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SAFe Agile Methodology: Key Concepts and
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SAFe Agile - ANSWERS -Scaled Agile Framework. Framework for
scaling Agile
Seven Core Competencies of Biz Agility - ANSWERS -*
Enterprise Solution Delivery * Agile Product Delivery * Team & Technical Agility * Lean Portfolio Mgmt * Organizational Agility * Continuous Learning Culture * Lean-Agile Leadership
Business Agility requires what? - ANSWERS -Technical Agility
and Biz-level commitment to Product and Value Stream thinking. Everyone uninvolved in delivering Biz solutions use Lean & Agile practices.
What are the 4 SAFe configurations? - ANSWERS -Essential,
Portfolio, Large Solution, Full
When is the Essential SAFe configuration used? - ANSWERS -For
Basic SAFe implementations
When is the Portfolio SAFe configuration used? - ANSWERS -
TBD. Essential + Portfolio additions When is the Large Solution SAFe configuration used? -
ANSWERS -TBD. Essential + Large Solution. MULTIPLE trains.
When is the Full SAFe configuration used? - ANSWERS -TBD. All
3 other Configurations PLUS???
Enterprise Solution Delivery - ANSWERS -How to apply Lean-
Agile principles & practices to specification, development, deployment, operation and evolution of the world's largest & most sophisticated SW apps, networks, and cyber-physical systems. One of the 7 Core Competencies of Biz Agility.
Agile Product Delivery - ANSWERS -A customer-centric approach
to defining, building, and releasing a continuous flow of valuable products and services to customers and users. One of the 7 Core Competencies of Biz Agility.
Team & Technical Agility - ANSWERS -The critical skills and Lean-
Agile principles that high-performing Agile teams (or team of teams) use to create hi-quality solns for customers. One of the 7 Core Competencies of Biz Agility. Roles: Agile Team, SM, PO. Teams execute w Scrum & Kanban.
Lean Portfolio Mgmt - ANSWERS -Aligns strategy & execution by
applying Lean- and systems-thinking approaches to strategy and investment funding Agile portfolio operations, and governance. One of the 7 Core Competencies of Biz Agility.
Organizational Agility - ANSWERS -How Lean-thinking people
and Agile Teams optimize their business, evolve strategy with clear & decisive new commitments, and quickly adapt ad needed
SAFe Core Values - ANSWERS -Alignment, Built-in Quality,
Transparency, Program Execution. The four Core Values 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.
Alignment - ANSWERS -Constant communication, constantly
check for understanding.
Built-In Quality - ANSWERS -Ensures that each Solution element,
at every increment, meets appropriate quality standards throughout development.
Transparency - ANSWERS -visualize relevant work, admits
mistakes, support others.
SAFe House of Lean - ANSWERS -Illustrates the goal of
delivering VALUE through the pillars of Respect for people and culture, Flow, Innovation, and Relentless improvement. LEADERSHIP provides the foundation on which everything else stands.
Respect for people and culture - ANSWERS -House of Lean.
Generative Culture; People do all the work; Customer is whomever consumes your work; Build long-term partnerships based on trust; To change the Culture, Change the Organization.
Flow - ANSWERS -House of Lean. Optimize sustainable Value
delivery; Build in Quality; Understand, exploit & manage variability; Move from Projects to Products.
Innovation - ANSWERS -House of Lean. Innovative people,
provide time & space for Innovation, Go see; Experimentation & Feedback; Innovation riptides; Pivot without mercy or guilt.
Relentless improvement - ANSWERS -House of Lean. Constant
sense of danger; Optimize the whole; problem-solving culture; Base improvements on facts; Reflect at Key Milestones.
Value - ANSWERS -House of Lean. Achieve the shortest
sustainable lead time with The best Quality & Value to People & Society; high Morale, Safety and Customer Delight.
Leadership - ANSWERS -House of Lean.Lead by example; Adopt
growth mindset (why do it this way?); Exemplify values & principles of Lean-Agile & SAFe; Develop people; Lead the change; Foster psychological safety.
Lean-Agile Principles - ANSWERS -SAFe is based on ten
immutable, underlying Lean-Agile principles which inspire and inform the roles and practices of SAFe: *Take an economic view; *Apply systems thinking; *Assume variability; *Build incrementally with fast, integrated learning cycles; *Base milestones on objective evaluation of working systems; *Visualize & limit WIP, reduce batch sizes, manage Q lengths; *Apply cadence, sync with
Facilitated by small batch cycles. * Apply fast learning cycles. Integration points control product development. Dev proceeds no faster than the slowest learning loop. *Integration points reduce risk. Base milestones on objective evaluation of working systems -
ANSWERS -Lean-Agile Prin. 1. Apply Objective Milestones: PI
system demos are orchestrated to deliver objective progress, product, and process Metrics. 2. Iterate to optimum solution (Objective Milestones). *Problems with Phase-gate milestones: early design decisions, assume solution can be built correctly first time, create huge batches and long queues. *Requirements & decisions too early, adjustments too late & costly as new facts emerge. Visualize and limit WIP, reduce batch sizes, manage Q lengths -
ANSWERS -Lean-Agile Prin. *Reduce batch sizes for higher
predictability, accelerated feedback, - less rework, lower cost. Most important is Handoff Batch. *Find optimal batch size. Higher Transaction costs make optimal batch size bigger; Higher holding costs make it smaller (crossed lines in a chart).
BVIR - ANSWERS -Big Visible Info Radiator (Kanban board).
Features, Stories, Dependencies, Milestones.
Little's Law - ANSWERS -Faster processing time decreases wait;
shorter q lengths decrease wait. Average Wait time = Average q length / average processing wait. Wq = Lq/Lambda. e.g. 30 items/10 items/Q = 3Quarters
Apply cadence, sync with x-domain planning - ANSWERS -Lean-
Agile Prin. *Cadence: predictable occurrences, predictable waiting time, regular planning & x-fcnl cordn, limits batch size, controls injection of new work, scheduled integration pts. Need scope/capacity margin. Cadence-based planning limits variability to single interval. * Synchronization (demos): multiple concurrent events, x-functional tradeoffs, routine dependency mgt, full system & integration assessment, multiple feedback perspectives. Design cycles must be synchronized. Sync w x-domain planning. Unlock the intrinsic motivation of knowledge workers -
ANSWERS -Lean-Agile Prin. Knowledge workers most qualified to
make decisions about their work. Need autonomy. Autonomy, Mastery, Purpose.
Decentralize decision-making - ANSWERS -Lean-Agile Prin.
Define the economic logic behind a decision; empower others to make the changes. Centralize: Infrequent, Long-lasting, Significant economies of scale. Decentralize Frequent, Time critical, Require local information.
Organize around value - ANSWERS -Lean-Agile Prin. *Value
doesn't follow silos. * Organize around flow of value (Value Stream). *Value at scale is distributed - often flows across org boundaries. *Find the kidney - value stream within which to build 1+ ARTs.
Value Stream - ANSWERS -Sequence of steps used to deliver a
continuous value to Customer. Includes whole sequence to value delivery, Contains people, systems, flow of info & materials.
governance, compliance, and return on investment (ROI) for a Solution developed by an ART. They are key stakeholders on the ART who must evaluate fitness for use and actively participate in certain ART events.
Capabilities - ANSWERS -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.
CoPs - ANSWERS -Communities of Practice 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 - ANSWERS -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 relevant
CDP - ANSWERS -Continuous Delivery Pipeline
Continuous Delivery Pipeline - ANSWERS -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.
CD - ANSWERS -Continuous Deployment/Delivery. Part of CDP.
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 - ANSWERS -CE. Understand Customer
needs. Part of CDP. 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.
CE - ANSWERS -Continuous Exploration. 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.
CI - ANSWERS -Continuous Integration. Part of CDP. 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 - ANSWERS -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.
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.
Feature - ANSWERS -Represents work for the ART. 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 ART in a single Program Increment (PI). Implemented by Stories.
Foundation - ANSWERS -Contains the supporting principles,
values, mindset, implementation guidance, and leadership roles needed to deliver value successfully at scale.
Full SAFe - ANSWERS -The most comprehensive configuration,
including all seven core competencies needed for business agility
IP - ANSWERS -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.
I&A - ANSWERS -The Inspect and Adapt 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 - ANSWERS -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 two weeks. However, 1-4 weeks is acceptable, depending on the business context.
Iteration Execution - ANSWERS -How Agile Teams manage their
work throughout the Iteration timebox, resulting in a high-quality, working, tested system increment.
Iteration Goals - ANSWERS -A high-level summary of the
business and technical goals that the Agile Team agrees to accomplish in an Iteration. They are vital to coordinating an ART as a self-organizing, self-managing team of teams.
Iteration Planning - ANSWERS -An event where all team
members determine how much of the Team Backlog they can commit to delivering during an upcoming Iteration. The team summarizes the work as a set of committed Iteration Goals.
Iteration Retrospective - ANSWERS -A regular meeting where
Agile Team members discuss the results of the Iteration, review their practices, and identify ways to improve.
Lean-Agile Leadership - ANSWERS -A competency which
describes how Lean-Agile Leaders drive and sustain organizational change and operational excellence by empowering individuals and teams to reach their highest potential.
Lean-Agile Mindset - ANSWERS -The combination of beliefs,
assumptions, attitudes, and actions of SAFe leaders and practitioners who embrace the concepts of the Agile Manifesto and Lean thinking. The personal, intellectual, and leadership foundation for adopting and applying SAFe principles and practices.
Metrics - ANSWERS -Agreed-upon measures used to evaluate
how well the organization is progressing toward the portfolio, large solution, program, and team's business and technical objectives.
Milestones - ANSWERS -Used to track progress toward a specific
goal or event. There are three types of SAFe milestones: 1. Program Increment (PI), 2. Fixed-date, 3. Learning milestones.
MBSE - ANSWERS -The practice of developing a set of related
system models that help define, design, and document a system under development. These models provide an efficient way to explore, update, and communicate system aspects to stakeholders, while significantly reducing or eliminating dependence on traditional documents.
NFRs - ANSWERS -Nonfunctional Requirements 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 - ANSWERS -PROGRAM Increment 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 - ANSWERS -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 - ANSWERS -Portfolio Kanban system is a
method to govern Epic flow, from ideation through analysis, implementation, and completion. WIP limits, transparent.
Portfolio Vision - ANSWERS -A description of the future state of a
Portfolio's Value Streams & Solutions and describes how they will cooperate to achieve the portfolio's objectives and the broader aim of the Enterprise. Use SWOT and TOWS methods to envision future state.
Pre- and Post-PI Planning - ANSWERS -Pre- and Post-PROGRAM
Increment (PI) Planning events are used to prepare for, and follow up after, PI Planning for ARTs and Suppliers in a Solution Train.
Program Kanban - ANSWERS -Program and Solution Kanban
systems are a method to visualize and manage the flow of Features and Capabilities from ideation to analysis, implementation, and release through the Continuous Delivery Pipeline.
RTE - ANSWERS -Release Train Engineer. Chief Scrum Master for
the Train. Servant leader and coach for the ART. The RTE's major responsibilities are to facilitate the ART events and processes and assist the teams in delivering value. RTEs communicate with stakeholders, escalate impediments, help manage risk, and drive relentless improvement.
Release on Demand - ANSWERS -The process that deploys new
functionality into production and releases it immediately or incrementally to customers based on demand. Separates Deployment from Release w Feature Toggles. Makes value available when it's needed.
Roadmap - ANSWERS -A schedule of events and Milestones that
communicate planned Solution deliverables over a planning horizon.
SAFe Implementation Roadmap - ANSWERS -An overview
graphic and a 12-article series that describes a strategy and an ordered set of activities that have proven to be effective in successfully implementing SAFe.
SPCs - ANSWERS -Certified SAFe® Program Consultants.
Change agents who combine their technical knowledge of SAFe with an intrinsic motivation to improve the company's software and systems development processes. They play a critical role in successfully implementing SAFe. SPCs come from numerous internal or external roles, including business and technology leaders, portfolio/program/project managers, process leads, architects, analysts, and consultants.
SAFe for Government - ANSWERS -A set of success patterns that
help public sector organizations implement Lean-Agile practices in a government context.
SAFe for Lean Enterprises - ANSWERS -A knowledge base of
proven, integrated principles, practices, and competencies for achieving business agility by implementing Lean, Agile, and DevOps at scale.
Scrum Masters - ANSWERS -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.
Scrum XP - ANSWERS -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.
