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SAFe v5 - Leading SAFe > Lesson 4 > Flashcards

Lesson 4 Flashcards

1
Q

Why should we use customer centricity with design thinking?

A

All customer-centric enterprises delivery are designed with a deep understanding of customer needs

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2
Q

What is design thinking?

A

an iterative solution development process that promotes holistic approach to delighting all stakeholders

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3
Q

what are personas?

A

fictional characters based upon your research that represent the different people who might use your product or solution in a similar way

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4
Q

what is an empathy map?

A

a tool that helps teams develop deep, shared understanding and empathy for other people

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5
Q

What would you use an empathy map?

A

to design better experiences and value streams

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6
Q

what tool can you use to map empathy?

A

empathy map canvas

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7
Q

what do you use journey maps for?

A

to design the customer experience

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8
Q

what do you use story maps for?

A

to capture workflows

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9
Q

how are features managed?

A

the program backlog

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10
Q

what is the program backlog?

A

the holding area for upcoming features, which are intended to address user needs and deliver business benefits for a single Agile Release Train (ART)

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11
Q

what is The Vision?

A

a description of the future state of the product

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12
Q

What does The Vision do?

A

aligns everyone on the product’s direction

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13
Q

what are features?

A

they represent the work for the Agile Release Train, and is an industry-standard term that marketing and product management is familiar with

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14
Q

How many Program Increment (PI) does a feature fit in?

A

1 for ART

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15
Q

What is a benefit hypothesis?

A

Justifies Feature implementation cost and provides business perspective when making scope decisions

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16
Q

How are features implemented?

A

stories

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17
Q

what are stories?

A

small increments of value that can be developed in days and are relatively easy to estimate

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18
Q

How many iterations does a story fit in?

A

1 for one team

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19
Q

what is a story point?

A

a singular number that represents volume, complexity, knowledge, and uncertainty

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20
Q

Are story points relative?

A

yes. they are not connected to any specific unit of measure

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21
Q

how do you prioritize the backlog?

A

use estimating poker

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22
Q

who should be part of the estimation?

A

the whole team

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23
Q

what does prioritization of features in a flow based system require?

A

1) the cost of delay (CoD) of delivering value
2) the duration to implement the value

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24
Q

What is the formula for Weighted Shortest Job First (WSJF)

A

WSJF = Cost of Delay/ Job Size

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25
Q

What is the formula for Cost of Delay (CoD)?

A

CoD = User-Business Value + Time Criticality + Risk Reduction and Opportunity Enablement

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26
Q

What is Program Increment (PI) Planning?

A

a cadence-based face-to-face event that serves as the heartbeat of the Agile Release Train (ART), aligning all the teams on the ART to a shared mission and Vision

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27
Q

Who owns feature priorities?

A

Product Management

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28
Q

Who owns story planning and high level estimates?

A

Agile Teams

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29
Q

Who works as intermediaries for governance, interfaces and dependencies?

A

Architect/Engineering and UX

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30
Q

What are the benefits of PI Planning?

A

1) Establishing face-to-face communication across all team members and stakeholders
2) Aligning development to business goals with the business context, Vision, and Team/Program PI Objectives
3) Identifying dependencies and fostering cross-team and cross-ART collaboration
4) Providing the opportunity for ‘just the right amount’ of architecture and Lean User Experience (UX) guidance
5) Matching demand to capacity, eliminating excess work in progress (WIP)
6) Fast decision making

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31
Q

What are objectives?

A

Business Summaries of what each team intends to deliver in the upcoming PI

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32
Q

How do you maintain predictability?

A

Uncommitted objectives

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33
Q

What are uncommitted objectives?

A

goals built into the plan (e.g., stories that have been defined and included for these objectives), but are not committed to by the team because of too many unknowns or risks

source: Google

34
Q

How do you calculate Iteration capacity?

A

= (8 x # of full time team members) - # of days off per person

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35
Q

What are the possible changes made during planning adjustments?

A

business priorities
adjustment to vision
changes to scope
movement of people

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36
Q

What are the ROAMing Risks categories?

A

Resolved - has been addressed
Owned - Someone has taken responsibility
Accepted - nothing more can be done
Mitigated - team has plan to adjust as necessary

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37
Q

For a confidence vote, what does one finger mean?

A

no confidence

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38
Q

What is the flow of work stages of the Program Kanban?

A

1) funnel
2) Analyzing
3) backlog
4) implementing
5) validating on staging - in progress
6) validating on staging - ready
7) deploying to production - in progress
8) deploying to production - ready
9) releasing
10) done

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39
Q

What do program events do?

A

they drive the train.
they create a closed-loop system to keep the train on the tracks

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40
Q

What does ART sync used to do?

A

coordinate progress

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41
Q

What are the parts of the ART sync?

A

Scrum of scrums
PO Sync

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42
Q

How often should you demo the full system increments?

A

every two weeks

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43
Q

What is the Innovation and Planning (IP) Iteration?

A

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

source: google

44
Q

what happens without IP iteration?

A

1) lack of delivery capacity buffer impacts predictability
2) little innovation; tyranny of the urgent
3) technical debt grows uncontrollably
4) people burn out
5) no time for teams to plan, demo, or improve together

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45
Q

What are the three parts of Inspect and Adapt events?

A

1) The PI System Demo
2) Quantitative and Qualitative Measurement
3) problem-solving workshop

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46
Q

What happens at the end of the PI?

A

PI System Demo, where teams demonstrate the current state of the Solution to the appropriate stakeholders

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47
Q

What is compared during program performance reporting?

A

Planned vs actual PI Objectives

  • teams meeting with their business owners to self-assess the business value they achieved for each objective
  • each team’s planned vs actual business value is then rolled up to the program predictability measure

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48
Q

what report compares actual business value achieved to planned business value?

A

Program Predictability Measure

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49
Q

What is the problem-solving workshop?

A

a short retrospective workshop where teams systematically address the larger impediments that are limiting velocity

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50
Q

what is DevOps?

A

DevOps is the practice of operations and development engineers participating together in the entire service lifecycle, from design through the development process to production support

source: google

51
Q

What is the CALMR approach to DevOps?

A 
Culture
Automation
Lean flow
Measurement
Recovery

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52
Q

Is DevOps optional?

A

no

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53
Q

What does the continuous delivery pipeline enable?

A

the flow of value

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54
Q

What are the parts of the continuous delivery pipeline?

A

Continuous Exploration
Continuous Integration
Continuous Deployment
Release on Demand

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55
Q

What does Continuous Exploration do?

A

understands the customer needs

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56
Q

What is Architectural Runway?

A

an existing code, hardware components, marketing branding guidelines, etc. that enable near-term business features

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SAFe v5 - Leading SAFe (6 decks)

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