

Respect Individuals and culture
Flow
Innovation
Relentless Improvement

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12
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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13
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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14
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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15
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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16
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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17
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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18
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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19
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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20
Q

Agile economics

A

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

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21
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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22
Q

How to calculate Flow Efficiency %

A

of hours of Value/# of days to deliver

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23
Q

Preservation of options improves

A

economic results

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24
Q

Set Based Approach vs Single Point Approach

A

Let’s you analyze multiple Design Options

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25
Q

The shorter the cycles

A

the faster the learning

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26
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

27
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

28
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.

29
Q

Program Increment (PI) System Demos are orchestrated to deliver

A

objective progress, product, and process Metrics.

30
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

31
Q

which batch is the most important

A

The handoff batch

32
Q

Total costs are

A

the sum of holding
costs and transaction costs

33
Q

Higher transaction costs

A

make optimal batch size bigger

34
Q

Higher holding costs

A

make optimal batch size smaller

35
Q

Reducing transaction costs reduces

A

total costs and lowers optimal batch size.

36
Q

What are some of the benefits reducing batch size:

A

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

37
Q

Long queues create

A

Longer Lead times
Increased Risk
More Variability
Lower Quality
Less motivation

38
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
39
Q

How can you control wait times:

A

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

40
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)

41
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)

42
Q

Development Value Streams
From Feature request to New Increment of Value

A

Define
Build
Validate
Release

43
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

44
Q

What Specialty roles are in an Agile Team

A

Scrum Master
Product Owner

45
Q

How often should they deliver value

A

Every two weeks

46
Q

What is the right size for an Agile Team

A

5 to 11 team members

47
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
48
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

49
Q

What is the workflow of a Kanban Board

A

Team Backlog
Analyze
Review
Build
Integrate and Test
Accepted

50
Q

What is the Agile Team Maturity Model

A

Be Agile
Know your value streams
Specialize the principles and Practices

51
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

52
Q

Software quality practices can include;

A

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

53
Q

Support hardware quality with

A

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

54
Q

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

A

5 – 12 teams (50 – 125+ individuals)

55
Q

A ART should be over an iteration
True or False

A

False. A ART should be over the entire Program Increment

56
Q

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

A

A single

57
Q

How many types of Trains

A

4

58
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.

59
Q

Who should be on the Agile Release Train

A

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

60
Q

What does the Release Train Engineer do

A

acts as the Chief Scrum Master for the train.

61
Q

What does the System Architect/Engineering do

A

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

62
Q

What does the Business Owner do

A

are key stakeholders on the Agile Release Train.

63
Q

What does the Product Management do

A

owns, defines, and prioritizes the Program Backlog.

64
Q

What does the System Team do

A

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

SAFe5.1 SPC (13 decks)

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