The Agile Release Train Sync is a weekly meeting that synchronizes the ART stakeholders and provides visibility into the ART’s progress and impediments1. The Scrum Masters represent their Agile teams, provide updates on their status, relay questions, and help address challenges. They safeguard the team’s needs and effectiveness2. The visibility that Scrum Masters provide during the Agile Release Train Sync is mainly into the progress and impediments of their teams, such as the completion of features, stories, and enablers, the resolution of dependencies, the identification of risks and issues, and the demonstration of value3. The other options are not the primary focus of the Scrum Masters’ visibility during the Agile Release Train Sync. References: Agile Release Train - Scaled Agile Framework, PRACTICE TEST: SAFe 4 Practitioner Certification Flashcards - Brainscape, Agile Release Train Sync Meetings: Maximizing Success - Dee Project Manager

Respect for People is one of the four SAFe Core Values that guide the behaviors and actions of everyone participating in a SAFe portfolio. Respect for People means that everyone is valued and deserves respect, regardless of their role, background, or experience. It also means that everyone is empowered to contribute, learn, and grow within the organization. Respect for People involves coaching aspiring developers to grow their skillsets and fill new roles throughout the organization, as well as providing them with opportunities for feedback, recognition, and career development. Respect for People also fosters a culture of trust, collaboration, and psychological safety, where people can express their ideas, opinions, and concerns without fear of judgment or retaliation. References: Core Values - Scaled Agile Framework, Respect for People - Scaled Agile Framework

The SAFe Implementation Roadmap is a strategy and an ordered set of activities that have proven to be effective in successfully implementing SAFe. It is based on organizational change management strategies and provides the critical moves for adopting SAFe. The roadmap consists of 14 steps, from reaching the tipping point to sustaining and improving1. References: 1: Implementation Roadmap - Scaled Agile Framework

= DevOps is a mindset, culture, and set of technical practices that supports the integration, automation, and collaboration needed to effectively develop and operate a solution. DevOps joins development and operations to enable continuous delivery, which means delivering value to customers in the shortest sustainable lead time. Continuous delivery is achieved by creating a Continuous Delivery Pipeline (CDP), which is a high-performance innovation engine that consists of four elements: Continuous Exploration, Continuous Integration, Continuous Deployment, and Release on Demand. DevOps also helps to improve the quality, reliability, and security of the solution by applying practices such as testing, monitoring, and feedback throughout the CDP. References: = DevOps - Scaled Agile Framework, Continuous Delivery Pipeline - Scaled Agile Framework

Building incrementally with fast, integrated learning cycles is one of the ten SAFe Lean-Agile Principles. It means that the enterprise delivers value in small batches of work, frequently and reliably, to provide fast feedback and foster innovation. By building incrementally, the enterprise can reduce risk, complexity, and uncertainty, and validate assumptions before committing to large investments. By integrating frequently, the enterprise can ensure quality, collaboration, and alignment across the value stream. By creating learning cycles, the enterprise can test hypotheses, measure outcomes, and pivot as needed to achieve the desired results1. References: 1: Build Incrementally with Fast, Integrated Learning Cycles - Scaled Agile Framework

 A quality of an Agile team is that it is cross-functional, meaning that it has all the skills and roles necessary to deliver value to the customer. A cross-functional team can work independently and collaboratively, without relying on external dependencies or handoffs. A cross-functional team can also adapt to changing requirements and feedback, and deliver work in small increments. References: Agile Teams - Scaled Agile Framework, Top 8 Characteristics of High-Performing Agile Team - Techtic Solutions, Agile Q&A: Team Qualities | Agile Alliance, Agile Team Roles and Responsibilities: A Brief Guide - Teamhood

The Lean Thinking principle, “make value flow without interruptions” means identifying and eliminating any delays that prevent the smooth and fast movement of work product from step to step in a value stream. Delays are a form of waste that reduce the efficiency and effectiveness of the system, increase the lead time and cost, and lower the customer satisfaction. Delays can be caused by various factors, such as handoffs, queues, bottlenecks, rework, defects, approvals, dependencies, and variability. To make value flow without interruptions, SAFe applies the following eight flow accelerators: Visualize and limit WIP, reduce batch sizes, and manage queue lengths Implement full test automation and continuous integration Take an economic view Apply product development flow principles Understand and exploit variability Implement fast feedback and integrated learning Build quality in Base milestones on objective evaluation of working systems References: Principle #6 - Make Value Flow Without Interruptions - Scaled Agile Framework, Accelerating Flow with SAFe - Scaled Agile Framework

This statement is one of the Lean budget Guardrails, which describe the policies and practices for budgeting, spending, and governance for a specific portfolio1. Continuous Business Owner engagement means that the Business Owners, who are key stakeholders for each Agile Release Train (ART), are actively involved in the planning, execution, and review of the value delivery1. They provide feedback, guidance, and approval for the PI objectives, features, and enablers, as well as participate in the Inspect and Adapt (I&A) workshop and the Program Increment (PI) system demo2. Continuous Business Owner engagement helps ensure alignment, transparency, and accountability for the value streams and ARTs1. References: Lean Budget Guardrails, Business Owners

 Scrum is a framework that enables teams to deliver value in complex and uncertain environments. Scrum is based on the agile manifesto, which values individuals and interactions, working software, customer collaboration, and responding to change. Scrum consists of three roles (Product Owner, Scrum Master, and Developers), five events (Sprint Planning, Daily Scrum, Sprint Review, Sprint Retrospective, and Sprint), and three artifacts (Product Backlog, Sprint Backlog, and Increment). Scrum teams work in short iterations called Sprints, where they plan, execute, and deliver a potentially releasable product increment. Scrum teams inspect and adapt their process and product continuously, using empirical feedback and data. Scrum teams are self-organized, meaning they decide how to best accomplish their work, and cross-functional, meaning they have all the skills needed to create a product increment.

References: What is Scrum? | Scrum.org, What Is Scrum: A Guide to the Most Popular Agile Framework, What is Scrum? [+ How to Start] | Atlassian

The confidence vote is a measure of the teams’ and ARTs’ belief in their ability to deliver the established PI objectives. It is conducted at the end of the PI planning event, after the teams have presented their plans and identified the risks. Each person votes using their fingers (fist of five) or a digital tool for remote events. The scale is as follows:

• 5: I am confident we can meet or exceed our objectives
• 4: I am confident we can meet our objectives
• 3: I think we can meet our objectives, but I have some concerns
• 2: I doubt we can meet our objectives, and I have major concerns
• 1: I am sure we cannot meet our objectives

The purpose of the confidence vote is to surface any issues or impediments that might prevent the teams from achieving their goals. It also helps to align the expectations of the stakeholders and the teams. If the average vote is below 3, the teams and the ARTs need to revisit their plans and address the root causes of the low confidence. The confidence vote is repeated until the average vote is 3 or higher, or until the timebox expires. References: PI Planning - Scaled Agile Framework, Confidence Vote - Scaled Agile Framework, Confidence Vote in PI Planning: Role and Benefits - Dee Project Manager

The purpose of building a continuous delivery pipeline is to enable a streamlined and automated process of delivering software value to the end users. A continuous delivery pipeline consists of four aspects: continuous exploration, continuous integration, continuous deployment, and release on demand. These aspects work together to support the delivery of small batches of new functionality, which are then released to fulfill market demand. Building and maintaining a continuous delivery pipeline allows each Agile Release Train (ART) to deliver new functionality to users far more frequently than with traditional processes, which often involve long and complex release cycles. By delivering value more frequently, the ART can respond faster to customer feedback, reduce waste, improve quality, and increase business agility. References: Continuous Delivery Pipeline - Scaled Agile Framework, Continuous Delivery Pipeline - Scaled Agile Framework, SAFe Continuous Delivery Pipeline: A Comprehensive Guide to the …, Continuous Delivery Pipeline: The 5 Stages Explained - Codefresh

The ART planning board, also known as the program board, is a visualization of the PI’s feature delivery dates, feature dependencies among teams, and relevant milestones. It helps the ART align on a common mission and vision, identify and resolve dependencies, and track progress and risks throughout the PI. The ART planning board does not show risks, capacity and load, or epics, although these may be discussed or tracked elsewhere during PI planning or execution. References: ART Planning Board, PI Planning, SAFe Program Board 101

 Knowledge is one of the factors that affect the size of a story. It refers to what is known or unknown about the story, such as the requirements, the design, the technology, the domain, the dependencies, and the risks. The more unknowns there are, the larger the story size will be, as it will require more effort, complexity, and uncertainty to implement. Knowledge is one of the components of the story point estimation technique, which is a relative measure of the effort required to implement a story. Story points take into account the volume, complexity, knowledge, and uncertainty of the work. References: Story - Scaled Agile Framework, Story Point - Scaled Agile Framework, How to Estimate Agile Stories: Introducing Relative Sizing - LeanDog, Estimate Story - Quickscrum, Agile Estimation – Feature and Story Sizing Scales

Strategic Themes are portfolio-level business objectives that provide competitive differentiation and strategic advantage. They influence portfolio strategy and provide business context for portfolio decision-making1. Lean budget Guardrails are the spending policies and guidelines that enable decentralized decision-making and empowerment for value streams2. Strategic Themes affect the allocation of funds and resources to value streams, as well as the guidance for investments in existing and new solutions1. Therefore, Strategic Themes influence Lean budget Guardrails directly. References: Strategic Themes, Lean Budgets, Exam Study Guide: SP (6.0) - SAFe Practitioner

The Scrum Master is a servant leader and coach for the Agile team. One of their main responsibilities is to remove impediments that hinder the team’s progress and performance. Impediments can be anything that blocks the team from delivering value, such as technical issues, dependencies, conflicts, or lack of resources. The Scrum Master helps the team identify and resolve impediments as quickly as possible, and escalates them to the appropriate level if needed. By removing impediments, the Scrum Master helps the team stay focused, productive, and motivated. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, [Scrum Master]

During the second team breakout session, the teams finalize their plans and objectives for the upcoming PI. They also review and adjust their load and capacity based on the feedback from the draft plan review. The teams then commit to do everything they can to meet the agreed-to-objectives, which are captured in the SMART format (Specific, Measurable, Achievable, Relevant, and Time-bound). References: PI Planning - Scaled Agile Framework, PI Planning - Scaled Agile Framework

Conducting a PI Planning event is an example of applying cadence-based synchronization in SAFe. A PI Planning event is a two-day face-to-face or virtual meeting where all the members of an ART and Solution Train collaborate to align on a common vision, mission, and backlog, and plan the work for the next Program Increment (PI). A PI is a fixed timebox of 8 to 12 weeks that provides a regular cadence for delivering value. The PI Planning event is synchronized across all the teams and trains in the portfolio, and it occurs at the beginning of every PI. The PI Planning event enables the ART and Solution Train to achieve alignment, collaboration, synchronization, and commitment, as well as to identify and address risks and dependencies. References: = PI Planning - Scaled Agile Framework, Exam Study Guide: SP (6.0) - SAFe® Practitioner

According to the SAFe for Teams SP (6.0) - SAFe Practitioner handbook and study guide, the factor that helps unlock the intrinsic motivation of knowledge workers is autonomy. Autonomy means giving knowledge workers the freedom and responsibility to make decisions about their work, such as what to work on, how to do it, and when to do it. Autonomy fosters creativity, innovation, and engagement, as knowledge workers can pursue their own interests and passions, and feel a sense of ownership and accountability for their outcomes. Autonomy also supports the Agile principle of self-organizing teams, which are more productive and responsive to change than traditional, command-and-control teams. References: Principle #8 - Unlock the Intrinsic Motivation of Knowledge Workers - Scaled Agile Framework, Which factor helps unlock the intrinsic motivation of knowledge workers?, Principle #8: Unlock the intrinsic motivation of knowledge workers …

Product Management is responsible for defining and prioritizing the ART Backlog, which consists of features and enablers that align with the program vision and roadmap. Product Management also collaborates with System Architects/Engineering, Release Train Engineers, and other stakeholders to ensure the ART delivers value to the customers and users. References: SAFe® for Teams - Know Your Role on an Agile Team | Scaled Agile, Exam Study Guide: SP (6.0) - SAFe® Practitioner - scaledagile.com, SAFe 6.0 for Teams with SP Certification - ICON Agility Services

 On day two of PI Planning, management presents adjustments based on the previous day’s management review and problem-solving meeting. The management review and problem-solving meeting is a session where the management team reviews the draft plans and objectives from the teams, identifies risks and dependencies, and resolves any issues that may affect the ART’s ability to deliver value. One possible type of adjustment they could make is to adjust the business priorities based on the new information and feedback from the teams. This could involve reprioritizing the features in the program backlog, changing the weight or value of some objectives, or adding or removing some stretch objectives. These adjustments are communicated to the teams during the second planning day, so they can finalize their plans and objectives accordingly. References: PI Planning - Scaled Agile Framework, PI Planning and the Management Review - Part 1 | Ivar Jacobson International

Value is the first and most important pillar in the House of Lean, which is a model that guides the Lean-Agile transformation and culture. Value means delivering the maximum benefit to the customer in the shortest sustainable lead time, while providing the best quality and lowest cost possible1. Value is the ultimate goal of the House of Lean, and it is achieved by applying the other pillars: innovation, relentless improvement, leadership, and respect for people and culture2. Value is also the foundation of the Lean-Agile mindset, which is the way of thinking and acting that enables Business Agility3. Value focuses on the customer as the consumer of the work, and requires understanding and meeting their needs, expectations, and desires4. References: = 1: SAFe Core Values - Scaled Agile Framework1; 2: The SAFe House of Lean model: short and sweet - Echometer2; 3: Lean-Agile Mindset - Scaled Agile Framework3; 4: Exploring Which Pillar in the House of Lean Focuses on the Customer4

= The recommended final agenda item of PI Planning is taking the PI confidence vote. This is a simple and quick way to assess the level of confidence and commitment of the teams and stakeholders to the PI objectives and plan. The PI confidence vote is done by asking each team member and stakeholder to hold up one to five fingers, indicating their confidence level from low to high. The average score across the ART is calculated and displayed. If the score is below 3, the teams and stakeholders are asked to identify the top issues or risks that lower their confidence and propose mitigation actions. The confidence vote is repeated until the score reaches 3 or above, or the timebox expires. The confidence vote helps to surface and address potential impediments, foster alignment and accountability, and create a sense of ownership and empowerment for the PI plan. References: = PI Planning - Scaled Agile Framework, PI Confidence Vote - Scaled Agile Framework

Stories are the primary means of expressing needed functionality in SAFe. They largely replace the traditional requirements specification with new paradigms based on Lean-Agile development. Stories are elaborated by a user-voice statement and acceptance criteria, and they are used to describe the features and behaviors of the system at various levels of abstraction. Stories are also testable, estimable, and prioritizable, which makes them suitable for planning and delivering value in an iterative and incremental way. References: SAFe Requirements Model, What replaces detailed requirements documents in agile?, What replaces detailed requirements documents in SAFe?

n: The Team Sync is a short meeting (usually 15 minutes or less), typically held about daily, to inspect progress toward the team goals, communicate, and adjust upcoming planned work1. The Team Sync helps the team members align their activities, identify and resolve impediments, and collaborate effectively. The Team Sync is also an opportunity to share information, celebrate achievements, and foster team spirit. The other options are incorrect because:

• A. The Team Sync is not the place to identify ART PI risks. Risks are identified and managed at the Program level, using the ROAM board and other tools2.
• C. The Team Sync is not the place to identify Iteration goals. Iteration goals are defined and agreed upon during the Iteration Planning event, which happens at the beginning of each Iteration3.
• D. The Team Sync is not the place to make announcements to the entire ART. The Team Sync is a team-level event, where only the team members and the Scrum Master participate. Announcements to the entire ART are made during the ART Sync, which is a program-level event that happens weekly or biweekly4. References: 1: Team Sync - Scaled Agile Framework, 2: Program Risks - Scaled Agile Framework, 3: Iteration Planning - Scaled Agile Framework, 4: ART Sync - Scaled Agile Framework

 Transparency is one of the four core values of SAFe that represents the foundational beliefs that are key to SAFe’s effectiveness. Transparency means making all the work visible, along with its priorities, status, dependencies, and outcomes. Transparency also means being honest and open about the challenges, risks, failures, and learnings that occur during the development process. By stating the reason for the release failure and sharing their improvement plan, Team B is demonstrating transparency to the other teams and stakeholders in the System Demo. Transparency helps to build trust, collaboration, alignment, and continuous learning in the ART and the Solution Train. References: = Core Values - Scaled Agile Framework, System Demo - Scaled Agile Framework, Exam Study Guide: SP (6.0) - SAFe® Practitioner

Guiding investments by horizon is one of the four Lean budget guardrails that describe the policies and practices for budgeting, spending, and governance for a specific portfolio. This guardrail helps ensure that the portfolio allocates its budget to solutions that reflect different time horizons and risk profiles, balancing near-term opportunities with long-term strategy and growth1. The portfolio-level guidance for investments by horizon is based on the four horizons model2, which categorizes solutions into four types: Horizon 0 (solutions that are being decommissioned), Horizon 1 (solutions that are mature and generate most of the current revenue), Horizon 2 (solutions that are emerging and have high growth potential), and Horizon 3 (solutions that are exploratory and have high uncertainty). Each value stream should allocate its budget to solutions in these horizons according to the portfolio’s vision and roadmap1. References: 1: Lean Budget Guardrails - Scaled Agile Framework2: Investment Horizons - Scaled Agile Framework

n: Agile development is more beneficial than waterfall development because it increases productivity and employee engagement by empowering teams to self-organize, collaborate, and deliver value in small increments. It also allows businesses to deliver value to the market more quickly by reducing the feedback cycle, adapting to changing requirements, and releasing high-quality products frequently. References: SAFe® for Teams - Know Your Role on an Agile Team, Exam Study Guide: SP (6.0) - SAFe® Practitioner, Lean-Agile Mindset, Continuous Delivery Pipeline

 = An empathy map is a tool used to better understand and empathize with a specific group of people, such as customers or users. It helps teams gain deeper insights into the thoughts, feelings, needs, and behaviors of the target audience. An empathy map consists of four quadrants that reflect what the user said, did, thought, and felt during the research phase. An empathy map helps to synthesize the user data, identify the user needs, and generate insights for the design challenge. References: = Empathy Map – Why and How to Use It | IxDF, What Is an Empathy Map? [Complete Guide] - CareerFoundry, What Is an Empathy Map? | Coursera

= According to SAFe, a Feature should be sized to fit into one Program Increment (PI), which is a timebox of 8 to 12 weeks, typically consisting of 4 to 6 iterations1. A Feature is a service provided by the system that fulfills some important stakeholder needs and delivers business value2. A Feature should be small enough to be completed by a single Agile Release Train (ART) within a PI, but large enough to provide significant and measurable value3. A Feature should also be testable, demonstrable, and deployable4. References: = 1: Program Increment - Scaled Agile Framework; 2: Features and Capabilities - Scaled Agile Framework; 3: Right-Sizing Features for SAFe Program Increments - Scaled Agile Framework; 4: Feature - Scaled Agile Framework

The SAFe Core Competencies of Business Agility are the seven essential skills that enable enterprises to achieve true business agility and thrive in the digital age1. The built-in quality dimension is one of the five dimensions of Team and Technical Agility, which is the competency that describes the critical skills and Lean-Agile principles and practices that high-performing Agile teams and teams of Agile teams use to create high-quality solutions for their customers2. The built-in quality dimension ensures that every element and every increment of the solution reflects quality standards throughout the development lifecycle2. The other options are incorrect because:

• A. Agile Product Delivery is the competency that describes how to deliver innovative solutions to the market that delight customers and meet their needs and expectations3. It does not include the built-in quality dimension, although it does rely on it as a prerequisite for achieving continuous delivery and release on demand3.
• C. Organizational Agility is the competency that describes how to adapt strategy and operations quickly to meet the changing needs of customers, competitors, and markets4. It does not include the built-in quality dimension, although it does depend on it as a foundation for enabling faster feedback and learning cycles4.
• D. Enterprise Solution Delivery is the competency that describes how to build and evolve the world’s largest applications, networks, and cyber-physical systems5. It does not include the built-in quality dimension, although it does require it as a key enabler for achieving solution integrity, compliance, and alignment with the enterprise architecture5. References: 1: Business Agility - Scaled Agile Framework, 2: Team and Technical Agility - Scaled Agile Framework, 3: Agile Product Delivery - Scaled Agile Framework, 4: Organizational Agility - Scaled Agile Framework, 5: Enterprise Solution Delivery - Scaled Agile Framework

= The four core values of SAFe are alignment, built-in quality, transparency, and program execution. They represent the fundamental beliefs that are key to SAFe’s effectiveness and guide the behaviors and actions of everyone participating in a SAFe portfolio. Alignment ensures that everyone is working toward a common direction and strategy. Built-in quality ensures that every element of the solution meets the appropriate quality standards. Transparency fosters trust and collaboration among all stakeholders and enables fast and effective decision making. Program execution ensures that the value is delivered to the customers in the shortest sustainable lead time. References: = Core Values - Scaled Agile Framework, Scaled Agile Framework: Understand SAFe and Its 4 Core Values

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The Agile Manifesto is a set of values and principles that guide the software development process. One of the values is “responding to change over following a plan”. This means that the team values the customer’s needs and feedback over the plan and process. The team embraces change as an opportunity to deliver better solutions and adapts to changing requirements and priorities. References: The 4 Values and 12 Principles of the Agile Manifesto - Smartsheet, 12 Principles Behind the Agile Manifesto | Agile Alliance

The Product Owner (PO) is the Agile team member primarily responsible for maximizing the value delivered by the team by ensuring that the team backlog is aligned with customer and stakeholder needs1. The PO has content authority to make decisions at the User Story level during PI Planning, as they are the team’s primary customer advocate and primary link to business and technology strategy1. The PO also works with Product Management and other stakeholders to define the features and enablers that are part of the Program Backlog2. During PI Planning, the PO presents the team backlog, reviews and revises the draft plan, and defines and communicates the team PI objectives2. References: Product Owner, PI Planning

One of the roles of Product Management is to assign business value to Features. Features are services provided by the system that fulfill stakeholder needs. They are the primary artifact for defining, managing, and prioritizing the work of the Agile Release Train (ART). Product Management is responsible for defining and prioritizing the features in the Program Backlog, as well as assigning a business value to each feature based on its expected benefits and costs. The business value is used to guide the economic decision-making and trade-offs during PI Planning and execution. Product Management also collaborates with other roles, such as Solution Management, System Architects, and Business Owners, to ensure that the features align with the solution vision and roadmap, and meet the quality standards and nonfunctional requirements. References: Features - Scaled Agile Framework, Product Management - Scaled Agile Framework

 According to Kotter’s 8-step process for leading change, the first step is to create a sense of urgency among both managers and employees. This means making them aware of the existing problems or opportunities that require change, and motivating them to act with passion and purpose. Creating a sense of urgency helps to overcome complacency, resistance, and fear of change, and builds momentum for the change initiative. References: Kotter’s 8-step process for leading change, The Easy Guide to Kotter’s 8 Step Change Model, John Kotter’s Eight Step Change Model, Kotter’s 8 step Model of Change, How to Successfully Implement Kotter’s 8 Step Change Model

 An Iteration is a fixed timebox during which an Agile team delivers a potentially releasable increment of value. The recommended length of an Iteration is two weeks, as this allows for fast feedback, adaptation, and learning cycles. Longer Iterations may increase the risk of overcommitment, scope creep, and reduced quality. Shorter Iterations may increase the overhead of planning and coordination, and reduce the amount of value delivered per Iteration. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, [Iteration]

A user story is a work type that is defined as “a short description of a small piece of desired functionality written in the user’s language” in SAFe. A user story is a primary artifact used to define system behavior in Agile. It is a simple and concise way of expressing the user’s needs and expectations from the system. A user story typically follows the format of “As a [role], I want [functionality], so that [benefit]”. A user story also has acceptance criteria and acceptance tests that specify how the functionality will be verified and validated. A user story is intended to enable the implementation of a small, vertical slice of system behavior that supports incremental development. A user story is maintained and prioritized in the team backlog by the product owner1. References: Story - Scaled Agile Framework

 According to the SAFe principle, “unlock the intrinsic motivation of knowledge workers”, knowledge workers need autonomy, mastery, and purpose to be motivated and creative. Autonomy means giving them the freedom to choose how to do their work, without micromanagement or excessive control. Mastery means providing them with opportunities to learn new skills and improve their craft. Purpose means aligning their work with a meaningful and inspiring vision. These three factors foster intrinsic motivation, which is the drive to perform an activity without any obvious external rewards. References: Principle #8 - Unlock the Intrinsic Motivation of Knowledge Workers - Scaled Agile Framework, Principle #8 - Unlock the Intrinsic Motivation of Knowledge Workers - Scaled Agile Framework

 The “C” in the CALMR approach to DevOps represents culture. Culture is the first element of the CALMR mindset, which guides the ART toward achieving continuous value delivery by enhancing culture, automation, lean flow, measurement, and recovery1. Culture refers to the shared values, beliefs, and behaviors that support collaboration, communication, and continuous improvement among the development, operations, security, and other teams involved in the value stream2. Culture also includes respecting and empowering the people and teams, fostering a learning and growth mindset, and creating a customer-centric focus3. Culture is the foundation of DevOps, as it enables the alignment and integration of the technical and organizational aspects of DevOps4. The other options are not what the “C” stands for in the CALMR approach to DevOps, although they are related to other elements of the mindset. Completion is not a specific term in the CALMR approach, but it could be associated with measurement, which tracks the progress and outcomes of the value delivery. Cycle-time is a metric that measures the time it takes to deliver value from idea to production, and it is influenced by lean flow, which optimizes the value stream and eliminates waste. Continuous integration is a technical practice that involves merging code changes frequently and automatically testing them, and it is part of automation, which reduces manual work and errors and accelerates feedback loops. References: CALMR - Scaled Agile Framework, The CALMR Approach to DevOps [Complete Guide] - KnowledgeHut, Core Values - Scaled Agile Framework, CALMS DevOps : Defining 5 DevOps Principles | Cprime

Reducing batch size is one of the key ways to improve flow in product development. Smaller batches move faster and more smoothly through the system, reducing cycle time, variability, and waste. Smaller batches also enable faster feedback and learning, which leads to higher quality and customer satisfaction. By reducing batch size, the system can deliver more value in a given time, which means increased throughput12. References: Make Value Flow without Interruptions - Scaled Agile Framework, Principle #6 – Visualize and limit WIP, reduce batch sizes, and manage queue lengths - Scaled Agile Framework

 The ART Planning Board, also known as the Program Board, is a visualization of the PI’s feature delivery dates, feature dependencies among teams, and relevant milestones. The primary purpose of the ART Planning Board is to show dependencies between teams relating to the Feature development, so that they can be identified, managed, and resolved during PI Planning and execution. The ART Planning Board also helps align teams and stakeholders to a shared mission and vision, and provides transparency and visibility into the ART’s progress and risks. References: ART Planning Board, PI Planning, Exam Study Guide: SP (6.0) - SAFe Practitioner

 = The “3 Cs” of user stories are three criteria that help to ensure that the requirements in your story are clear, complete, and correct. These three criteria are Card, Conversation, and Confirmation1.

• Card: A user story card is a placeholder for a conversation. It is a brief and informal description of a software feature written from the perspective of the end user. It captures the essence of the user’s need, without going into too much detail or technical jargon. It is usually written on a physical or digital card that can be easily moved and prioritized2.
• Conversation: A user story card is not enough to convey all the information needed to develop and deliver the feature. It is meant to trigger a conversation between the product owner, the development team, and other stakeholders. The conversation is where the details, assumptions, risks, and acceptance criteria are discussed and clarified. The conversation is also an opportunity to collaborate, negotiate, and validate the user story3.
• Confirmation: A user story is not complete until it has a confirmation. This is a set of criteria that define what done looks like for the feature. It is also known as acceptance criteria, and it specifies the conditions that must be met for the user story to be accepted by the product owner and the customer. The confirmation is usually written as a series of testable statements that can be verified by the development team and the product owner4.

References: = 1: 3 C’s of User Stories- Well Explained - KnowledgeHut1; 2: Understanding the three “C”s of agile User Stories - Medium2; 3: 3 C’s For Writing User Stories | 3 C’s of User Stories - PremierAgile3; 4: 3 C’s Of Agile User Stories: A Brief Summary - BarnRaisers, LLC5

According to the book Team Topologies by Matthew Skelton and Manuel Pais, the four types of team topologies are stream-aligned, platform, enabling, and complicated subsystem. These team types are designed to optimize the flow of work and information in an organization, and to align with the principles of DevOps and agile. A stream-aligned team is focused on a single stream of work, such as a product, a feature, a user journey, or a user persona. A platform team provides the infrastructure and services that enable other teams to deliver value to customers. An enabling team helps other teams overcome obstacles and learn new skills and technologies. A complicated-subsystem team handles tasks that require specialized knowledge and expertise, such as mathematics, algorithms, or cryptography. References: Team Topologies: The 4 Team Types Explained | Shortform Books, Team Topologies | Atlassian, Key Concepts — Team Topologies, The Four Team Types from Team Topologies - IT Revolution, What are the core team types in Team Topologies?

A cadence-based PI Planning event is a 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. It is essential to SAFe and should not be skipped or delayed. It is an opportunity for all team members and stakeholders to communicate, collaborate, and coordinate their work for the next Program Increment (PI), which is typically 8-12 weeks long. The PI Planning event has a standard agenda that includes a presentation of business context and vision, followed by team planning breakouts, where the teams create their Iteration plans and objectives for the upcoming PI. The event also includes a management review and problem-solving session, where the teams identify and resolve dependencies, risks, and impediments. The event concludes with a confidence vote and a final plan review, where the teams present their PI objectives and receive feedback from the business owners. The PI Planning event is a key enabler of alignment, transparency, and collaboration across the ART. References: PI Planning, Planning Interval, PI Planning vs Sprint Planning: What Is the Ultimate Goal of the PI Planning Event?

The Portfolio Kanban system is a method to visualize and manage the flow of portfolio Epics, from ideation through analysis, implementation, and completion. The Portfolio Kanban system is operated by the Lean Portfolio Management (LPM) function, which is responsible for strategy and investment funding, Agile portfolio operations, and Lean governance. The LPM function consists of three collaborating roles: the Enterprise Architect, the Lean Portfolio Manager, and the Operational Excellence Manager. The LPM function uses the strategic portfolio review and portfolio sync events to manage and monitor the flow of work in the Portfolio Kanban system. References: Portfolio Kanban - Scaled Agile Framework, Lean Portfolio Management - Scaled Agile Framework

= Alignment is one of the four core values of SAFe that represents the foundational beliefs that are key to SAFe’s effectiveness. Alignment helps everyone in the SAFe portfolio work toward a common direction and deliver value with speed and quality. One of the ways to create and maintain alignment in SAFe is to speak with a common language and understand your customer. Speaking with a common language means using consistent terms and definitions across the enterprise to avoid confusion and ambiguity. Understanding your customer means identifying their needs, preferences, and expectations, and delivering solutions that meet or exceed them. References: = Core Values - Scaled Agile Framework, SAFe Core Values - Scaled Agile Framework

The role of the System Architect/Engineer in SAFe is to guide the teams and support the Architectural Runway, which is the existing code, components, and technical infrastructure needed to implement near-term features without excessive redesign and delay. The System Architect/Engineer defines and communicates the technical and architectural vision for the solutions developed by an Agile Release Train (ART), ensuring that they fit the intended purpose and align with the enterprise and solution architecture. The System Architect/Engineer also collaborates with various roles, teams, and stakeholders within and outside the ART to ensure that the system architecture supports the evolving business needs and enables fast and reliable implementation. References: System Architect/Engineering - Scaled Agile Framework, Architectural Runway - Scaled Agile Framework

The Team and Technical Agility Core Competency describes the critical skills and Lean-Agile principles and practices that high-performing Agile teams and Teams of Agile teams use to create high-quality solutions for their customers. It consists of three dimensions: Agile Teams, Team of Agile Teams, and Built in Quality1. Built in Quality is the dimension that ensures that every aspect of the solution, from code to compliance, is designed and implemented with high standards and practices that guarantee quality. Built in Quality enables fast and reliable delivery of value, reduces waste and rework, and fosters a culture of continuous improvement. Some of the practices that support Built in Quality in SAFe are Test-First, Behavior-Driven Development, Acceptance Test-Driven Development, Continuous Integration, Continuous Deployment, and Communities of Practice2. References: Team and Technical Agility - Scaled Agile Framework, Built-In Quality - Scaled Agile Framework.

Story points are a relative measure of the effort required to implement a user story. They take into account the volume, complexity, knowledge, and uncertainty of the work. Volume refers to how much work there is, complexity refers to how hard it is, knowledge refers to what is known or unknown, and uncertainty refers to the risk or variability involved. Story points help agile teams estimate their work and plan their iterations. References: Story - Scaled Agile Framework, Story Point - Scaled Agile Framework, Understanding complexity | Range

Iteration planning, Iteration review, and backlog refinement are examples of team events, which are events that occur within the Agile team to plan, execute, and improve their work. Team events are aligned with the Iteration cadence, which is typically two weeks. Team events include:

• Iteration planning: A meeting where the team reviews the team backlog, estimates the stories, and commits to the Iteration goals
• Daily stand-up: A 15-minute meeting where the team members synchronize their work, share their progress, and identify any impediments or dependencies
• Backlog refinement: An ongoing activity where the team and the Product Owner collaborate to refine the team backlog, split features into stories, write acceptance criteria, and prioritize the work
• Iteration review: A meeting where the team demonstrates the completed stories to the Product Owner and other stakeholders, and collects feedback and validation
• Iteration retrospective: A meeting where the team reflects on their performance, identifies what went well and what can be improved, and agrees on action items to implement in the next Iteration

Team events are different from PI events, which are events that occur at the program level and involve all the teams and stakeholders of an Agile Release Train (ART). PI events include:

• PI planning: A two-day event where the ART aligns on a common vision, mission, and goals for the upcoming Program Increment (PI), and creates a plan for delivering value
• System demo: A meeting where the ART demonstrates the integrated solution to the Business Owners and other stakeholders, and collects feedback and validation
• Inspect and Adapt (I&A): A one-day event where the ART reviews the PI results, identifies the strengths and weaknesses, and creates an improvement backlog for the next PI

Team events are also different from sync events, which are events that occur at the large solution level and involve multiple ARTs and Solution Trains that are working on a complex solution. Sync events include:

• Solution demo: A meeting where the Solution Train demonstrates the integrated solution to the Customers and other stakeholders, and collects feedback and validation
• Pre- and Post-PI planning: Meetings where the Solution Train aligns on a common vision, mission, and goals for the upcoming PI, and coordinates the dependencies and risks across the ARTs
• Solution I&A: A meeting where the Solution Train reviews the PI results, identifies the strengths and weaknesses, and creates an improvement backlog for the next PI

Team events are also different from program events, which are events that occur at the portfolio level and involve the Portfolio Management and other strategic roles. Program events include:

• Portfolio sync: A meeting where the Portfolio Management reviews the portfolio vision, strategy, and roadmap, and aligns the value streams and ARTs on the portfolio priorities and objectives
• Lean budget guardrails: A set of policies and guidelines that govern the allocation and spending of the portfolio budget across the value streams and ARTs
• Portfolio Kanban: A system that visualizes and manages the portfolio work items, such as epics and capabilities, and ensures that they are aligned with the portfolio strategy and value delivery References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Team Events, PI Events, Sync Events, [Program Events]

The product vision is a description of the future state of the product or service under development. It reflects customer and stakeholder needs, as well as the features and capabilities proposed to meet those needs. The product vision is both aspirational and achievable, providing the broader context and purpose of the product or service. It describes the markets, customer segments, user needs, and how the product or service will be different from the competition. The product vision is owned by the product owner, but its development requires input from stakeholders and the scrum team(s). The product vision helps align the team to the product direction and motivates them to deliver value to the customers and stakeholders. References: Vision, Solution Vision, An Insight Into 3 Types of Vision In SAFe®, Product Vision | Agile Product Management, What is a Product Vision | Scrum.org

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The role of the Scrum Master in SAFe is to act as a servant leader who helps teams self-organize, self-manage, and deliver using effective Agile practices. The Scrum Master educates the team on various frameworks and methods, including Scrum, Kanban, Extreme Programming, and SAFe, ensuring that the agreed-upon Agile process is followed. The Scrum Master also helps remove impediments, facilitates team and program events, coaches the team and stakeholders on how to apply the SAFe principles and values, and fosters an environment of continuous improvement and high performance. References: Scrum Master - Scaled Agile Framework, SAFe Scrum Master Roles and Responsibilities - KnowledgeHut

= Fast learning cycles are one of the four pillars of the SAFe House of Lean model, which is based on the Toyota Production System and combines lean management, agile methods, and Lean Thinking1. Fast learning cycles support innovation by enabling rapid feedback, experimentation, and adaptation, which are essential for creating value and achieving Business Agility2. Fast learning cycles also foster a culture of continuous improvement, where teams and individuals are empowered to learn from failures and seek better solutions3. References: = 1: Lean-Agile Mindset - Scaled Agile Framework2; 2: Lean-Agile Mindset - Scaled Agile Framework1; 3: The SAFe House of Lean model: short and sweet - Echometer

Flow efficiency is the ratio of the total time spent in value-added work activities divided by the total flow time. Flow time is the time it takes for a work item to move from the start to the end of the process. Value-added work activities are those that directly contribute to the customer value or the quality of the product. Non-value-added work activities are those that do not add value to the customer or the product, such as waiting, rework, or handoffs. Flow efficiency measures how well the organization is minimizing the non-value-added work and maximizing the value-added work. The formula to calculate flow efficiency is:

Flow efficiency=Flow timeTotal active time​×100%

A higher flow efficiency indicates a more streamlined and effective process, while a lower flow efficiency indicates a more wasteful and inefficient process. Flow efficiency can be used to identify and eliminate the sources of waste and improve the flow of value to the customer1234. References: Flow Efficiency - Scaled Agile Framework, Flow Efficiency: A great metric you probably aren’t using, Flow Efficiency: A Great Metric You Probably Aren’t Using - Nimblework, Flow Efficiency: A Kanban Metric Introduction - Everyday Kanban

The Portfolio Kanban is a method to visualize, manage, and analyze the flow of portfolio epics from ideation to implementation1. It brings structure to analysis and decision making around epics by defining the states and Work in Process (WIP) limits for each state, as well as the entry and exit criteria1. The Portfolio Kanban also helps prioritize and sequence the epics based on the Lean business case and the Weighted Shortest Job First (WSJF) technique1. The Portfolio Kanban enables the Lean Portfolio Management (LPM) to align the portfolio strategy and investment funding with the implementation capacity of the value streams2. References: Portfolio Kanban, Lean Portfolio Management

 User Stories are the types of work that are found within the Agile Team Backlog. User Stories are short descriptions of a small piece of functionality that provides value to a user or customer. They are written from the perspective of the user or customer and follow the format: “As a , I want , so that ”. User Stories are the primary way of expressing the requirements and features in the Agile Team Backlog. They are estimated, prioritized, and implemented by the Agile Team in Iterations. User Stories are derived from Features in the Program Backlog, as well as from the team’s local context and other stakeholders. References: Team Backlog, User Stories, Story

 Continuous Deployment is the aspect of the continuous delivery pipeline that focuses on getting to production early for verification. It is the process of automatically releasing every change that passes the Continuous Integration tests to a staging or production environment. This enables faster feedback and validation from the end users and stakeholders, as well as reducing the risks and costs associated with manual deployments. References: Continuous Deployment, Continuous Delivery Pipeline, What is continuous delivery?

A cross-functional team is a group of people with different functional expertise working toward a common goal1. In SAFe, a cross-functional team has all the necessary skills to turn an idea into a working product2. This means that each team member can define, build, and test a component or Feature, without relying on external dependencies or handoffs3. This enables the team to deliver value faster, with higher quality and lower risk. References: What Are Cross Functional Teams? – Forbes Advisor, What is Cross-Functional Team in Agile? - Visual Paradigm, SAFe for Teams | SAFe Practitioner (SP) Certification, [Cross-functional teams: what are they and how to make them work]

 The Product Owner (PO) is the Agile team member primarily responsible for maximizing the value delivered by the team by ensuring that the team backlog is aligned with customer and stakeholder needs1. As a member of the extended Product Management function, the PO is the team’s primary customer advocate and primary link to business and technology strategy1. The PO is also responsible for maintaining and prioritizing the Program Backlog, which is the single source of truth for the upcoming features of the system2. The PO works with the Product Manager, who owns the Vision and the Roadmap, to define and sequence the features in the Program Backlog2. The PO also collaborates with other POs in the Agile Release Train (ART) to manage dependencies and ensure alignment across teams1. References: Product Owner - Scaled Agile Framework, Program Backlog - Scaled Agile Framework

= A cumulative flow diagram (CFD) is a tool used to visualize the flow of work in a process over time. It shows the quantity of work in different stages or states, such as backlog, in progress, done, etc. A CFD helps to monitor the work in process (WIP) across the whole team, as well as the arrival and departure rates of work items. A CFD can also reveal bottlenecks, queues, variability, and cycle time in the process. References: = Cumulative Flow Diagram - Scaled Agile Framework, Cumulative flow diagram - Wikipedia, Cumulative Flow Diagram - What Information Does It Provide - Kanban Zone

Iteration goals are short, specific, and measurable statements that describe what the Agile team intends to accomplish in an Iteration. They are derived from the team backlog, the PI objectives, and the team vision. Iteration goals help to align the team to a common vision of work in the Iteration, and provide clarity, focus, and motivation. Iteration goals also enable the team to communicate their progress and dependencies to other teams and stakeholders, and to demonstrate value delivery in the system demo. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Iteration GoalsQUESTION NO: 41

Which situation should use the Large Solution SAFe configuration?

A. Organizations that need to have System Demos after each Iteration

B. Organizations that operate in an environment that requires compliance for complex, high-assurance systems

C. Organizations that need to scale Agile across the Enterprise

D. Every large Enterprise that uses SAFe

Answer: B

The Large Solution SAFe configuration is for enterprises that are building large and complex solutions that typically require multiple Agile Release Trains (ARTs) and Suppliers, but do not require portfolio-level considerations1. This configuration is suitable for organizations that operate in an environment that requires compliance for complex, high-assurance systems, such as aerospace, defense, automotive, medical, and financial industries2. The Large Solution SAFe configuration includes a stronger focus on capturing requirements in the Solution Intent, coordinating multiple ARTs and Suppliers, and ensuring compliance with regulations and standards3. References: Large Solution - Scaled Agile Framework, Large Solution SAFe - Scaled Agile Framework, Different SAFe Configurations Explained | Inflectra

 Continuous Deployment is the process of releasing every good build to users through a delivery pipeline that performs various tests, deployments, and validations1. Deploy, verify, monitor, and respond are the four activities of Continuous Deployment that ensure the quality and reliability of the software2. References: 1: Continuous Deployment2: Exam Study Guide: SP (6.0) - SAFe® Practitioner

According to SAFe, a SAFe Portfolio is a set of value streams that delivers a continuous flow of valuable solutions to customers within a common funding and governance model. A SAFe portfolio aligns strategy to execution via a collection of Development Value Streams (DVS). Each DVS develops one or more Solutions necessary for the portfolio to accomplish its business mission and vision, operating under a shared governance model1. A DVS is a long-lived series of steps that an organization uses to deliver value to a customer or stakeholder2. A DVS can be internal or external, and it can span multiple ARTs and suppliers3. A DVS is not the same as a functional team, a solution, or a business unit, which are different ways of organizing work, products, or organizational structures. References: Portfolio - Scaled Agile Framework, Development Value Stream - Scaled Agile Framework, Value Stream - Scaled Agile Framework.

Precisely specify value by product” is one of the five key principles of Lean Thinking, as defined by James Womack and Daniel Jones in their book “Lean Thinking”. It means that value should be determined by the customer’s needs and preferences for each specific product or service, rather than by the producer’s assumptions or standards. This principle helps to eliminate waste, optimize flow, and increase customer satisfaction. References: Lean-Agile Mindset, Lean Manufacturing, What is Lean?

According to the Scaled Agile Framework, the ART Planning Board is a visualization of the PI’s feature delivery dates, feature dependencies among teams, and relevant milestones1. Features are the primary elements that are planned and tracked on the ART Planning Board2.

Epics, user stories, and tasks are not found on the ART Planning Board, but they are related to features in different ways. Epics are large initiatives that span multiple ARTs and PIs, and they are decomposed into features and enablers2. User stories and tasks are smaller units of work that are used by teams to implement features within iterations2.

The PI Planning event is a two-day event that brings together all the teams and stakeholders of an Agile Release Train (ART) to align on a common vision, mission, and goals for the upcoming Program Increment (PI). The goal of the PI Planning event is to achieve alignment on what needs to and can be built by the ART in the next PI, based on the business context, customer needs, and technical dependencies. The PI Planning event also fosters collaboration, communication, and commitment among the teams and stakeholders, and helps identify and address the risks and impediments that may affect the delivery of value. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, [PI Planning]

one way Lean-Agile leaders lead by example is by modeling SAFe’s Lean-Agile Mindset, values, principles, and practices. This means that they learn and embody the core beliefs and behaviors that enable business agility, such as respect for people and culture, flow, innovation, relentless improvement, and leadership. They also apply the SAFe principles and practices to their own work, such as organizing around value, building incrementally, applying systems thinking, and assuming variability. By doing so, they demonstrate their commitment to the transformation and inspire others to follow their lead12. References: 1: Lean-Agile Leadership - Scaled Agile Framework2: What Is One Way Lean Agile Leaders Lead By Example? - GoRetro

The Product Owner (PO) in the team is responsible for sequencing backlog items to program priorities, events, and dependencies. The PO works with the Product Manager, who owns the Vision and the Roadmap, to define and sequence the features in the Program Backlog1. The PO also collaborates with other POs in the Agile Release Train (ART) to manage dependencies and ensure alignment across teams2. The PO maintains and prioritizes the Team Backlog, which is the single source of truth for the upcoming features of the system3. The PO also participates in the Program Increment (PI) Planning, where the team’s PI objectives are aligned with the program priorities and dependencies4. References: Product Owner - Scaled Agile Framework, Team Backlog - Scaled Agile Framework, Program Backlog - Scaled Agile Framework, PI Planning - Scaled Agile Framework

 Story Mapping is a design-thinking technique that helps break down Features while considering the end-to-end user flow. It is a collaborative practice that visually maps the user journey and the activities that the user performs to reach a desired outcome. Story Mapping helps teams understand the user needs, prioritize the backlog, and plan the iterations and PIs. References: Story Mapping, Story, Exam Study Guide: SP (6.0) - SAFe® Practitioner

This statement is one of the 12 principles behind the Agile Manifesto1, which guides the agile software development approach. It means that agile teams should focus on delivering the most valuable features and avoid unnecessary work that does not add value to the customer or the product. By applying simplicity, agile teams can reduce waste, increase efficiency, and improve quality. References: 12 Principles Behind the Agile Manifesto

 The Inspect and Adapt event is a significant event held at the end of each Program Increment (PI), where the current state of the Solution is demonstrated and evaluated by the train. Teams then reflect and identify improvement backlog items via a structured, problem-solving workshop. The Inspect and Adapt event consists of three parts: PI System Demo, Quantitative and qualitative measurement, and Retrospective and problem-solving workshop. The last part is where the practices of reflection, problem solving, and identifying improvement actions are demonstrated. The teams use a root cause analysis technique, such as the Five Whys, to identify the most critical impediments that impact their performance and quality. They then brainstorm and prioritize improvement actions that address the root causes and create SMART (Specific, Measurable, Achievable, Relevant, and Time-bound) goals for implementing them in the next PI. The improvement actions are added to the Program Backlog and reviewed in the next PI Planning event. References: = Inspect and Adapt - Scaled Agile Framework, Scaled Agile Framework: Understand SAFe and Its 4 Core Values

Batch size is the size, measured in work product, of one completed unit of work. Cycle time is the amount of time it takes to complete one batch of work. What we focus on with lean development is reducing batch sizes, thereby reducing cycle times, thus increasing potential learning points over time1. The bigger a batch of work, the slower it flows through the system. We also have greater variability in the system because one big batch item may take 5 days to flow through the system whilst another big batch item may take 25 days to flow through the system. So that variability will impact the rate at which we can deliver value to customers2. Therefore, large batch sizes increase variability and reduce flow, which is contrary to the principles of lean development. References: Principle #6 – Visualize and limit WIP, reduce batch sizes, and manage queue lengths, Principle #6 - Make Value Flow Without Interruptions, What is the good batch size for large datasets?, Understanding Lean product development: Batch Size, Work in Process (WIP), Risk for Small Teams, SAFe Principle 6: Visualise and limit WIP, reduce batch sizes, and manage queued lengths

Customer Centricity is a mindset that focuses on creating positive experiences for the customer through the full set of products and services that the enterprise offers. Customer-centric organizations deliver whole-product solutions designed with a deep understanding of customer needs. This results in greater profits, increased employee engagement, and more satisfied customers in the private sector. Nonprofits and the public sector (governments) can achieve the resiliency, sustainability, and alignment needed to fulfill their mission1. The purpose of Customer Centricity is to understand the customer’s needs and deliver solutions that meet or exceed them. References: 1: Customer Centricity - Scaled Agile Framework

During the draft plan review, teams present their preliminary plans for the upcoming PI, including their iteration goals, capacity and load, and risks and impediments1. Iteration goals are a set of SMART objectives that provide a clear vision and alignment for each iteration2. They also help teams communicate their progress and dependencies to other teams and stakeholders during the PI planning event3. References: PI Planning, Iteration Goals, Presenting PI Planning Draft and Final Plan Reviews

An effective Scrum Master is a servant leader who helps the team self-organize, collaborate, and deliver value. They also exhibit Lean-Agile Leadership by embracing the SAFe Core Values, Principles, and Practices, and by coaching the team and stakeholders on how to apply them. Additionally, an effective Scrum Master facilitates the team’s progress toward the Iteration goals by removing impediments, ensuring alignment with the Product Owner and other teams, and fostering continuous improvement. References: Scrum Master - Scaled Agile Framework, SAFe for Teams Student Workbook: materials and exercises from Lesson 2, Exam Study Guide: SP (6.0) - SAFe® Practitioner

According to the SAFe framework, an Agile Team is a cross-functional group of typically ten or fewer individuals with all the skills necessary to define, build, test, and deliver value to their customer. Agile Teams are self-organizing and self-managing and are accountable for delivering results that meet the needs and expectations of their customers and stakeholders. Agile Teams collaborate with other teams to deliver ART solutions. They contribute to the Vision and Roadmap, and participate in ART events. Agile Teams are not stand-alone units, nor are they large or phase-gated. They are agile, lean, and customer-centric1. References: Agile Teams - Scaled Agile Framework

Pursuing perfection is one of the five principles of Lean Thinking1. It means that the organization is continuously looking for ways to improve its products and processes, by identifying and eliminating waste, increasing quality, and delivering value faster. Pursuing perfection involves the activities from recognizing an opportunity through release and validation, as well as learning from feedback and applying the lessons learned to future work2. References: 1: Lean Thinking: Overview, Principles, Benefits, & Applications Explained2: [Pursue Perfection – Lean Practice | Planview LeanKit]