SCALED AGILE FRAMEWORK Scrum Master correctly answered 2023

SCALED AGILE FRAMEWORK Scrum Master correctly answered 2023Nothing beats an Agile Team Except a Team of Agile Teams Agile Teams Power the Lean Enterprise with Team & Technical Agility. Cross-Functional (5-11) self organizing entities that define, build, test and possibly deploy increments of value. Optimized for communication & delivery of value. Uses Scrum and Kanban for team Agility. Applies Built-in Quality practices for Technical Agility. Delivers Value every TWO WEEKS. SAFe 4 Lean Enterprises is a Knowledge Base of proven, intgrated principles, practices and competencies for Lean, Agile and DevOps. Agile Teams are on the Train they: Plan Together Integrate and DEMO Together Deploy & Release Together Learn Together Integrate&Demo Together for agile teams Goal from : ... ... of Course, the Goal is not simply have the teams 'sprint' toward the goal :(. Rather the Objective is to have the SYSTEM sprinting forward in quality-based, Measurable Increments. Waterfall, Agile and the Triple Constraint 1. Features (Requirements) 2. Estimates (Cost) 3. Schedule (Timeframe) 4. Quality (Often forgotten about since it is hard to see/define/measure) Waterfal & Triple Constraint In Waterfall, we constrain requirements, meaning we must deliver 100 percent of requirements. Based on the requirements, we estimate the time (cost) and schedule it will take to deliver those. We then define a plan and work to stick to that plan. This means we try to predict the future by estimating and limiting changes from occurring on the project YEAH!... If we were perfect, we would always be able to deliver 100 percent ... But we are not, and will never be, perfect :(. So when a project is behind, the cost and/or schedule (or quality) will have to change in order to deliver 100 percent of the functionality. Agile & Triple Constraint In Agile, we flip the constraints upside down. Rather than constraining requirements, we instead constrain the cost and the schedule. Based on the provided cost and schedule, we then estimate the features that can be delivered. This means we follow a process that tries to adapt to change. Agile Turns development upside down Agile Teams show the DATES matters and they MEET their commitments. Business Owners understand how PRIORITIES matter. Fix QUALITY, not Scope Agile Frameworks SAFe, Scrum, Crystal, Kanban, XP, FDD Agile Practices Timeboxing, User Stories, Daily Stand-Ups (DSU), Frequent Demos, TDD, Information Radiators, Restrospectives, Continuous Integration Agile at Scale Business Results (based on Case Studies) Time2Market: 30-75% Faster. Quality: 25-75% defect reduction. Productivity: 20-50% increase. Engagement: 10-50% happier & more motivated employees. Terms: SAFe # Scrum Iteration Planning # Sprint Planning Iteration Review # Sprint Review Iteration Retrospective # Sprint Retrospective Iteration Goals # Sprint Goals Iteration Backlog # Sprint Planning Daily Stand-Up (DSU) # Daily Scrum Team increment # Increment Agile Team # The Scrum Team Scrum Values Courage, Commitment, Focus, Respect, Openness Team Increment Is a Thin Vertical Slice of Functionality.... Backlog Items must be defined as vertical slices of functionality; otherwise you will have just ingredients. D) . Each Slice can be demonstrated & Consumed. Each Slice Represents a single piece of end2end functionality. Built-in Quality Inspection does not improve the quality, nor guarantee quality. Inspection is too late. The quality, good or bad, is already in the product. Quality cannot be inspected into a product or service; it must be built into it. W. Edwards Deming Built-in Quality aspects of SAFe Flow Architecture & Design Quality Code Quality System Quality Release Quality SAFe 4 Core Values Alignment Built-in Quality Transparency Transparency is an enabler of TRUST Program Execution: Of course, none of the rest of SAFe matters if teams can't execute and continuously deliver value. But with alignment, transparency, and built-in quality on the team's side, they have a little 'wind at their back.' That enables a focus on execution. SAFe Practices for enabling TRASPARENCY Executives, LPM, and other stakeholders can see the Portfolio Kanban and program backlogs, and they have a clear understanding of the PI Objectives for each ART or Solution Train. ARTs have visibility into the team's backlogs, as well as other Program Backlogs. Teams and programs commit to short-term, visible commitments that they routinely meet. Inspect and Adapt occurs with all relevant stakeholders and creates backlog improvement items from lessons learned. Teams and Agile Release Trains (ARTs) can see portfolio business and enabler Epics. They have visibility into new initiatives. Progress is based on objective measures of working solutions. (Principle #5) Everyone can understand the velocity and WIP of the teams and programs; strategy and the ability to execute are visibly aligned. ART Roles RTE: Acts as Cheaf SM For the Train. PM: Owns, defines & prioritizes the Program Bcklog. SA/Eng: Provides arch. guidance and tech. enablement to the teams on the train. System Team:Provides processes and tools to integrate and evaluate assets early and often. BO: The KEY stakeholders on the ART