Agile Safe 5.1 SPC Test-with 100% verified answers-(Full Exam)

Agile Safe 5.1 SPC Test-with 100% verified answers-(Full Exam) According to SAFe Principle #10, what should the Enterprise do when markets and customers demand change? 1) Reorganize the network around the new value flow 2) Create a reliable decision-making framework to empower employees and ensure a fast flow of value 3) Apply development cadence and synchronization to operate effectively and manage uncertainty 4) Create an Agile Release Train to focus on value Why do Business Owners assign business value to team PI Objectives? 1) To ensure the teams do not work on architectural Enablers 2) To override the decisions made in WSJF prioritization 3) To determine the highest value using WSJF 4) To provide guidance on the business value of the team objectives When should new approaches be anchored in an organization's culture? 1) Culture change comes last as a results of changing work habits Which SAFe Principle includes working with purpose, mission, and minimum constraints 1) Build projects around motivated individuals 2) Unlock the intrinsic motivation of knowledge workers 3) Organize around value 4) Base Milestones on an objective evaluation of working systems What is one way Lean-Agile leaders lead by example? 1) By using the SAFe Implementation Roadmap to script the way for change 2) By modeling SAFe's Lean-Agile Mindset, values, principles, and practices 3) By mastering the Seven Core Competencies of the Lean Enterprise 4) By applying empathic design and focusing on Customer Centricity What is one pillar of the SAFe House of Lean? - Innovation - Transparency - Quality   - Agile What is this statement defining: 'A series of activities that have proven to be effective in successfully implementing SAFe'? 1) The SAFe Implementation Roadmap 2) API Planning agenda? 3) The Scaled Agile Framework by 4) SAFe's CALMR approach to DevOps Seven Core Competencies of the Lean Enterprise Team and Technical Agility Agile Product Delivery Enterprise Solution Delivery Lean Portfolio Management Organizational Agility Continuous Learning Culture Lean Agile Leadership Spanning Palette Not an artifact per se; rather, it comprises various roles and artifacts that may be applicable at any level of the framework. It is used to customize the framework implementation to a specific context. For a more complete discussion, see Program Level. Measure and Grow How to measure the state of Business Agility and how to accelerate growth to improve overall economic outcomes. Essential SAFe Formerly the Program level - the most basic configuration of SAFe. The team level has been eliminated. Dual Operating System The combination of functional hierarchy and value stream network that delivers Business Agility Business Agility The entire organization - not just development - is engaged in continually and proactively delivering innovative business solutions faster than the competition. Three Dimensions of Team & Technical Agility Agile Teams Built-in Quality Teams of Agile Teams Agile Business Teams support... Guardrails/business parameters Infrastructure Contracts & suppliers End-user training Compliance Legal guidance Marketing Security Agile Business Team Maturity Model (3 steps) 1. Be Agile 2. Join the Value Stream 3. Specialize the Principles & Practices Definition of SAFe AFe is a freely revealed knowledge based of integrated, proven patters for enterprise Lean- Agile development What are the 3 SAFe Benefits? 1. Synchronizes alignment 2. Promotes collaboration 3. Coordinates delivery for large numbers of teams 4 SAFe Core Values 1. Built In Quality 2. Program Execution 3. Alignment 4. Transparency Benefits of an Agile Team - Empowered, self-organizing, self-managing, cross-functional team - Delivers valuable, tested, working system every two weeks - Uses a team framework which combines the best of Scrum project management, XP-inspired technical practices and Kanban for flow - Value delivery via User Stories What are the benefits to a team of Agile teams - Self-organizing, team of agile teams - Delivers working, tested full system increments every two weeks - Operates with vision, architecture, and UX guidance - Common iteration lengths and estimating - Face-to-face planning for collaboration, alignment, and adaption How is an Agile portfolio organized? It is organized around the flow of value In an Agile Portfolio, what impact does Lean Agile budgeting have? It empowers decision makers In an Agile Portfolio, what benefit do kanban boards have? They provide visibility and WIP limits to Portfolio (1.2) In an Agile Portfolio, what impact does Lean Agile budgeting have? It empowers decision makers (1.2) In an Agile Portfolio, what benefit do kanban boards have? They provide visibility and WIP limits to Portfolio (1.2) In an Agile Portfolio, why and How does SAFe use objective metrics? To support governance and improvement (1.2) In an Agile Portfolio, delivery of value is rolled up to what kind of organizing structure? Epics (1.3) What are the 3 steps in the Implementing SAFe 1-2-3 training process? "1. Train change agents 2. Train executives, managers & leaders 3. Train teams and launch train" (1.3) What business results can you get from SAFe? "1. Happier, more motivated employees 2. 30-70% faster time to market 3. 20-50% increase in productivity 4. 50%+ defect reduction" (1.3) List the 8 big mistakes of Leading Change (Kotter) Complacency Obstacles blocking Vision Lack powerful guiding coalition Lack of Vision Under-communicating Vision Missing short term wins Neglecting anchoring changes in corporate culture Declaring victory too soon *** "1. Allowing too much complacency 2. Failure to create sufficiently powerful guiding coalition 3. Underestimating the power of vision. 4. Under-communicating the power of vision by 10-100x 5.Permitting obstacles to block the new vision 6. Failure to create short term wins 7. Declaring victory too soon 8. Neglecting to anchor changes firmly in the corporate culture" * (2.1) What are the 4 pillars of the House of Lean "1. Respect for People and Culture 2. Flow 3. Innovation 4. Relentless Improvement" * (2.1) What is the base of the House of Lean? Leadership * (2.1) What is the roof of the House of Lean? Value * (2.1) What is the Purpose of Lean (In SAFe House of Lean) "Achieve the sustainably shortest lead time with: 1. Best Quality and value to people and society 2. High Morale, safety and customer delight" * (2.1) To change the culture, what do you need to change first? (respect for people and culture) The organization * (2.1) What is the last change to take place? (respect for people and culture) Culture change * (2.1) On what value do we build long-term partnerships? (respect for people and culture) Trust * (2.1) Why do we need to respect people? (respect for people and culture) People do all the work * (2.1) Who is your customer? (respect for people and culture) Whomever consumes your work * (2.1) What should you do to respect your customer? Don't overload them Don't make them wait Don't force them to do wasteful work Don't impose wishful thinking * (2.1) In what way do we optimize value throughput? (flow) So it is continuous and sustainable * (2.1) To optimize value throughput, what kind of delays do we need to eliminate? (flow) start, stop, start project delays (waits, hand-offs) * (2.1) Why is it critical to build quality in? (flow) Flow depends on quality * (2.1) In order to verify that our product actually works, what do we need to do as often as possible? (flow) Integrate frequently * (2.1) How do we treat variability? (flow) We understand, exploit and manage variability * (2.1) Why is fast feedback critical? (flow) It provides informed decision making * (2.1) Considering innovation, what is the difference between producers and customers? (innovation) Producers innovate; customer validate * (2.1) What must be given to producers in order to innovate? (innovation) Time and space for creativity * (2.1) You must apply Innovation Accounting - what is it? (innovation) "Everything in the train is capitalizable once it is released or visible, at which point everything afterward is expenses. By releasing code frequently it becomes an asset that provides for tax depreciation." SPONSORED BY STORE.HERMANMILLER.COM Cosm Chair, Low Back Herman Miller Official Store Learn More Upgrade to remove ads Only $3.99/month * (2.1) Why does innovation say we should "pivot without mercy or guilt"? (innovation) If there are changes and the market changes or other discoveries, it is best to move in the right direction without considering money spent. * (2.1) Why do we need to foster a sense of urgency or danger? (relentless improvement) By avoiding complacency, and by remaining constantly aware of potential failure, we drive the urge to continuously improve. *(2.1) What guidance should we take when looking at optimization? (relentless improvement) Optimize the whole * (2.1) When we review the work we have done, what do we do? (relentless improvement) Consider the facts carefully, then act quickly * (2.1) Why does SAFe encourage the use of lean tools to identify root causes? (relentless improvement) To be sure we identify the real causes of issues, prioritize them, and address them. *(2.1) Why do we institutionalize reflection at key milestones? To identify and address shortcomings - to build improvement into the program cadence. * (2.1) Why do we need to train leadership in SAFe? (leadership) So they can lead the change * (2.1) Why should leaders be continuously learning? (leadership) To Know the way and emphasize life-long learning for our teams * (2.1) What is the most effective impact leaders can have on their people? (leadership) Develop people (help them grow) * (2.1) Why do we encourage the decentralization of decision making?(leadership) To free the creative power of the teams to solve their own problems Upgrade to remove ads Only $3.99/month * (2.1) Why do good leaders inspire and align with mission and then minimize constraints? (leadership) Once the team understands the mission and "buys in", the teams' intrinsic motivations can be released to solve their own problems. * (2.1) Instead of motivating with financial rewards, what should leaders do?(leadership) Unlock the intrinsic motivation of knowledge workers * (2.1) Per Agile Manifesto: What is our highest priority? Satisfy the customer through early and continuous delivery of valuable software * (2.1) Per Agile Manifesto: how do we consider changing requirements? Welcome changing requirements, even late in development. Harness change for the customer's competitive advantage. * (2.1) Per Agile Manifesto: Why do we deliver working software frequently (couple of weeks to couple of months)? To provide for frequent inspection and adaptation, learning, and early correction. * (2.1) Per Agile Manifesto: Why do business people and developers work together daily? Agile encourages face-to-face conversations, frequent discussions, to improve quality * (2.1) Per Agile Manifesto: Around what do we build projects? Motivated individuals who have the environment and support they need and the trust to get the work done. * (2.1) Per Agile Manifesto: What is the best way to communicate? Face to face conversation * (2.1) Per Agile Manifesto: What is the primary measure of progress? Working software * (2.1) Per Agile Manifesto: Why do agile processes promote sustainable development? Agile processes promote sustainable development so sponsors, developers, and users can maintain a constant pace indefinitely. Upgrade to remove ads Only $3.99/month * (2.1) Per Agile Manifesto: How does agile promote agility? It encourages constant attention to technical excellence and good design. * (2.1) Per Agile Manifesto: Why does agile encourage simplicity? The art of maximizing the amount of work not done is essential. * (2.1) Per Agile Manifesto: What are the benefits of self-organizing teams? The best architectures, requirements and designs emerge from self-organizing teams * (2.1) Per Agile Manifesto: Why do we hold retrospectives? Teams reflect at regular intervals on how to become more effective and then adjusts accordingly. (3) What are the 9 SAFe Lean-Agile Principles Every Apple App Builds Beautiful Visual Appeal Until Deleted "1. Economic View 2. Apply systems thinking 3. Assume variability/preserve options 4. Build incrementally w fast integ learning cycles 5. Base milestones on objective evaluation of working systems 6. Visualize and limit WIP, reduce batch, manage queue 7. Apply cadence 8. Unlock intrinsic motivation of knowledge workers 9. Decentralize decision making" (3) What is the difference between waterfall and incremental delivery (1. take an Economic view) Increases value delivery faster through iterations and allows for faster feedback (3) * Why should we take an economic framework for decision making? (1. take an Economic view) - Sequence jobs for maximum benefit - Do not consider money already spent - Make economic choices continuously - Empower local decision making - *If you only quantify one thing, quantify the cost of delay (3) What is the greatest limiter on a systems ability to evolve? (2. Apply systems thinking) A system can evolve no faster than is slowest integration point (3) When optimizing the full value stream, what si the the fastest way to reduce the time to market? (2. Apply systems thinking) Reducing delays (3) When applying systems thinking, what type of approach should you take? (3. Assume variability/preserve options) Set based approach (this gives you multiple design options and learning points) (3) What does PDCA stand for (4. Build incrementally with fast integrated learning cycles) Plan, Do, Check, Apply - Apply fast learning cycles. Fast feedback accelerates knowledge. Facilitated by small batch sizes. (3) What are the 3 problems of phase gate milestones? (5. Base milestones on objective evaluation of working systems) 1. Force too early design decisions; encourages false positives feasibility 2. assumes a "point" solution exist and can be built right the first time 3. and creates huge batches and long queues; centralizes reqts and design in program management (3) What problem arises from the phase-gate milestone approach to requirements and design? (5. Base milestones on objective evaluation of working systems) Requirements and designs are fixed too early making adjustments costly and late as new fasts emerge (3) How do you fix the problem of phase gate milestones? (5. Base milestones on objective evaluation of working systems) 1. Apply objective milestones - PI demos are orchestrated to deliver objective progress, product, and process metrics. 2. Iterate to the optimum solution - Objective milestones facilitate learning and allow for continuous, cost-effective adjustments towards an optimum solution. (3) What does BVIR stand for? (6. Visualize and limit WIP, reduce batch sizes, manage queue lengths) Big Visible Information Radiator. This term may apply to Kanban boards as an example. (3) What are the benefits of reducing the batch size? (6. Visualize and limit WIP, reduce batch sizes, manage queue lengths) "Small batch sizes go through the system faster, with lower variability. - Large batch size increases variability - High utilization increases variability - Severe project slippage is the most likely result