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SPC > SAFe Competencies and Dimensions > Flashcards

SAFe Competencies and Dimensions Flashcards

1
Q

What Competency includes Agile Teams

A

Dimension of Team and Technical Agility

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2
Q

What Competency includes Built-in Quality

A

Dimension of Team and Technical Agility

SAFe Core Value

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3
Q

What Competency includes Teams of Agile Teams

A

Dimension of Team and Technical Agility

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4
Q

What Competency includes Customer Centricity & Design Thinking

A

Dimension of Agile Product Delivery

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5
Q

What Competency includes Develop on Cadence & Release on Demand

A

Dimension of Agile Product Delivery

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6
Q

What Competency includes DevOps and Continuous Delivery

A

Dimension of Agile Product Delivery

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7
Q

What Competency includes Lean-Agile Mindset & Principles

A

Dimension of Lean-Agile Leadership

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8
Q

What Competency includes Leading by Example

A

Dimension of Lean-Agile Leadership

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9
Q

What Competency includes Leading Change

A

Dimension of Lean-Agile Leadership

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10
Q

What Competency includes Strategy and Investment Funding

A

Dimension of Lean Portfolio Management

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11
Q

What Competency includes Agile Portfolio Operations

A

Dimension of Lean Portfolio Management

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12
Q

What Competency includes Lean Governance

A

Dimension of Lean Portfolio Management

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13
Q

What Competency includes Lean-thinking People and Agile Teams

A

Dimension of Organizational Agility

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14
Q

What Competency includes Lean Business Operations

A

Dimension of Organizational Agility

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15
Q

What Competency includes Strategy Agility

A

Dimension of Organizational Agility

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16
Q

What Competency includes Learning Organization

A

Dimension of Continuous Learning Culture

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17
Q

What Competency includes Relentless Improvement

A

Dimension of Continuous Learning Culture

Column of House of Lean

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18
Q

What Competency includes Innovation Culture

A

Dimension of Continuous Learning Culture

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19
Q

Lean Engineering and Lean QMS

A

Dimension of Enterprise Solution Delivery

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20
Q

What Competency includes Coordinate Trains and Suppliers

A

Dimension of Enterprise Solution Delivery

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21
Q

What Competency includes Continually Evolve Live Systems

A

Dimension of Enterprise Solution Delivery

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22
Q

Team and Technical Agility

A

Core Competency of Business Agility (Essential)

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23
Q

Agile Product Delivery

A

Core Competency of Business Agility (Essential)

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24
Q

Lean-Agile Leadership

A

Core Competency of Business Agility (Essential)

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25
Q

Organizational Agility

A

Core Competency of Business Agility (Portfolio)

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26
Q

Lean Portfolio Management

A

Core Competency of Business Agility (Portfolio)

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27
Q

Continuous Learning Culture

A

Core Competency of Business Agility (Portfolio)

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28
Q

Enterprise Solution Delivery

A

Core Competency of Business Agility (Large Solution)

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29
Q 
A knowledge base of proven,
integrated principles, practices,
and competencies for achieving
Business Agility by implementing
Lean, Agile, and DevOps at scale
A

SAFe 5 for Lean Enterprises

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30
Q

Alignment

A

SAFe Core Value

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31
Q

Transparency

A

SAFe Core Value

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32
Q

Program Execution

A

SAFe Core Value

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33
Q

Foundation of the House of Lean

A

Leadership

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34
Q

Roof of the House of Lean

A

Value

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35
Q

Respect for People and Culture

A

Column of the House of Lean

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36
Q

Flow

A

Column of the House of Lean

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37
Q

Innovation

A

Column of the House of Lean

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38
Q

Agile Manifesto: Individuals and interactions over

A

Processes and Tools

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39
Q

Agile Manifesto: Working software over

A

comprehensive documentation

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40
Q

Agile Manifesto: Customer collaboration over

A

contract negotiation

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41
Q

Agile Manifesto: Responding to change over

A

following a plan

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42
Q

Our highest priority is to satisfy the customer through early and continuous
delivery of valuable software.

A

Agile Principle

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43
Q

Welcome changing requirements, even late in development. Agile processes
harness change for the customer’s competitive advantage.

A

Agile Principle

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44
Q

Deliver working software frequently, from a couple of weeks to a couple of
months, with a preference for the shorter timescale.

A

Agile Principle

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45
Q

Business people and developers must work together daily throughout the
project.

A

Agile Principle

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46
Q

Build projects around motivated individuals. Give them the environment and
support they need, and trust them to get the job done.

A

Agile Principle

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47
Q

The most efficient and effective method of conveying information to and within
a development team is face-to-face conversation.

A

Agile Principle

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48
Q

Working software is the primary measure of progress.

A

Agile Principle

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49
Q

Agile processes promote sustainable development. The sponsors, developers,
and users should be able to maintain a constant pace indefinitely.

A

Agile Principle

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50
Q

Continuous attention to technical excellence and good design enhances
agility.

A

Agile Principle

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51
Q

Simplicity—the art of maximizing the amount of work not done—is essential.

A

Agile Principle

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52
Q

The best architectures, requirements, and designs emerge from self-organizing
teams.

A

Agile Principle

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53
Q

At regular intervals, the team reflects on how to become more effective, then
tunes and adjusts its behavior accordingly.

A

Agile Principle

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54
Q

Take an economic view

A

SAFe Lean-Agile Core Principle

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55
Q

Apply systems thinking

A

SAFe Lean-Agile Core Principle

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56
Q

Assume variability; preserve options

A

SAFe Lean-Agile Core Principle

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57
Q

Build incrementally with fast, integrated learning cycles

A

SAFe Lean-Agile Core Principle

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58
Q

Base milestones on objective evaluation of working systems

A

SAFe Lean-Agile Core Principle

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59
Q

Visualize and limit WIP, reduce batch sizes, and manage queue lengths

A

SAFe Lean-Agile Core Principle

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60
Q

Apply cadence, synchronize with cross-domain planning

A

SAFe Lean-Agile Core Principle

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61
Q

Unlock the intrinsic motivation of knowledge workers

A

SAFe Lean-Agile Core Principle

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62
Q

Decentralize decision-making

A

SAFe Lean-Agile Core Principle

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63
Q

Organize around value

A

SAFe Lean-Agile Core Principle

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64
Q

SAFe Lean-Agile Core Principle: E

A

1 Take an economic view

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65
Q

SAFe Lean-Agile Core Principle: S

A

2 Apply systems thinking

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66
Q

SAFe Lean-Agile Core Principle: V

A

3 Assume variability; preserve options

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67
Q

SAFe Lean-Agile Core Principle: I

A

4 Build incrementally with fast, integrated learning cycles

68
Q

SAFe Lean-Agile Core Principle: M1

A

5 Base milestones on objective evaluation of working systems

69
Q

SAFe Lean-Agile Core Principle: F

A

(Optimize Flow) #6 Visualize and limit WIP, reduce batch sizes, and manage queue lengths

70
Q

SAFe Lean-Agile Core Principle: C

A

7Apply cadence, synchronize with cross-domain planning

71
Q

SAFe Lean-Agile Core Principle: M2

A

8 Unlock the intrinsic motivation of knowledge

72
Q

SAFe Lean-Agile Core Principle: D

A

9 Decentralize decision-making

73
Q

SAFe Lean-Agile Core Principle: O

A

10 Organize around value

74
Q

Backlog of uncommitted stories

A

Team Backlog

75
Q

Backlog of stories committed for current sprint

A

Iteration Backlog

76
Q

Backlog of features

A

Program Backlog

77
Q

Backlog of Epics

A

Portfolio Backlog

78
Q

Voice of Customer for a story

A

Product Owner

79
Q

Voice of Customer for a feature

A

Product Manager

80
Q

Voice of Customer for a capability

A

Solution Management

81
Q

Voice of the Process for a team

A

Scrum Master

82
Q

Voice of the Process for a train

A

Release Train Engineer

83
Q

Voice of the customer at the portfolio level

A

Epic Owners

84
Q

Voice of the Process for a Large Solution

A

Solution Train Engineer

85
Q

Technical voice for a story

A

Agile Team

86
Q

Technical voice for a feature

A

System Architect

87
Q

Technical voice for a solution

A

Solution architect

88
Q

Technical voice for the portfolio

A

Enterprise architect

89
Q

Event that synchronizes team objectives

A

PI Planning

90
Q

Event that synchronizes delivery

A

System Demo

91
Q

Three factors that motivate knowledge workers (Daniel Pink)

A

Autonomy, Mastery, Purpose

92
Q

Who makes infrequent decisions

A

Central leadership

93
Q

Who makes routine decisions

A

Decentralized teams

94
Q

Who makes time critical decisions

A

Decentralized teams

95
Q

Who makes long-lasting decisions

A

Central Leadership

96
Q

Who makes decisions that require local information

A

Decentralized teams

97
Q

Who makes decisions that provide economies of scale

A

Central Leadership

98
Q

Sequence of activities needed to convert a business hypothesis into a digitally-enabled Solution

A

Development Value Stream

99
Q

Sequence of activities needed to deliver a product or service to a customer

A

Operational Value Stream

100
Q

practice of developing a set of related system models that help define, design, and document a system under development.

A

Model-Based System Development (MSBE)

101
Q

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

A

Spike

102
Q

differentiating business objectives that connect a portfolio to the strategy of the Enterprise

A

Strategic Themes

103
Q

a practice that keeps requirements and design options flexible for as long as possible during the development process

A

Set-based Design

104
Q

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

A

Practices of Built-in Quality for software

105
Q

Investment Horizon for retiring assets

A

Investment Horizon 0

106
Q

Investment Horizon for assets undergoing investment or extraction

A

Investment Horizon 1

107
Q

Investment Horizon for emerging assets

A

Investment Horizon 2

108
Q

Investment Horizon for assets under evaluation

A

Investment Horizon 3

109
Q

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

A

Practices of Built-in Quality for hardware

110
Q 
Gemba walks 
Personas 
Empathy maps
Journey maps
Story mapping
Prototyping
A

Tools of Design Thinking

111
Q

ROAM stands for…

A

Resolved, Owned, Accepted, Mitigated

112
Q

Portfolio Backlog
Top 10 Features
Portfolio Vision

A

Inputs to PI planning

113
Q

When are PI Objectives defined

A

During PI Planning

114
Q

What is the deadline for story grooming

A

Iteration commitement

115
Q

Inputs to PI planning

A

Portfolio Backlog
Top 10 Features
Portfolio Vision

116
Q

WSJF Numerator

A

User-business value + Time criticality + Risk reduction/opportunity enablement

117
Q

WSJF Denominator

A

Job Size

118
Q

Who writes PI Objectives

A

Agile Teams

119
Q

Who assigns value to PI Objectives

A

Product Management

120
Q

Who commits to PI Objectives

A

Agile Teams

121
Q

How to assign points to WSJF components

A

Give smallest item a “1” and size everything else relative to that

122
Q

What happens if PI confidence vote is less than three

A

All PI Planning participants contribute to reworking the plan, such as adding and ROAMing risks, adjusting dependencies, or reducing commitments.

123
Q

When does the program reflect on the past PI

A

During the Inspect & Adapt event before PI planning

124
Q

When does the program reflect on the PI Planning event

A

During the retrospective near the end of the second day

125
Q

What are the standard team-level events

A

Backlog refinement, Daily Standup, Iteration Review/Demo, Iteration Planning, Iteration Retro

126
Q

What are the standard program-level events

A

Scrum of Scrums, PO Sync, System Demo, Preparation for PI Planning, Inspect & Adapt, PI Planning.

127
Q

What is a joint Scrum of Scrums and PO Sync called

A

ART Sync

128
Q

How often does the system demo happen

A

On regular cadence following each iteration

129
Q

What does CALMR stand for

A

Culture, Automation, Lean flow, Measurement, Recovery

130
Q

What are the three components of Continuous Delivery

A

Continuous Exploration, Continuous Integration, Continuous Deployment

131
Q

When do releases happen in SAFe

A

On demand when approved by business owners

132
Q

What tool is used to decouple deployment from release

A

Feature toggles

133
Q

What requires a Lean business case, the
definition of a minimum viable product (MVP),
an Owner, and approval by Lean Product Mangement

A

An epic

134
Q

When is an epic no longer a concern at the portfolio level

A

When new work is no longer valuable (per WSJF) or can conducted within a release train without enterprise-level investment.

135
Q

Who should Organize and reorganize around value

A

Lean-agile Leadership

136
Q

Who should Identify queues and excess Work in Process (WIP)

A

Lean-agile Leadership

137
Q

Who should Continually focus on eliminating waste and delays

A

Lean-agile Leadership

138
Q

Who should Eliminate demotivating policies and procedures

A

Lean-agile Leadership

139
Q

Who should Inspire and motivate others

A

Lean-agile Leadership

140
Q

Who should Create a culture of relentless improvement

A

Lean-agile Leadership

141
Q

Who should Provide the space for teams to innovate

A

Lean-agile Leadership

142
Q

In a generative organizational culture, what does failure lead to?

A

Improvement

143
Q

What are the behaviors of a lean-agile leader?

A

Authenticity, Emotional Intelligence, Lifelong Learning, Growing Others, Decentralized Decision making

144
Q

What is an example of a forcing function?

A

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
Q

What does a burning platform create?

A

A sense of urgency

146
Q

Per Dean Leffingwell, what kind of code can’t be scaled?

A

Crappy code

147
Q

What are some examples of “danger” must lean-agile leaders be alert for?

A

New disrupting market entrants, The next Turning Point, internal inefficiencies magnified by world events (COVID)

148
Q

What is the first activity in a problem-solving workshop

A

Agree on the problem to solve

149
Q

What are the components of a good problem statement?

A

What, Where, When, and Impact

150
Q

What questions must be asked to determine the root cause of a problem?

A

Why, five times

151
Q

What are the dimensions of a problem brainstorming fishbone diagram

A

People, Process, Tools, Program, and Environment

152
Q

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

A

Business Agility

153
Q

four ways used to measure success in design thinking

A

Desirable, Feasible, Viable, Sustainable

154
Q

Communicating the business need, urgency, and vision for change

A

Responsibility of LACE

155
Q

Developing the implementation plan and managing the transformation backlog

A

Responsibility of LACE

156
Q

Establishing the metrics

A

Responsibility of LACE

157
Q

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

A

Responsibility of LACE

158
Q

Facilitating Value Stream Identification Workshops (using supporting toolkit) and helping define and launch Agile Release Trains (ARTs)

A

Responsibility of LACE

159
Q

Providing coaching and training to ART stakeholders and teams

A

Responsibility of LACE

160
Q

Participating in critical, initial events like Program Increment (PI) Planning and Inspect and Adapt (I&A)

A

Responsibility of LACE

161
Q

Fostering SAFe Communities of Practice (CoPs)

A

Responsibility of LACE

162
Q

Communicating progress Implementing Lean-Agile focus days with guest speakers, and presenting internal case studies

A

Responsibility of LACE

163
Q

Benchmarking and connecting with the external community

A

Responsibility of LACE

164
Q

Promoting continuing Lean-Agile education

A

Responsibility of LACE

165
Q

Extending Lean-Agile practices to other areas of the company, including Lean Budgets, Lean Portfolio Management, contracts, and human resources

A

Responsibility of LACE

166
Q

Helping to establish relentless improvement

A

Responsibility of LACE

SPC (2 decks)

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