Implementing SAFe study Guide Questions with 100% Correct Solutions

Organization Agility - competency describes how Lean-thinking people and Agile Teams optimize their business process, evolve strategy with clear and decisive new commitments, and quickly adapt the organization as needed to capitalize on new opportunities. Org Agility dimension - - lean thinking people and agile teams - lean business operation s - strategy agility Lean thinking blocks - - house of lean - SAFe Core Values - Agile manifesto - SAFe principles Organizational Agility practices - - Establish CoPs - implement agile HR practices - create agile workspaces - map operational value streams CoP dimensions - - domain - shared area of interest - community - group of individuals with a shared passion about a topic - practice - shared knowledge and experiences Strategy Agility - is the ability to change and implement new strategies quickly and decisively when necessary, and to persevere on the strategies that are working, or will work, if given sufficient focus and time Market sensing - - conduct research using open and confidential sources - analysis of quantitative and qualitative data - direct and indirect user/operator feedback - direct observations of solutions / processes in real use Flow of Strategy - Epic - Portfolio Backlog - Program Backlog - Team Backlog sunk costs - a cost that has already been incurred and cannot be recovered independent of any future costs a program may sustain Continuous learning culture - competency describing a set of values and practices that encourage individuals - and the Enterprise as a whole - to continually increase knowledge, competence, performance, and innovation. CLC dimensions - - Learning Organizations -Relentless Improvement -Innovative culture learning organization - -employees are continually learning and growing together at every level learning organization dimensions - -personal mastery -shared vision -team learning -mental models -systems thinking Personal Mastery - Build individual "T-shaped" breadth of knowledge in multiple disciplines for deep and broad expertise Shared vision - Leaders envision and articulate exciting possibilities and invite others to cont ribute to a common view of the future Team Learning - Teams achieve common objectives by sharing knowledge , suspending assumptions , and 'thinking together ' Mental Models - Teams surface their existing assumptions and generalizations while working with an open mind to create new models Systems Thinking - Everyone sees the larger picture and recognizes that optimizing individual components does not optimize the system Relentless Improvement - - A constant sense of danger - Optimize for the whole - Problem-solving culture - Reflect at Key milestones - fact-based improvement constant sense of danger - drives improvement activities that are essential to the survival of an organization optimize the whole - improvements are designed to increase the effectiveness of the entire system , as opposed to optimizing individual teams , silos , or subsystems problem-solving culture - is the driver for continuous improvement Reflect at Key milestones - improvement activities are treated with as much urgency as new Feature development , fixing defects , and responding to the latest outage fact-based improvement - leads to changes guided by the data about the problem rather than conjecture or opinions Innovative Culture dimensions - -innovative people -time and space for innovation -Go See -Experimentation and Feedback -Pivot without Mercy or Guilt -innovation riptides Innovative people - Instilling innovation requires a commitment to cultivating courage and aptitude for innovation and risk-taking Time and Space for Innovation - includes providing work areas conducive to creative activities, as well as setting aside dedicated time to explore and experiment Go See - - Innovation ideas are sparked by seeing the problems first-hand-witnessing how customers interact with solutions and understanding their problems Experimentation and Feedback - Conducting experiments iteratively is the most effective path to learning Pivot without Mercy - When fact patterns dictate that a hypothesis will be proven false, pivot quickly to a new one Innovation Riptides - Innovation flows continuously up, down and across the enterprise Measure portfolio performance - use Business agility assessment to determine how the organization is progress to business agility and SAFe adoption Critical ART success factors - 1) SAFe Lean-Agile Principles 2)Real Agile Teams and Trains 3. Cadence and Synchronization 4. PI Planning 5. Customer Centricity, DevOps, & RoD 6. System Demo 7. Inspect and Adapt 8. IP Iteration 9. Architectural Runway 10. Lean-Agile Leadership TTA mastery - -Double down on the principles that drive Agile Teams and Agile Release Trains -Train all teams in built-in practices , with Agile Teams getting trained in Agile Software Engineering -Ensure all teams apply and improve built-in quality practices APD mastery - -Focus on Customer Centricity and Design Thinking to help drive better Solutions .