True

False

Solution Management

Value Stream Engineer

Solution Architect/Engineer

Customer

Release Management

Train Scrum Masters in servant leadership following "SAFe for Teams" training.

Make an initial presentation on SAFe to the organization.

Familiarize Release Train Engineers with the PI Planning process.

Familiarize executives with SAFe.

Train the teams prior to PI Planning.

True

False

Illustrate the power of feedback in content decision-making.

Emphasize the value of "Responding to change" from the Agile Manifesto.

Explain that too much up-front detail demotivates Product Owners as they have almost nothing to do thereafter.

Explain the "understand and exploit variability" principle or product development flow.

Explain why development doesn't need to commit to anything in Agile.

<50%

50-75%

80-100%

100%

None of the above.

True

False

True

False

True

False

Predictability

Alignment

Transparency

Built-in Quality

Program execution

Infrequent decisions.

Need for fast decision-making.

Economies of scale

Appropriate authority level of the decision maker.

High cost of delay

To assign business value to the teams' draft PI Objectives.

To make adjustments to the PI scope and address program challenges.

To design the next generation of the product.

To evaluate the performance of teams.

Number of lines of code produced.

Number of new test cases automated.

Number of test cases produced.

Percent of unit test coverage.

Percent of user stories accepted by the Product Owner.

Number of defects outstanding.

Each Strategic Theme receives a budget allocation when Strategic Themes span portfolios.

Epics, Features, and Stories are funded based on their size in normalized Story points, while teams are allocated to high-priority work as needed.

Each Value Stream receives budget allocation as a whole; individual work is not specifically budgeted.

Each team gets budget allocation and Features are funded according to their size in normalized Story points.

True

False

Spikes are strictly for internal learning of the team and do not need to be demoed.

Showing the functioning code in the production environment.

Showing the knowledge gained by the spike.

Showing a prototype produced for the spike.

Showing the quantitative data that will prove useful in developing future user stories.

Objectives that are beyond the capacity of the team and so are uncommitted for the PI.

Objectives that are part of the team's capacity but not necessarily achievable during the PI.

Objectives that are identified during the PI.

Objectives that the business has promised to their Customers.

Program board

Team PI Objectives

Top 10 Features

Vote of confidence/commitment

Portfolio Vision

Iteration Goals

On demand.

At the end of each Sprint.

At the end of each PI.

Mid-PI.

Make it easier to assess the state of smaller batches.

Decrease stress on the system.

Increase throughput.

Produce less measurement overhead.

Increase delivery reliability.

Hold people accountable.

Hold employee reviews to provide fast feedback.

Optimize the whole.

Apply Lean problem-solving tools and techniques.

Reflect at key Milestones.

Assign 8 points per team member (not counting the Scrum Master and Product Owner) and subtract 1 point for each holiday or vacation day.

It is not recommended to calculate velocity until the team has completed its first PI.

Allow teams to establish their own velocity and then roll them up to calculate the velocity of the train.

Assign 10 points per team member (not counting the Scrum Master and Product Owner) and subtract 1 point for each holiday or vacation day.

True

False

Collect additional input from other stakeholders.

Take time to provide more detailed specifications for each Epic.

Use strategic themes to help the group understand how an Epic contributes to the realization of the enterprise business strategy.

Change the scale for WSJF parameters.

Split Epics into Capabilities, prioritize them, and combine those priorities back to the Epic level.

Business value

CoD (Cost of Delay)

WSJF (Weighted Shortest Job First)

Capacity allocation according to budget

Decentralized decision-making.

Built-in instability.

Use of Feature Teams.

Dunbar's number

Spikes are strictly for internal learning of the team and do not need to be demoed.

Showing the functioning code in the production environment.

Showing the knowledge gained by the spike.

Showing a prototype produced for the spike.

Showing the quantitative data that will prove useful in developing future user stories.

Scrum Masters

Product Owners

Business Owners

Release Train Engineer

Release Management

Solution Management

True

False

Extending the duration of a PI.

Changing total ART resources

Switching to a different PI cadence.

Reducing the scope of a Program Epic.

Prioritizing Features based on Cost of Delay.

Creating work breakdown structures.

Modeling

Adapting WIP limits

Building prototypes

Capitalizing the cost of software development using Story points.

Defining, empirically measuring, and communicating the true progress of innovation.

Demoing Stories that come out of the IP Iteration.

Being sure to account for the investment in new product initiatives on a P&L.