SAFe Agilist Exam Flashcards - Quizlet

SAFe Agilist Exam
Terms in this set (157)
dual operating system We need a ______________________ for Business Agility.
represents the most comprehensive configuration. It

supports building large, integrated solutions that
Full Configuration typically require hundreds of people or more to
develop and maintain. Focus on lean budgeting.
Portfolio + Large Solution + Essential
for enterprises that are building large and complex

Large Solution Configuration solutions, which do not require the constructs of the
portfolio level. + Essential
provides portfolio strategy and investment funding.

Portfolio Configuration Agile portfolio operations, and Lean governance.
Usually used by C-Suite and CEO level. + Essential
the most basic configuration of the framework and it

Essential Configuration provides the minimal elements necessary to be
successful with SAFe.
1. Enterprise Solution Delivery

2. Agile Product Delivery
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3. Team and Technical Agility More Options
in our Privacy Policy and Ads &
Seven Core Competencies of
4. Lean Portfolio
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and marketing
Business Agilty
purposes. By clicking “Got it” or continuing to use5. Quizlet, you acceptAgility
Organizational these
Got it
uses. For more info, read our Ads & Cookie Policy.
6. Continuous Learning Culture
7. Lean-Agile Leadership
Acceptance criteria; part of working agreement.
Definition of Done
"Everything our team goes through from beginning
to releasable."
1. Agile Teams
Three Aspects of Team and
2. Built-In Quality
Technical Agility
3. Teams of Agile Teams
describes the critical skills and lean-agile principles

and practices that high-performing agile teams and
Team and Technical Agility
teams of agile teams use to create high-quality
solutions for their customers
1. Customer Centricity
3 aspects of Agile Product
2. Develop on Cadence, Release on Demand
Delivery
3. DevOps and the Continuous Delivery Pipeline
customer-centric approach to defining, building,

Agile product delivery and releasing a continuous flow of valuable
products and services to customers and users
1. Lean System and Solution Engineering

3 aspects of enterprise
2. Coordinating Trains and Suppliers
solution delivery
3. Continually Evolve Live Systems
describes how to apply lean-agile principles and

practices to specification, development,
deployment, operation, and evolution of the world's
Enterprise Solution Delivery largest most sophisticated software applications,
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networks,and
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marketing
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Takes place at the Large Solution layer.
aligns strategy and execution by applying Lean-
and systems- thinking approaches to strategy and
Lean Portfolio Management
investment funding Agile portfolio operations, and
governance.
1. lean governance
3 aspects of lean portfolio
2. strategy and investment funding
management
3. agile portfolio operations
describes how lean-thinking people and agile

teams optimize their business process, evolve
Organizational Agility strategy with clear and decisive new commitments,
and quickly adapt the organization as needed to
capitalize on new opportunities
1. lean thinking people and agile teams

3 aspects of organizational
2. strategy agility
agility
3. lean business operations
describes a set of values and practices that

encourage individuals, and the enterprise as a
Continuous learning culture
whole, to continually increase knowledge,
competence, performance, and innovation
1. learning organization
3 aspects of continuous
2. relentless improvement
learning culture
3. innovation culture
1. personal mastery
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3. systems
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organizations
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team learning
5. mental models
1. constant state of danger
2. optimize the whole
ways to help relentless
3. problem solving culture
improvement
4. reflect key milestones
5. fact-based improvement
1. innovative people
2. time and space
ways to create an innovation 3. go see
culture 4. experimentation and feedback
5. pivot without mercy or guilt
6. innovation riptides
describes how lean-agile leaders drive and sustain

organizational change and operational excellence
Lean-Agile leadership
by empowering individuals and teams to reach their
highest potential
1. mindset and principles

3 aspects of lean agile
2. leading by example
leadership
3. leading change
1. authenticity
2. decentralized decision making
leading by example 3. emotional intelligence
4. lifelong learning
5. growing others
1. change vision
2. change leadership
leading change 3. condition for change
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purposes. By clicking “Got it” or continuing to use psychological safety
you accept these
5. training
psychological safety most important aspect of leading change
the way portfolios evaluate their progress towards

measure and grow Business Agility and determine their next
improvement steps
SAFe core values what is the whole point of SAFe?
1. Alignment
2. Transparency
4 SAFe Core Values
3. Built-In Quality
4. Program Execution
SAFe House of Lean
Leadership What is the basis of the house of Lean?
(House of Lean)
Achieve the shortest sustainable lead time

Value
best quality and value to people and society
high morale, safety, and customer delight
(House of Lean)
Your customer is whoever consumes your work
generative culture
Respect for People and
Culture people do all the work
build long term partnerships based on trust
to change the culture, you have to change the

organization
(House of Lean)
getting feedback/reviews faster & sooner
Build-In Quality
Flow
Move from projects to products
optimize sustainable value delivery
understand, exploit, and manage variability
(House of Lean)
experimentation and feedback
innovative people
Innovation provide time and space for innovation
go see
innovation riptides
pivot w/o mercy or guilt
(House of Lean)
optimize the whole
constant sense of danger

Relentless improvement
problem-solving culture
base improvements on facts
reflect at key milestones
(House of Lean)
adopt a growth mindset
lead by example
exemplify the values and principles of Lean-Agile

Leadership
and SAFe
develop people
lead the change
foster psychological safety
2001 when was the agile manifesto created?
(Agile Manifesto)
Individuals and interactions
_________________ over processes and tools
(Agile Manifesto)
Working software
_____________________ over comprehensive documentation
(Agile Manifesto)
Customer collaboration
_________________ over contract negotiation
(Agile Manifesto)
Responding to change
____________________
purposes. By clicking “Got it” or continuing to use overthese
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Which delivery accelerates value delivery? Serial or
Parallel delivery
Parallel?
a cost that has already been paid and cannot be

sunk cost
recovered. money already spent
"If it's going to cost you more to delay, do it now"

(cost does not always have to be money)
if you only quantify one thing, quantify the cost of

delay
do not consider money already spent

Solution Economic Trade-Offs
make economic choices continuously
sequence jobs for maximum benefit
ex: COVID-19. Remote workers needing VPNs to

access the network, but company did not establish
VPNs for everyone while they were in the office.
optimizing a component does not optimize the

system
a system can evolve no faster than its slowest

integration point
attributes of systems thinking

the value of a system passes through its
interconnections
for a system
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and marketing well as a system, a higher-
level understanding of behavior and architecture is
required
a practice that keeps requirements and design
options flexible for as long as possible during the
development process.
Instead of choosing a single point solution upfront,

this identifies and simultaneously explores multiple
set based design
options, eliminating poorer choices over time.
It enhances flexibility in the design process by

committing to technical solutions only after
validating assumptions, which produces better
economic results.
facilitated through small batch sizes
improves learning efficiency by decreasing the time

between action and effect
reduces the cost of risk-taking by truncating

Fast learning cycles
unsuccessful paths quickly
requires increased investment in development

environment
The shorter the cycles, the faster the learning
P - PLan
D - Do
C - Check
A - Adjust
iterative learning cycle
(Fast learning cycles)
-accelerates learning
Integration points
- controls product development
-must have these as fast as possible
-reduces risk
the industry has historically followed these

development processes, whereby progress is
measured—and control is exercised—via a series of
specific progress Milestones.
phase-gate milestones
These milestones are historically document-based
and follow the traditional, sequential process of
discovery, requirements, design, implementation,
test, and delivery
fix requirements and designs too early, making

adjustments too late and costly as new facts
emerge
they force design decisions too early; this

encourages false-positive feasibility
problems with phase-gate
milestones
they create huge batches and long queues, and
they centralize requirements/design in program
management
assumes a "point" solution exists and can be built

correctly the 1st time
Tool that helps teams organize, visualize and
manage work.
-no swimlanes
-no wip limits
kanban board
-no criteria
WIP backlog equals the number of team members
small batches what the team commits to in a sprint
1. less variability
2. less project slippage
importance of small batches
3. go through the system faster
4. most important batch is handoff batch
-increases predictability
-accelerates feedback
Reducing Batch Size -reduces rework
-lowers cost
-saves twice what you think
PI Planning --> Teams need to be on the same sprint

cadence
schedule
PI Planning
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Policy and face& to face cross domain planning
synchronization
all testing and feedback and DoD needs to be the
same across all teams
-all stakeholders meet face to face (but typically in
multiple locations)
-management sets the mission with minimum
Synchronize with cross domain
possible constraints
planning
-requirements and design happen
-important stakeholder decisions are accelerated
-teams create and take responsibility for plans
1. autonomy
3 things workers need 2. mastery
3. purpose
- workers themselves are the most qualified to make

decisions about how to perform their work
- workers must be heard and respected for
managing knowledge workers
management to lead
- have to manage themselves - need autonomy
- continuing innovation has to be part of the work
the desire to be self directing and have control over

autonomy what we work on, how we work, how we do our
work, and who we work with
the urge to get better at what we do and improve

mastery
our personal and team skills
the desire to do something that matters and has

purpose
meaning
-value delivery is inhibited by hand offs and delays
-political boundaries can prevent cooperation
-silos encourage geographic distribution of
functions
-communication across silos is difficult
-management is challenged to connect them
value silos
ex:
1. Business
2. Systems Engineering
3. Hardware
4. Software
5. Testing & QA
6. Operations
-sequence of steps to deliver value to customer

-includes the whole sequence (concept or
customer order to delivery of value) and the receipt
Value Stream
of ca$h
-contains the peeps who do the work, the systems,
and the flow of info and materials
scrum master and product what are the 2 specialty roles?

owner
Scrum and Kanban Teams execute iterations with ___ & ____
1. Be Agile
fostering true business agility 2. Join the Value Stream
3. Specialize the principles and practices
Agile By
purposes. Business Teams
clicking “Got what
it” or continuing to use fosters
Quizlet, true business
you accept these agility?
- Create and refine user stories and acceptance
criteria
- Define/build/test/deliver stories
Agile Team
- Develop and commit to Team PI Objectives and
iteration plans
- Five to eleven members
-coaches the agile team and facilitates the team

meetings
Scrum Master - removes impediments and protects the team from
outside influence
- attends scrum of scrum meetings
a member of the Agile Team responsible for

defining Stories and prioritizing the Product/Team
Backlog to streamline the execution of program
priorities while maintaining the conceptual and
technical integrity of the Features or components
Product Owner for the team
-defines and accepts stories

- acts as the Customer for developer questions
- works w/ Product Management to plan Program
Increments (PIs)
come from the portfolio backlog
epics a container for a significant Solution development

initiative that captures the more substantial
investments that occur within a portfolio.
come from the solution backlog
a higher-level solution behavior that typically spans

capabilities
multiple ARTs. Capabilities are sized and split into
multiple features to facilitate their implementation in
a single PI.
come from the program backlog
fits into 1 PI (8-12 weeks)
features a service that fulfills a stakeholder need. Each

feature includes a benefit hypothesis and
acceptance criteria, and is sized or split as
necessary to be delivered by a single Agile Release
Train (ART) in a Program Increment (PI)
come from the product/team backlog - Product

Owner responsible
fall into a sprint/iteration that last 2 weeks
stories
short descriptions of a small piece of desired
functionality, written in the user's language. Agile
Teams implement small, vertical slices of system
functionality and are sized so they can be
completed in a single Iteration
1. Agile Architecture
2. Agile Testing
3. Behavior
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4. Test Driven
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5. Refactoring
6. Code Quality
Developing testing and programming format based
Behavior Driven Development on the way the client uses the phone. based on
customer behavior
building code, testing code, fixing code, and testing

Test Driven development
code again until it passes
-virtual organization of *5-12 teams (50-125+

individuals)
-synchronized on a common cadence and PI
-aligned to a common mission via a single program
backlog
Agile Release Trains (ARTs)
RTE
Sys Eng's
Biz Owners
Product Mngmt
System Team
Release Train Engineer acts as the chief scrum master for the train
provides architectural guidance and technical

enablement to the teams on the train
Systems Architect/Engineering
develops stories
Business Owners key stakeholders on the Agile Release Train
Owns, defines, and prioritizes the Program Backlog

Product Management
and features
Provides processes and
uses. For more info, read our Ads & Cookie Policy. tools to integrate and
System Team
evaluate assets early and often
aligning your entire company's development and
delivery of products and services with the current
and future needs of a select group of customers in
order to maximize their long-term financial value to
Customer Centricity the firm
Everything is about the customer. Whenever an

enterprise makes a decision, it deeply considers the
effect it will have on its end users.
The...
1. Resiliency
Provided by Customer
2. Sustainability
Centricity
3. Alignment
...needed to fulfill their misson.
a customer-centric development process that

creates desirable products that are profitable and
sustainable over their lifecycle
Design Thinking
an iterative solution development process that
promotes a holistic approach to delighting all
stakeholders
1. Understand the Problem (Discover and Define)

2 parts of design thinking
2. Design the Right Solution (Develop and Deliver)
Personas What is the best way to understand the customer?

fictional characters based on your research.
represents the different people who might use your
product or solution in a similar way.
Personas conveys problems they're facing and key triggers

for using product
capture rich, concise info that inspire great products

w/o unnecessary details
a tool that helps teams develop deep, shared

understanding of empathy for other people
use it to design better experiences and value

empathy maps streams
what do you use to promote customer

empathy maps
identification?
what do you use to design customer experience?
Journey maps
information comes from customer representatives,
focus groups, etc
story maps what do you use to capture workflows?
the holding
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program
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you accept these user needs and deliver
business benefits for a single ART.
8-12 weeks how long is a program increment (PI)?
feature what represents the work for the ART?
The proposed measurable benefit to the end-user

or business based off of a feature
benefit hypothesis ex:

Feature - Multi Factor Authentication
"Enhance user security via both password and a
device".
Acceptance criteria are used to determine whether

the implementation of a feature is correct and
delivers the business benefits
ex:
acceptance critera
Feature - Multi-factor authentication
1. USB tokens as a first layer

2. password authentication
3. multiple tokens on single device
shared committment what does estimation create?
-increases accuracy by including all perspectives

-builds understanding
-creates shared commitment
estimation
only people who are doing the work can estimate,

it is a whole team excercise
1. User Business Value
Cost of Delay components 2. Time Criticality
3. Risk Reduction and Opportunity Enablement
cost of delay "if you quantity one thing, quantify the ____ __ ______"
Flow based system requires knowing two things:
prioritization of features
1. Cost of Delay of delivering value
2. Duration to implement the value
an economic model for prioritizing "jobs" based on

Weighted, Shortest Job First product development flow.
(WSJF)
= Cost of Delay / Job Duration ( job size)
a cadence based, face to face vent that serves as

the heartbeat of the ART, aligning all the teams on
the ART to a shared mission and Vision
Program Increment Planning
takes place over 2 days every 8-12 weeks
everyone attends in person - including customer
and c-suite
-they are planned and aren't extra things teams do

"in case they have time"
-are not included in the commitment, thereby
uncommitted objectives making the commitment more reliable
-becomes this when teams have low confidence in
meeting a PI objective
-they DO count in velocity/capacity
-for every full time Agile team member contributing
to solution development, give the team 8 points
-subtract 1 point for each team member vacation
day
Iteration capacity
-find a small Story that would ttake about a half day
to develop and a half day to test and validate. call it
a 1.
-estimate every other story relative to that one
management review and what takes place at the end of PI planning day 1?
problem solving
where feature delivery, dependencies, and

Program Board
milestones are displayed
after all plans have been presented, remaining

program risks and impediments are discussed and
categorized
ROAMing risks Resolved - has been addressed. no longer a

concern
Owned - someone has taken responsibility
Accepted - nothing more can be done.
Mitigated - team has plan to adjust as necessary
after dependencies are resolved and risks are

addressed in PI planning, this is taken by the team
confidence vote and program
1-5 (1 being least, 5 being most)

what drives the train?
these create a closed loop system to keep the train

on the tracks
program events Scrum of Scrums

PO Sync
System Demo
Preparing for PI planning
Inspect and Adapt
PI Planning
Scrum of Scrums and PO Sync
ART Sync
coordinates progress and coordinates
dependencies through meetings
part of the ART Sync
-visibility into progress and impediments

-facilitated by RTE
Scrum of Scrums
-participants: Scrum Masters, other select team
members, SMEs if necessary
-weekly or more frequently, 30-60 minutes
-timeboxed and followed by a "meet after"
part of the ART Sync
-visibility into progress, scope, and priority

adjustments
PO Sync
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SMEs as necessary
-weekly or more frequently, 30-60 minutes
-timeboxed and followed by a "meet after"
how often should a demo of a full system increment
every 2 weeks
take place?
facilitates reliability, Program Increment readiness,

planning, and innovation
Innovation and Planning (IP)

Innovation: opportunity for innovation, hackathons,
Iteration
and infrastructure improvements
Planning: provides for cadence-based planning
estimating guard band for cadence based delivery
-lack of delivery capacity buffer impacts

predictability
-little innovation; tyranny of the urgent
without IP iteration -technical debt grows
-people burn out
-no time for teams to plan, demo, or improve
together
1. the PI system demo

2. Quantitative and Qualitative Measurement
3. Problem-solving workshop
3 parts of inspect and adapt
timebox: 3-4 hours per PI

attendees: teams and stakeholders
-as part of the PI system demo, teams compare

planned vs actual PI objectives
-teams meet with their business owners to self
program performance assess the business value they achieved for each
reporting objective
-each teams' planned vs actual business value is
then rolled up to the program
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measure
teams conduct a short, retrospective, to
systematically address the target impediments that
are limiting velocity
takes over the last 4 weeks of the PI
problem solving workshop everyone agrees on the problem to solve
apply root cause analysis

identify the biggest root cause
restate the new problem for biggest root cause
brainstorm solutions
identify improvement backlog items
for DevOps
Culture - shared responsibility

Automation - continuous delivery pipeline
CALMR approach
Lean Flow - small batch sizes, limit WIP, accelerates
delivery
Measurement - of everything
Recovery - enables low risk releases
first chunk of the Continuous Delivery Pipeline
4 aspects of Continuous 1. Hypothesize

exploration 2. Collaborate and Research
3. Architect
4. Synthesize
2nd chunk of continuous delivery pipeline
4 aspects of Continuous 1. develop

Integration 2. build
3. test end to end
4 stage
3rd chunk of continuous delivery pipeline
4 aspects of continuous 1. deploy

deployment 2. verify
3. monitor
4. respond
making value available when its needed
4 aspects of release on 1. release

demand 2. stabilize and operate
3. measure
4. learn
-enables testing background and foreground

processes in the actual production environment
before exposing new functionality to users
separating deploy from release
-separate deploy to production from release
-hide all new functionality under feature toggles
existing code, hardware components, marketing
branding guidelines, etc., that technically enable
near-term business features without excessive
redesign and delay
-enablers build up the runway

-features consume it
architectural runway
-must be continuously maintained
-use capacity allocation for enablers that extend the
runway
1. Enterprise Executives
three groups of people
2. Business Owners
involved in portfolio strategy
3. Enterprise Architect
-collaborate to develop and communicate the

portfolio strategy
-provide lean budgeting and funding to the value
key stakeholders
streams that develop and maintain the portfolio
products and services
-build a portfolio KanBan system to establish flow
collaboration Strategy and investment funding is a ___________________
large enterprises will have multiple ________.

portfolios
one for each line of business.
Define the portfolio with the _____ ______.
-this is a template for identifying a specific SAFe

portfolio canvas
portfolio
-it defines the domain of the portfolio and other key
elements
Just as a personal finance portfolio balances

investments in different asset classes (e.g., stocks,
bonds, real estate), SAFe balances different _________
of _________________.
Get this balance wrong, and you can starve the

horizons of investment
future by over-investing in today, or you can miss
near-term opportunities while pouring too much
money into the future.
Used to categorize investments and to map

solutions
-vision, mission, and core values

-portfolio context
-portfolio budgets
aspects of enterprise strategy -strategic themes
formulation -competitive environment
-financial goals
-distinctive competence
-business drivers
Differentiating, specific, and itemized business
objectives that connect a portfolio to the strategy
of the enterprise.
They provide business context for decision-making,

Strategic Themes and serve as inputs to the vision, budget, and
backlogs for the Portfolio, Large Solution, and
Program levels.
Their primary purpose is to drive portfolio

innovation and differentiation.
-identify opportunities for the portfolio future state

with _____?
-establishes an understanding of your organization's

SWOT
strengths and weaknesses
-identifies the most significant opportunities and

potential threats
used primarily for identifying strategic options to

TOWS
create a better future state
-portfolio canvas captured current state

-use SWOT and TWOS to brainstorm
envisioning future state
-evaluate options, make a decision
-identify epics that get you there
-makes the largest business initiates visible
-brings structure to analysis and decision making
-provides WIP limits to ensure the teams analyze
responsibility
Portfolio Kanban -helps prevent unrealistic expectations
-helps drive collaboration amongst key
stakeholders
-provides a transparent and quantitative basis for
economic decision making
-funnel
-reviewing
-analyzing
areas of porfolio kanban
-porfolio backlog
-implementing
-done
portfolio vision and roadmap what flows into the portfolio funnel?
moves people to the work what is the issue w/ cost center budgeting?
fund value streams, not solution to cost center budgeting

projects
Establishing guardrails help ensure that the mix of
investments addresses both near-term
opportunities and long-term strategy, that
investments in technology, infrastructure, and
maintenance aren't routinely ignored, and that large
Guardrails investments are approved appropriately
1. apply investment horizons

2. continuous business owner engagement
3. approve epic initiatives
4. utilize capacity allocation
requires leaders to model desired professional and

authenticity
ethical behaviors
describes how leaders identify and manage their

emotions and those of others through self
emotional intelligence
awareness, self regulation, motivation, empathy, and
social skills
depicts how leaders engage in ongoing, voluntary,

and self motivated pursuit of knowledge and
lifelong learning
growth, and they encourage and support the same
in others
encourages leaders to provide the personal,

professional, and technical guidance and resources
growing others
each employee needs to assume increasing levels
of responsibility
moves the authority for decisions to where the
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-establish a sense of urgency
-create a powerful guiding coalition
-develop the vision and strategy
-communicate the vision
Kotter's Method
-empower employees for broad based action
-generate short term wins
-consolidate gains and produce more wins
-anchor new approaches in the culture
anchor new approaches in the most important step in kotter's methods

culture

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SAFe Agilist Exam

Terms in this set (157)

dual operating system We need a ______________________ for Business Agility.

represents the most comprehensive configuration. It

for enterprises that are building large and complex

provides portfolio strategy and investment funding.

the most basic configuration of the framework and it

1. Enterprise Solution Delivery

We use cookies on Quizlet as described

describes the critical skills and lean-agile principles

customer-centric approach to defining, building,

1. Lean System and Solution Engineering

describes how to apply lean-agile principles and

describes how lean-thinking people and agile

1. lean thinking people and agile teams

describes a set of values and practices that

We use cookies onlearning

describes how lean-agile leaders drive and sustain

1. mindset and principles

the way portfolios evaluate their progress towards

SAFe core values what is the whole point of SAFe?

SAFe House of Lean

Leadership What is the basis of the house of Lean?

Achieve the shortest sustainable lead time

high morale, safety, and customer delight

Your customer is whoever consumes your work

build long term partnerships based on trust

to change the culture, you have to change the

getting feedback/reviews faster & sooner

optimize sustainable value delivery

understand, exploit, and manage variability

experimentation and feedback

Innovation provide time and space for innovation

pivot w/o mercy or guilt

optimize the whole

constant sense of danger

base improvements on facts

reflect at key milestones

adopt a growth mindset

exemplify the values and principles of Lean-Agile

lead the change

foster psychological safety

2001 when was the agile manifesto created?

a cost that has already been paid and cannot be

"If it's going to cost you more to delay, do it now"

if you only quantify one thing, quantify the cost of

do not consider money already spent

sequence jobs for maximum benefit

ex: COVID-19. Remote workers needing VPNs to

optimizing a component does not optimize the

a system can evolve no faster than its slowest

attributes of systems thinking

Instead of choosing a single point solution upfront,

It enhances flexibility in the design process by

facilitated through small batch sizes

improves learning efficiency by decreasing the time

reduces the cost of risk-taking by truncating

requires increased investment in development

The shorter the cycles, the faster the learning

the industry has historically followed these

fix requirements and designs too early, making

they force design decisions too early; this

assumes a "point" solution exists and can be built