A hierarchical business structure is a traditional approach to organizing a business where emphasis is placed on top-down reporting relationships. 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. [1] Kersten, Mik. This can be due to many circumstances: Architectural Runway is existing code, hardware components, marketing branding guidelines, etc., that enable near-term business Features. Without the IP Iteration, there is a risk that the 'tyranny of the urgent' outweighs all innovation activities. Foundation? PI is time boxes, typically 5 iteration long. You cant have one without the others. Agile processes harness change for the customers competitive advantage. But they are designed and optimized for different purposes. (Choose two.). 3. Relentless Improvement 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. The cookie is used to store the user consent for the cookies in the category "Analytics". What is one benefit of unlocking the intrinsic motivation of knowledge workers? This cookie is set by GDPR Cookie Consent plugin. ambiguities, Who has the responsibility is to define user 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. What is one Guardrail on Lean Budget spend? (a) They have the same structure and function as peroxisomes. It requires just one ART so implementation can begin without training. 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. The information on this page is 2010-2023 Scaled Agile, Inc. and is protected by US and International copyright laws. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Then tap the card to flip it. (Choose two.). #1 Take an economic view [2] Rother, Mike, and John Shook. Commit to quality and be the change agent in the system. DevOps is an approach to bridge the gap between development and operations. It creates Agile business teams It is not how value flowsIt reduces political tensions It moves the decision to where the information is It is not how value flows. ??? The key to unlocking this potential is to understand and apply the concept of value streams, which are fundamental to lean thinking. What do Product Owners have content authority over? Continuous Integration (CI) Teams can apply uncommitted objectives whenever there is low confidence in meeting the objective. Manage queue lengths;Reduce the batch sizes of work;Visualize and limit work in process (WIP); What is an example of applying cadence-based synchronization in SAFe? (d) The gas saturation method was used to measure the vapour pressure of geraniol (M=154.2gmol1)(M = 154.2\ \mathrm{g}\ \mathrm{mol}^{-1})(M=154.2gmol1) at 110C.110^{\circ} \mathrm{C}.110C. They influence portfolio strategy and provide business context for portfolio decision-making. From Project to Product Mik Kersten [1]. What is the last step in Kotter's approach to change management? Establish flow SAFe? LEFT ARROW - move card to the Don't know pile. ; Feasible - Can we deliver the right solution through a combination of build, buy, partner, or acquire endeavors/activities? Please visit. In other words, as value moves, these organizations can move with it. Empowered Agile Release Trains (ART) advance Solutions and implement Epics approved by LPM. Agile Release Trains a. it creates a dual operating system. A minimal version of a new product used to test a hypothesis. It is the most common type of organizational structure. Build Lean-Agile Budgets Plan a Program Increment (PI) Use, In order to leverage the full flow of value which option should be the next Agile Release Train (ART) to launch? 2. Volatility, uncertainty, complexity and ambiguity These cookies ensure basic functionalities and security features of the website, anonymously. b. it is not how value flows. Terms of Service. What must management do for a successful Agile transformation? Welcome changing requirements, even late in development. Release on Demand. And yet, even in a sea of constant change, the standardization these patterns provide adds structure, focus, and stability for the people who do this important work. It reduces political tensions Organizational structures describe what employees do, whom they report to, and how decisions are made across the business. You get the result (Pass or Fail) once you submit the exam. Helping surface problems with the current plan. Investing all their time in developing specific acceptance tests. Holding all features that are planned to be delivered by an ART. Protecting the team from the problem of multiple stakeholders. 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. Reaching the Tipping Point 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. What are they? -Providing architectural runway, -Establishing flow A functional organizational structure is a structure used to organize workers. 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. What do Product Owners have content authority over? These cookies will be stored in your browser only with your consent. -Peer review and pairing. What is the basic building block when organizing around value? Continuous Planning What is one issue when organizing around hierarchical functions? Build incrementally with fast, integrated learning cycles. A team does not commit to uncommitted objectives, Which two statements are true about uncommitted objectives? The House of Lean is a classic metaphor describing the mindset essential for Lean thinking. Instead, it emphasizes understanding the problems to be solved, the context in which the solution will . What do Product Owners have content authority over? When organizing around hierarchical functions, managers have to coordinate the work of all team members, which can be time consuming and difficult. 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? What are two possible problems to be aware of when coaching an agile release train sync meeting. Focusing on the customer is natural, too, because without that, Darwinism takes hold and business failure is quick and catastrophic. Prague, Czech Republic, 15 17, May 2023, Guidance for organizing around value, DevSecOps, and agility for business teams. Product-focused Agile Release Trains (ARTs) create value streams that will provide sustained returns for your organization. ARTs are cross-functional, cross-discipline teams-of-teams of up to 150 people. The cookie is used to store the user consent for the cookies in the category "Performance". 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. When basing decisions on economics, how are lead time, product cost, value, and development expense used? Which statement correctly describes one aspect of the team's commitment at the end of PI Planning? 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?