SAFe Competencies and Dimensions Flashcards
1
Q
What Competency includes Agile Teams
A
Dimension of Team and Technical Agility
2
Q
What Competency includes Built-in Quality
A
Dimension of Team and Technical Agility
SAFe Core Value
3
Q
What Competency includes Teams of Agile Teams
A
Dimension of Team and Technical Agility
4
Q
What Competency includes Customer Centricity & Design Thinking
A
Dimension of Agile Product Delivery
5
Q
What Competency includes Develop on Cadence & Release on Demand
A
Dimension of Agile Product Delivery
6
Q
What Competency includes DevOps and Continuous Delivery
A
Dimension of Agile Product Delivery
7
Q
What Competency includes Lean-Agile Mindset & Principles
A
Dimension of Lean-Agile Leadership
8
Q
What Competency includes Leading by Example
A
Dimension of Lean-Agile Leadership
9
Q
What Competency includes Leading Change
A
Dimension of Lean-Agile Leadership
10
Q
What Competency includes Strategy and Investment Funding
A
Dimension of Lean Portfolio Management
11
Q
What Competency includes Agile Portfolio Operations
A
Dimension of Lean Portfolio Management
12
Q
What Competency includes Lean Governance
A
Dimension of Lean Portfolio Management
13
Q
What Competency includes Lean-thinking People and Agile Teams
A
Dimension of Organizational Agility
14
Q
What Competency includes Lean Business Operations
A
Dimension of Organizational Agility
15
Q
What Competency includes Strategy Agility
A
Dimension of Organizational Agility
16
Q
What Competency includes Learning Organization
A
Dimension of Continuous Learning Culture
17
Q
What Competency includes Relentless Improvement
A
Dimension of Continuous Learning Culture
Column of House of Lean
18
Q
What Competency includes Innovation Culture
A
Dimension of Continuous Learning Culture
19
Q
Lean Engineering and Lean QMS
A
Dimension of Enterprise Solution Delivery
20
Q
What Competency includes Coordinate Trains and Suppliers
A
Dimension of Enterprise Solution Delivery
21
Q
What Competency includes Continually Evolve Live Systems
A
Dimension of Enterprise Solution Delivery
22
Q
Team and Technical Agility
A
Core Competency of Business Agility (Essential)
23
Q
Agile Product Delivery
A
Core Competency of Business Agility (Essential)
24
Q
Lean-Agile Leadership
A
Core Competency of Business Agility (Essential)
25
Organizational Agility
Core Competency of Business Agility (Portfolio)
26
Lean Portfolio Management
Core Competency of Business Agility (Portfolio)
27
Continuous Learning Culture
Core Competency of Business Agility (Portfolio)
28
Enterprise Solution Delivery
Core Competency of Business Agility (Large Solution)
29
```
A knowledge base of proven,
integrated principles, practices,
and competencies for achieving
Business Agility by implementing
Lean, Agile, and DevOps at scale
```
SAFe 5 for Lean Enterprises
30
Alignment
SAFe Core Value
31
Transparency
SAFe Core Value
32
Program Execution
SAFe Core Value
33
Foundation of the House of Lean
Leadership
34
Roof of the House of Lean
Value
35
Respect for People and Culture
Column of the House of Lean
36
Flow
Column of the House of Lean
37
Innovation
Column of the House of Lean
38
Agile Manifesto: Individuals and interactions over
Processes and Tools
39
Agile Manifesto: Working software over
comprehensive documentation
40
Agile Manifesto: Customer collaboration over
contract negotiation
41
Agile Manifesto: Responding to change over
following a plan
42
Our highest priority is to satisfy the customer through early and continuous
delivery of valuable software.
Agile Principle
43
Welcome changing requirements, even late in development. Agile processes
harness change for the customer's competitive advantage.
Agile Principle
44
Deliver working software frequently, from a couple of weeks to a couple of
months, with a preference for the shorter timescale.
Agile Principle
45
Business people and developers must work together daily throughout the
project.
Agile Principle
46
Build projects around motivated individuals. Give them the environment and
support they need, and trust them to get the job done.
Agile Principle
47
The most efficient and effective method of conveying information to and within
a development team is face-to-face conversation.
Agile Principle
48
Working software is the primary measure of progress.
Agile Principle
49
Agile processes promote sustainable development. The sponsors, developers,
and users should be able to maintain a constant pace indefinitely.
Agile Principle
50
Continuous attention to technical excellence and good design enhances
agility.
Agile Principle
51
Simplicity—the art of maximizing the amount of work not done—is essential.
Agile Principle
52
The best architectures, requirements, and designs emerge from self-organizing
teams.
Agile Principle
53
At regular intervals, the team reflects on how to become more effective, then
tunes and adjusts its behavior accordingly.
Agile Principle
54
Take an economic view
SAFe Lean-Agile Core Principle
55
Apply systems thinking
SAFe Lean-Agile Core Principle
56
Assume variability; preserve options
SAFe Lean-Agile Core Principle
57
Build incrementally with fast, integrated learning cycles
SAFe Lean-Agile Core Principle
58
Base milestones on objective evaluation of working systems
SAFe Lean-Agile Core Principle
59
Visualize and limit WIP, reduce batch sizes, and manage queue lengths
SAFe Lean-Agile Core Principle
60
Apply cadence, synchronize with cross-domain planning
SAFe Lean-Agile Core Principle
61
Unlock the intrinsic motivation of knowledge workers
SAFe Lean-Agile Core Principle
62
Decentralize decision-making
SAFe Lean-Agile Core Principle
63
Organize around value
SAFe Lean-Agile Core Principle
64
SAFe Lean-Agile Core Principle: E
#1 Take an economic view
65
SAFe Lean-Agile Core Principle: S
#2 Apply systems thinking
66
SAFe Lean-Agile Core Principle: V
#3 Assume variability; preserve options
67
SAFe Lean-Agile Core Principle: I
#4 Build incrementally with fast, integrated learning cycles
68
SAFe Lean-Agile Core Principle: M1
#5 Base milestones on objective evaluation of working systems
69
SAFe Lean-Agile Core Principle: F
(Optimize Flow) #6 Visualize and limit WIP, reduce batch sizes, and manage queue lengths
70
SAFe Lean-Agile Core Principle: C
#7Apply cadence, synchronize with cross-domain planning
71
SAFe Lean-Agile Core Principle: M2
#8 Unlock the intrinsic motivation of knowledge
72
SAFe Lean-Agile Core Principle: D
#9 Decentralize decision-making
73
SAFe Lean-Agile Core Principle: O
#10 Organize around value
74
Backlog of uncommitted stories
Team Backlog
75
Backlog of stories committed for current sprint
Iteration Backlog
76
Backlog of features
Program Backlog
77
Backlog of Epics
Portfolio Backlog
78
Voice of Customer for a story
Product Owner
79
Voice of Customer for a feature
Product Manager
80
Voice of Customer for a capability
Solution Management
81
Voice of the Process for a team
Scrum Master
82
Voice of the Process for a train
Release Train Engineer
83
Voice of the customer at the portfolio level
Epic Owners
84
Voice of the Process for a Large Solution
Solution Train Engineer
85
Technical voice for a story
Agile Team
86
Technical voice for a feature
System Architect
87
Technical voice for a solution
Solution architect
88
Technical voice for the portfolio
Enterprise architect
89
Event that synchronizes team objectives
PI Planning
90
Event that synchronizes delivery
System Demo
91
Three factors that motivate knowledge workers (Daniel Pink)
Autonomy, Mastery, Purpose
92
Who makes infrequent decisions
Central leadership
93
Who makes routine decisions
Decentralized teams
94
Who makes time critical decisions
Decentralized teams
95
Who makes long-lasting decisions
Central Leadership
96
Who makes decisions that require local information
Decentralized teams
97
Who makes decisions that provide economies of scale
Central Leadership
98
Sequence of activities needed to convert a business hypothesis into a digitally-enabled Solution
Development Value Stream
99
Sequence of activities needed to deliver a product or service to a customer
Operational Value Stream
100
practice of developing a set of related system models that help define, design, and document a system under development.
Model-Based System Development (MSBE)
101
a type of exploration Enabler Story that gains the knowledge necessary to reduce the risk of a technical approach, better understand a requirement, or increase the reliability of a story estimate
Spike
102
differentiating business objectives that connect a portfolio to the strategy of the Enterprise
Strategic Themes
103
a practice that keeps requirements and design options flexible for as long as possible during the development process
Set-based Design
104
Agile testing, behavior-driven development, test-driven development, refactoring, code quality,
and Agile architecture
Practices of Built-in Quality for software
105
Investment Horizon for retiring assets
Investment Horizon 0
106
Investment Horizon for assets undergoing investment or extraction
Investment Horizon 1
107
Investment Horizon for emerging assets
Investment Horizon 2
108
Investment Horizon for assets under evaluation
Investment Horizon 3
109
exploratory, early iterations, frequent system-level
integration, design verification, Model-Based Systems Engineering (MBSE), and
set-based design.
Practices of Built-in Quality for hardware
110
```
Gemba walks
Personas
Empathy maps
Journey maps
Story mapping
Prototyping
```
Tools of Design Thinking
111
ROAM stands for...
Resolved, Owned, Accepted, Mitigated
112
Portfolio Backlog
Top 10 Features
Portfolio Vision
Inputs to PI planning
113
When are PI Objectives defined
During PI Planning
114
What is the deadline for story grooming
Iteration commitement
115
Inputs to PI planning
Portfolio Backlog
Top 10 Features
Portfolio Vision
116
WSJF Numerator
User-business value + Time criticality + Risk reduction/opportunity enablement
117
WSJF Denominator
Job Size
118
Who writes PI Objectives
Agile Teams
119
Who assigns value to PI Objectives
Product Management
120
Who commits to PI Objectives
Agile Teams
121
How to assign points to WSJF components
Give smallest item a "1" and size everything else relative to that
122
What happens if PI confidence vote is less than three
All PI Planning participants contribute to reworking the plan, such as adding and ROAMing risks, adjusting dependencies, or reducing commitments.
123
When does the program reflect on the past PI
During the Inspect & Adapt event before PI planning
124
When does the program reflect on the PI Planning event
During the retrospective near the end of the second day
125
What are the standard team-level events
Backlog refinement, Daily Standup, Iteration Review/Demo, Iteration Planning, Iteration Retro
126
What are the standard program-level events
Scrum of Scrums, PO Sync, System Demo, Preparation for PI Planning, Inspect & Adapt, PI Planning.
127
What is a joint Scrum of Scrums and PO Sync called
ART Sync
128
How often does the system demo happen
On regular cadence following each iteration
129
What does CALMR stand for
Culture, Automation, Lean flow, Measurement, Recovery
130
What are the three components of Continuous Delivery
Continuous Exploration, Continuous Integration, Continuous Deployment
131
When do releases happen in SAFe
On demand when approved by business owners
132
What tool is used to decouple deployment from release
Feature toggles
133
What requires a Lean business case, the
definition of a minimum viable product (MVP),
an Owner, and approval by Lean Product Mangement
An epic
134
When is an epic no longer a concern at the portfolio level
When new work is no longer valuable (per WSJF) or can conducted within a release train without enterprise-level investment.
135
Who should Organize and reorganize around value
Lean-agile Leadership
136
Who should Identify queues and excess Work in Process (WIP)
Lean-agile Leadership
137
Who should Continually focus on eliminating waste and delays
Lean-agile Leadership
138
Who should Eliminate demotivating policies and procedures
Lean-agile Leadership
139
Who should Inspire and motivate others
Lean-agile Leadership
140
Who should Create a culture of relentless improvement
Lean-agile Leadership
141
Who should Provide the space for teams to innovate
Lean-agile Leadership
142
In a generative organizational culture, what does failure lead to?
Improvement
143
What are the behaviors of a lean-agile leader?
Authenticity, Emotional Intelligence, Lifelong Learning, Growing Others, Decentralized Decision making
144
What is an example of a forcing function?
First PI Planning, an investor demo, a launch event.
A planned event or milestone requiring work that may otherwise get repeatedly postponed and deprioritized
145
What does a burning platform create?
A sense of urgency
146
Per Dean Leffingwell, what kind of code can't be scaled?
Crappy code
147
What are some examples of "danger" must lean-agile leaders be alert for?
New disrupting market entrants, The next Turning Point, internal inefficiencies magnified by world events (COVID)
148
What is the first activity in a problem-solving workshop
Agree on the problem to solve
149
What are the components of a good problem statement?
What, Where, When, and Impact
150
What questions must be asked to determine the root cause of a problem?
Why, five times
151
What are the dimensions of a problem brainstorming fishbone diagram
People, Process, Tools, Program, and Environment
152
the ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative, digitally-enabled business solution
Business Agility
153
four ways used to measure success in design thinking
Desirable, Feasible, Viable, Sustainable
154
Communicating the business need, urgency, and vision for change
Responsibility of LACE
155
Developing the implementation plan and managing the transformation backlog
Responsibility of LACE
156
Establishing the metrics
Responsibility of LACE
157
Conducting or sourcing training for executives, managers and leaders, Agile teams, and specialty roles such as Product Owner, Product Manager, Scrum Master, and Release Train Engineer
Responsibility of LACE
158
Facilitating Value Stream Identification Workshops (using supporting toolkit) and helping define and launch Agile Release Trains (ARTs)
Responsibility of LACE
159
Providing coaching and training to ART stakeholders and teams
Responsibility of LACE
160
Participating in critical, initial events like Program Increment (PI) Planning and Inspect and Adapt (I&A)
Responsibility of LACE
161
Fostering SAFe Communities of Practice (CoPs)
Responsibility of LACE
162
Communicating progress Implementing Lean-Agile focus days with guest speakers, and presenting internal case studies
Responsibility of LACE
163
Benchmarking and connecting with the external community
Responsibility of LACE
164
Promoting continuing Lean-Agile education
Responsibility of LACE
165
Extending Lean-Agile practices to other areas of the company, including Lean Budgets, Lean Portfolio Management, contracts, and human resources
Responsibility of LACE
166
Helping to establish relentless improvement
Responsibility of LACE
