To see how well you know the information, try the Quiz or Test activity. They are business objectives that connect the SAFe portfolio to the Enterprise business strategy, A minimal version of a new product used to test a hypothesis. *Establish a sense of urgency *Create a powerful guiding coalition *Develop the vision and strategy *Communicate the vision *Empower employees for broad-based action *Generate short-term wins *Consolidate gains and produce more wins *Anchor new approaches. The information on this page is 2010-2023 Scaled Agile, Inc. and is protected by US and International copyright laws. Thus, the most basic elements of pure bureaucratic organization are its emphasis on procedural regularity, a hierarchical system of accountability and responsibility, specialization of function, continuity, a legal-rational basis, and fundamental conservatism. This allows the entire organizationfrom the building block of Agile teams to ARTs and Solutions Trains, to the entire portfolioto organize for one purpose: delivering value to the customer as quickly as possible. It does not store any personal data. This can be due to many circumstances: Architectural Runway is existing code, hardware components, marketing branding guidelines, etc., that enable near-term business Features. Flow 9. Respond to change What are the 4 aspects of the Continuous Delivery Pipeline? The Organizational Agility competency describes how Lean-thinking people and Agile teams optimize their business processes, evolve strategy with clear and decisive new commitments, and quickly adapt the organization as needed to capitalize on new opportunities The portfolio level roles, events, and artifacts The full spanning palette Figure 1. The cookies is used to store the user consent for the cookies in the category "Necessary". what is one issue when organizing around hierarchical functions? (Choose two.) Quizlet - Leading SAFe - Grupo de estudo - SA, SAFe (Scaled Agile Framework), Leading SAFe, Charles E. Leiserson, Clifford Stein, Ronald L. Rivest, Thomas H. Cormen, Abraham Silberschatz, Greg Gagne, Peter B. Galvin, Information Technology Project Management: Providing Measurable Organizational Value. Reduce the batch sizes of work a clear and continuous understanding of the target market, Which statement fits with the SAFe Core Value of Built-in Quality? (choose two). Stories, plan them into the Iteration, and work out Sustain & Improve, 13 - 12 Steps of the Implementation Roadmap (First 6), 1. Structure and formality are unnecessary. Clearly, people and resources need to be organized to minimize handoffs, make the individual steps more efficient, and reduce the delays between them. Volatility, uncertainty, complexity and ambiguity This leads to changing topics continuously and interrupting people to force them to another "the only true" direction. (Note: For more on team and ART topologies, see Agile Teams, Solution Train, Organizing Agile Teams and ARTs, and reference [4].). Lucidchart is a big product, though. Dependencies with another team or supplier that cannot be guaranteed. Empowered Agile Release Trains (ART) advance Solutions and implement Epics approved by LPM. [2] Rother, Mike, and John Shook. Relentless Improvement ART Events are:-. Commit to quality and be the change agent in the system. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Privacy Policy and The problems at NTM began several years ago when the previous chief executive took the decision to double production capacity. What must management do for a successful Agile transformation? Each value stream can have multiple Solution trains and Agile release trains. We also use third-party cookies that help us analyze and understand how you use this website. The Lean-Agile Leadership competency describes how Lean-Agile Leaders drive and sustain organizational change and operational excellence by empowering individuals and teams to reach their highest potential. To ensure large queues are not being built, Design Thinking identifies at least four new ways to measure success. When you need a break, try one of the other activities listed below the flashcards like Matching, Snowman, or Hungry Bug. Build incrementally with fast, integrated learning cycles. 12 Principles (too long to show here, see other documentation). Organizational structures describe what employees do, whom they report to, and how decisions are made across the business. Strategic themes are direct inputs to the portfolio vision. 1. People who work in hierarchical structures got used to interrupting people. Foundation? What is used to capture the current state of the Portfolio and a primer to the future state? The Agile Release Train uses which type of teams to get work done? One of the most basic elements of an organizational structure, chain of command is exactly what it sounds like: an unbroken line of authority that extends from the top of the organization (e.g. Product-focused Agile Release Trains (ARTs) create value streams that will provide sustained returns for your organization. It creates leaders at all levels It moves the decisions to where the information is It creates areas of specialization It requires managers to coordinate the work 32 / 60 Anchoring new behaviors in the culture is critical to sustaining change. Implementing ARTs, Solution Trains and a Lean Portfolio It encompasses everything needed to go from untested software artifacts to tested software artifacts. It encompasses everything needed to provide a continuous stream of value to clients. It encompasses everything needed to deploy working software artifacts from a test environment to a production environment. It encompasses everything needed to go from source code to working software artifacts. 2. A well-defined organizational structure helps employees work more efficiently, laying the groundwork for internal operations, establishing a chain of command, and helps with transparency in the workplace.. Companies typically adopt either a hierarchical or a flat . And success is no longer assured. Other teams support stream-aligned teams in their mission. Extend to the Portfolio Then tap the card to flip it. A Feature has an excess of dependencies and risks, According to John Kotter, what is the importance of creating a powerful guiding coalition? Ongoing learning Continuous refactoring Increased technical debt Delivery of large batches, To remove the need to respond quickly to production issues To allow inspection of Agile maturity based on different cycle times To make deploying of assets a business decision To enable releasing functionality on demand to meet business needs. The Agile Release Train uses which type of teams to get work done? Cookie Policy What is the basic building block when organizing around value? To identify different parameters of the economic framework. Alignment, Transparency, Built in Quality, Program Execution. What is the last step in Kotter's approach to change management? ?? Launch more Agile Release Trains and Value Streams, extend to the portfolio, accelerate, ***Which two statements are true about uncommitted objectives? In other words, as value moves, these organizations can move with it. Go through the below list of complied questions from Leading SAFe certification exam. Out of these cookies, the cookies that are categorized as necessary are stored on your browser as they are essential for the working of basic functionalities of the website. All PI Objectives are given a value of 10. 6. Teams align their Iterations to the same schedule to support communication, coordination, and system integration. They collaborate with their team to detail stories with acceptance criteria and acceptance tests. They review and reprioritize the backlog. They elaborate backlogs into user stories for implementation. They build, edit, and maintain the team backlog. Funding Value Streams, not projects. c. it moves the decision to where the information is. How is the flow of Portfolio Epics managed? (c) Lysosomal enzymes do not occur freely in the cytosol in healthy cells. What can be used as a template for putting SAFe into practice within an organization? Commit to quality and be the change agent in the system. Continuous Improvement All PI Objectives are given a value of 10. What do Product Owners have content authority over? What is an example of applying cadence-based synchronization in SAFe? Innovation are in the same box the next time you log in. At a minimum, your org structure should include employees' titles and basic hierarchies. Continuous Cadence. What is one benefit of unlocking the intrinsic motivation of knowledge workers? But as the enterprise grows and experiences success, it builds the organizational hierarchy needed to provide the time-tested management structures that will support operations, HR, finance, governance, and all the other corporate responsibilities of a functioning enterprise. a: It can help the transformation b: It enables better exploration of customer needs c: It can solve, What are two ways Lean budget guardrails guide Value Stream investment decisions? Strong hierarchical organisations are driven by status, structure and power over people. -Marketability How does SAFe provide a second operating system that enables Business Agility? Who is the content authority for an Agile Team.docx, What is the call to action when promoting SAFe during a meeting with company executives.docx, Juan is the coach if a new Agile Release Train.docx, After launching the first Agile Release Train.docx, What are two conditions to look for when coaching an ART sync meeting.docx, U.S. Dietary Guidelines Revised, Weight Studies Released (Special Report).pdf, httpswwwwashingtonpostcompolitics20201207cybers ecurity 202 global losses, Learning Objective 09 03 An overview of the motivational tools that are key for, In the next stage virtual body regions were established by the major base lines, 2 Log in with the user name and password of the management account 3 Select, Changes in the independent variable are presumably caused by changed in the, are based on SAFe Scaled Agile Framewor 1.What are two significant risks that can be understood from the program board? 5. Explanation: This problem is more pronounced when it takes an organization a longer time before initiating hierarchical functions. Create the Implementation Plan, 13 - 12 Steps of the Implementation Roadmap (Last 6), 7. Team Topologies: Organizing Business and Technology Teams for Fast Flow. The Organizational Agility competency describes how Lean-thinking people and Agile teams optimize their business processes, evolve strategy with clear and decisive new commitments, and quickly adapt the organization as needed to capitalize on new opportunities. The one issue that arises when organizing around hierarchical functions is the dilution of information caused by the absence of direct communication with the overall boss. Teams can apply uncommitted objectives whenever there is low confidence in meeting the objective. Customers, the problems they are facing, and the jobs to be done. Prepare for ART Launch -Peer review and pairing. It moves the decision to where the information is It reduces political tensions It creates Agile business teams It is not how value flows. If you forget it there is no way for StudyStack Coach ART Execution What is one issue when organizing around hierarchical functions? What are two of those ways? You get the result (Pass or Fail) once you submit the exam. Design Thinking identifies at least four new ways to measure success. Project to Product. In many circumstances, a single ART can deliver and support a significant product or service. Technology Portfolios Automation Performance cookies are used to understand and analyze the key performance indexes of the website which helps in delivering a better user experience for the visitors. interdependencies with other teams, Weighted shortest job first prioritization. [2]. To limit cognitive load, Agile Teams are organized around one of four types of value: stream-aligned, complicated subsystem, platform, and enabling teams [3] (Figure 7). 2. Team execute Iterations with Scrum. But opting out of some of these cookies may have an effect on your browsing experience. As virtual organizations, they can quickly evolve in any combination necessary to respond to changing technologies, products, and market demands. On day two of PI Planning, management presents adjustments based on the previous day's management review and problem solving meeting. Features, Feature Delivery, Dependencies, Milestones & Events Choose 1: It reduces political tensions It is not how value flows It moves the decision to where the information is It creates Agile business teams: It is not how value flows: What is found on a program board? In the 'gas saturation method' for the measurement of vapour pressure, a volume V of gas at temperature T and pressure P, is bubbled slowly through the liquid that is maintained at the same temperature T. The mass m lost from the liquid is measured and this can be related to the vapour pressure in the following way. to send you a reset link. Chain of command clarifies who reports to whom within the organization. What are they? Uncommitted objectives are used to identify work that can be variable within the scope of a PI. Some new value streams will be created, others will need to be adjusted, and some will be eliminated as solutions are decommissioned. What is one issue when organizing around hierarchical functions? 8. Learning to See: Value Stream Mapping to Create Value and Eliminate Muda. Simplicitythe art of maximizing the amount of work not doneis essential, What is the basic building block when organizing around value? Participatory Budgeting (PB) is the process that Lean Portfolio Management (LPM) uses to allocate the total portfolio budget to its value streams. Organizing Around Value Lots of organizations are organized around functional silossuch as business, system engineering, hardware, software, testing/QA, and operations. Lean thinking can be summarized as follows: [2]. A minimal product that can be built to achieve market dominance It moves the decision to where the information is, What are two conditions to look for when coaching an ART sync meeting? Choose 1: It reduces political tensions By focusing on customers, products, innovation, and growth. ?? When you've placed seven or more cards in the Don't know box, tap "retry" to try those cards again. More Satisfied Customers, They are business objectives that connect the SAFe portfolio to the Enterprise business strategy. The House of Lean is a classic metaphor describing the mindset essential for Lean thinking. As described in the Business Agility article, successful enterprises dont start out as large and cumbersome. Welcome changing requirements, even late in development. Respect for people & culture Design Thinking is a clear and continuous understanding of the target market, Customers, the problems they are facing, and the jobs to be done. -Sustainability Delivering value in the shortest sustainable lead time. An Enterprise may have a single portfolio or multiple portfolios. What is one issue when organizing around hierarchical functions? Manage queue lengths. In this case, ARTs are assembled into Solution Trains capable of building ever-larger systems. Each SAFe portfolio consists of a collection of development value streams, aligned as necessary to deliver the products and services customers need (Figure 3). 12. Create Agile teams that can give value straight away. Applying Lean-Agile principles and practices to the specification, development, deployment, operation, and evolution of the worlds largest and most sophisticated systems. How Lean-thinking people and Agile Teams optimize their business processes, evolve strategy with clear and decisive new commitments, and quickly adapt the organization as needed to capitalize on new opportunities. A customer-centric approach to defining, building, and releasing a continuous flow of valuable products and services to customers and users. The ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative business Solutions. Establishing flow;Providing architectural runway; Design Thinking identifies at least four new ways to measure success. (b) Hence derive an expression for the partial pressure of the liquid vapour, assuming that the gas remains at the total pressure P after it has passed through the liquid. What is Business Agility? What is one issue when organizing around hierarchical functions? Although it may feel like you're playing a game, your brain is still making more connections with the information to help you out. - When there is only one day to run PI Planning, so more time is needed to prepare to run it effectively - When Product Owners and Scrum Masters need to coordinate dependencies within the Agile Release Train - When teams cannot identify and estimate Stories in PI Planning and need more time to prepare Continuous attention to technical excellence and good design enhances agility. The ability of organizations to organize around value, and also reorganize around new flows of value as needed, is a key driver for business agility. Roof? Significant dependencies Milestones Tasks Backlog items Features User Stories, Epics Capacity and Load Features Significant dependencies Risks, Events for future PI Too many dependencies leading to a single program milestone Too much Work-in-Process in one Iteration Too many Features are placed in a teams swim lane with no strings A significant dependency leading to a Feature, That the feature can be completed independent from the other teams That all the risks have been ROAMed That the team has little confidence it will happen That the feature should be completed before any other feature, Solution Demo Scrum of scrums Iteration Retrospective Iteration Review, Product Owner Sync System Demo Solution Demo Scrum of Scrums Inspect and Adapt, The daily stand-up is an ART event that requires the scrum of scrums and Program Owner sync involvement in the closed-loop system The Inspect and Adapt is the only ART event required to create a closed-loop system Team events run inside the ART events, and the ART events create a closed-loop system ART events run inside the team events, and the team events create a closed-loop system, Release Train Engineer Product Owner Business Owner Scrum Master, Release Train Engineer Product Owner Business Owner Scrum Master, Product Manager The Agile Team The Scrum Team Business Owner, To determine the highest value using WSJF To ensure the teams do not work on architectural Enablers To provide guidance on the business value of the team objectives To override the decisions made in WSJF prioritization, Stream-aligned team Platform team Complicated subsystem team Enabling team, To iterate on stories To identify acceptance criteria To adjust and identify ways to improve To evaluate metrics, Solution teams Phased-review-process teams Management teams Cross-functional teams, Business Owner Release Train Engineer Agile Coach Scrum Master, PI objectives versus outcomes Iteration goals versus what got done Scrum Master goals versus Development Team goals Plan objectives versus Program Owner objectives, Customer Support Representative Product Owner Release Train Engineer Product Management, To prioritize the Program Backlog To prioritize Enablers To facilitate backlog refinement sessions To assign business value to Features, Product Owners Solution Train Engineer Product Management Solution Management, Solution Management Product Management Solution Architect/Engineer Solution Train Engineer, Epic Owners Enabler Epic Lean Portfolio Management Enterprise Architect, Release Train Engineer Solution Management Product Management Lean Portfolio Management, It will be moved to the Portfolio Backlog if it receives a go decision from Lean Portfolio Management It will be implemented if it has the highest weighted shortest job first (WSJF) ranking It will remain in the analyzing step until one or more Agile Release Trains have the capacity to implement it It will be implemented once the Lean business case is approved by the Epic Owner, Scrum Master Lean Portfolio Management Epic Owners Enterprise Architect, Portfolio Retrospective Portfolio Value Stream Portfolio Canvas Portfolio Kanban, Portfolio Canvas Portfolio Backlog Portfolio Kanban Portfolio Vision, In the Program Kanban In the Portfolio Backlog In the Program Backlog In the Portfolio Kanban, Lean Budgets Program Increment Economic Framework Solution Intent, System-wide development variability is reduced to zero System-wide demos are possible since all the team demos happen at the same time Each team will work faster since they all start at the same time Overall work-in-progress is reduced. What must management do for a successful Agile transformation? Owns, defines, and prioritizes the Program Backlog, owns feature priorities, create valuable products in the lean enterprise. What is one issue when organizing around hierarchical functions? You can expect the similar questions in the real exam. By moving the focus from project to product, [1] it rediscovers the customer focus and adaptability required to survive in the digital age. What are the the first 5 Lean-Agile Principles (1-5)? Which statement is a principle of the Agile Manifesto? Which one of the four pillars advocates a 'Go See' mindset? By empowering the Product Owners to sequence the Solution Backlog By time criticality By establishing, When the Lean-Agile Center of Excellence (LACE) acts as an Agile Team, which two team practices are they likely to use? (Agile Manifesto), Who has the responsibility is to manage Which of the core competencies of the Lean Enterprise helps align strategy and execution? *Team & Technical Agility *Agile Product Delivery *Enterprise Solution Delivery *Lean Portfolio Management *Organizational Agility *Continuous Learning Culture *Lean Agile Leadership. The Program Backlog is the holding area for upcoming Features that will address user needs and deliver business benefits for a single Agile Release Train (ART). (Figure 8). What is one issue when organizing around hierarchical functions? Desirable, Viable, Feasible, and Sustainable. Agile Manifesto uncovering better ways of developing software by doing it and helping others do it. Choose 1: A)It reduces political tensions b)It is not how value flows c)It moves the decision to where the information is D)It creates Agile business teams Nov 22 2022 11:36 AM 1 Approved Answer Denis W answered on November 24, 2022 4 Ratings ( 4 Votes) Option "b" is correct. Fortunately, the people and teams of an increasingly Lean and Agile enterprise see those changes coming through the portfolio. Simplicity the art of maximizing the amount of work not done is essential. What is part of the role of Product Management? A typical organizational chart outlines reporting relationships between employees and their supervisors, as well as functional interaction between employees that operate on the same level within the . By focusing on customers, products, innovation, and growth. What are the last 5 Lean-Agile Principles (6-10)? There are a large number of fairly critical objectives that the business is depending on and the team is already loaded close to full capacity. These structures exist because they support specialization and allow organizations to grow and manage their people effectively. Who has content authority to make decisions at the User Story level during Program Increment (PI) Planning? Boulder, CO 80301 USA, Privacy Policy ?Maintain Predictability with uncommitted objectives. [1] Kersten, Mik. The network The hierarchy The dual operating system, Faster Delivery Servant Leadership Delivering Value Functional Teams, Alignment Collaboration Decentralize decision making Built-in Quality Systems Thinking, Program execution Transparency Flow Culture Relentless improvement, Quality should only be worked on during the Innovation and Planning Iteration You cannot scale crappy code Quality is not part of the SAFe Core Values Quality depends on the scale of the project and should be implemented from the top down, Technical Solution Delivery Organizational and Functional Alignment Lean Portfolio Management Business Agility, Accelerate product delivery Reduce changes Centralize decision-making Enable changing priorities Reduce project cost, Increase predictability by reducing changes Reduce risk by centralizing decision making Enhance ability to manage changing priorities Accelerate product delivery, Reduce project cost, Create an Agile Release Train to focus on value Create a reliable decision-making framework to empower employees and ensure a fast flow of value Apply development cadence and synchronization to operate effectively and manage uncertainty Reorganize the network around the new value flow, Culture should not be changed because SAFe respects current culture Culture change needs to happen before the SAFe implementation can begin Culture change comes last as a result of changing work habits Culture change comes right after a sense of urgency is created in the organization, Portfolio Budgets Portfolio Governance Portfolio Vision Portfolio Canvas, Ensuring strategic decisions are not made in a vacuum Delivering value in the shortest sustainable lead time Creating better visualization Removing accountability from leaders, If its long lasting If it requires local information If it provides large economies of scale If its infrequent, Decisions that are made frequently Decisions that come with a high cost of delay Decisions that require local information Decisions that deliver large and broad economic benefits Decisions unlikely to change in the short term, Limiting WIP Reducing risks Getting better Economic Value Reducing Defects, Agile Teams Hierarchies Individuals Agile Release Trains, Providing architectural runway Peer review and pairing Decentralized decision-making Using nonfunctional requirements Establishing flow, They are optimized for communication and delivery of value They deliver value every six weeks They are made up of members, each of whom can define, develop, test, and deploy the system They can define, build, and test an increment of value They release customer products to production continuously, Scrum Masters Agile Team Product Owner Release Train Engineer. What is a minimum viable product? Who has content authority to make decisions at the User Story level during Program Increment (PI) Planning? ; Feasible - Can we deliver the right solution through a combination of build, buy, partner, or acquire endeavors/activities? (Choose two.) When the solution gets bigger, however, the organization gets bigger, too. A minimal version of a new product used to test a hypothesis. ??? These cookies help provide information on metrics the number of visitors, bounce rate, traffic source, etc. What is the best measure of progress for complex system development? Continuous Deployment Here are 10 types of organizational structures commonly used by businesses with pros and cons for each: 1. (Figure 3).Still, as long as the market remains relatively stable, the economies of scale provide a barrier against competitors, and the enterprise can enjoy continued success and growth. Train Teams and Launch the ART See our Establish flow (Agile Manifesto), Customer Collaboration over _________? Facilitate reliability, Program Increment readiness, planning, and innovation. Typically, they begin as a network of people cooperating to address customer needs. #6 Visualize and limit WIP, reduce batch sizes, and manage The work is planned, but the outcome is simply not certain. The value streams fund the people and resources needed to achieve the current Portfolio Vision and Roadmap. (Agile Manifesto), Working Software over _________? To provide autonomy with purpose, mission, and minimum constraints, Optimizing a component does not optimize the system. The key to unlocking this potential is to understand and apply the concept of value streams, which are fundamental to lean thinking. ARTs are cross-functional, cross-discipline teams-of-teams of up to 150 people. When basing decisions on economics, how are lead time, product cost, value, and development expense used?