Scaled Agile SAFe-SPC Dumps

Strategic Themes

Solutions

Agile Release Trains

Cyber-physical systems

True

False

Infrequent decisions.

Need for fast decision-making.

Economies of scale

Appropriate authority level of the decision maker.

High cost of delay

Involve representatives of department teams in Iteration Planning and Demos.

Make daily stand-ups more engaging and strictly timeboxed.

Review the burn-down chart at each retrospective to improve team estimating.

Increase unit test coverage.

Architecture

Team tasks

Exploration

Vertical slice of a feature

Infrastructure

Objectives that are beyond the capacity of the team and so are uncommitted for the PI.

Objectives that are part of the team's capacity but not necessarily achievable during the PI.

Objectives that are identified during the PI.

Objectives that the business has promised to their Customers.

True

False

Collect additional input from other stakeholders.

Take time to provide more detailed specifications for each Epic.

Use strategic themes to help the group understand how an Epic contributes to the realization of the enterprise business strategy.

Change the scale for WSJF parameters.

Split Epics into Capabilities, prioritize them, and combine those priorities back to the Epic level.

Higher variability

Decreased motivation

Less cross-training

More multitasking

Slower delivery

Lower quality

True

False

Decentralized decision-making.

Built-in instability.

Use of Feature Teams.

Dunbar's number

Launch it as two or more ARTs based on how the cost centers are defined.

Launch it as two distributed ARTs organized around end-to-end functionality.

Launch it as two geography-based ARTs, with one working on the UI and the other on business logic and databases.

Launch it as a single ART and then conduct Inspect & Adapt at the end of the PI to determine whether it needs to be split.

At the end of the IP Iteration.

At each PI boundary, provided there are no PI defects.

Whenever it meets relevant governance and market criteria.

At quarterly boundaries.

Hold people accountable.

Hold employee reviews to provide fast feedback.

Optimize the whole.

Apply Lean problem-solving tools and techniques.

Reflect at key Milestones.

Scrum Masters

Product Owners

Business Owners

Release Train Engineer

Release Management

Solution Management

Decentralization of control.

Transparency.

Reporting.

U-curve optimization.

Servant leadership.

Cost incurred when system integration appears too late in the PI.

Opportunity cost and deferred revenue.

Penalty for nonperformance.

Cost of not addressing risk early on.

Assume variability of scope and preserve options for the release date.

Preserve flexibility in system functionality and design, but have fixed Solution intent.

Assume variability of scope, but have fixed Solution Context.

Preserve flexibility in both system functionality and design.

It supports a stable velocity.

It provides the documentation on which Features and Capabilities are built.

It iteratively evolves the architecture to meet changing needs.

It allows for nontechnical changes

Budgets are allocated to projects.

Budgets are allocated to strategic themes.

Budgets are allocated to portfolios.

Budgets are allocated to teams.

Budgets are allocated to value streams.

Once pulled into implementation, the Epic needs to be finished.

A budget reserve is established that can be used to fund Epics.

Agile Release Trains are empowered to decide whether or not they proceed with a Portfolio Epic.

Re-prioritization happens at every PI boundary, and the rest of the Epic can be postponed or canceled if there are more important new initiatives.

PI Predictability Measure update.

Roadmap update

Team Iteration Demo

Biweekly System Demo

Iteration Metrics update

Lead the teams

Proactively eliminate impediments.

Run successful Agile Release Trains.

Facilitate relentless improvement

Embrace the values of Lean.

Manage the most critical day-to-day activities of team members.

Agile coach

Senior Scrum Master

Development manager or QA manager

Release Train Engineer

Value Stream Engineer

Analysis-spikes help clarify feasibility.

Implementing-teams perform spikes as usual

Funnel-understand whether the Epic makes sense.

Portfolio Backlog-run a spike before pulling into development.

25 practitioners.

25-50 practitioners.

50-125 practitioners.

126-200 practitioners.

Whatever the Value Stream requires.

After the Solution Demo, but before PI Planning.

After every Iteration.

On demand.

After continuous integration.

After Pre-PI Planning.

Illustrate the power of feedback in content decision-making.

Emphasize the value of "Responding to change" from the Agile Manifesto.

Explain that too much up-front detail demotivates Product Owners as they have almost nothing to do thereafter.

Explain the "understand and exploit variability" principle or product development flow.

Explain why development doesn't need to commit to anything in Agile.

The Customer is satisfied with the User Experience.

Nonfunctional Requirements are met.

Code is checked in and merged into main branch.

No must-fix defects exist.

All unit tests are passing.

Coding standards have been followed.

Spikes are strictly for internal learning of the team and do not need to be demoed.

Showing the functioning code in the production environment.

Showing the knowledge gained by the spike.

Showing a prototype produced for the spike.

Showing the quantitative data that will prove useful in developing future user stories.

Each Strategic Theme receives a budget allocation when Strategic Themes span portfolios.

Epics, Features, and Stories are funded based on their size in normalized Story points, while teams are allocated to high-priority work as needed.

Each Value Stream receives budget allocation as a whole; individual work is not specifically budgeted.

Each team gets budget allocation and Features are funded according to their size in normalized Story points.

(User/Business Value + Time Criticality + Opportunity Enablement/Risk Reduction)/Job Size.

(Risk Reduction/Opportunity Enablement + Time Criticality + Size)/Business Value.

(User/Business Value + Size + Risk Reduction/Opportunity Enablement)/Job Size.

(User/Business Value + Size + Risk Reduction/Opportunity Enablement)/Time.

Individual and team performance incentives.

Making a contribution.

Ranking individuals for transparency in their contributions to the organization.

Well-structured MBOs so people know exactly what's expected of them.

Autonomy.

True

False

Split the backlog items into smaller, more manageable pieces of work and rearrange them into real Features.

Formulate business benefits for each backlog item. If not meaningful business benefits can be identified, it's not a Feature and should be redefined.

Build explicit dependencies between backlog items. If B depends on A for completion, make sure that the opportunity enablement WSJF is a parameter of A.

Identify the associated Epics when formulating Features.