To address, this SAFe recommends teams use both committed and uncommitted objectives during planning. What is one Guardrail on Lean Budget spend? which two statements are true about uncommitted objectives safe. Understand all SAFe concepts and you can crack it like. e . What are two of those ways? What is one of the Agile Release Train sync meetings? Establishing flow;Providing architectural runway; Design Thinking identifies at least four new ways to measure success. To coach the team 2. 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. 3: Create a Vision for Change. Which two statements are true about uncommitted objectives? Question #175 Topic 1. The statement is true, Design Thinking goes beyond the traditional focus on the features and functions of a . Teams align their iterations to the same schedule to support communication, coordination, and system integration. Ans: portfolio kanban. Your California Consumer Rights. How does SAFe provide a second operating system that enables Business Agility? During which event are the team PI objectives agreed upon? Arrange the following sublevels in order of increasing energy: What can be used to capture the current state of the portfolio? The cookie is used to store the user consent for the cookies in the category "Performance". What is the biggest benefit of decentralized decision-making? The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference for the shorter timescale. The "Programme" is the schedule of activities from the start of the event to its conclusion. This kind of authority is frequently employed to make sure that followers carry out . To identify different parameters of the economic framework, Optimizing a component does not optimize the system, What are the three primary keys to implementing flow? Integration points Stand-up meetings Detailed upfront planning Decentralized decision making, Follow built-in quality practices Implement enablers Implement epics Follow QMS guidelines, Centralized decisions regarding design and requirements Increased system performance Significantly lower solution bug rate Risk mitigation. - They are optimized for communication and delivery value. They need not be normalized across teams; every team has some highest priority (rated 10) items. However, since these objectives might not be finished in the PI, stakeholders plan accordingly. What do Product Owners have content authority over? As for the number of objectives a team should establish, there is no fixed rule, but 7-10 committed objectives (plus 2-3 uncommitted; see below) seem to work best. Uncommitted objectives do not get assigned a planned business value score Uncommitted objectives are not included in the team's commitment. Uncommitted objectives are used to identify work that can be variable within the scope of a PI. What is one issue when organizing around hierarchical functions? Facebook. If the radius of a merry-go-round is 5 m, and it takes 14 s to go around once, what is the speed of an atom at the outer rim? Actual exam question from Oracle's 1z0-071. Lesson 1: Thriving in the Digital Age with Business Agility, Lesson 3: Establishing Team and Technical Agility, Lesson 4: Building Solutions with Agile Product Delivery, Lesson 5: Exploring Lean Portfolio Management, www.scaledagileframework.com/implementation-roadmap/, www.scaledagileframework.com/business-agility/, www.scaledagileframework.com/lean-agile-leadership/, www.scaledagileframework.com/organize-around-value/, www.scaledagileframework.com/safe-core-values/, www.scaledagileframework.com/lean-agile-mindset/, www.scaledagileframework.com/safe-lean-agile-principles/, www.scaledagileframework.com/assume-variability-preserve-options/, www.scaledagileframework.com/visualize-and-limit-wip-reduce-batch-sizes-and-manage-queue-lengths/, www.scaledagileframework.com/apply-cadence-synchronize-with-cross-domain-planning/, www.scaledagileframework.com/unlock-the-intrinsic-motivation-of-knowledge-workers/, www.scaledagileframework.com/decentralize-decision-making/, www.scaledagileframework.com/business-owners/, www.scaledagileframework.com/customer-centricity/, www.scaledagileframework.com/design-thinking/, www.scaledagileframework.com/continuous-integration/, www.scaledagileframework.com/solution-demo/, www.scaledagileframework.com/Portfolio-SAFe/, www.scaledagileframework.com/value-streams/, www.scaledagileframework.com/strategic-themes/, AWS Certified Solutions Architect Associate (SAA-C02) Exam Notes, Thriving in the digital age with business agility (13%), Leading SAFe Student Workbook: materials and exercises from Lesson 1, Leading SAFe Student Workbook: materials and exercises from Lessons 2 and 3, Establishing team and technical agility (9%), Leading SAFe Student Workbook: materials and exercises from Lessons 3 and 4, Building solutions with Agile product delivery (33%), Leading SAFe Student Workbook: materials and exercises from Lessons 4 and 5, Exploring Lean Portfolio Management (11%), Leading SAFe Student Workbook: materials and exercises from Lessons 5, Leading SAFe Student Workbook: materials and exercises from Lessons 2 and 6, Agile Release Train (ART) - Teams of Agile teams, Prepare well for the exam. Risks and issues that need to be escalated to other teams or to the program level. The ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative business Solutions. Commit to quality and be the change agent in the system. Design Thinking is a clear and continuous understanding of the target market, Customers, the problems they are facing, and the jobs to be done. Agile processes harness change for the customers competitive advantage. Its important that business value is only assigned to team PI objectives. Which statement is true about pair work in the Scaled Agile Framework? The cookie is set by the GDPR Cookie Consent plugin and is used to store whether or not user has consented to the use of cookies. What is one possible type of adjustment they could make? We use cookies to analyze website performance and visitor data, deliver personalized content, and enhance your experience on the site. Which statement is true when continuously using devops model? - They can define, build and test The cookie is used to store the user consent for the cookies in the category "Analytics". Epics are described with four major fields: Strategic themes provide a mechanism to align the business objectives of an enterprise to SAFe portfolio. Therefore, some of the planned work will need to be reevaluated with Business Owners to gain agreement to the PI objectives. Therefore, the SAFe commitment has two parts: In this way, all stakeholders know that either the program results will be achieved as planned, or they will be provided sufficient notice so as to be able to mitigate and take corrective action, minimizing business disruption. However, the mapping is not always straightforward, since some features require the collaboration of multiple teams, as Figure 2 illustrates. Figure 1 illustrates an example of one teams PI objectives. Others, such as Enablers(e.g., advances in infrastructure, development environments, and quality initiatives) allow the faster creation of future business value. Which two statements are true? Uncommitted objectives help improve the predictability of delivering business value since they are not included in the teams commitment or counted against teams in the program predictability measure. Rows from unrelated tables cannot be joined. Which two statements are true? Scaled Agile Framework and SAFe are registered trademarks of Scaled Agile, Inc. Relating data from a table with data from the same table is implemented with a self join. D. You can never DELETE rows from a table if foreign key constraints will be violated. What is the SAFe house of lean foundation? What can be used as a template for putting SAFe into practice within an organization? 3d,2s,4s,3p3d, 2s, 4s, 3p3d,2s,4s,3p. Too little, and the business cant plan. Integrity, persistence, drive, creativity, respect, enthusiasm, and fair-mindedness are examples of human characteristics that may be applied to business. 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. Many of the teams objectives provide direct and immediate value to the solution. What are two of those ways? If a session has an uncommitted transaction, then a DDL statement issues a COMMIT before starting a new transaction. Which two quality practices apply to Agile teams? (Choose two.) Uncommitted objectives are used to identify work that can be variable within the scope of a PI. Reduce the batch sizes of work;Visualize and limit work in process (WIP);Manage queue lengths; What is an example of applying cadence-based synchronization in SAFe? Which statement correctly describes one aspect of the team's commitment at the end of PI Planning? Teams align their Iterations to the same schedule to support communication, coordination, and system integration. They are business objectives that connect the SAFe portfolio to the Enterprise business strategy They are a high-level summary of each programs Vision and are updated after every PI They are requirements that span Agile Release Trains but must fit within a single Program Increment They are large initiatives managed in the Portfolio Kanban that require weighted shortest job first prioritization and a lightweight business case, Leadership Relentless improvement Value Flow, Relentless improvement Innovation Flow Respect for people and culture, Innovation Value Flow Respect for People and Culture, Innovation Flow Relentless Improvement Respect for People and Culture, Lean-Agile Leadership as an organizational culture Value with the shortest sustainable lead time Aligning principles and values to a fixed cause Building a Grow Lean Mindset as opposed to Fixed Mindset, Inspect and Adapt System Demo Prioritized backlog Iteration Review, to provide an optional quality check To enable faster feedback by integration across teams To fulfill SAFe PI Planning requirement To give product owner the opportunity to provide feedback on team increment, It is used annually when the team needs to refocus on work processes It is used as a weekly sync point between the Scrum Masters Without the IP Iteration, there is a risk that the tyranny of the urgent outweighs all innovation activities The Scrum Master can decide if the IP Iteration is necessary, Lean-Agile Leadership Organizational Agility Continuous Learning Culture Team and Technical Agility, Mindset and principles Emotional intelligence SAFe Core Values Lead by example Support organizational change Lead the change, Decentralize decision-making Apply cadence Apply systems thinking Deliver value incrementally, Learning Milestones as objective measurements Spending caps for each Agile Release Train Participatory budgeting Continuous Business Owner engagement, Allocation of centralized vs decentralized decisions in the Enterprise Capacity allocation of the Value Stream compared to process mapping Participatory budgeting forums that lead to Value Stream budget changes Determining if business needs meet the Portfolio Threshold, By achieving economies of scale By focusing on customers, products, innovation, and growth By building up large departments and matrixed organizations to support rapid growth By creating stability and hierarchy, Organize the Enterprise around the flow of value while maintaining the hierarchies Reorganize the hierarchies around the flow of value Leverage Solutions with economies of scale Build a small entrepreneurial network focused on the Customer instead of the existing hierarchies, The Implementation Roadmap The Program Kanban The Lean-Agile Center of Excellence (LACE) charter The portfolio canvas, To enable multitasking To ensure large queues are not being built To help Continuous Deployment To keep timebox goals, Respond to change Respect for people and culture Build incrementally with fast, integrated learning cycles Limit work in process, Responding to a plan over responding to customer collaboration Responding to a plan over responding to change Responding to change over following a system Responding to change over following a plan, Customer collaboration over contract negotiation Customer collaboration over ongoing internal conversation Customer collaboration over a constant indefinite pace Customer collaboration over feature negotiation, Customer collaboration over a constant indefinite pace Individuals and interactions over contract negotiation Customer collaboration over following a plan Individuals and interactions over processes and tools, The work to deliver the uncommitted objectives is not planned into the iterations during PI Planning Uncommitted objectives are extra things the team can do in case they have time Uncommitted objectives are not included in the teams commitment Uncommitted objectives do not get assigned a planned business value score Uncommitted objectives help improve predictability, Send someone to represent management, and then delegate tasks to these individuals Change Scrum Masters in the team every two weeks Strive to think of adoption as an area they can control Commit to quality and be the change agent in the system, Business Solutions and Lean Systems Engineering Lean Portfolio Management DevOps and Release on Demand Team and Technical Agility, Teams decide their own Iteration length Teams align their Iterations to the same schedule to support communication, coordination, and system integration Teams allow batch sizes across multiple intervals Teams meet twice every Program Increment (PI) to plan and schedule capacity, Reliability Scalability Marketability Sustainability Desirability, Divergent Feature Decomposition Empathy maps Solution Canvas Behavior driven development, Mastery drives intrinsic motivation Optimizing a component does not optimize the system Cadence makes routine that which is routine The length of the queue impact the wait time, Test first Roadmap creation Continuous Integration Scrum of scrums, DevOps is an approach to bridge the gap between development and operations DevOps automation of testing reduces the holding cost Measurements are not a top priority for DevOps Lean-Agile principles are not necessary for a successful DevOps implementation, It alleviates the reliance on the skill sets of Agile teams It increases the transaction cost It lessens the severity and frequency of release failures It ensures that changes deployed to production are always immediately available to end-users, DevOps joins development and operations to enable continuous delivery DevOps enables continuous release by building a scalable Continuous Delivery Pipeline DevOps focuses on a set of practices applied to large systems DevOps focuses on automating the delivery pipeline to reduce transaction cost, Every iteration Annually On demand Twice annually, Release on demand Release continuously Release every Program Increment Release on cadence, Continuous Planning Continuous Improvement Continuous Cadence Continuous Exploration, Continuous Planning Continuous Improvement Continuous Integration Continuous Cadence Continuous Deployment Continuous Exploration, After every PI After every Iteration As soon as the software meets the Solution Definition of Done Whenever the Business needs it, Phrase, benefit hypothesis, and acceptance criteria Lean business case Functional requirement Epic hypothesis statement, Load all improvement items into the Program Backlog to ensure the problem is documented and solved Select an improvement item using WSJF Identify two or three improvement items and load them into the Program Backlog Keep all the items and if there is extra capacity in the PI, load as many as will fit into the Program Backlog, Completing phase-gate steps Deploying Regulatory compliance DevOps testing, Good infrastructure enables large batches Proximity (co-location) enables small batch size Batch sizes cannot influence our behavior Severe project slippage is the most likely result of large batches Low utilization increases variability, Large batch sizes limit the ability to preserve options When stories are broken into tasks it means there are small batch sizes Large batch sizes ensure time for built-in quality When there is flow it means there are small batch sizes, Higher Cost of Delay Lower Cost of Delay Fixed date Shorter duration Revenue impact, Resolved, Owned, Accepted, Mitigated Relegated, Owned, Approved, Managed Accepted, Redesigned, Ordered, Mitigated Managed, Resolved, Ordered, Accepted, Release Train Engineers Solution Management Product Owners Executive Management, It is maintained in the Portfolio Backlog It must be structured to fit within a single PI It is written using a phrase, benefit hypothesis, and acceptance criteria It remains complete and becomes a Feature for implementation It is developed and approved without a dependence on the Solution Kanban, Provide the personnel, resources, direction, and support to the Enterprise Act as an effective enabler for teams Demonstrate the values they want the teams to embody Commit to quality and productivity, Every 4 weeks When requested Weekly Every 2 week, Every Release Every Week Every PI Every Iteration, It provides visibility into the Portfolio Epics being implemented in the next year It describes technical dependencies between Features It communicates the delivery of Features over a near term timeline It describes the program commitment for the current and next two Program Increments, Their coworkers Their team Their organization Their bosses, Some Features may not have parent Capabilities There cannot be more than 5 Features for each Some Capabilities may not have child Features Every Feature has a parent Capability, Creating cross-functional teams Using a Portfolio Kanban system Allocating budgets to Agile Release Trains Conducting a PI Planning meeting, 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 multiple Agile Release Trains working on the same Solution need to align and coordinate When teams cannot identify and estimate Stories in PI Planning and need more time to prepare, Business Owner Product Management Release Train Engineer Solution Architect/Engineer, Review and Reprioritize the team backlog as part of the preparatory work for the second team breakout Facilitate the coordination with other teams for dependencies Provide clarifications necessary to assist the team with their story estimating and sequencing Identify as many risks and dependencies as possible for the management review Be involved in the program backlog refinement and preparation, During the draft plan review During breakout sessions During the management review and problem-solving During Scrum of scrums, To remove the risks for the PI To build share commitment to the Program plan To ensure that Business Owners accept the plan To hold the team accountable if the Agile Release Train does not deliver on its commitment, A team commits only to the PI Objectives with the highest business value A team does not commit to uncommitted objectives A team commits to all the Features they put on the program board A team commits to all the Stories they put on their PI plan, A vote by team then a vote of every person for the train A vote by every person then normalized for the train A vote by team normalized for the train A single vote by every person for the train, Change a teams plan Create new User Stories Adjust business priorities Adjust the length of the PI, Adjustment to PI Objectives Business priorities User Stories Planning requirements reset Movement of people Changes to scope, To prioritize and identify what is ready for Iteration Planning To escalate ART impediments To coach the interactions with the Scrum Framework To facilitate all team events, Be a facilitator Focus on deadlines and technical options Drive towards specific outcomes Provide subject matter expertise Help the team find their own way, A Servant Leader A team coach A SAFe Agilist An empathetic leader, Facilitating the Innovation and Planning event Facilitating team events Attending Scrum of scrums Estimating stories for the team, Supports the autonomy of the team Articulates Architectural solutions Is a technical expert Understands customer needs, Coaching the Release Train Engineer(s) Owning the Daily stand-up Coaching the Agile team Prioritizing the Team Backlog, PI Planning DevOps Economic Framework Continuous Deployment, By applying empathic design and focusing on Customer Centricity By modeling SAFes Lean-Agile Mindset, values, principles, and practices By mastering the Seven Core Competencies of the Lean Enterprise By using the SAFe Implementation Roadmap to script the way for change, Portfolio Vision Solution Intent Enterprise Goals Strategic Themes, Release new value to production every day Deliver predictability Maintain Iterations as a safe zone for the team Automate the delivery pipeline, Adaptive (responds well to change) Collaborative (requires many hands and minds) Iterative (repeats the process) Incremental (adds small pieces of value) All of the above, Team and Technical Agility DevOps and Release on Demand Lean Portfolio Management Business Solutions and Lean Systems Engineering, Cool ideas for informal business meetings, sessions, and trainings.
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