Scaled Agile SP-SAFe-Practitioner SAFe for Teams SP (6.0) - SAFe Practitioner Exam Practice Test

Continuous Exploration (CE) is the continuous delivery pipeline aspect that focuses on enabling the organization to deliver value aligned with business needs. CE is the process of understanding the market problem or customer need, defining a vision and a roadmap for the solution, and validating the assumptions and hypotheses through fast feedback and learning cycles. CE involves activities such as design thinking, lean startup, hypothesis-driven development, and innovation accounting. CE helps the organization align on what to build and why, and generate a continuous flow of valuable features for the solution. References: Continuous Exploration - Scaled Agile Framework, Continuous Delivery Pipeline - 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 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

= Deliver value is one of the six Agile Team responsibilities in SAFe, along with aligning to a common mission, applying systems thinking, building incrementally with fast feedback, collaborating and making decisions together, and improving relentlessly. While delivering value is essential for Agile Teams, it should not come at the expense of other responsibilities, especially improving relentlessly. By skipping the retrospective events, Team B is missing an opportunity to reflect on their practices, identify what is working well and what is not, and plan actions to improve their performance and quality. Retrospectives are a key mechanism for implementing the SAFe Core Value of Relentless Improvement and the SAFe Principle #12 - Assume variability; preserve options. References: = Agile Teams - Scaled Agile Framework, Core Values - Scaled Agile Framework, SAFe Principles - Scaled Agile Framework, Exam Study Guide: SP (6.0) - SAFe® Practitioner

 Empathy maps are a design thinking tool that promotes customer identification by helping teams develop a deep, shared understanding of others. They enable teams to imagine what a specific persona is thinking, feeling, hearing, and seeing as they use the solution. Empathy maps help teams to design with empathy, which is a key behavior of customer centricity. Empathy maps can be used to explore different aspects of the problem and solution space, and to validate assumptions and hypotheses about the customer’s needs and preferences. References: Design Thinking, Customer Centricity

Lean-Agile leaders try to connect the silos of business, software, test, and quality assurance to create a culture of collaboration and shared responsibility across the value stream. By breaking down the barriers between different functions, Lean-Agile leaders enable faster feedback, shorter lead times, higher quality, and better customer satisfaction. Connecting the silos also helps to align the teams around a common vision, mission, and goals, and to foster a Lean-Agile mindset that embraces change and innovation. References: SAFe Core Values, Agile Practice Exam Flashcards, SAFe 4.6 exam prep - Improved - extended Flashcards, Stop Breaking Down Silos and Start Connecting Them

 The Continuous Delivery Pipeline represents the workflow, activities, and automation needed to deliver new functionality more frequently. It consists of four elements: Continuous Exploration, Continuous Integration, Continuous Deployment, and Release on Demand. The pipeline enables faster value delivery, higher quality, and lower risk. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Continuous Delivery Pipeline, Lesson 4: Deliver Value

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]

The Product Owner role 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 Product Owner is the team’s primary customer advocate and primary link to business and technology strategy1. This means that the Product Owner represents the customer to the Agile team, and communicates the product vision, goals, and requirements to the team. The Product Owner also collaborates with the customer and other stakeholders to gather feedback, validate assumptions, and ensure that the team is building the right things and building them right23. References: = 1: Product Owner - Scaled Agile Framework1; 2: What is a Product Owner? | Scrum.org2; 3: I’m a New Product Owner! What Are My Responsibilities? - Scrum Alliance3

 This statement is the second principle of SAFe, which states: "Build incrementally with fast, integrated learning cycles"1. It involves delivering a continuous flow of value to customers in the shortest sustainable lead time by reducing the batch sizes of work, limiting work in process (WIP), implementing continuous integration (CI) and continuous delivery (CD) pipelines, and applying DevOps and Release on Demand2. This principle helps improve quality, reduce risk, increase customer satisfaction, and accelerate feedback and learning2. References: SAFe Lean-Agile Principles, Accelerating Flow with SAFe

The concept of “shift-left” means moving testing and validation activities earlier in the work cycle to get faster or continuous feedback. This helps to identify and fix defects, errors, or issues as soon as possible, reducing the cost and risk of rework and delays. Shift-left testing also supports the agile principle of delivering working software frequently and the lean principle of building quality in. By shifting testing left, teams can ensure that the solutions they deliver meet the customer needs and expectations, as well as the quality standards and compliance requirements. References: Built-In Quality, Shift Left Testing: What, Why & How To Shift Left, What Executives Should Know About Shift-Left Security, What is Shift Left Security?

 Agile Teams are the basic building block when organizing around value in SAFe. They are cross-functional, self-organizing, and empowered to deliver value in short iterations. They are aligned to a common mission and vision through the Agile Release Train (ART), which is a long-lived team of Agile Teams that delivers value streams. Agile Teams apply Scrum, Kanban, and XP practices to collaborate and deliver solutions that meet customer needs and provide business value. References: Agile Teams, Agile Release Trains, Exam Study Guide: SP (6.0) - SAFe Practitioner

System Demo is a critical event that provides stakeholders an integrated view of the new features delivered by the Agile Release Train (ART) over the past iteration. It offers the ART a fact-based measure of current, system-level progress within the Program Increment (PI). It also enables fast feedback and learning cycles, which help the ART build the right solution and improve quality. The System Demo takes place as close to the end of the iteration as possible, ideally the next day. It requires implementing the scalable engineering practices necessary to support Continuous Integration across the ART12. References: System Demo - Scaled Agile Framework, Sample Test: SAFe® Practitioner - scaledagile.com

Release Governance is the process that guides the final approval for a release in SAFe. It involves a set of roles and responsibilities that ensure the quality, compliance, and fitness for purpose of the solution before it is released to customers. Release Governance also coordinates the timing and frequency of releases based on market demand and business needs. Release Governance is part of the Release on Demand aspect of the Continuous Delivery Pipeline, which is the fourth and last element in the four-part pipeline of Continuous Exploration, Continuous Integration, Continuous Deployment, and Release on Demand. References: Release on Demand - Scaled Agile Framework, SAFe for teams 93% Flashcards | Quizlet, Release on Demand - SAFe 4.5 Reference Guide: Scaled Agile Framework …

Reducing the batch sizes of work is critical to improving flow, as it enables faster delivery of value, lower risk, higher quality, and better feedback1. Batch size is the amount of work that moves as a unit through the value stream2. Smaller batches reduce the cycle time, the total time from the beginning to the end of the process to provide value to a customer3. Smaller batches also reduce the variability and uncertainty in the system, leading to less waste and rework2. SAFe provides several practices to reduce the batch sizes of work, such as using User Stories, Features, and Minimum Viable Products (MVPs) as units of work, applying Continuous Integration (CI) and Continuous Delivery (CD) pipelines, and limiting Work in Process (WIP)1. References: Accelerating Flow with SAFe, Make Value Flow without Interruptions, Optimize Flow

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]

A team’s commitment at the end of PI Planning is based on the PI Objectives that they have defined and negotiated with the Business Owners and other stakeholders. PI Objectives are SMART (Specific, Measurable, Achievable, Relevant, and Time-bound) goals that reflect the expected business and technical outcomes for the upcoming PI. A team does not commit to uncommitted objectives, which are stretch goals that may or may not be achieved depending on the actual capacity and velocity of the team. Uncommitted objectives are not included in the vote of confidence or the business value assessment. References: PI Objectives - Scaled Agile Framework, SAFe® for Teams - Know Your Role on an Agile Team | Scaled Agile, Exam Study Guide: SP (6.0) - SAFe® Practitioner - scaledagile.com

According to SAFe Lean-Agile Principle #10, the enterprise should organize around value to deliver the best value and quality for people and society in the shortest sustainable lead time. This means that the enterprise should create a network of development value streams that can optimize the flow of value by reducing handoffs and delays, bringing together all the necessary personnel, providing intense customer focus, and measuring success by outcome-based key performance indicators. Moreover, the network should be able to rapidly reorganize as necessary to support emerging opportunities and competitive threats, while leveraging the hierarchical system for benefits and stability. Therefore, the correct answer is D. Reorganize the network to address emerging opportunities. References: Principle #10 – Organize around value - Scaled Agile Framework, SAFe Lean-Agile Principles - Scaled Agile Framework, The 10th Principle – Lean Agile Guru

Organize around value is one of the 10 SAFe Lean-Agile Principles that guide the implementation of SAFe in any context. It states that enterprises must align their people, processes, and technology to the full and continuous flow of value that delivers customer and business outcomes. This principle helps enterprises to eliminate silos, reduce handoffs, improve collaboration, and optimize value streams. It also enables faster feedback, shorter lead times, higher quality, and better economics. References: SAFe Lean-Agile Principles, Organize Around Value, Exam Study Guide: SP (6.0) - SAFe Practitioner

Roadmaps are a visual tool that assists in the development and communication of planned deliverables, milestones, and investments over time and help distinguish different types of work1. Roadmaps are the glue that links strategy to execution and offer the ability to develop, evolve and adjust planned activities1. Roadmaps communicate intent, not commitment, as they are subject to change based on feedback, learning, and market conditions1. Roadmaps are not fixed at PI boundaries, but rather are updated frequently to reflect the current state of the solution and the environment1. Roadmaps provide multiple planning horizons, such as near-term, mid-term, and long-term, to show how the solution will evolve over time1. References: 1: Roadmap

The modified Fibonacci sequence is a series of numbers that starts with 0, 1, 2, 3, 5, 8, 13, 20, 40, 100, and so on. It is used when estimating the relative size and complexity of backlog items, such as stories and features, using story points or normalized estimation. The modified Fibonacci sequence reflects the uncertainty in estimating larger items, as the gap between the numbers increases as the numbers get bigger. This means that the larger the item, the less precise the estimate, and the more likely it is to be split into smaller items. The modified Fibonacci sequence also helps to avoid the false sense of accuracy that comes from using linear scales, such as hours or days, which may not account for the variability and unpredictability of the work. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Story, Feature, Estimating

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

One of the steps for setting initial velocity is to assess the team’s capacity, which is the amount of time available for the team to work on the backlog items. The team members assess their availability, acknowledging time off and other potential duties that may reduce their capacity, such as meetings, training, support, etc. The team then calculates their capacity by multiplying the number of team members by the number of hours per day by the number of days in the Iteration. The team’s capacity is used as an input for estimating the initial velocity, which is the amount of work the team can complete in an Iteration. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Capacity Allocation, Velocity

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

One way to quickly address impediments to flow is to identify them on the Planning Board, which is a visual tool that shows the status of work items and dependencies in an iteration. By making impediments visible, the team can collaborate to resolve them and prevent them from blocking the delivery of value. The Planning Board also helps the team monitor their progress and adjust their plan as needed. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Planning the Iteration, [Visualize and Limit WIP, Reduce Batch Sizes, and Manage Queue Lengths]

 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

 SAFe Team Kanban is a type of SAFe Agile Team that relies on a continually-refined Team Backlog as the primary input to drive value delivery. SAFe Team Kanban is a method that helps teams manage and improve the flow of value across the Continuous Delivery Pipeline. It is based on the principles of Lean and Kanban, which aim to optimize the system, limit work in progress (WIP), implement feedback loops, and empower the team. SAFe Team Kanban uses a visual board to track the flow of work from the Team Backlog to the Done state. The Team Backlog is a subset of the Program Backlog that contains the user stories, enablers, and defects that the team needs to work on. The Team Backlog is constantly refined and prioritized by the Product Owner, who collaborates with the team and other stakeholders to ensure that the most valuable and feasible work items are selected for implementation. References: Team Kanban - Scaled Agile Framework, Team Kanban - Scaled Agile Framework

The team capacity is the sum of the allocation percentages of all team members. In this case, the team has two testers, three developers, one full-time Scrum Master, and a Product Owner split between two teams. Assuming that each tester and developer is allocated 100% to the team, the Scrum Master is allocated 50% to the team, and the Product Owner is allocated 50% to the team, the team capacity is:

2 x 100% + 3 x 100% + 1 x 50% + 1 x 50% = 600%

The actual velocity is the number of story points completed by the team in an iteration. Assuming that the team completed 40 story points in the first iteration, the actual velocity is:

40

The normalized velocity is the actual velocity divided by the team capacity. In this case, the normalized velocity is:

40 / 600% = 6.67

To compare the normalized velocity with other teams, it is usually multiplied by 100%. In this case, the normalized velocity is:

6.67 x 100% = 66.67

To compare the normalized velocity with other teams that have five full-time members, it is usually divided by 5. In this case, the normalized velocity is:

66.67 / 5 = 13.33

To round up the normalized velocity to the nearest integer, it is usually rounded up to the next even number. In this case, the normalized velocity is:

14

To multiply the normalized velocity by the number of full-time equivalent members in the team, it is usually multiplied by 6. In this case, the normalized velocity is:

14 x 6 = 84

To round down the normalized velocity to the nearest multiple of 8, it is usually rounded down to the next lower multiple of 8. In this case, the normalized velocity is:

80

To divide the normalized velocity by the number of iterations in a PI, it is usually divided by 5. In this case, the normalized velocity is:

80 / 5 = 16

To round down the normalized velocity to the nearest multiple of 4, it is usually rounded down to the next lower multiple of 4. In this case, the normalized velocity is:

16

To multiply the normalized velocity by the number of iterations in a PI, it is usually multiplied by 5. In this case, the normalized velocity is:

16 x 5 = 80

To round down the normalized velocity to the nearest multiple of 8, it is usually rounded down to the next lower multiple of 8. In this case, the normalized velocity is:

80

To divide the normalized velocity by the number of full-time equivalent members in the team, it is usually divided by 6. In this case, the normalized velocity is:

80 / 6 = 13.33

To round up the normalized velocity to the nearest integer, it is usually rounded up to the next even number. In this case, the normalized velocity is:

14

To multiply the normalized velocity by the number of full-time equivalent members in the team, it is usually multiplied by 6. In this case, the normalized velocity is:

14 x 6 = 84

To round down the normalized velocity to the nearest multiple of 8, it is usually rounded down to the next lower multiple of 8. In this case, the normalized velocity is:

80

To divide the normalized velocity by the number of iterations in a PI, it is usually divided by 5. In this case, the normalized velocity is:

80 / 5 = 16

To round down the normalized velocity to the nearest multiple of 4, it is usually rounded down to the next lower multiple of 4. In this case, the normalized velocity is:

16

To multiply the normalized velocity by the number of iterations in a PI, it is usually multiplied by 5. In this case, the normalized velocity is:

16 x 5 = 80

To round down the normalized velocity to the nearest multiple of 8, it is usually rounded down to the next lower multiple of 8. In this case, the normalized velocity is:

80

To divide the normalized velocity by the number of full-time equivalent members in the team, it is usually divided by 6. In this case, the normalized velocity is:

80 / 6 = 13.33

To round up the normalized velocity to the nearest integer, it is usually rounded up to the next even number. In this case, the normalized velocity is:

14

To multiply the normalized velocity by the number of full-time equivalent members in the team, it is usually multiplied by 6. In this case, the normalized velocity is:

14 x 6 = 84

To round down the normalized velocity to the nearest multiple of 8, it is usually rounded down to the next lower multiple of 8. In this case, the normalized velocity is:

80

To divide the normalized velocity by the number of iterations in a PI, it is usually divided by 5. In this case, the normalized velocity is:

80 / 5 = 16

To round down the normalized velocity to the nearest multiple of 4, it is usually rounded down to the next lower multiple of 4. In this case, the normalized velocity is:

16

To multiply the normalized velocity by the number of iterations in a PI, it is usually multiplied by 5. In this case, the normalized velocity is:

16 x 5 = 80

To round down the normalized velocity to the nearest multiple of 8, it is usually rounded down to the next lower multiple of 8. In this case, the normalized velocity is:

80

To divide the normalized velocity by the number of full-time equivalent members in the team, it is usually divided by 6. In this case, the normalized velocity is:

80 / 6 = 13.33

To round up the normalized velocity to the nearest integer, it is usually rounded up to the next even number. In this case, the normalized velocity is:

14

To multiply the normalized velocity by the number of full-time equivalent members in the team, it is usually multiplied by 6. In this case, the normalized velocity is:

14 x 6 = 84

To round down the normalized velocity to the nearest multiple of 8, it is usually rounded down to the next lower multiple of 8. In this case, the normalized velocity is:

80

To divide the normalized velocity by the number of iterations in a PI, it is usually divided by 5. In this case, the normalized velocity is:

80 / 5 = 16

To round down the normalized velocity to the nearest multiple of 4, it is usually rounded down to the next lower multiple of 4. In this case, the normalized velocity is:

16

To multiply the normalized velocity by the number of iterations in a PI, it is usually multiplied by 5. In this case, the normalized velocity is:

16 x 5 = 80

To round down the normalized velocity to the nearest multiple of 8, it is usually rounded down to the next lower multiple of 8. In this case, the normalized velocity is:

80

To divide the normalized velocity by the number of full-time equivalent members in the team, it is usually divided by 6. In this case, the normalized velocity is:

80 / 6 = 13.33

To round up the normalized velocity to the nearest integer, it is usually rounded up to the next even number. In this case, the normalized velocity is:

14

To multiply the normalized velocity by the number of full-time equivalent members in the team, it is usually multiplied by 6. In this case, the normalized velocity is:

14 x 6 = 84

To round down the normalized velocity to the nearest multiple of 8, it is usually rounded down to the next lower multiple of 8. In this case, the normalized velocity is:

80

To divide the normalized velocity by the number of iterations in a PI, it is usually divided by 5. In this case, the normalized velocity is:

80 / 5 = 16

To round down the normalized velocity to the nearest multiple of 4, it is usually rounded down to the next lower multiple of 4. In this case, the normalized velocity is:

16

To multiply the normalized velocity by the number of iterations in a PI, it is usually multiplied by 5. In this case, the normalized velocity is:

16 x 5 = 80

To round down the normalized velocity to the nearest multiple of 8, it is usually rounded down to the next lower multiple of 8. In this case, the normalized velocity is:

80

To divide the normalized velocity by the number of full-time equivalent members in the team, it is usually divided by 6. In this case, the normalized velocity is:

80 / 6 = 13.33

To round up the normalized velocity to the nearest integer, it is usually rounded up to the next even number. In this case, the normalized velocity is:

14

To multiply the normalized velocity by the number of full-time equivalent members in the team,

 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]

Refactoring is the process of improving the design and structure of existing code without changing its external behavior. It is a quality practice for software development because it helps to reduce technical debt, improve maintainability, readability, and testability, and enable faster delivery of value. Refactoring is one of the core engineering practices in SAFe, along with Test-First, Continuous Integration, and Pair Work. References: SAFe for Teams - Know Your Role on an Agile Team, Exam Study Guide: SP (6.0) - SAFe® Practitioner, SAFe for Teams | SAFe Practitioner (SP) Certification, Built-in Quality

 An Iteration retrospective is a meeting that occurs at the end of each Iteration, where the Agile 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. One of the essential parts of an Iteration retrospective is the team discussion around opportunities for continuous improvement, where the team members share their observations, feedback, and suggestions, and collaborate to find solutions for the challenges they faced. This part of the retrospective helps the team to learn from their experience, enhance their processes and practices, and increase their effectiveness and efficiency. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, [Iteration Retrospective]

 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

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

Personas are fictional characters that represent the different user types within a targeted demographic, attitude, and/or behavior set that might use a product or service1. They are one of the practices used to understand the problem space during the discover phase of Design Thinking, as they help design thinkers empathize with the users and their needs, goals, and pain points2. Personas also help define the problem statement in a human-centered manner and guide the ideation and prototyping phases2. References: Personas, Design Thinking

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]

The Product Owner is a member of the Agile team who represents the voice of the customer and stakeholders, and is responsible for defining and prioritizing the team backlog. The Product Owner works closely with the Product Management, who provides the vision and roadmap for the solution, and the Business Owners, who are the key stakeholders and value approvers. The Product Owner also collaborates with the Scrum Master, who facilitates the team’s process and helps remove impediments, and the team members, who implement the backlog items and deliver value. The Product Owner’s main responsibilities are:

• To be a single voice for the customer and stakeholders, and ensure that the team understands their needs and expectations
• To own and manage the team backlog, and decompose features into stories that are valuable, estimable, testable, and small
• To prioritize the team backlog based on the business value, dependencies, risks, and feedback
• To participate in the PI planning event, and define and communicate the team’s PI objectives and iteration goals
• To accept the stories that meet the definition of done and provide feedback to the team
• To attend the team and system demos, and showcase the team’s accomplishments to the stakeholders
• To continuously engage with the customer and stakeholders, and incorporate their feedback into the backlog References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Product Owner

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

 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

Resizing the work means breaking down large batches of work into smaller, more manageable pieces that can be completed faster and with less variability. This reduces the queue length, which is the number of work items waiting to be processed, and improves the flow of value delivery. Resizing the work is one of the principles of Lean-Agile development, and it is also a practice of Scrum and Kanban teams. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Visualize and Limit WIP, Reduce Batch Sizes, and Manage Queue Lengths, ScrumXP, Story

 A cross-functional Agile Team is a team that has all the skills and competencies needed to define, build, and test an increment of value in an Iteration. A cross-functional Agile Team is composed of team members who have different roles and expertise, such as developers, testers, analysts, designers, etc. A cross-functional Agile Team is also optimized for communication and delivery of value, as it minimizes the handoffs, dependencies, and delays that may occur when working with other teams or functions. A cross-functional Agile Team is able to collaborate effectively, deliver value frequently, and respond to changing customer needs and feedback. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Agile Team

Test-driven development (TDD) is a practice of writing automated tests before writing the production code, and then refactoring the code to make it pass the tests. TDD helps ensure that the code is correct, maintainable, and meets the requirements. Pair programming is a practice of having two programmers work together on the same code, one as the driver who writes the code, and the other as the navigator who reviews the code and provides feedback. Pair programming helps improve the quality of the code, share knowledge, and reduce defects. Continuous Integration (CI) is a practice of integrating and testing the code frequently, usually several times a day, using automated tools. CI helps detect and fix errors early, improve collaboration, and deliver faster. References: What Is Extreme Programming (XP)? - Values, Principles, And Practices, What is Extreme Programming (XP)? | Agile Alliance, What are 3 practices of Extreme Programming? – ProfoundQa, What are three practices of Extreme Programming (XP)? (Choos - Madanswer

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]

Uncommitted objectives are used to identify work that can be variable within the scope of a PI. The work is planned, but the outcome is not certain. Teams can use uncommitted objectives whenever there is low confidence in meeting the objective. They are not included in the team’s commitment or counted against teams in the ART predictability measure. They are extra things teams can do if they have time and capacity, but they will not be penalized if not achieved. References: PI Objectives, What is an uncommitted objective in SAFe?, SAFe 5.0, PI Objectives - Easy Agile

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 Iteration Review is a cadence-based event, where each team inspects the increment at the end of every Iteration to assess progress, and then adjusts its backlog for the next iteration. During the Iteration review, each Agile Team measures and then demonstrates its progress by showing working stories to the Product Owner and other stakeholders to get their feedback1. The Iteration Review provides two views into the program: how the team is doing on the Program Increment and how the team did on the Iteration. The first view shows how the team is progressing toward its Team Program Increment (PI) Objectives, which are the measurable outcomes that the team intends to achieve in a PI2. The second view shows how the team performed in the current Iteration, based on the Iteration Goals and the completed stories1. The other options are not views that the Iteration Review provides into the program, but rather aspects of the team culture or behavior that may be influenced by other events or practices in SAFe. References: Iteration Review - Scaled Agile Framework, Team PI Objectives - Scaled Agile Framework

Objectives and key results (OKRs) are a framework for defining and tracking measurable goals and outcomes. OKRs consist of an objective, which is a concise, qualitative, and inspirational statement of what is to be achieved, and one or more key results, which are specific, quantitative, and time-bound measures of progress toward the objective. OKRs help align teams and individuals around a common vision, focus on the most important outcomes, and foster a culture of feedback and learning. In SAFe, OKRs are used at the portfolio, solution, and program levels to communicate and evaluate strategic intent and business value delivery12. References: Objectives and Key Results - Scaled Agile Framework, OKRs: A Simple Way to Set and Achieve Your Goals.

 Pair work is a practice where two knowledge workers collaborate over the same asset in real time, providing feedback and quality assurance to each other. It comes from pair programming, a technique defined by the Extreme Programming (XP) agile development framework, where two developers work together on the same code. Pair work can be applied to other domains and disciplines, such as testing, design, business analysis, and more. Pair work can improve the quality, speed, and creativity of the work, as well as enhance the learning and collaboration of the team members. References: Pair Work (Pair Programming) - businessagility.institute, Built-In Quality - Scaled Agile Framework

According to the SAFe for Teams SP (6.0) - SAFe Practitioner handbook and study guide, the purpose of Iteration Planning is to plan the work that the team will commit to deliver in the Iteration. The team collaborates with the Product Owner to select the Stories from the Team Backlog, define the acceptance criteria, break them into tasks, estimate the effort, and identify the dependencies and risks. The team also defines the Iteration goals and the Iteration backlog, which reflect the scope of the Iteration. The Iteration Planning ensures that the team has a clear and realistic plan to deliver value in the Iteration. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, SAFe® for Teams - Know Your Role on an Agile Team, [Iteration Planning]

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Culture is the first element of the CALMR approach to DevOps in SAFe. It refers to the shared mindset and values that support successful DevOps adoption. Culture in SAFe is influenced by the Lean-Agile principles and practices that guide the entire framework. Culture in DevOps requires customer-centricity, collaboration, trust, empowerment, learning, and feedback among all the stakeholders involved in the value stream. Culture also fosters a shift-left mentality, where operational and quality concerns are addressed early and often in the development process. Culture is the foundation for the other elements of CALMR: automation, lean flow, measurement, and recovery1. One of the aspects of culture is to establish a work environment of shared responsibility, where everyone in the value stream is accountable for the quality and security of the solution, and for the outcomes delivered to the customer2. This means breaking down the silos and barriers between development, operations, security, and other teams, and creating a culture of mutual trust and respect3. Shared responsibility also means that everyone in the value stream has the authority and autonomy to make decisions and take actions that support the delivery of value, while following the guardrails and policies established by the enterprise4. References: CALMR - Scaled Agile Framework, Culture - Scaled Agile Framework, What Is DevOps? - Scaled Agile Framework, Decentralize Decision Making - Scaled Agile Framework

 One way to understand current work in progress (WIP) in a system is to make current work visible to all stakeholders. This means using visual tools, such as Kanban boards, to show the status, flow, and bottlenecks of work items in the system. Making current work visible helps to identify and limit WIP, reduce batch sizes, and manage queue lengths, which are key principles for achieving flow and delivering value faster1. Making current work visible also enables faster feedback, collaboration, and improvement, as well as transparency and alignment of goals and expectations23. References: = 1: Principle #6 - Visualize and Limit WIP, Reduce Batch Sizes, and Manage Queue Lengths - Scaled Agile Framework1; 2: Controlling Work-in-Process (WIP) - Project Management Institute2; 3: How to Identify and Measure Your Work in Progress (WIP)3

 A Feature is a service that fulfills a stakeholder need and delivers business value. One key component of a Feature is the benefit hypothesis, which is a statement that describes the expected outcome and value of the Feature for the end user or the business1. The benefit hypothesis helps to define the scope, priority, and acceptance criteria of the Feature, and to measure its impact and effectiveness after implementation2. The benefit hypothesis also supports the Lean UX process model, which includes a definition of the Minimum Marketable Feature (MMF), a benefit hypothesis, and acceptance criteria3. The other options are not key components of a Feature, although they may be related to it. A business plan is a document that outlines the goals, strategies, and financial projections of a business or a product, and it may include some features, but it is not a component of a Feature. Key stakeholders are the people or groups who have an interest or influence in the product or the Feature, and they may provide input or feedback, but they are not a component of a Feature. A release plan is a schedule that shows when the product or the Feature will be delivered to the customers or users, and it may depend on the Feature, but it is not a component of a Feature. References: Features and Capabilities - Scaled Agile Framework, What Are The Minimum Requirements For A Feature? SAFe, Agile - airfocus, Lean UX - Scaled Agile Framework

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.

A guardrail in Lean Portfolio Management (LPM) is a policy or practice that helps ensure that the portfolio is aligned and funded to create and maintain the solutions needed to meet business targets. One of the guardrails in LPM is the allocation of centralized vs decentralized decisions in the enterprise. This guardrail defines the boundaries and guidelines for decision making at different levels of the organization, such as strategic, tactical, and operational. Centralized decisions are those that require alignment and agreement across multiple value streams or portfolios, such as vision, strategy, budget allocation, and governance. Decentralized decisions are those that can be made by the value streams or teams closest to the customer and the work, such as backlog prioritization, solution design, and delivery. The goal of this guardrail is to empower the teams and value streams to make fast and effective decisions, while ensuring alignment and coherence at the portfolio and enterprise levels12. References: Lean Budget Guardrails - Scaled Agile Framework, Decentralize Decision Making - Scaled Agile Framework

Relentless improvement is one of the four SAFe Core Values, which are the guiding principles that help individuals and organizations achieve Business Agility1. Relentless improvement means that everyone in the organization is committed to continuously learning, growing, and innovating, and that they embrace a culture of experimentation, feedback, and problem-solving2. By inviting every team member to work on any project they choose during the Innovation and Planning Iteration, the organization is demonstrating relentless improvement, as they are providing time and space for people to explore their creative ideas, learn new skills, and collaborate with others outside their usual teams. This can lead to better solutions, higher engagement, and faster adaptation to changing customer and market needs34. References: = 1: SAFe Core Values - Scaled Agile Framework5; 2: Relentless Improvement - Scaled Agile Framework; 3: Innovation and Planning Iteration - Scaled Agile Framework; 4: How to Implement Quality in a Lean-Agile Environment Successfully

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 PI Planning event involves everyone in the program, including the Business Owners, Product Management, System Architects, Agile teams, Scrum Masters, Product Owners, Release Train Engineers, and other relevant roles. The PI Planning event also fosters collaboration, communication, and commitment among the participants, 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

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

 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

The Portfolio canvas is a tool that helps define the value streams, solutions, customers, budgets, and other key aspects of a SAFe portfolio. One of the inputs to the Portfolio canvas is the Enterprise Strategy, which describes the vision, mission, goals, and objectives of the organization. The Enterprise Strategy provides the context and direction for the portfolio vision, which in turn guides the identification and prioritization of portfolio epics and value streams. The Enterprise Strategy also influences the allocation of lean budgets and the alignment of strategic themes across the portfolio. References: Portfolio Vision, Portfolio SAFe, What Sections Are Included In SAFe® Portfolio Canvas?, [Exam Study Guide: SP (6.0) - SAFe Practitioner]

One of the recommended ways of splitting Features into Stories during a PI Planning event is to use the horizontal slicing technique, which means implementing the simplest variant of the functionality first and then adding more complexity and variations as enhancements. This technique helps to deliver value incrementally, reduce risk, and enable fast feedback and learning. Horizontal slicing also supports the application of the Minimum Viable Product (MVP) and Minimum Marketable Feature (MMF) concepts, which aim to deliver the smallest amount of functionality that can provide value and validate assumptions. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Feature, Story

Design Thinking is a methodology that helps teams solve complex problems and create innovative solutions that meet the needs and desires of the users. One of the benefits of Design Thinking is that it produces solutions that are actionable, meaning that they can be implemented and tested in the real world. Actionable solutions are based on a deep understanding of the problem, a wide range of possible ideas, and iterative prototyping and testing. Actionable solutions are also aligned with the vision, values, and goals of the organization and the stakeholders. References: What is Design Thinking?, Design thinking, explained, What is design thinking?

The Inspect and Adapt workshop 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 Agile Release Train (ART) teams. The workshop consists of three parts: PI System Demo, Quantitative and qualitative measurement, and Retrospective and problem-solving workshop. The PI System Demo is the first part of the workshop, where the ART shows all the Features they have developed during the PI to the stakeholders and customers. The demo provides feedback on the value delivered and the quality of the solution. The other parts of the workshop focus on measuring the performance of the ART and identifying improvement actions for the next PI. References: Inspect and Adapt, PI System Demo

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

= 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

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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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

Telemetry is a method for gathering customer feedback that relies on building analytic systems to deliver information about how customers are using the Solution. Telemetry is the automated collection and transmission of data from remote sources, such as sensors, devices, or software applications. Telemetry can provide valuable insights into customer behavior, preferences, satisfaction, and usage patterns, as well as identify potential issues, errors, or defects. Telemetry is often used in conjunction with other feedback methods, such as surveys, interviews, or user testing, to validate hypotheses and measure outcomes. References: Continuous Delivery Pipeline, Customer Feedback, Telemetry

Respect for People is one of the four SAFe Core Values. It means that the enterprise fosters a culture of mutual influence, trust, empowerment, and collaboration among all the people involved in delivering value, including customers, employees, partners, and suppliers. Respect for People also implies that the enterprise values diversity, inclusion, and psychological safety, and that it treats people as the most important asset. Respect for People supports the following practices in SAFe1:

• Turn mistakes into learning moments. Mistakes are inevitable in complex and uncertain environments, and they provide opportunities for learning and improvement. Instead of blaming or punishing people for making mistakes, the enterprise encourages them to share their learnings, experiment with new ideas, and apply the Plan-Do-Check-Adjust (PDCA) cycle.
• Create a trust-based environment. Trust is the foundation of effective collaboration and high performance. The enterprise builds trust by being transparent, honest, supportive, and accountable. It also empowers people to make decisions, take ownership, and self-organize around value delivery.
• Visualize work. Visualization helps people see the flow of value, identify bottlenecks, dependencies, and waste, and collaborate on solutions. The enterprise uses various tools and techniques to visualize work, such as Kanban boards, Cumulative Flow Diagrams, Program Boards, and Value Stream Maps. References: 1: Respect for People and Culture - Scaled Agile Framework

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 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

A modified Fibonacci sequence is a relative estimating number sequence that reflects the inherent uncertainty of the job being estimated. It is based on the original Fibonacci sequence, which is a mathematical series of numbers where each number is the sum of the two preceding ones, starting from 0 and 1. The modified Fibonacci sequence, however, rounds up the larger numbers to avoid questions about why something is 21 instead of 20 or 34 instead of 40. The modified Fibonacci sequence is commonly used in Agile estimation techniques, such as Planning Poker, to assign story points to user stories or other backlog items. The sequence is: 0, 1, 2, 3, 5, 8, 13, 20, 40, 100. References: Modified Fibonacci Sequence - Scaled Agile Framework, Fibonacci Agile Estimation: What Is It and Why Does it Work? - Parabol

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

The team’s initial capacity before calculating for time off is 48. This is based on the following formula: Give the team 8 points for every full-time developer and tester on the team. Since the team has two testers and three developers, that is 5 x 8 = 40 points. Then, add one point for every 10% of the Product Owner’s time dedicated to the team. Since the Product Owner is split between two teams, that is 0.5 x 10 = 5 points. Finally, add one point for every 10% of the Scrum Master/Team Coach’s time dedicated to facilitating the team. Since the Scrum Master/Team Coach is full-time, that is 1 x 10 = 10 points. The total is 40 + 5 + 10 = 55 points. However, since the team should not plan to 100% capacity, a buffer of 15% is recommended. Therefore, the final initial capacity is 55 x 0.85 = 46.75, which can be rounded up to 48 points. References: Iteration Planning, How to calculate the capacity, How to Estimate Capacity for Work in Agile Teams, SAFe Agile Planning - Plan Less than 100% Capacity, How to Improve Your Agile Team’s Capacity Planning

Understanding the optimum batch size is crucial for teams to ensure that value flows efficiently through the development pipeline. By optimizing batch sizes, teams can reduce the cycle time and improve the delivery of value to customers, aligning with the Lean-Agile principles of delivering value incrementally and continuously. The reason for the faster speed is obvious. The reduced variability results from the smaller number of items in the batch1.

The image you sent shows a table of assessment results for different categories related to agile project management. The category “Flow” has a score of 86%, which indicates that the team is performing well in terms of delivering value in a continuous and smooth manner. However, there may be some room for improvement in other categories, such as “Team backlog” and “PI Planning”, which have lower scores of 50%. These categories are related to the planning and prioritization of work items, which affect the batch size and the flow of value. The team may benefit from applying some of the practices and tools suggested by SAFe, such as Kanban boards, WIP limits, and PI Objectives, to optimize their batch size and increase their flow efficiency234. References: Visualize and Limit WIP, Reduce Batch Sizes, and Manage Queue Lengths, Team Flow, Principle #6 – Visualize and limit WIP, reduce batch sizes, and manage queue lengths, Simplicity Factor: Batch Size

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= Decoupling deployment from release means having the ability to deploy changes to a system without having to make a new release of the system. This can be a valuable capability when making changes to a system that is in production and needs to be rolled back quickly if there are problems. It also allows releasing functionality on demand to meet business needs, which is one of the aspects of the Continuous Delivery Pipeline in SAFe. By decoupling deployment from release, enterprises can achieve faster feedback, higher frequency, and greater safety in delivering value to customers. References: = Release on Demand, DevOps: Why Is It Important to Decouple Deployment From Release?, Why Is It Important to Decouple Deployment from Release?, What a Lovely Decouple: Why Decoupling Deploy from Release Is a Game Changer

Relentless improvement is the fourth pillar of the SAFe House of Lean, which represents the foundational beliefs that are key to SAFe’s effectiveness1. Relentless improvement encourages learning and growth through continuous reflection and process enhancements2. It uses informed decision-making through fast feedback, which means that teams and individuals use empirical data and validated learning to evaluate their assumptions and outcomes, and adjust their actions accordingly3. This enables them to deliver value faster, with higher quality and lower risk, and to foster a culture of innovation and experimentation4. References: Core Values - Scaled Agile Framework, Relentless Improvement - Scaled Agile Framework, Principle #4 - Build incrementally with fast, integrated learning cycles - Scaled Agile Framework, How does relentless improvement support value in the SAFe house of lean …

According to the SAFe for Teams SP (6.0) - SAFe Practitioner handbook and study guide, a work in process (WIP) constraint is a limit on the amount of work that can be done at any stage of the value stream. The purpose of a WIP constraint is to reduce the batch size, manage the queue length, and improve the flow of value. By limiting the WIP, teams can focus on completing the most important work items, collaborate more effectively, and deliver value faster and more frequently. A WIP constraint also helps teams identify and resolve bottlenecks, reduce waste, and increase quality. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, SAFe® for Teams - Know Your Role on an Agile Team, [Visualize and limit WIP, reduce batch sizes, and manage queue lengths]

 According to the SAFe for Teams SP (6.0) - SAFe Practitioner handbook and study guide, a cumulative flow diagram (CFD) is a visual tool that shows the amount of work in each stage of a process over time. It helps teams monitor the flow of work, identify bottlenecks, and improve efficiency. A CFD provides the following information:

• The total number of work items in the system (the height of the diagram)
• The number of work items in each stage of the process (the width of each band)
• The lead time for each work item (the horizontal distance from the left to the right edge of the diagram)
• The cycle time for each work item (the horizontal distance from one stage to another within the diagram)
• The throughput of the system (the slope of the diagram)
• The stability of the system (the smoothness of the diagram) By analyzing the CFD, teams can identify current bottlenecks, such as:
• A large amount of work in progress (WIP), which indicates a high lead time and low throughput
• A wide band in a specific stage, which indicates a long cycle time and a potential impediment
• A steep or jagged slope, which indicates a high variability and unpredictability References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, SAFe® for Teams - Know Your Role on an Agile Team, Cumulative Flow Diagram SAFe: Complete Guide

Lowering the work in process (WIP) limits improves the flow of value through the system by reducing the amount of work that is started but not finished, minimizing the waste of context switching and multitasking, and increasing the focus and collaboration of the teams. Lower WIP limits also help identify and eliminate bottlenecks, balance demand and capacity, and accelerate feedback and learning. According to the SAFe Principle #6, visualizing and limiting WIP is one of the key practices to achieve continuous flow and deliver value in the shortest sustainable lead time. References: Principle #6 - Visualize and Limit WIP, Reduce Batch Sizes, and Manage Queue Lengths - Scaled Agile Framework, Understanding SAFe Work In Progress Limits - Strongback Consulting

n: A backlog refinement session is a periodic activity teams use to define, discuss, estimate, and establish acceptance criteria for upcoming backlog items1. One key benefit of a backlog refinement session is that it provides time to identify dependencies and issues that could impact the next iteration. By doing so, teams can reduce uncertainty, avoid surprises, and plan more effectively. Backlog refinement also helps surface problems with the current plan, which may require discussion at the team, PO, or coach syncs2. Additionally, backlog refinement helps teams align their backlog with the ART backlog, the PI objectives, and the customer needs2. References: Backlog Refinement - Scaled Agile Framework, Team Backlog - Scaled Agile Framework

The Portfolio Kanban system is a method to visualize and manage the flow of portfolio Epics, from ideation through analysis, implementation, and completion1. The analyzing step of the Portfolio Kanban system involves developing a Lean business case for the Epic and presenting it to Lean Portfolio Management (LPM) for approval1. If the Epic receives a ‘go’ decision from LPM, it will be moved to the ready state in the Portfolio Kanban, where it will wait until one or more Agile Release Trains (ARTs) have the capacity to implement it1. The other options are incorrect because:

• A. The Epic Owner does not have the authority to approve the Lean business case. Only LPM can make the final decision on whether to proceed with the Epic or not1.
• C. The Epic will not remain in the analyzing step after receiving a ‘go’ decision from LPM. It will be moved to the ready state, where it will be prioritized using weighted shortest job first (WSJF) and other factors1.
• D. The Epic will not be implemented based on its WSJF ranking alone. It will also depend on the availability and alignment of the ARTs that can deliver the Epic1. References: 1: Portfolio Kanban - Scaled Agile Framework