As described in the Business Agility article, successful enterprises dont start out as large and cumbersome. ??? A team does not commit to uncommitted objectives, Which two statements are true about uncommitted objectives? IT Revolution Press, 2019. The Network is optimized for speed and adaptability; the Hierarchy is optimized for efficiency and stability. 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. See our *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. 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. Prepare for ART Launch This assures product and customer focus, as the value stream, product, and customer are inexorably linked. -Decentralized decision-making ; Feasible - Can we deliver the right solution through a combination of build, buy, partner, or acquire endeavors/activities? It is not how value flows Limit work in process The Enterprise provides a portion of its total budget to each portfolio. People just naturally do whatever needs to be done. The team has little to no experience with functionality of this type. Simplicity the art of maximizing the amount of work not done is essential. It moves the decision to where the information is An immediate view An economic view A pragmatic view A business view, To centralize decision-making To provide autonomy with purpose, mission, and minimum constraints To lower work in process (WIP) limits To strive to achieve a state of continuous flow, Innovation Transparency Minimum possible constraints Incentive-based compensation, SAFe Principles SAFe Core Values SAFe Implementation Roadmap SAFe House of Lean, The 7 Core Competencies of Business Agility The SAFe Implementation Roadmap Agile Maturity Roadmaps The Scaled Agile Framework, When it is longer than one Program Increment When it is fully committed When it includes no commitments When it contains Features and not Epics, Reach the tipping point Create the Implementation Plan Prepare for ART Launch Coach ART Execution, Train Lean-Agile change agents, train executives, managers and leaders, and then prepare for Agile Release Train launch Reach the tipping point, Train Lean-Agile change agents, and then train the identified support personnel Charter a Lean-Agile Center of Excellence, Train Lean-Agile change agents, and then train executives, managers and leaders Reach the tipping point, train Lean-Agile change agents, and then train executives, managers and leaders, Train Lean-Agile change agents, extend to the portfolio, accelerate Launch trains, coach Agile Release Train execution, train executives and managers Train Lean-Agile change agents, identify Value Streams and Agile Release Trains, extend to the portfolio Launch more Agile Release Trains and Value Streams, extend to the portfolio, accelerate, Identify Value Stream and Agile Release train Create the Implementation Plan Prepare for ART Launch Coach ART Execution, Train the leaders in Portfolio and Product Management to solve problems before fixing symptoms Perform process mapping on the current state Train Lean-Agile change agents to push out the roadmap and build consensus Identify Value Streams and Agile Release Trains to start alignment of the organization, It has a technology stack without legacy code It has objective measurements with automation It has a closed loop process of learning It has a lower threshold of defects approved to production, Measure everything Simplicitythe art of maximizing the amount of work not doneis essential Visualize and limit WIP, reduce batch sizes, and manage queue lengths Respect for people and culture, To limit work in process (WIP) through the system To identify different parameters of the economic framework To take into account sunk costs To recover money already spent, Business Owners assigning the business value Assigning business values to uncommitted objectives All PI Objectives are given a value of 10 Business Owners assign high values to important Enabler work, Manage queue lengths Frequent context switching Increase capacity Address the systemic problems Reduce the batch sizes of work Visualize and limit work in process (WIP), Key performance indicators Delays Predictability issues of the train Activities that lack innovation, Anchor new approaches in the culture Sustain and improve Consolidate gains and produce more wins Generate short-term wins, Value Streams Portfolio Backlog Portfolio Vision Team Backlog, To interpret market rhythms To understand the Customers needs To build small, partial systems just in time To design custom-built Customer Solutions, As a mindset focused on Customer behaviors that produce the best innovations As a set of practices employed to make products focused on the Customer As a strategy to meet the needs of an ever-changing Customer market As a way of working to include the Customer in daily work processes and planning, It moves the decision to where the information is It reduces political tensions It creates Agile business teams It is not how value flows, A minimal product that can be built to achieve market dominance A minimal Story a team can deliver in an Iteration A prototype that can be used to explore user needs A minimal version of a new product used to test a hypothesis. -Marketability A. a thin layer of oceanic sediment over continental crust, B. andesitic volcanoes buried by turbidity currents, C. a normal thickness of oceanic crust overlain by andesitic volcanoes, D. large amounts of basalt derived from melting in the mantle, Identify the false statement about lysosomes. What are the the first 5 Lean-Agile Principles (1-5)? [2]. Epics are defined at portfolio level, they are typically cross-cutting and spanning multiple Value Streams and PIs. What is one issue when organizing around hierarchical functions? Value streams optimize the flow of value across divisions and functional departments and through the system as a whole to the customer. ***Which statement is true about the Innovation and Planning (IP) Iteration? In the Program Kanban some steps have work in process (WIP) limits. Some of the advantages are; quick learning, reduced marketing period, better quality, and improved productivity, as well as efficient budget methods. We also use third-party cookies that help us analyze and understand how you use this website. 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. Our new "User Environment" (made in Lucidchart!) The straightforward structure of development value streams begs the question: How do we reduce the time from feature request to delivery? Prague, Czech Republic, 15 17, May 2023, Guidance for organizing around value, DevSecOps, and agility for business teams. What is one issue when organizing around hierarchical functions? #8 Unlock the intrinsic motivation of knowledge workers If a program repeatedly shows separate Feature branches rather than a true System Demo, which practice should be reviewed to address the issue? To provide autonomy with purpose, mission, and minimum constraints, Optimizing a component does not optimize the system. What is the last step in Kotter's approach to change management? Functional Organizational Structure: Everything You Need to Know Foundation? Definition of done. Question 23. -Scalability Privacy Policy and It serves several different types of customers with varying needs and intents. Most ART teams are stream-aligned, empowered, and capable of delivering value to their customers with a minimum of handoffs, delays, and dependencies with other teams. This network is far more adaptable and can respond more quickly to market changes than the hierarchical system. What must management do for a successful Agile transformation? SAFe 5.0 Flashcards | Quizlet ; Viable - Is the way we build and offer the solution creating more value than cost? Apply Customer Centricity - Organize Around Value | Scaled Agile An Enterprise may have a single portfolio or multiple portfolios. It creates Agile business teams It is not how value flows It moves the decision to where the information is It reduces political tensions It is not how value flows It is not how Value flows. The cookie is used to store the user consent for the cookies in the category "Other. Roof: Value, 13 - SAFe Implementation Road Map - 4 Stages, 1. Teams can apply uncommitted objectives whenever there is low confidence in meeting the objective. #3 Assume variability; preserve options Value streams, ARTs, and Agile Teams live for as long as the solutions they develop and support thrive in the marketplace. First attempt included in the course registration fee if taken within 30 days of course completion. This principle highlights three specific organizational patternsValue Streams, ARTs, and Agile Teamsthat SAFe enterprises use to build the second operating system. Agile Teams, a template for identifying a specific SAFe portfolio. When you've placed seven or more cards in the Don't know box, tap "retry" to try those cards again. 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. #1 Take an economic view In this case, ARTs are assembled into Solution Trains capable of building ever-larger systems. #6 Visualize and limit WIP, reduce batch sizes, and manage 2023 Scaled Agile, Inc. All rights reserved. -Reliability 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. SAFe? Continuous Planning When the solution gets bigger, however, the organization gets bigger, too. This can be due to many circumstances: Architectural Runway is existing code, hardware components, marketing branding guidelines, etc., that enable near-term business Features. The cookie is used to store the user consent for the cookies in the category "Performance". Uncommitted objectives are extra things the team can do in case they have time;Uncommitted objectives are not included in the team's commitment; What is considered an anti-pattern when assigning business values to team PI Objectives? It does not store any personal data. Automation Coach ART Execution What are the 7 Core Competencies of Business Agility aka the Lean Enterprise? Agile vs. hierarchical structures - Change management Exploration Enables Which leadership style helps create a safe environment for learning, growth, and mutual influenc Leader as the developer of people Scrum is built on transparency, inspection, and what els Adaption During which event are the Team PI Objectives agreed upon PI Planning SAFe Practice Quiz 100% Flashcards | Quizlet Each value stream can have multiple Solution trains and Agile release trains. Volatility, uncertainty, complexity and ambiguity What can be used as a template for putting SAFe into practice within an organization? Extend to the Portfolio Reaching the Tipping Point (Figure 8). (c) Lysosomal enzymes do not occur freely in the cytosol in healthy cells. Organizing Around Value Lots of organizations are organized around functional silossuch as business, system engineering, hardware, software, testing/QA, and operations. my safe assesment Flashcards | Quizlet Principle #10 - Organize around value - Scaled Agile Framework Safe Flashcards Lean Enterprise Institute, 2018. Reducing handoffs and delays between functional areas, reducing time to market, Bringing together all the research, development, deployment, and service personnel needed to offer whole product solutions, Providing intense customer focus across all disciplines for each product and service type, Measuring success via meaningful, outcome-based key performance indicators, And perhaps most importantly, the Network can rapidly, Build technology portfolios of development value streams, Realize value streams with product-focused Agile Release Trains (ARTs), Form Agile teams that can directly deliver value, Precisely specify value by specific product, Identify the value stream for each product, Let the customer pull value from the producer, Helps assure customer and product focus across the entire portfolio, Aligns strategy to execution by bringing visibility to, Provides the basis for Lean Budgets, which eliminates the friction and cost accounting overhead of traditional project-based work, Supports measuring success via outcome-based key performance indicators (KPIs), Improves workflow with smaller batch sizes. 12 Principles (too long to show here, see other documentation). Go through the below list of complied questions from Leading SAFe certification exam. Business people and developers must work together daily throughout the project. To provide autonomy with purpose, mission, and minimum constraints. Respond to change What is used to capture the current state of the Portfolio and a primer to the future state? Product Management has content authority over the Program Backlog. 12. 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. What is one issue when organizing around hierarchical functions Why is this necessary? (d) They are abundant in phagocytic cells. By focusing on customers, products, innovation, and growth. (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. As virtual organizations, they can quickly evolve in any combination necessary to respond to changing technologies, products, and market demands. Leading SAFe (Scaled Agile Framework) Exam Notes Organizational Agility - Scaled Agile Framework What is one issue when organizing around hierarchical functions in What is one issue when organizing around hierarchical functions? An ideal gas absorbs 400J400 \mathrm{~J}400J of heat from its environment and does 800J800 \mathrm{~J}800J of work on the environment. How is the flow of Portfolio Epics managed? question and answer - Blogger (a) If the molar mass of the liquid is M, derive an expression for the mole fraction of the liquid vapour. Flow Functional cookies help to perform certain functionalities like sharing the content of the website on social media platforms, collect feedbacks, and other third-party features. FAQs on how to use SAFe content and trademarks, Organizing Agile Teams and ARTs: Team Topologies at Scale, Watch and download SAFe videos and presentations, Exciting new book: SAFe for DevOps Practitioners. This cookie is set by GDPR Cookie Consent plugin. You can also use your keyboard to move the cards as follows: If you are logged in to your account, this website will remember which cards you know and don't know so that they The Agile Release Train uses which type of teams to get work done? These structures exist because they support specialization and allow organizations to grow and manage their people effectively. (a) They have the same structure and function as peroxisomes. It accomplishes this in three nested parts: Each is described in the sections that follow. 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 is one benefit of unlocking the intrinsic motivation of knowledge workers? Epics are described with four major fields: Strategic themes provide a mechanism to align the business objectives of an enterprise to SAFe portfolio. 9. SAFE 5.0 Practice Exam Flashcards | Quizlet Necessary cookies are absolutely essential for the website to function properly. A single sign-on mechanism will enable sign-on in multiple applications. Release on Demand. They influence portfolio strategy and provide business context for portfolio decision-making. What is a minimum viable product? What is the foundation of the SAFe House of Lean? Features, Feature Delivery, Dependencies, Milestones & Events Yes, they were always there; we just didnt see them. 3. Pros and Cons of a Hierarchical Organizational Structure Which statement fits with the SAFe Core Value of Built-in Quality? Neither images nor text can be copied from this site without the express written permission of the copyright holder. 10 Types of Organizational Structures for Businesses What is part of the role of Product Management? Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Question 20. Make sure to remember your password. Answer: 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. For best results enter two or more search terms. 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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