(Choose two. Other teams support stream-aligned teams in their mission. What is one possible type of adjustment they could make? In this case, ARTs are assembled into Solution Trains capable of building ever-larger systems. Each value stream can have multiple Solution trains and Agile release trains. 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. 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. Volatility, uncertainty, complexity and ambiguity What is one issue when organizing around hierarchical functions? Commit to quality and be the change agent in the system. In the Program Kanban some steps have work in process (WIP) limits. Why is it recommended to start with Essential SAFe? Business Management Project Management How it works Without the IP Iteration, there is a risk that the 'tyranny of the urgent' outweighs all innovation activities. What are the last 5 Lean-Agile Principles (6-10)? This cookie is set by GDPR Cookie Consent plugin. ART Events are:-. (Choose two.) A minimal version of a new product used to test a hypothesis. Collective ownership and standards
What do Product Owners have content authority over? You get the result (Pass or Fail) once you submit the exam. An Enterprise may have a single portfolio or multiple portfolios. (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. (Choose three.). Business Agility is the most important outcome. Value streams are defined by the steps, the people, and the flow of information and material necessary to deliver customer value. Which statement is a principle of the Agile Manifesto? Dependencies with another team or supplier that cannot be guaranteed. Accelerate, What is one issue when organizing around hierarchical functions? Prague, Czech Republic, 15 17, May 2023, Guidance for organizing around value, DevSecOps, and agility for business teams. This cookie is set by GDPR Cookie Consent plugin. To provide autonomy with purpose, mission, and minimum constraints. Each SAFe portfolio consists of a collection of development value streams, aligned as necessary to deliver the products and services customers need (Figure 3). 2023 Scaled Agile, Inc. All rights reserved. What is the basic building block when organizing around value? What is the last step in Kotter's approach to change management? If you've accidentally put the card in the wrong box, just tap on the card to take it out of the box. While leveraging the hierarchical system benefits and stability, the dual operating system model of Business Agility (Figure 1) instead restores the entrepreneurial networks speed and innovation. Reduce the batch sizes of work
Automation
what is one issue when organizing around hierarchical functions? What is the biggest benefit of decentralized decision-making? It vertically structures each department with roles from the president to finance and sales departments, to customer service, to employees assigned to one product or service. Train Executives, Managers, and Leaders
There are many advantages that companies get from organizing around value streams. 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 issue when organizing around hierarchical functions? What can be used to script the change to SAFe? 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. These cookies ensure basic functionalities and security features of the website, anonymously. Lean Enterprise Institute, 2018. It accomplishes this in three nested parts: Build technology portfolios of development value streams Realize value streams with product-focused Agile Release Trains (ARTs) What are the last three steps of the SAFe Implementation Roadmap? He is a technology enthusiast and has a passion for coding & blogging. Find the change in the internal energy of the gas and the change in the internal energy of the environment. Establish flow
The ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative business Solutions. Although it may feel like you're playing a game, your brain is still making more connections with the information to help you out. Product Management has content authority over the Program Backlog. Establishing flow;Providing architectural runway; Design Thinking identifies at least four new ways to measure success. Strategic themes are direct inputs to the portfolio vision. IT Revolution Press, 2019. Organizational Structure Types 1) Hierarchical Structure 2) Matrix Structure 3) Horizontal/Flat Structure 4) Network Structure 5) Divisional Structure 6) Line Organizational Structure 7) Team-based Organizational Structure 1) Hierarchical Structure The hierarchical model is the most popular organizational chart type. Simplicity-the art of maximizing the amount of work not done-is essential. (Choose two.) ambiguities, Who has the responsibility is to define user
But they are not fixed over all time. (Figure 8). a.what is one issue when organizing around hierarchical functions? Build projects around motivated individuals. 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. This website uses cookies to improve your experience while you navigate through the website. -Decentralized decision-making
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. LEFT ARROW - move card to the Don't know pile. 8. Terms of Service. 3. Coach ART Execution
Epics are described with four major fields: Strategic themes provide a mechanism to align the business objectives of an enterprise to SAFe portfolio. If you forget it there is no way for StudyStack Remove, or minimize, the implementation time. Remove the development lead and educate a self-organizing team. Have the developers carry out the testing of their own work and remove the testing team completely. Remove, or minimize, the request wait time and the testing handover time. 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. (Agile Manifesto), Who has the responsibility is to manage
4. Hierarchies
What are the last three steps of the SAFe Implementation Roadmap? Continuous Cadence. These cookies will be stored in your browser only with your consent. In the Program Kanban some steps have work in process (WIP) limits. * It moves the decision to where the informatio is * It reduces political tensions . 10. They constitute the majority of personnel on ARTs and their structure is well defined: each is a cross-functional group of 5-11 individuals who can define, build, test, and deploy an increment of value in a short time box. (c) Then show that the vapour pressure p is given by p = AmP /(1 + Am), where A = RT/MPV. The Agile Release Train uses which type of teams to get work done? c. it moves the decision to where the information is. Stories, plan them into the Iteration, and work out
(a) They have the same structure and function as peroxisomes. We also use third-party cookies that help us analyze and understand how you use this website. (d) They are abundant in phagocytic cells. Continuous Improvement
Notably, Zara has a unique approach to handle changing demand, which has allowed the company to become widely successful and a leading business organization in the fashion retail industry, in which many corporations struggle to deal with fast-changing environments, operations, and inventory costs. Use these flashcards to help memorize information. What are the the first 5 Lean-Agile Principles (1-5)? A hierarchical structure refers to the delegation of authority using a pyramid model, with the most authoritative professionals at the top and general employees at the bottom. At a minimum, your org structure should include employees' titles and basic hierarchies. Boulder, CO 80301 USA, Privacy Policy
-Desirability, What is one component of the Continuous Delivery Pipeline? Yes, they were always there; we just didnt see them. What is one issue when organizing around hierarchical functions? SAFe is a second operating system around streams, without disrupting the existing hierarchy. A minimal product that can be built to achieve market dominance This assures product and customer focus, as the value stream, product, and customer are inexorably linked. #3 Assume variability; preserve options
When the solution gets bigger, however, the organization gets bigger, too. 5. interdependencies with other teams, Weighted shortest job first prioritization. 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.