Product Management has content authority over the Program Backlog. *Establish a sense of urgency *Create a powerful guiding coalition *Develop the vision and strategy *Communicate the vision *Empower employees for broad-based action *Generate short-term wins *Consolidate gains and produce more wins *Anchor new approaches. Which statement is a principle of the Agile Manifesto? Question 21. Train Executives, Managers, and Leaders If a program repeatedly shows separate Feature branches rather than a true System Demo, which practice should be reviewed to address the issue? It can also lead to a lack of collaboration between team members and a lack of communication, which can reduce the quality of work and slow down progress. Prague, Czech Republic, 15 17, May 2023, Guidance for organizing around value, DevSecOps, and agility for business teams. ART Events are:-. More Satisfied Customers, They are business objectives that connect the SAFe portfolio to the Enterprise business strategy. There are a large number of fairly critical objectives that the business is depending on and the team is already loaded close to full capacity. Who has content authority to make decisions at the User Story level during Program Increment (PI) Planning? You get the result (Pass or Fail) once you submit the exam. Question 22. Roof: Value, 13 - SAFe Implementation Road Map - 4 Stages, 1. What is one issue when organizing around hierarchical functions? Which statement accurately characterizes Strategic Themes? Relentless Improvement The straightforward structure of development value streams begs the question: How do we reduce the time from feature request to delivery? Launch More ARTs and Value Streams (Agile Manifesto), Customer Collaboration over _________? Choose 1: It accomplishes this in three nested parts: Each is described in the sections that follow. Explain the difference between, Integration Revoew and Integration Retrospective? In a hierarchical organizational structure, employees are grouped and assigned a supervisor. But they are designed and optimized for different purposes. Our new "User Environment" (made in Lucidchart!) A train in a different portfolio The next train to volunteer A train in the same value, A. Delivering value in the shortest sustainable lead time. The ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative business Solutions. Uncommitted objectives are used to identify work that can be variable within the scope of a PI. What do Product Owners have content authority over? Agile processes harness change for the customers competitive advantage. But opting out of some of these cookies may have an effect on your browsing experience. These cookies ensure basic functionalities and security features of the website, anonymously. What are the last three steps of the SAFe Implementation Roadmap? The information on this page is 2010-2023 Scaled Agile, Inc. and is protected by US and International copyright laws. A single sign-on mechanism will enable sign-on in multiple applications. Both are necessary, valuable, and both must be Agile. If you drilled into an oceanic plateau, what would you most likely find? ; Feasible - Can we deliver the right solution through a combination of build, buy, partner, or acquire endeavors/activities? What are Dr. Kotter's 8 steps for leading change? What is one component of the Continuous Delivery Pipeline? What is the foundation of the SAFe House of Lean? What is one benefit of unlocking the intrinsic motivation of knowledge workers? [4] Organizing Agile Teams and ARTs: Team Topologies at Scale, 5400 Airport Blvd., Suite 300 -Establishing flow Value streams are defined by the steps, the people, and the flow of information and material necessary to deliver customer value. In the Program Kanban some steps have work in process (WIP) limits. Dependencies with another team or supplier that cannot be guaranteed. An Enterprise may have a single portfolio or multiple portfolios. On day two of PI Planning, management presents adjustments based on the previous day's management review and problem solving meeting. In the 'gas saturation method' for the measurement of vapour pressure, a volume V of gas at temperature T and pressure P, is bubbled slowly through the liquid that is maintained at the same temperature T. The mass m lost from the liquid is measured and this can be related to the vapour pressure in the following way. Identify Value Streams and ARTs 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. People just naturally do whatever needs to be done. Scaled Agile Framework and SAFe are registered trademarks of Scaled Agile, Inc. SAFe describes two types of value streams, operational and development. Build projects around motivated individuals. Uncommitted objectives are extra things the team can do in case they have time;Uncommitted objectives are not included in the team's commitment; What is considered an anti-pattern when assigning business values to team PI Objectives? Each retake or attempt past the 30-day window is $50. What is part of the role of Product Management? Funding Value Streams, not projects. What are the roles of Product Management? Lucidchart is a big product, though. 11. Build incrementally with fast, integrated learning cycles. Ongoing learning Continuous refactoring Increased technical debt Delivery of large batches, To remove the need to respond quickly to production issues To allow inspection of Agile maturity based on different cycle times To make deploying of assets a business decision To enable releasing functionality on demand to meet business needs. Working software is the primary measure of progress. Respect for people and culture A future view of the solution to be developed, reflecting customer and stakeholder needs. A community of practice is an informal group of team members and other experts. A team that provides assistance in building and using the continuous delivery pipeline. The specialty roles, people, and services required for the success of an Agile Release Train or Solution Train. Collective ownership and standards Find the change in the internal energy of the gas and the change in the internal energy of the environment. DevOps is an approach to bridge the gap between development and operations. While leveraging the hierarchical system benefits and stability, the dual operating system model of Business Agility (Figure 1) instead restores the entrepreneurial networks speed and innovation. What is an example of applying cadence-based synchronization in SAFe? What is one issue when organizing around hierarchical functions? #5 Base milestones on objective evaluation of working systems. 8. At a minimum, your org structure should include employees' titles and basic hierarchies. Value streams, ARTs, and Agile Teams live for as long as the solutions they develop and support thrive in the marketplace. The House of Lean is a classic metaphor describing the mindset essential for Lean thinking. They are business objectives that connect the SAFe portfolio to the Enterprise business strategy, A minimal version of a new product used to test a hypothesis. Reducing handoffs and delays between functional areas, reducing time to market, Bringing together all the research, development, deployment, and service personnel needed to offer whole product solutions, Providing intense customer focus across all disciplines for each product and service type, Measuring success via meaningful, outcome-based key performance indicators, And perhaps most importantly, the Network can rapidly, Build technology portfolios of development value streams, Realize value streams with product-focused Agile Release Trains (ARTs), Form Agile teams that can directly deliver value, Precisely specify value by specific product, Identify the value stream for each product, Let the customer pull value from the producer, Helps assure customer and product focus across the entire portfolio, Aligns strategy to execution by bringing visibility to, Provides the basis for Lean Budgets, which eliminates the friction and cost accounting overhead of traditional project-based work, Supports measuring success via outcome-based key performance indicators (KPIs), Improves workflow with smaller batch sizes. What is one of the Agile Release Train sync meetings? That is the purpose of the ART, as Figure 4 illustrates. Teams align their Iterations to the same schedule to support communication, coordination, and system integration. Through this work we have come to value: Agile teams are cross-functional and self-organizing group of 5 to 11 people, that can define, build, test, and where applicable, deploy increments of value in short time boxes of two weeks called Iterations. The House of Lean is a classic metaphor describing the mindset essential for Lean thinking. The Enterprise provides a portion of its total budget to each portfolio. Terms of Service. What is one possible type of adjustment they could make? Strategic themes are direct inputs to the portfolio vision. Value streams optimize the flow of value across divisions and functional departments and through the system as a whole to the customer. Empowered Agile Release Trains (ART) advance Solutions and implement Epics approved by LPM. [3] Skelton, Mathew, and Manuel Pais. To identify different parameters of the economic framework, Optimizing a component does not optimize the system, What are the three primary keys to implementing flow? 2. The cookie is used to store the user consent for the cookies in the category "Analytics". Organizational structures describe what employees do, whom they report to, and how decisions are made across the business. What is one issue when organizing around hierarchical functions? Remove, or minimize, the implementation time. Remove the development lead and educate a self-organizing team. Have the developers carry out the testing of their own work and remove the testing team completely. Remove, or minimize, the request wait time and the testing handover time. Customers, the problems they are facing, and the jobs to be done. It is not how value flows A well-defined organizational structure helps employees work more efficiently, laying the groundwork for internal operations, establishing a chain of command, and helps with transparency in the workplace.. Companies typically adopt either a hierarchical or a flat . This allows the entire organizationfrom the building block of Agile teams to ARTs and Solutions Trains, to the entire portfolioto organize for one purpose: delivering value to the customer as quickly as possible. How is the flow of Portfolio Epics managed? Train Lean-Agile Change Agents Exploration Enables Which leadership style helps create a safe environment for learning, growth, and mutual influenc Leader as the developer of people Scrum is built on transparency, inspection, and what els Adaption During which event are the Team PI Objectives agreed upon PI Planning In other words, as value moves, these organizations can move with it. 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? -Desirability, What is one component of the Continuous Delivery Pipeline? Analytical cookies are used to understand how visitors interact with the website. The cookie is set by GDPR cookie consent to record the user consent for the cookies in the category "Functional". What is the biggest benefit of decentralized decision-making? It moves the decision to where the information is 4. If you knew the answer, tap the green Know box. What is one issue when organizing around hierarchical functions? Applying management frameworks from a hundred years ago to organizations that need to compete in the digital age is futile. What are they? The Organizational Agility competency describes how Lean-thinking people and Agile teams optimize their business processes, evolve strategy with clear and decisive new commitments, and quickly adapt the organization as needed to capitalize on new opportunities. To assist with this, SAFe suggests constraining the design options by applying three specific types of ARTs: stream aligned, complicated subsystem, and platform, as Figure 5 illustrates. You cant have one without the others. To see how well you know the information, try the Quiz or Test activity. If you forget it there is no way for StudyStack Launch more Agile Release Trains and Value Streams, extend to the portfolio, accelerate, ***Which two statements are true about uncommitted objectives? Explanation: This problem is more pronounced when it takes an organization a longer time before initiating hierarchical functions. But they are not fixed over all time. It accomplishes this in three nested parts: Build technology portfolios of development value streams Realize value streams with product-focused Agile Release Trains (ARTs) Code Repository Linter Artifact Management Repository Code Generator. Which two quality practices apply to Agile teams? Course Hero is not sponsored or endorsed by any college or university. Understand all SAFe concepts and you can crack it like. First attempt included in the course registration fee if taken within 30 days of course completion. In turn, Lean Portfolio Management (LPM) allocates the portfolio Budget to individual Value Streams. Continuous Deployment Make sure to remember your password. Continuous Planning When organizing around hierarchical functions, managers have to coordinate the work of all team members, which can be time consuming and difficult. People and teams can flex naturally to the demands of the incoming work without disturbing any of the reporting or other relationships present in the hierarchical system. Iteration Events are:-, ART is a cross functional, virtual organization of 5-12 teams (50-125+ individuals), synchronized on common cadence, a Program Increment (PI), aligned to a common mission via a single program backlog. 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 two). The value streams fund the people and resources needed to achieve the current Portfolio Vision and Roadmap. A typical organizational chart outlines reporting relationships between employees and their supervisors, as well as functional interaction between employees that operate on the same level within the . Hierarchies Advertisement cookies are used to provide visitors with relevant ads and marketing campaigns. Which one of the four pillars advocates a 'Go See' mindset? Release on Demand. What do Product Owners have content authority over? A hierarchical structure refers to the delegation of authority using a pyramid model, with the most authoritative professionals at the top and general employees at the bottom. Innovation This cookie is set by GDPR Cookie Consent plugin. ), ?? When basing decisions on economics, how are lead time, product cost, value, and development expense used? Design Thinking is a clear and continuous understanding of the target market, Customers, the problems they are facing, and the jobs to be done. 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. Greater Profits Some new value streams will be created, others will need to be adjusted, and some will be eliminated as solutions are decommissioned. Alignment, Transparency, Built in Quality, Program Execution. Organizing a portfolio this way offers many benefits: Indeed, when you start to understand the value they bring to the enterprise, it makes one wonder how we ever got along without value streams. This cookie is set by GDPR Cookie Consent plugin. ?The work to deliver the uncommitted objectives is not planned into the iterations during PI Planning. A team does not commit to uncommitted objectives, Which two statements are true about uncommitted objectives? Create Agile teams that can give value straight away. Sustain & Improve, 13 - 12 Steps of the Implementation Roadmap (First 6), 1. (c) Then show that the vapour pressure p is given by p = AmP /(1 + Am), where A = RT/MPV. If a program repeatedly shows separate Feature branches rather than a true System Demo, which practice should be reviewed to address the issue? (Choose two.) Organizing Around Value Lots of organizations are organized around functional silossuch as business, system engineering, hardware, software, testing/QA, and operations. You can also use your keyboard to move the cards as follows: If you are logged in to your account, this website will remember which cards you know and don't know so that they Your email address is only used to allow you to reset your password. The work is planned, but the outcome is simply not certain. What is used to capture the current state of the Portfolio and a primer to the future state? #9 Decentralize decision-making For example, in a for-profit enterprise, are we profitable? Which are the quality practices that apply to Agile teams? (b) Hence derive an expression for the partial pressure of the liquid vapour, assuming that the gas remains at the total pressure P after it has passed through the liquid. In many circumstances, a single ART can deliver and support a significant product or service. Chain of command clarifies who reports to whom within the organization. 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. c. it moves the decision to where the information is. While businesses can organize their authority levels in various ways, one of the most common structures is a hierarchy. Coach ART Execution It creates leaders at all levels It moves the decisions to where the information is It creates areas of specialization It requires managers to coordinate the work 32 / 60 Anchoring new behaviors in the culture is critical to sustaining change. Create the Implementation Plan, 13 - 12 Steps of the Implementation Roadmap (Last 6), 7. Is is the newest addition to SAFe so many people will prefer it? ambiguities, Who has the responsibility is to define user Necessary cookies are absolutely essential for the website to function properly. Otherwise, tap the red Don't know box. As virtual organizations, they can quickly evolve in any combination necessary to respond to changing technologies, products, and market demands. 12. Launch more Agile Release Trains and Value Streams, extend to the portfolio, accelerate 12 Principles (too long to show here, see other documentation). (Figure 3).Still, as long as the market remains relatively stable, the economies of scale provide a barrier against competitors, and the enterprise can enjoy continued success and growth. SAFe implements the Network as a set of development value streams (DVSs) and provides the necessary interfaces to the Hierarchy to restore the systems balance. Why is this necessary? Implementing ARTs, Solution Trains and a Lean Portfolio The following figures tell their own story and the cost impact on the business is now serious: It vertically structures each department with roles from the president to finance and sales departments, to customer service, to employees assigned to one product or service. Volatility, uncertainty, complexity and ambiguity A. a thin layer of oceanic sediment over continental crust, B. andesitic volcanoes buried by turbidity currents, C. a normal thickness of oceanic crust overlain by andesitic volcanoes, D. large amounts of basalt derived from melting in the mantle, Identify the false statement about lysosomes. The key to unlocking this potential is to understand and apply the concept of value streams, which are fundamental to lean thinking. Structure and formality are unnecessary. Technology Portfolios -Using nonfunctional requirements To minimize handoffs and delaysand to foster continuous knowledge growthARTs have all the business and technical capabilities needed to define, implement, validate, deploy, release and support solutions for their customers. 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? On day two of PI Planning, management presents adjustments based on the previous day's management review and problem solving meeting. What is one issue when organizing around hierarchical functions? What is one issue when organizing around hierarchical functions? What is the best measure of progress for complex system development? How does SAFe provide a second operating system that enables Business Agility? -Providing architectural runway, -Establishing flow Delivering value in the shortest sustainable lead time. They are business objectives that connect the SAFe portfolio to the Enterprise business strategy They are a high-level summary of each programs Vision and are updated after every PI They are requirements that span Agile Release Trains but must fit within a single Program Increment They are large initiatives managed in the Portfolio Kanban that require weighted shortest job first prioritization and a lightweight business case, Leadership Relentless improvement Value Flow, Relentless improvement Innovation Flow Respect for people and culture, Innovation Value Flow Respect for People and Culture, Innovation Flow Relentless Improvement Respect for People and Culture, Lean-Agile Leadership as an organizational culture Value with the shortest sustainable lead time Aligning principles and values to a fixed cause Building a Grow Lean Mindset as opposed to Fixed Mindset, Inspect and Adapt System Demo Prioritized backlog Iteration Review, to provide an optional quality check To enable faster feedback by integration across teams To fulfill SAFe PI Planning requirement To give product owner the opportunity to provide feedback on team increment, It is used annually when the team needs to refocus on work processes It is used as a weekly sync point between the Scrum Masters Without the IP Iteration, there is a risk that the tyranny of the urgent outweighs all innovation activities The Scrum Master can decide if the IP Iteration is necessary, Lean-Agile Leadership Organizational Agility Continuous Learning Culture Team and Technical Agility, Mindset and principles Emotional intelligence SAFe Core Values Lead by example Support organizational change Lead the change, Decentralize decision-making Apply cadence Apply systems thinking Deliver value incrementally, Learning Milestones as objective measurements Spending caps for each Agile Release Train Participatory budgeting Continuous Business Owner engagement, Allocation of centralized vs decentralized decisions in the Enterprise Capacity allocation of the Value Stream compared to process mapping Participatory budgeting forums that lead to Value Stream budget changes Determining if business needs meet the Portfolio Threshold, By achieving economies of scale By focusing on customers, products, innovation, and growth By building up large departments and matrixed organizations to support rapid growth By creating stability and hierarchy, Organize the Enterprise around the flow of value while maintaining the hierarchies Reorganize the hierarchies around the flow of value Leverage Solutions with economies of scale Build a small entrepreneurial network focused on the Customer instead of the existing hierarchies, The Implementation Roadmap The Program Kanban The Lean-Agile Center of Excellence (LACE) charter The portfolio canvas, To enable multitasking To ensure large queues are not being built To help Continuous Deployment To keep timebox goals, Respond to change Respect for people and culture Build incrementally with fast, integrated learning cycles Limit work in process, Responding to a plan over responding to customer collaboration Responding to a plan over responding to change Responding to change over following a system Responding to change over following a plan, Customer collaboration over contract negotiation Customer collaboration over ongoing internal conversation Customer collaboration over a constant indefinite pace Customer collaboration over feature negotiation, Customer collaboration over a constant indefinite pace Individuals and interactions over contract negotiation Customer collaboration over following a plan Individuals and interactions over processes and tools, The work to deliver the uncommitted objectives is not planned into the iterations during PI Planning Uncommitted objectives are extra things the team can do in case they have time Uncommitted objectives are not included in the teams commitment Uncommitted objectives do not get assigned a planned business value score Uncommitted objectives help improve predictability, Send someone to represent management, and then delegate tasks to these individuals Change Scrum Masters in the team every two weeks Strive to think of adoption as an area they can control Commit to quality and be the change agent in the system, Business Solutions and Lean Systems Engineering Lean Portfolio Management DevOps and Release on Demand Team and Technical Agility, Teams decide their own Iteration length Teams align their Iterations to the same schedule to support communication, coordination, and system integration Teams allow batch sizes across multiple intervals Teams meet twice every Program Increment (PI) to plan and schedule capacity, Reliability Scalability Marketability Sustainability Desirability, Divergent Feature Decomposition Empathy maps Solution Canvas Behavior driven development, Mastery drives intrinsic motivation Optimizing a component does not optimize the system Cadence makes routine that which is routine The length of the queue impact the wait time, Test first Roadmap creation Continuous Integration Scrum of scrums, DevOps is an approach to bridge the gap between development and operations DevOps automation of testing reduces the holding cost Measurements are not a top priority for DevOps Lean-Agile principles are not necessary for a successful DevOps implementation, It alleviates the reliance on the skill sets of Agile teams It increases the transaction cost It lessens the severity and frequency of release failures It ensures that changes deployed to production are always immediately available to end-users, DevOps joins development and operations to enable continuous delivery DevOps enables continuous release by building a scalable Continuous Delivery Pipeline DevOps focuses on a set of practices applied to large systems DevOps focuses on automating the delivery pipeline to reduce transaction cost, Every iteration Annually On demand Twice annually, Release on demand Release continuously Release every Program Increment Release on cadence, Continuous Planning Continuous Improvement Continuous Cadence Continuous Exploration, Continuous Planning Continuous Improvement Continuous Integration Continuous Cadence Continuous Deployment Continuous Exploration, After every PI After every Iteration As soon as the software meets the Solution Definition of Done Whenever the Business needs it, Phrase, benefit hypothesis, and acceptance criteria Lean business case Functional requirement Epic hypothesis statement, Load all improvement items into the Program Backlog to ensure the problem is documented and solved Select an improvement item using WSJF Identify two or three improvement items and load them into the Program Backlog Keep all the items and if there is extra capacity in the PI, load as many as will fit into the Program Backlog, Completing phase-gate steps Deploying Regulatory compliance DevOps testing, Good infrastructure enables large batches Proximity (co-location) enables small batch size Batch sizes cannot influence our behavior Severe project slippage is the most likely result of large batches Low utilization increases variability, Large batch sizes limit the ability to preserve options When stories are broken into tasks it means there are small batch sizes Large batch sizes ensure time for built-in quality When there is flow it means there are small batch sizes, Higher Cost of Delay Lower Cost of Delay Fixed date Shorter duration Revenue impact, Resolved, Owned, Accepted, Mitigated Relegated, Owned, Approved, Managed Accepted, Redesigned, Ordered, Mitigated Managed, Resolved, Ordered, Accepted, Release Train Engineers Solution Management Product Owners Executive Management, It is maintained in the Portfolio Backlog It must be structured to fit within a single PI It is written using a phrase, benefit hypothesis, and acceptance criteria It remains complete and becomes a Feature for implementation It is developed and approved without a dependence on the Solution Kanban, Provide the personnel, resources, direction, and support to the Enterprise Act as an effective enabler for teams Demonstrate the values they want the teams to embody Commit to quality and productivity, Every 4 weeks When requested Weekly Every 2 week, Every Release Every Week Every PI Every Iteration, It provides visibility into the Portfolio Epics being implemented in the next year It describes technical dependencies between Features It communicates the delivery of Features over a near term timeline It describes the program commitment for the current and next two Program Increments, Their coworkers Their team Their organization Their bosses, Some Features may not have parent Capabilities There cannot be more than 5 Features for each Some Capabilities may not have child Features Every Feature has a parent Capability, Creating cross-functional teams Using a Portfolio Kanban system Allocating budgets to Agile Release Trains Conducting a PI Planning meeting, When there is only one day to run PI Planning, so more time is needed to prepare to run it effectively When Product Owners and Scrum Masters need to coordinate dependencies within the Agile Release Train When multiple Agile Release Trains working on the same Solution need to align and coordinate When teams cannot identify and estimate Stories in PI Planning and need more time to prepare, Business Owner Product Management Release Train Engineer Solution Architect/Engineer, Review and Reprioritize the team backlog as part of the preparatory work for the second team breakout Facilitate the coordination with other teams for dependencies Provide clarifications necessary to assist the team with their story estimating and sequencing Identify as many risks and dependencies as possible for the management review Be involved in the program backlog refinement and preparation, During the draft plan review During breakout sessions During the management review and problem-solving During Scrum of scrums, To remove the risks for the PI To build share commitment to the Program plan To ensure that Business Owners accept the plan To hold the team accountable if the Agile Release Train does not deliver on its commitment, A team commits only to the PI Objectives with the highest business value A team does not commit to uncommitted objectives A team commits to all the Features they put on the program board A team commits to all the Stories they put on their PI plan, A vote by team then a vote of every person for the train A vote by every person then normalized for the train A vote by team normalized for the train A single vote by every person for the train, Change a teams plan Create new User Stories Adjust business priorities Adjust the length of the PI, Adjustment to PI Objectives Business priorities User Stories Planning requirements reset Movement of people Changes to scope, To prioritize and identify what is ready for Iteration Planning To escalate ART impediments To coach the interactions with the Scrum Framework To facilitate all team events, Be a facilitator Focus on deadlines and technical options Drive towards specific outcomes Provide subject matter expertise Help the team find their own way, A Servant Leader A team coach A SAFe Agilist An empathetic leader, Facilitating the Innovation and Planning event Facilitating team events Attending Scrum of scrums Estimating stories for the team, Supports the autonomy of the team Articulates Architectural solutions Is a technical expert Understands customer needs, Coaching the Release Train Engineer(s) Owning the Daily stand-up Coaching the Agile team Prioritizing the Team Backlog, PI Planning DevOps Economic Framework Continuous Deployment, By applying empathic design and focusing on Customer Centricity By modeling SAFes Lean-Agile Mindset, values, principles, and practices By mastering the Seven Core Competencies of the Lean Enterprise By using the SAFe Implementation Roadmap to script the way for change, Portfolio Vision Solution Intent Enterprise Goals Strategic Themes, Release new value to production every day Deliver predictability Maintain Iterations as a safe zone for the team Automate the delivery pipeline, Adaptive (responds well to change) Collaborative (requires many hands and minds) Iterative (repeats the process) Incremental (adds small pieces of value) All of the above, Team and Technical Agility DevOps and Release on Demand Lean Portfolio Management Business Solutions and Lean Systems Engineering, Cool ideas for informal business meetings, sessions, and trainings.
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