SAFE ADVANCED SCRUM MASTER 5.1 CERTIFICATION EXAMS 2024 WITH ACTUAL CORRECT QUESTIONS AN, Exams of Nursing

Download SAFE ADVANCED SCRUM MASTER 5.1 CERTIFICATION EXAMS 2024 WITH ACTUAL CORRECT QUESTIONS AN and more Exams Nursing in PDF only on Docsity! 1 | P a g e SAFE ADVANCED SCRUM MASTER 5.1 CERTIFICATION EXAMS 2024 WITH ACTUAL CORRECT QUESTIONS AND VERIFIED DETAILED ANSWERS BY EXPERTS |FREQUENTLY TESTED QUESTIONS AND SOLUTIONS |ALREADY GRADED A+|NEWEST |LATEST UPDATE |GUARANTEED PASS When looking at a program board at the end of program increment (PI) planning, what does it mean when a feature is placed in a team's swim lane with no strings? That the team has not broken the feature into stories yet and has not identified dependencies That the team has been assigned, but the feature dependencies have not been identified yet That it has dependencies on teams in other Agile release trains (ARTs) or Solution Trains That the feature can be completed by that team independently That the feature can be completed by that team independently Why is a confidence vote held at the end of program increment (PI) planning? To build shared commitment to the plan To remove the risks for the PI To ensure the business owners accept the plan To hold the teams accountable if the Agile release train does not deliver on its commitment To build shared commitment to the plan A servant leader knows that his or her own growth comes from what? Effective training Management support Facilitating the growth of others Implementing a CALMR approach to DevOps Facilitating the growth of others SAFe is based on three primary bodies of knowledge which include Agile development, systems thinking, and what type of product development? Iterative product development Adaptive product development Incremental product development Lean product development Lean product development 2 | P a g e What is a common reason why a team is unable to estimate a story? The story does not include a role The story lacks acceptance criteria The team has no experience in estimating The team does not understand the tasks related to the story The story lacks acceptance criteria During PI Planning, who owns Feature priorities? Release Train Engineer Business Owner Solution Architect/Engineer Product Management Product Management When estimating stories, what is the Scrum Master's key responsibility? Limit discussion to manage timeboxes Provide information about customer needs Ensure everyone on the team participates Ensure the team gives accurate estimates Ensure everyone on the team participates How does SAFe handle the 'fear of conflict' team dysfunction? Avoids discussion of disagreements Uses scrum to create a safe environment for conflict Has teams engage in retrospectives Reviews results at the end of every iteration Uses scrum to create a safe environment for conflict Which two actions are part of the Scrum Master's role in PI Planning? (Choose two.) Prioritize Features to support the Program Vision Ensure the team builds a plan they can commit to Manage the program board Serve as the Customer proxy and work with Product Management Align the Agile Release Train to a common Vision Manage the program board Ensure the team builds a plan they can commit to Scrum Masters are effective by using scrum methods, supporting SAFe principles and practices, and what else? Supporting delivery using Agile practices Serving as a customer proxy Writing stories and enablers Managing architectural runway 5 | P a g e What are two common anti-patterns during program increment (PI) planning? (Choose two.) Pressure is put on teams to overcommit A detailed plan becomes the goal rather than alignment Alignment becomes the goal rather than a detailed plan The innovation and planning (IP) iteration is left empty of planned work The team determines their own capacity and load Pressure is put on teams to overcommit A detailed plan becomes the goal rather than alignment Which team dysfunction does SAFe help address with the help of Business Owners? Missed timeboxes Lack of visibility Lack of transparency Avoidance of accountability Avoidance of accountability The goal of Lean is to deliver the maximum Customer value in the shortest sustainable lead time while providing what else? The highest possible quality A Continuous Delivery Pipeline Improved capacity allocation Significant team contributions The highest possible quality What is an example of Scrum Master servant leader behavior? Strives to create a conflict-free environment Uses persuasion instead of authority Focuses on the day-to-day team activities Keeps their opinions to themselves Uses persuasion instead of authority Why is it important for a Scrum Master to be a servant leader? To drive the team to succeed To coach the team in effective engineering practices To help the team become high-performing To provide team structure To help the team become high-performing How can a Scrum Master support a problem-solving workshop? By providing facilitation to breakout groups focused on specific problems By acting as a subject matter expert and suggesting improvements 6 | P a g e By coaching the Release Train Engineer on managing the event By estimating the work effort required to implement recommended improvements By providing facilitation to breakout groups focused on specific problems What is the goal of the scrum of scrums event? To review the Agile Release Train's progress toward its PI Objectives To focus on Agile Release Train process improvement To review each team's progress on its Stories To demo Features to Product Management To review the Agile Release Train's progress toward its PI Objectives Which Agile Manifesto principle describes the importance of PI Planning in SAFe? Working software is the primary measure of progress Simplicity, the art of maximizing the amount of work not done, is essential The best architectures, requirements, and designs emerge from self-organizing teams The most efficient and effective method of conveying information to and within an Agile Team is face- to-face conversation The most efficient and effective method of conveying information to and within an Agile Team is face- to-face conversation What is one purpose of iterations? To provide an architectural basis for future development To provide a regular cadence for producing increments of value To provide fast feedback learning cycles and frequent integration To demonstrate the increment to stakeholders To provide a regular cadence for producing increments of value What is a characteristic of an effective Scrum Master? Gives open, honest opinions Understands customer needs Is a technical expert Removes all conflict Gives open, honest opinions An effective Scrum Master helps the team with what? Team metrics Relentless improvement Deploying work Risk mitigation Relentless improvement What is an innovation and planning (IP) Iteration anti-pattern? Leave the IP iteration empty of work as an estimating guard band Plan work for the IP iteration during program increment (PI) planning 7 | P a g e Plan innovation spikes or hackathons to occur during the IP iteration Use the IP iteration for infrastructure improvements Plan work for the IP iteration during program increment (PI) planning What is one benefit of program increment (PI) objectives? They describe a process for defining team goals They ensure accurate status reporting They create a near-term focus and vision They form a guiding coalition They create a near-term focus and vision What does the letter C represent in SAFe's CALMR approach to DevOps? Collaboration Continuous delivery Culture Continuous deploymen Culture What is one of the Scrum Master's responsibilities during the innovation and planning (IP) Iteration? Update the program increment (PI) roadmap Facilitate the team preparation for the program increment (PI) system demo Remove scope that exceeds capacity Create the program predictability measure Facilitate the team preparation for the program increment (PI) system demo Which two practices are recommended in SAFe for root cause analysis? (Choose two.) Post-PI Planning meeting Fishbone diagram Iteration retrospective Weighted shortest job first 5 Whys Fishbone diagram 5 Whys How does the Scrum Master provide the most value to the team? By ensuring timeboxes are kept during team meetings By scheduling critical scrum events By facilitating discussions between the Product Owner and the team By removing impediments for the team By removing impediments for the team Scrum Masters help remove impediments, foster an environment for high-performing team dynamics, and what else? Form and re-form teams 10 | P a g e Facilitate a Community of Practice Facilitate Coach Sync Facilitate PI Planning. What is one responsibility of a Scrum Master/Team Coach? Improving flow. Prioritizing the backlog Demoing the system Testing the system Improving flow. What is one way a Scrum Master/Team Coach can support Iteration Execution? Facilitate team events. Build value stream maps Prioritize the team backlog Assign story points for each User Story Facilitate team events. What is one way a Scrum Master/Team Coach can help improve ART performance? Facilitate cross-team collaboration. Run an Agile Team charter workshop Prioritize the ART backlog for PI Planning Communicate the PI Planning agenda Facilitate cross-team collaboration. What is one trait of a servant leader? Persuades rather than using authority Solves problems on behalf of the team Deflects information that could change the team's work Determines the day-to-day activities for the team Persuades rather than using authority According to SAFe, which of the following key traits of effective Scrum Masters/Team Coaches is crucial for team members to accept coaching? Empathy. Fairness Agreeableness Optimism Empathy What is one way a servant leader can support team members in decision-making? Give each team member the opportunity to contribute. Identify solutions to problems the team surfaces 11 | P a g e Support teams in affinity mapping their concerns Perform regular retrospectives on behalf of the team Give each team member the opportunity to contribute. Team A works collaboratively on new functionality for a customer application. The acceptance criteria have each been minimally met. Team A decides to release the functionality with a method for collecting direct customer feedback. Which of the following high-performing team characteristics is Team A demonstrating? Using regular feedback loops built into the learning cycle. Balancing abilities on the team with the challenge of the work Taking appropriate risks without fear of failure Focusing on success over trying to avoid failures Using regular feedback loops built into the learning cycle. Three members of Team C created a new workflow to speed up the testing process. They spent an entire Iteration designing the process but discovered, just before implementation, that the system could not support the workflow. The rest of the team was excited to hear what was learned from the failed experiment. Which of the following characteristics of a high-performing Agile Team is Team C demonstrating? A safe environment for taking risks without fear of embarrassment or criticism. Accountability to each other and the organization for reliably completing quality work Enjoying the work and working together Mutual trust that allows for both healthy conflict and reliance on others A safe environment for taking risks without fear of embarrassment or criticism. During which of the following stages of team development do team members stop focusing on their own goals and begin focusing on developing better ways of working together? Norming. Storming Transforming Forming Norming. What is the intended value of the Backlog Refinement event? The team is able to prepare requirements for Iteration Planning The team aligns on the progress of Iteration Goals The team reviews and improves processes before the next Iteration The team is able to commit to a set of goals to be delivered in the Iteration The team is able to prepare requirements for Iteration Planning How can teams use Iteration planning to stay aligned on their work? By committing to a set of goals to be delivered By reviewing its processes before the next iteration 12 | P a g e By sharing Stories that could be pairing opportunities By agreeing on a meeting timebox By committing to a set of goals to be delivered What is one practice Scrum Masters/Team Coaches can use to run successful meetings? Leave meetings with clear action items. Maintain vague agendas to allow for any urgent issues Allow individuals to override timeboxes to ensure full discussions Schedule meetings around the Product Owner to ensure they are able to make final decisions Leave meetings with clear action items. What is one method a Scrum Master/Team Coach can use to help teams overcome a fear of conflict? Aligning to shared commitments. Giving every team member the opportunity to contribute Scheduling regular Team Syncs Enforcing work-in-process limits Aligning to shared commitments. What is one practice Scrum Masters/Team Coaches can use to facilitate conflict management? Enforce working agreements. Escalate conflicts to the Release Train Engineer Encourage team members to resolve conflicts on their own Implement a formal complaints system Enforce working agreements. Which of the following events aligns teams on a train? PI Planning Architect Sync Coach Sync Iteration Planning PI Planning What is one benefit of PI Planning? Allows for faster decision-making It aligns the ART to established DevOps practices It maximizes team capacity It fosters cross-team dependencies Allows for faster decision-making According to SAFe, which of the following types of work should fit into one Iteration for one team? Stories. Tasks Epics Features 15 | P a g e What is one element of the CALMR approach to DevOps? Lean flow accelerates delivery Maximize work in process Activate the knowledge worker Relentlessly reduce risk Lean flow accelerates delivery Team A wants to use the IP Iteration to continue their "usual work." What is one benefit the Scrum Master/Team Coach could share with the team about using the IP Iteration as intended? The team can participate in hackathons The team can perform needed system maintenance The team can find time to participate in ad hoc groups The team can consider additional retrospective action items The team can participate in hackathons What can a Scrum Master/Team Coach recommend to a team that is showing signs of burnout, not addressing increasing technical debt, and acting out of urgency rather than considering innovation? A constructive IP Iteration at the end of each PI A careful plan at the beginning of each Iteration A collective Iteration Review and demo each Iteration A communicative retrospective at the end of each Iteration A constructive IP Iteration at the end of each PI Who are important attendees to the PI System Demo? Business Owners Feature Owners Board Members Portfolio Management Business Owners What is one benefit of having an IP Iteration every PI? It creates an estimating buffer for meeting PI objectives It creates a guardrail for teams working too hard It creates a chance for teams to manage quality It creates a timeboxed opportunity for team growth It creates an estimating buffer for meeting PI objectives Team A has decided to use the IP Iteration to continue the finalizing Feature delivery work they have been working on for the past two Iterations. What is one effect Team A might experience by continuing to stay heads-down rather than using the IP Iteration as intended? Individual team members could lose an opportunity to keep their technical skills current Individual team members could lose an opportunity to refresh their motivation Individual team members could lose an opportunity to consider their team work more holistically Individual team members could lose an opportunity to learn from one another 16 | P a g e Individual team members could lose an opportunity to keep their technical skills current What is one way uncommitted objectives help Agile Teams make a plan for the PI? They maintain the predictability of achieving the objectives They ensure the team has additional development options They generate additional ways to measure team progress They create an opportunity for teams to take on harder work They maintain the predictability of achieving the objectives According to SAFe, which of the following metrics are reported at the Inspect and Adapt event? ART predictability measure Cumulative value rate Cumulative value measure ART cycle velocity ART predictability measure What is one anti-pattern of the Inspect and Adapt? No actionable improvement Features are created Only one problem is identified by each team in the retrospective Not enough team members attend the PI System demo Too many ideas enter the problem-solving workshop No actionable improvement Features are created During the problem solving workshop, which step comes after identifying the biggest root-cause using Pareto analysis? Restate the new problem Conduct the 5 whys Brainstorm solutions Create improvement backlog items Restate the new problem How can a Scrum Master support a problem-solving workshop? By providing facilitation to breakout groups focused on specific problems By acting as a subject matter expert and suggesting improvements By coaching the Release Train Engineer on managing the event By estimating the work effort required to implement recommended improvements 17 | P a g e By providing facilitation to breakout groups focused on specific problems Which two practices are recommended in SAFe for root cause analysis? (Choose two.) 5 Whys Fishbone diagram Post-PI Planning meeting Iteration retrospective Weighted shortest job first 5 Whys Fishbone diagram What is the scrum master's role in the I&A? To ensure all teams members are in attendance To add actionable items to the program backlog To facilitate one of the teams in the problem solving workshop To demonstrate improvement items during the PI system demo To facilitate one of the teams in the problem solving workshop How does a Scrum Master lead a team's in relentless improvement? By facilitating the Iteration Retrospective An effective decision-making framework provides which two ultimate outcomes? 1 - Improves flow 2 - Unlocks the intrinsic motivation of knowledge workres What are two Release Train Enginner responsibilities? 1 - Drive relentles improvement through Inspect and Adapt 2 - Facilitate PI Planning readiness and the event itself What is one way to improve the skills of a team member? Pair-work with other team members Who should vote on root causes? The team members working on that problem 20 | P a g e 1 - Enablers 2 - Features What anti-pattern can emerge during the Scrum of Scrums? Scrum Masters report on the teams' tasks status each day A team achieved less than 80% predictability during the quantitative measurement of the Inspect and Adapt event. What would be an unacceptable action for this team's Scrum Master take? Decide improvement actions for the team to implement In complex systems development, what do local integration points ensure? That each Capability of the systems is meeting its responsibilities in contributing of the overall Solution Intent Wich SAFe organizational construct allows businesses to build large and complex systems wich require hundreds of people in a Lean-Agile manner? Solution Train Achieving the goals of Release on Demand requires an understanding of how to decouple what? The release from deployment What improves collaboration between Scrum Masters and System Architects, System Teams and Operations? Program Kanban What is the most effective way to estabilish Built-in Quality? Perform as many types of testing within the Iteration boundaries as possible What action should be taken on relentless improvement backlog items from the problem-solving worshop? Use the items as direct input into the PI Planning event that follows How do Kanban Teams implement the SAFe Lean-Agile mindset of relentless improvement? By using cumulative flow diagrams to objectively measure bottlenecks and variation which could be due to systemic factors Wich SAFe configuration requires having a Vision? All SAFe configurations What are two typical anti-patterns with Product Owners (POs)? 21 | P a g e 1 - POs design the Solution before brining the intent to the team; 2 - POs and Product Management are not aligned with business intent What is a recommended Story-Splitting technique for Agile Teams? Implement the 'happy path' first and the rest of the scenarios afterwards What is the first step in the problem-solving workshop? Agree on the problem to solve What are three benefits a community of practice offers? (Choose three.) 1 - To drive craftsmanship; 2 - To facilitate the adoption of new methods and techniques; 3 - To provide a place to acquire knowledge; https://www.scaledagileframework.com/communities-of-practice/ What provides objective evidence that the system is iterating? System Demo Wich statement is tru about the phase-gate Milestone model? It does not mitigate risk as intended Wich pilar of the SAFe House of Lean supports not imposing wishful thinking? Respect for People and Culture Considering individual skill sets, an E-shaped person has a combination of what? Experience Expertise Exploration Execution When does the Inspect and Adapt event happen? At the end of each PI During PI Planning, the scrum of scrums meetings help accomplish which two actions? 1 - Keeping the planning Milestones on track 2 - Exposing risks, impediments, and dependencies What is one characteristic of an effective Agile Team? To provide: 1 - Steady (Estável) 2- High Quality 3 - Incremental Value 22 | P a g e How do Agile Teams ensure theirn own retrospective improvement actions are implemented? Add improvement Stories to the team backlog to implement in the next Iteration At the System Demo, each team demonstrates their own work, but the system is not integrated. They say they underestimated the integration effort and cannot integrate every Iteration and also meet the planned scope. What should the Scrum Master suggest? Discuss removing scope with Product Management to allow for Continuous Integration How does work flow from one state to the next in a team Kanban board? Team members pull work from the previous state when they can do so without impacting their current state WIP constraint What are the responsibilities of a SAFe Scrum Master on a ART that go beyond basic team facilitiation? (Choose three) 1 - Participate in the scrum of scrums 2 - Facilitate preparation for the System Demo 3 - Facilitate team preparation for PI Planning What is the value of periodic resynchronization? It limits variance to a single time interval What are three distinct traits a group must have to be considered a Community of Practice? (Choose three.) 1 - Practice 2 - Domain 3 - Community Where does a team document new practicies they want to incorporate into their collective skill set? Improvement Backlog During Iteration Planning, the Product Owner (PO) introduces a new Story to the team. They cannot come to a consensus on the size of the new Story and ask the PO for more details. After a lot of discussion, multiple dependencies with other teams emerge, so the team decides to leave the Story in the Team Backlog and not commit. Is the scenario portraying an anti-pattern? No; The team left the Story in the Team Backlog for futher refinement with the PO How should decentralized decision-making be used with respect to system design? 25 | P a g e 1 - The solution itself is a system 2 - The enterprise building the system is a system too 3 - Optimize the full value stream (People, Teams, System, Process, Software/Hardware) 4 - Lead Time vs Touch Time #3 Assume variability; preserve options 1 - You cannot possibly know everything at the start 2 - Requirements and designs must be flexible to build an optimal Solution 3 - Iterative, incremental development can reduce uncertainty over time #4 build incrementally with fast, integrated learning cycles 1 - The interative learning cycle 2 - Reduces the cost of risk-taking by truncating unsuccessful paths quickly 3 - Is facilitated by small batch sizes 4 - The shorter the cycles, the faster the learning #5 Base milestones on objective evaluation of working systems 1 - Build the system in increments, each of which is an integration point that demonstrates some evidence of the feasibility of the solution proccess 2 - Objective milestones facilitate learning and allow for continuous, cost-effective adjustments towards an optimum Solution #6 Visualize and limit WIP, reduce batch sizes, and manage queue lengths 1 - When there's too much WIP, there's no visibility into bottlenecks, and the system is usually highly inefficient How can we reduce lead times? 1 - Reduce size of work 2 - Reduce bottlenecks 3 - Reduce waiting 4 - Increase swarming 5 - Improve quality The importance of small batches 1 - Large batch sizes increase variability 2 - High utilization increases variability 3 - Severe project slippage is the most likely result 4 - The most important batch is the transport 5 - Proximity (co-location) enables small batch size 6 - Good infrastructure enbales small batch size #7 Apply cadence, synchronize with cross-domain planning 1 - All stakeholders meet face-to-face 2 - Management sets the mission with minimum possible constraints 26 | P a g e 3 - Requirements and design happen 4 - Important stakeholder decision are acelerated 5 - Teams create and take responsibility for plans #8 Unlock the intrinsic motivation of knowledge workers 1 - Knowledge workers have to manage themselves: they need autonomy 2 - Continuing innovation has to be part of the work and the responsibility of knowledge workers 3 - Workers themselves are most qualified to make decisions about how to perform their work #9 Decentralize decision-making 1 - Some decisions are strategic, have far-reaching impact, and are outside the scope, knowledge, or responsibilities of the teams. These should be centralized; 2 - Decentralize all others: 2.1 - Frequent decisions 2.2 - Time-critical decisions 2.3 - Decisions that require local information 3 - Define the economic logic behind a decision; empower individuals and teams to actually make them #10 Organize around value 1 - A Value Stream is the sequence of steps used to deliver value to the customer Anti-patterns associated with The Product Owner 1 - Team has more than one Product Owner 2 - Partially completed Stories are being carried over from Iteration to Iteration 3 - Developers don't work collaboratively on Stories 4 - Lack of coordination with other teams leads to excessive WIP Key responsibilities of the Product Owner 1 - Facilitate Team Backlog refinement 2 - Prepare for and participate in Iteration Planning 3 - Elaborate Stories and Enablers just-in-time 4 - Address team questions; be the voice of the customer 5 - Accept Stories 6 - Participate in the Iteration Review and Retrospective 7 - Coordinate with other Prodcut Owners to manage dependencies Big Stories Anti-Patterns 1 - Big Stories do not support team Iteration 2 - Smaller Stories allow for faster, more reliable implementation 3 - Splitting bigger stories into smaller ones is an essential skill Ways to split a Story 27 | P a g e 1 - By business rules variations 2 - By use case scenario 3 - By simplicity or complexity PO and Backlog, planning, and commitment anti-patterns 1 - Product Owner and team do Iteration Planning without preparation 2 - There is more than one PO per team 3 - PO is not sufficiently involved during Iteration execution 4 - Planning is based on tasks, not on User Stories and acceptance criteria 5 - Team does not commit to clear Iteration goals Execution, Demos, and Retrospective anti-patterns 1 - Developers don't work collaboratively on User Stories 2 - Waterfalling Iterations: Team integrates and tests Stories only at Iteration end 3 - Done isn't 'done': Debt is carried forward Iteration to Iteration 4 - Story reported but not demonstrated (non-UI Stories, spikes, refactors, etc) 5 - 'Idea fest' instead of focus on near-team, incremental improvements The Agile Release Train 1 - A virtual organization of 5-12 teams (50-125+) that plans, commits, and executes together 2 - Program Increment (PI) is a fixed timebox; default is 10 weeks 3 - Synchronizes Iterations and PIs 4 - Aligns to a common mission via single Program Backlog 5 - Operates under architectural and UX guidance 6 - Frequently produces valuable and evaluable system-level Solutions Organizing teams around value Organize for the large purpose: Maximize velocity by minimizing dependencies and handoffs while sustaining architectural robustness and system qualities A team can be organized around: Features and Components Far less desirable organizing factors: Architectural Layer (Platform) or Programming language Feature and Component teams Feature Teams 1 - Increased valocity 2 - To minimize dependencies 3 - To develop T-shaped skills Component Teams 1 - High reuse, high technical speacialization and criticial NFRs 2 - Creating each component as a 'potentially replaceable part of the system with well-defined interfaces' Responsibilities of the RTE 30 | P a g e - Changes to scope - Movement of resources ART SYNC - Scrum of Scrums - Visibility into progress and impediments - Facilitated by RTE - Participants : Scrum Masters , other select team members , SMEs if necessary - Weekly or more frequently, 30 - 60 minutes - Timeboxed and followed by a meet-after ART Sync - PO Sync - Visibility into progress, scope , and priority adjustments - Facilitated by RTE or PM - Participants: PMs, POs, other stakeholders , and SMEs as necessary - Weekly or more frequently , 30 - 60 minutes - Timeboxed and followed by a meet-after Demo the full system increment every two weeks - Features are functionally complete or 'toggled' so as not to disrupt demonstrable functionality - New Features work together and with existing functionality Capacity Estimated Capacity = 5 * 8 pts = 40 pts/lteration Demo - System Increment - Follows the teams' demo (may lag by as much as one Iteration, maximum) - Demo from a staging environment, resembling production as much as possible Innovation and Planning Iteration - Innovation: Opportunity for innovation spikes, hackathons, and infrastructure improvements - Planning: Provides for cadence-based planning - Estimating guard band for cadence-based delivery Build an improvement Roadmap - What are communities of practice? "Communities of practice are groups of people who share a common concern or a passion for something they do and learn how to do it better as they interact regularly." (Etienne Wenger, Communities of Practice: Learning, Meaning, and Identity) - Community - A group of individuals with a shared passion about a topic - Domain - An area of shared interest - Practice - Shared knowledge and experiences ARTs release value on demand 31 | P a g e Continuous Delivery Pipeline - Continuous Exploration - Continuous Integration - Continuous Deployment This tree results in Release on Demand Build an improvement Roadmap - Benefits of CoPs Benefits to the organization - Short-term value Improves business outcomes • Arena for problem-solving • Quick answers to questions • Reduced time and costs • Improved quality of decisions • More perspectives on problems • Coordination/synergy across units Benefits to the organization - Long-term value Develops organizational Capabilities • Be able to execute a strategic plan • Gain credibility with clients • Increase retention of talent • Exploit unplanned Capabilities • Enable competitive benchmarking • Leverage advances in technology • Harness the power of social networks Who is DevOps? Maximum Maximum and Speed Stability 1 - Compliance 2 - Operations 3 - Development 4 - Security 5 - Business 6 - Architecture CALMR approach to DevOps - Culture - Establish a culture of shared responsibility for development , deployment , and operations . - Automation - Automate the Continuous Delivery Pipeline . - Lean flow - Keep batch sizes small , limit WIP, and provide extreme visibility. - Measurement - Measure the flow through the pipeline. Implement full-stack telemetry . - Recovery -Architect and enable low-risk releases. Establish fast recovery, fast reversion, and fast fix- forward 32 | P a g e Separate deploy from release - Separate deploy to production from release - Hide all new functionality under feature toggles - Enable the ability to deploy and verify in production and Release on Demand Build an improvement Roadmap - Benefits of CoPs 2 Benefits to community members - Short-term value Improves experience of work • Help with challenges • Access to expertise • Improved contribution to the team • Increased confidence in approach • Fun of being with colleagues • More meaningful participation • Sense of belonging Benefits to community members - Long-term value Fosters professional development • Forum for expanding skills/expertise • Network for staying current • Enhanced professional reputation • Increased marketab ility • Strong sense of professional identity Next PI Planning - Key stakeholders prepare briefings - Executive briefing: State of the business and upcoming objectives - Product Vision briefing(s): Vision and top 10 Features - - Architectural Vision briefing: Vision for architecture, new architectural Epics, common frameworks, and more - Development context: Changes to standard practices, new tools and techniques, and more New PI Facilitated by RTE - Product Management and other stakeholders refine Program Backlog - Features are roughly split into Story-like chunks with POs Facilitated by SM - Each PO presents initial Stories to the team, looks for feedback, big unknowns , etc. Explore the Inspect and Adapt process - Inspect and Adapt event: Overview Three parts of Inspect and Adapt: 1 - The Pl System Demo 2 - Quantitative measurement 3 - Problem-solving workshop 35 | P a g e Apply a Problem-Solving Workshop - The problem-solving workshop - Teams conduct a short retrospective - Then systematically address the larger impediments that are limiting velocity Continuous code integration flow Develop -> Commit -> Build -> Test -> Trunk -> App Package -> Test Package -> End-to-End Testing (toggle) -> Staging Apply a Problem-Solving Workshop - Agree on the problem to solve - Clearly stating the problem is key to problem identification and correction - You must define the undesirable problem or situation, so that everyone involved in the countermeasures understands - A clearly defined problem focuses your investigation efforts and saves time. Honest effort at careful definition will avoid the "ready, fire, aim" approach that is so common in problem-solving - A problem that is not well-defined may result in failure to reach the proper countermeasure Continuous system integration Teams continuously integrate assets, leaving as little as possible to the System Team Traditional testing (V-Model) delays feedback flow Write Feature -> Write Story -> Write Code -> Test Code -> Test Story -> Test Feature Apply a Problem-Solving Workshop - Anatomy of a well-defined problem Think about the What, When, Where, Frequency, and any gaps What - We discovered three significant design problems of the new EMV vehicles at the Thrills Amusement Park... When - ... in the October deployment of the new EMV vehicles at the ... Where - ... Thrills Amusement Park. Impact - The design flaws caused us to recall the vehicles and invest three months in materials, redesign, and testing. We delivered late, paid substantial penalties, and lost credibility with the customer. Shift testing left for fast and continuous feedback Write Feature -> Test Feature .. always testing .. Write Story -> Test Story .. always testing .. Write Code -> Test Code .. always testing .. Refactoring allows teams to maintain high velocity. - It is impossible to predict requirements or design in detail - Refactoring allows teams to quickly correct the course of action - Emergent design is impossible without continuous refactoring 36 | P a g e - Most User Stories will include some refactoring effort - If technical debt is big-teams track and implement as separate backlog items-then it's time to refactor Pair work is: - Broader and less constraining than pair programming - A collaborative effort of any two team members: dev/dev, dev/PO, dev/tester, Resolve integration etc - Pairs should be spontaneous and purposefully rotate over time Collective ownership - Addresses bottlenecks , increases velocity, and encourages shared contribution - Fosters Feature orientation . - Is supported by: - Design simplicity - Communities of practice - Pair work - Joint specification and design workshops - Frequent integration of the entire system - Standards - Collective test ownership is even more important. It facilitates shared understanding of system behavior. Foster adoption of technical practices A Scrum Master facilitates the adoption of technical practices . - Helps the team mature in its definition of done - Creates transparency and urgency around continuous system integration - Encourages small , automated acceptance tests at the beginning and evolves from there - Encourages team members to coach each other in TDD , BOD, refactoring - Helps the team adopt a 'thinking backward ' approach: What is the expected behavior of the functionality that we are about to code? - Helps facilitate the power of human-readable acceptance tests - Encourages pairing and peer review Facilitate collaboration with Architects, System Team, and Operations - System Team, Architects, Operations System Architects - Provide architectural guidance to teams, collaborate on new technical research, address technical questions from team members System Team - Assist the ART with frequent system integration and testing and development infrastructure support Operations - Enable the Continuous Delivery Pipeline through infrastructure and process support Encourage learning - SM 37 | P a g e Scrum Masters create an environment for continuous learning. Team Insides-Out -> Short presetations to the team Book and Coffee Breaks -> Discussions of the new topics over coffee Coding Dojo -> Coding in front of a group Communities of Practice -> Self-organizing groups to build knowledge Agile Software Engineering -> Learn more with the Agile Software Engineering course Encourage learning: Inside-Outs Team Inside-Outs A team member prepares a short presentation or flip chart talk for their team. Frequency: Once every 1 - 2 Iterations Duration: 30 - 60 minutes Example: We will soon start using Hibernate for data persistence . John has experience and is willing to share his knowledge Your role Help kick-start the first 2 - 3 Inside-Outs and help participants prepare Maintain the Inside-Out schedule Invite shared resources (System Architect, User Experience, infrastructure, etc.) or people from other teams to discuss useful topics Encourage learning: Book and Coffee Breaks Book and Coffee Breaks A normal coffee break with 3 - 4 people discussing a book on a new technology , practice, or domain topic that the team is trying to master. Frequency: 2 - 3 times per Iteration Duration: 15 - 30 minutes Example: The team is about to build its first crawler and Andrew reads them some excerpts from Soumen Chakrabarli 's book Mining the Web . Your role: Lead a few BCBs and acquaint people with the format Encourage Learning: Coding Dojo Coding (and Testing) Dojo A session where developers and/or automated test engineers gather to discuss programming and testing challenges . One or two people sit at the computer and project onto a screen . As they code, people comment out loud. After 5 - 8 minutes , people rotate Frequency : Once every 1 - 2 Iterations Duration: 60 - 90 minutes Your role: Arrange facilities and equipment Help brainstorm fun, challenging exercises (could be a spike, a script for retrieving data, or even code in 40 | P a g e Understands and empathizes with others What are two good scrum master facilitation practices? - Create an environment of safety so everyone feels comfortable contributing to the discussion. - Ensure all voices are heard. Good coaches do not give people the answer, but instead they do what? They guide people to the solution Becoming a coach requires a shift from old behaviors to new ones. What are three examples of old behaviors? - Focusing on deadlines - Driving toward a specific outcome - Fixing problems for the team List responsibilities of the Scrum Master - Coach the team - Facilitate backlog refinement - Facilitate the Innovation and Planning Event - Assign stories to team members How does SAFe handle the 'fear of conflict' team dysfunction? Use Scrum to create a safe environment for conflict. What does SAFe's CALMR approach apply to? DevOps An effective SAFe Scrum Master helps the team improve areas including quality, predictability, flow, and where else? Team Metrics What foundational issue most often leads to team dysfunction? Absence of trust What statement is true about teams? Teams are more productive than the same number of individuals. According to the Five Dysfunctions of a Team, what is a team's ultimate competitive advantage? Teamwork What is the basis of most team conflicts? Assumptions that have not been discussed Cadence and what other critical concept are the key constructs to delivering continuous value? 41 | P a g e Synchronization Features lend themselves to the Lean UC process model. They include a description, a benefit hypothesis, and what else? Acceptance criteria Participating in PI Planning enables teams to gain alignment and commitment around a clear of set of what? PI Objectives The program board highlights feature delivery dates, milestones, and what else for teams on the Agile Release Train? Dependencies Each PI Planning meeting evolves over time and ending PI Planning with a retrospective will help do what? Continuously improve the event The Business must depend on the team for what in order to do any meaningful planning? Commitment to the plan. What are the common PI Planning anti-patterns? - To plan work for the IP Iteration during PI Planning. - To wait for the IP Iteration to fix defects. - Pressure is put on teams to overcommit. - A detailed plan becomes the goal, rather than alignment. Curing PI Planning which two tasks are part of the scrum masters role in the first team breakout? Manage the timebox. Facilitate the coordination with other teams for dependencies. Who commits to the iteration goals at the end of iteration planning? The team What is the name of the event where all the team members determine how much of the team's backlog they can commit to delivering during an upcoming iteration? Iteration planning Which type of Enabler does a System Architect review during a system demo? Enabler stories Why do teams have an iteration retrospective? To adjust and identify ways to improve Who can change the backlog during an iteration? 42 | P a g e The product owner What is this statement describing? Agile teams continuously adapt to new circumstances and enhance the methods of value delivery. Continuous improvement What is the purpose of the Plan-Do-Check-Act-Adjust cycle as applied to iterations? To provide a regular predictable cadence to produce an increment of value. Which three attributes summarize DevOps? A shared culture, a set of technical practices, a mindset. In SAFe, who owns the decision for releasing changes into production? Product Management What are two anti-patterns for the IP Iteration? - To plan work for the IP Iteration during PI Planning. - To wait for the IP iteration to fix defects What demo is performed in the IP Iteration? The integrated demo from the Agile Release Train's final iteration. When is one time a scrum master may be a participant rather than a facilitator? When using ad hoc trams for Inspect and Adapt How are the 5 whys used? To identify a root cause(s) of a problem An effective SAFe scrum master elevates people problems with strict confidence to the appropriate levels when necessary, but only after what has happened? Coaching and internaal processes have failed to achieve the objective. How can a Scrum Master support a problem solving workshop? By providing facilitation to breakout groups focused on specific problems. Why is a confidence vote held at the end of PI Planning? To build share commitment to the Program Plan. What is a characteristic of an effective Scrum Master? Supports the autonomy of the team The Scrum Master is what above all else? A servant leader 45 | P a g e an Agile Release Train (ART). They are key stakeholders on the ART who must evaluate fitness for use and actively participate in certain ART events. Capabilities A Capability is a higher-level solution behavior that typically spans multiple ARTs. Capabilities are sized and split into multiple features to facilitate their implementation in a single PI. Communities of Practice (CoPs) Communities of Practice (CoPs) are organized groups of people who have a common interest in a specific technical or business domain. They collaborate regularly to share information, improve their skills, and actively work on advancing the general knowledge of the domain. Compliance Compliance refers to a strategy and a set of activities and artifacts that allow teams to apply Lean-Agile development methods to build systems that have the highest possible quality, while simultaneously assuring they meet any regulatory, industry, or other Continuous Delivery Pipeline The Continuous Delivery Pipeline (CDP) represents the workflows, activities, and automation needed to shepherd a new piece of functionality from ideation to an on- demand release of value to the end user. Continuous Deployment (CD) Continuous Deployment (CD) is the process that takes validated Features in a staging environment and deploys them into the production environment, where they are readied for release. Continuous Exploration (CE) Continuous Exploration (CE) is the process that drives innovation and fosters alignment on what should be built by continually exploring market and customer needs, and defining a Vision, Roadmap, and set of Features for a Solution that addresses those needs. Continuous Integration (CI) Continuous Integration (CI) is the process of taking features from the Program Backlog and developing, testing, integrating, and validating them in a staging environment where they are ready for deployment and release. Core Values The four Core Values of alignment, built-in quality, transparency, and program execution represent the fundamental beliefs that are key to SAFe's effectiveness. These guiding principles help dictate behavior and action for everyone who participates in a SAFe portfolio. DevOps 46 | P a g e DevOps is a mindset, a culture, and a set of technical practices. It provides communication, integration, automation, and close cooperation among all the people needed to plan, develop, test, deploy, release, and maintain a Solution. Enablers An Enabler supports the activities needed to extend the Architectural Runway to provide future business functionality. These include exploration, architecture, infrastructure, and compliance. Enablers are captured in the various backlogs and occur throughout the Framework. Enterprise The Enterprise represents the business entity to which each SAFe portfolio belongs. Enterprise Solution Delivery The Enterprise Solution Delivery competency describes how to apply Lean-Agile principles and practices to the specification, development, deployment, operation, and evolution of the world's largest and most sophisticated software applications, networks, and cyber-physical systems. Epic Owners Epic Owners are responsible for coordinating portfolio Epics through the Portfolio Kanban system. They collaboratively define the epic, its Minimum Viable Product (MVP), and Lean business case, and when approved, facilitate implementation. Epics An Epic is a container for a significant Solution development initiative that captures the more substantial investments that occur within a portfolio. Due to their considerable scope and impact, epics require the definition of a Minimum Viable Product (MVP) and approval by Lean Portfolio Management (LPM) before implementation. Essential SAFe Essential SAFe contains the minimal set of roles, events, and artifacts required to continuously deliver business solutions via an Agile Release Train (ART) as a Team of Agile Teams. Features A Feature is a service that fulfills a stakeholder need. Each feature includes a benefit hypothesis and acceptance criteria, and is sized or split as necessary to be delivered by a single Agile Release Train (ART) in a Program Increment (PI). Foundation 47 | P a g e The Foundation contains the supporting principles, values, mindset, implementation guidance, and leadership roles needed to deliver value successfully at scale. Full SAFe Full SAFe is the most comprehensive configuration, including all seven core competencies needed for business agility. Innovation and Planning Iteration The Innovation and Planning (IP) Iteration occurs every Program Increment (PI) and serves multiple purposes. It acts as an estimating buffer for meeting PI Objectives and provides dedicated time for innovation, continuing education, PI Planning, and Inspect and Adapt (I&A) events. Inspect & Adapt (I&A) The Inspect and Adapt (I&A) is a significant event, held at the end of each Program Increment (PI), where the current state of the Solution is demonstrated and evaluated by the train. Teams then reflect and identify improvement backlog items via a structured, problem-solving workshop. Iteration Iterations are the basic building block of Agile development. Each iteration is a standard, fixed-length timebox, where Agile Teams deliver incremental value in the form of working, tested software and systems. The recommended duration of the timebox is 2 weeks. However, one to four weeks is acceptable, depending on the business context. Iterations provide a regular, predictable cadence for teams to produce an increment of value, as well as to refine those previously developed. These short time periods help the team, Product Owners, Product Managers, and other stakeholders regularly test and evaluate the technical and business hypotheses in a working system. Each iteration anchors an integration point, a 'pull event' that assembles various system aspects— functionality, quality, alignment, and fitness for use—across all the teams' contributions. Plan, Do, Check, Adjust. © Scaled Agile, Inc. 50 | P a g e Nonfunctional Requirements (NFRs) define system attributes such as security, reliability, performance, maintainability, scalability, and usability. They serve as constraints or restrictions on the design of the system across the different backlogs. PI Objectives Program Increment (PI) Objectives are a summary of the business and technical goals that an Agile Team or train intends to achieve in the upcoming Program Increment (PI). Portfolio Backlog The Portfolio Backlog is the highest-level backlog in SAFe. It provides a holding area for upcoming business and enabler Epics intended to create and evolve a comprehensive set of Solutions. Portfolio Kanban The Portfolio Kanban system is a method to visualize and manage the flow of portfolio Epics, from ideation through analysis, implementation, and completion. Portfolio SAFe Portfolio SAFe aligns strategy with execution and organizes solution development around the flow of value through one or more value streams. Portfolio Vision The Portfolio Vision is a description of the future state of a portfolio's Value Streams and Solutions and describes how they will cooperate to achieve the portfolio's objectives and the broader aim of the Enterprise. Pre-and Post-PI Planning Pre- and Post-Program Increment (PI) Planning events are used to prepare for, and follow up after, PI Planning for Agile Release Trains (ARTs) and Suppliers in a Solution Train. Product Management Product Management is responsible for defining and supporting the building of desirable, feasible, viable, and sustainable products that meet customer needs over the product-market lifecycle. Product Owner (PO) The Product Owner (PO) is a member of the Agile Team responsible for defining Stories and prioritizing the Team Backlog to streamline the execution of program priorities while maintaining the conceptual and technical integrity of the Features or components for the team. Program Backlog The Program Backlog is the holding area for upcoming Features, which are intended to address user needs and deliver business benefits for a single Agile Release Train (ART). It also contains the enabler features necessary to build the Architectural Runway. SAFe for Government 51 | P a g e SAFe for Government is a set of success patterns that help public sector organizations implement Lean- Agile practices in a government context. SAFe for Lean Enterprises SAFe® for Lean Enterprises is a knowledge base of proven, integrated principles, practices, and competencies for achieving business agility by implementing Lean, Agile, and DevOps at scale. Scrum Master Scrum Masters are servant leaders and coaches for an Agile Team. They help educate the team in Scrum, Extreme Programming (XP), Kanban, and SAFe, ensuring that the agreed Agile process is being followed. They also help remove impediments and foster an environment for high-performing team dynamics, continuous flow, and relentless improvement. They facilitate the Iteration Planning, Iteration Review, and Iteration Retrospective. ScrumXP ScrumXP is a lightweight process to deliver value for cross-functional, self-organized teams within SAFe. It combines the power of Scrum project management practices with Extreme Programming (XP) practices. Set-Based Design (SBD) Set-Based Design (SBD) is a practice that keeps requirements and design options flexible for as long as possible during the development process. Instead of choosing a single point solution upfront, SBD identifies and simultaneously explores multiple options, eliminating poorer choices over time. It enhances flexibility in the design process by committing to technical solutions only after validating assumptions, which produces better economic results. Shared Services Shared Services represents the specialty roles, people, and services required for the success of an Agile Release Train (ART) or Solution Train, but that cannot be dedicated full-time. Solution Each Value Stream produces one or more Solutions, which are products, services, or systems delivered to the customer, whether internal or external to the Enterprise. Solution Architect/Engineer Solution Architect/Engineering is responsible for defining and communicating a shared technical and architectural vision across a Solution Train to help ensure the system or Solution under development is fit for its intended purpose. Solution Backlog The Solution Backlog is the holding area for upcoming Capabilities and Enablers, each of which can span multiple ARTs and is intended to advance the Solution and build its architectural runway. 52 | P a g e Solution Context Solution Context identifies critical aspects of the operational environment for a Solution. It provides an essential understanding of requirements, usage, installation, operation, and support of the solution itself. Solution context heavily influences opportunities and constraints for releasing on demand. Solution Demo The Solution Demo is where the results of development efforts from the Solution Train are integrated, evaluated, and made visible to Customers and other stakeholders. Solution Intent Solution Intent is the repository for storing, managing, and communicating the knowledge of current and intended Solution behavior. Where required, this includes both fixed and variable specifications and designs; reference to applicable standards, system models, and functional and nonfunctional tests; and traceability. Solution Management Solution Management is responsible for defining and supporting the building of desirable, feasible, viable and sustainable large scale business solutions that meet customer needs over time. Solution Management Solution Management is responsible for defining and supporting the building of desirable, feasible, viable and sustainable large scale business solutions that meet customer needs over time. Solution Train The Solution Train is the organizational construct used to build large and complex Solutions that require the coordination of multiple Agile Release Trains (ARTs), as well as the contributions of Suppliers. It aligns ARTs with a shared business and technology mission using the solution Vision, Backlog, and Roadmap, and an aligned Program Increment (PI). Solution Train Engineer (STE) The Solution Train Engineer (STE) is a servant leader and coach for the Solution Train, facilitating and guiding the work of all ARTs and Suppliers in the Value Stream. Spanning Palette The Spanning Palette contains various roles and artifacts that may apply to a specific team, program, large solution, or portfolio context. Stories Stories are short descriptions of a small piece of desired functionality, written in the user's language. Agile Teams implement small, vertical slices of system functionality and are sized so they can be completed in a single Iteration. Strategic Themes