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What is the benefit of timeboxing the preparation for the first Program Increment (PI) Planning event?  To have a known schedule  To maximize the quality of the preparation  To assure people that they will have sustainable pace of work  To minimize the expansion of work during preparation Set the launch date of the first PI Planning A forcing function is a commitment that forces a sequence of actions to happen. Use it to start your train. ► By scheduling the Pl Planning event, you will create the timebox in which the preparation must happen. ► This will minimize the expansion of work during preparation. Not everything can (or needs to) be perfect. ► Assure people that the Inspect and Adapt Workshop creates a closed-loop system so that impediments can be made visible and addressed as soon as possible. The importance of the first Pl Planning ► First impression of SAFe ► Generates a short-term win ► Builds the ART as a team ► Teachesteams about assuming responsibility for planning and delivery ► Creates visibility ► Creates confidence in the commitment of Lean-Agile leadersto the transformation %%%%%%%%%%%%%%%%%%%%% When are the teams formed for the Agile Release Train (ART)?  Before the ART is launched but can be changed or adjusted if needed during the launch  As soon as the team members are hired  During the Lean Portfolio Management workshop while identifying portfolio flow  During the Value Stream and ART Identification Workshop What is Business Agility?  The ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative business Solutions.  A customer-centric approach to defining, building, and releasing a continuous flow of valuable products and services to customers and users.  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.  Applying Lean-Agile principles and practices to the specification, development, deployment, operation, and evolution of the world’s largest and most sophisticated systems. Why is it important the SAFe Program Consultant (SPC) supports the Release Train Engineer (RTE) in the first problem-solving workshop?  To make sure senior management voices are prioritized  To maximize the items for improvement for the first Program Increment (PI)  To give the Agile Release Train (ART) the tools it needsto improve its performance  To make sure program-level items are addressed A problem-solving workshop focuses the Agile Release Train (ART) to take what action?  To identify the root causes of the problems  To deliver the Program Increment (PI) System Demo  To build the Continuous Delivery Pipeline  To build an Architectural Runway What is an IP Iteration anti-pattern?  Identify opportunities for innovation spikes or hackathons  Identify infrastructure improvements  Plan work for the PI Iteration during PI Planning  Allow for cadence-based planning How can a Scrum Master support a Problem-Solving Workshop?  By providing facilitation to breakout groups focused on specific problems  By estimating the work effort required to implement recommended improvements  By coaching the Release Train Engineer on managing the event  By acting as a process coach to the teams and providing the right answers The House of Lean is a classic metaphor describing the mindset essential for Lean thinking. Which one of the four pillars advocates a 'Go See' mindset?  Flow  Relentless improvement  Innovation  Respect for people and culture What is an example of applying cadence-based synchronization in SAFe?  Teams decide their own Iteration length  Teams allow batch sizes across multiple intervals  Teams meet twice every Program Increment (PI) to plan and schedule capacity  Teams align their Iterations to the same schedule to support communication, coordination, and system integration A new Agile Release Train (ART) is formed and Lee is the new coach. All members of the train are new to Agile. After three Iterations Lee is hearing that many of the teams are having problems running their team events. What can she do to assist the teams?  Attend as many events as possible in the next Program Increment (PI) and attend more in the following PIs  Participate in the release management meeting to understand possible problems  Immediately run another SAFe for Teams training to realign the teams around the SAFe events  Attend the Iteration Retrospectives as this will give her the most opportunity to help the teams Why does a SAFe Program Consultant (SPC) provide ongoing program consulting and team coaching?  To build the program's ability to get more work in process (WIP)  To enable the teamsto release independent of the business  To build the organization's Lean-Agile capabilities  To help the teams remove the need for Architectural Runway Why isthe first Program Increment (PI) the most crucial to facilitate?  Existing team, program, and organizational impediments become highly visible  The Vision is not in place yet  Management needs to get used to releasing to production after every PI  There is no Lean-Agile Center of Excellence (LACE) at this stage %%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%% Why might an organization choose to create a platform Agile Release Train (ART)?  To reduce dependencies  To align with existing organizational structure  To accelerate value delivery  To support architectural robustness Splitting Large Value Streamsinto Multiple ARTs Large development value streams are very common in large enterprises and often some additional analysis is required. In the case where many people are needed to deliver a single solution, it works best when teams work together while developing features and components that have high degrees of interdependence. This leads to the relatively common pattern of organizing ARTs around ‘feature areas’ or subsystems.  Feature area ARTs are optimized for flow and speed. In this case, individual teams on the train, and the entire train itself can deliver end-to-end features. The benefit is obvious, and that’s why they’re preferred. But pay attention to subsystem governance, or else the system architecture will decay, ultimately reducing velocity. Often, a system architect (one or more individuals, or even a small team) is dedicated to maintaining architectural integrity.  Subsystem ARTs applications, components, platforms, and so on, are optimized for architectural robustness and reuse of subsystems and services. Again, the benefit is obvious, as this can increase development and reuse efficiencies. However, depending on the separation of concernsin the system architecture, the flow of value in thisscenario can create more dependencies, and require coordination among the ARTs. There’s no one right solution, and large systems typically require both types of ARTs. A typical example is when multiple ARTs provide services or solutions based on a common platform. In that case, there may be one or more platform ARTs supporting the feature ARTs, as Figure 16 illustrates. There is another common pattern, where ARTs realize specific segments in a larger Value Stream. That may not seem fully end-to-end, but in reality, the ‘beginning and end’ of a value stream are relative notions. The types of input, value, and systems may be very different in these segments, creating a logical dividing line. Finally, there are other ART design and optimization factors based on concerns such as geography, spoken language, and cost centers—all of which may influence the ART design. But these are far less desirable According to John Kotter, what is the first step to successful change?  Creating a powerful guiding coalition  Establishing a sense of urgency  Developing the vision and strategy for change  Generating short-term wins What isthe last step in Kotter's eight step model to implementing successful change?  Anchor new approaches in the culture  Consolidate gains and produce more change  Celebrate successes  Accelerate towards success