SAFe-Practitioner SAFe Practitioner Exam (6.0) Questions and Answers

According to SAFe, basing decisions on economics means applying the principles of Lean-Agile budgeting and Lean portfolio management to align investments with strategic outcomes and optimize value delivery. Lead time, product cost, value, and development expense are some of the key economic variables that influence the decision-making process. These variables are used to understand the tradeoffs between different solutions, such as choosing between faster delivery, lower cost, higher quality, or more features. By using these variables, teams and leaders can evaluate the economic impact of their choices and select the best option that maximizes value and minimizes waste. References: [Basing Decisions on Economics], [Lean-Agile Budgeting], [Lean Portfolio Management], [Economic Framework], [Economic Decision Rules].

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

Enabling teams are one of the four team topologies defined by Skelton and Pais in their book Team Topologies. They are organized to assist other teams with specialized capabilities and help them become more proficient in new technologies. They provide guidance, coaching, and mentoring to stream-aligned teams, platform teams, or complicated subsystem teams, and help them adopt new practices, tools, or frameworks. They also collaborate with them to deliver specific features or components that require their expertise. Enabling teams are temporary and dissolve once their mission is accomplished or no longer needed. References: Organizing Agile Teams and ARTs: Team Topologies at Scale, Team Topologies at Scale: A Worked Example, Exam Study Guide: SP (6.0) - SAFe Practitioner

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

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

 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

= 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

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

ART Sync is an event that SAFe recommends running regularly throughout the PI. ART Sync is a weekly meeting that brings together the key roles of the Agile Release Train (ART), such as the Release Train Engineer (RTE), the Product Management, the System Architect/Engineer, the Business Owners, and the Scrum Masters. The purpose of ART Sync is to review the progress and status of the ART, identify and resolve impediments and dependencies, coordinate cross-team and cross-ART activities, and align on the vision and objectives of the PI. ART Sync helps the ART maintain alignment, collaboration, and synchronization, and enables fast feedback and continuous improvement. References: ART Sync - Scaled Agile Framework, SAFe for Teams Student Workbook: materials and exercises from Lesson 6

 In SAFe, a clear distinction is made between the purpose, structure and content of features, and that of stories (including enablers). Features are visible units of business intent that the customer recognizes, and it’s at this level of detail that the customer is able to prioritize their needs1. Features are maintained in the ART Backlog and sized to fit in a PI so that each delivers new value2. Stories are short descriptions of a small piece of desired functionality written from the user’s perspective. Stories are the primary artifact used to define system behavior in Agile3. Stories are small and must be completed in a single iteration3. Therefore, features can be larger than an iteration but stories should be small enough to fit into an iteration. References: Story - Scaled Agile Framework, Features and Capabilities - Scaled Agile Framework, Right-Sizing Features for SAFe Program Increments - 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.

The final agenda item of PI Planning is the Planning Retrospective. This is where the ART reflects on the PI Planning event itself and identifies improvements for the next planning session.

The SAFe 6.0 guidance states:

“The PI Planning event ends with a retrospective. Teams and stakeholders reflect on the process, identify improvements, and create actionable items for the next PI Planning.”

This ensures continuous improvement of the PI Planning process itself.

Surfacing risks (A), reviewing the final plan (B), and assigning Business Value (D) all happen earlier in the PI Planning agenda.

The retrospective is always the final step before closing the PI Planning event.

According to the SAFe for Teams SP (6.0) - SAFe Practitioner handbook and study guide, the Inspect and Adapt event is a significant event held at the end of each PI, where the current state of the solution is demonstrated and evaluated. Teams then reflect and identify improvement backlog items via a structured problem-solving workshop. The purpose of the Inspect and Adapt event is to increase the quality and reliability of the next PI by applying the following practices:

Reflection: Teams review the PI objectives, the system demo, and the quantitative and qualitative measurements to assess the current state of the solution and the ART performance. Teams also share their learnings, successes, and challenges with each other and the stakeholders.

Data collection: Teams collect data from various sources, such as team and program metrics, customer feedback, surveys, and assessments, to measure the outcomes and the health of the solution and the ART. Teams also use tools such as the PI burndown chart, the cumulative flow diagram, and the team self-assessment to visualize the data and identify trends and patterns.

Problem solving: Teams use a structured problem-solving workshop to identify the most critical issues or impediments that are affecting the solution or the ART. Teams use techniques such as brainstorming

An ART event is a meeting or ceremony that involves all the teams in an Agile Release Train (ART) and helps them align, collaborate, and deliver value. An example of an ART event is the Innovation and Planning (IP) Iteration, which is a two-week period at the end of each Program Increment (PI) that provides time for innovation, planning, and improvement activities. During the IP Iteration, teams can explore new ideas, work on technical debt, conduct hackathons, prepare for the next PI Planning, and conduct the Inspect and Adapt workshop. References: Agile Release Train, Scaled Agile: ART Events Overview, Innovation and Planning Iteration

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

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

 One of the activities that occurs during the PI Planning event is the identification and analysis of the potential risks that may affect the delivery of value by the Agile Release Train (ART). The risks are categorized using the ROAM board, which stands for Resolved, Owned, Accepted, and Mitigated. The Managed category is a subset of the Mitigated category, where the risks are assigned to owners who are responsible for monitoring and controlling them throughout the PI. The Managed category addresses the potential risks that cannot be resolved, owned, or accepted, but can be reduced or avoided by applying appropriate strategies and actions. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, ROAMing Risks

Organizing around value means aligning teams and individuals to the value streams that deliver the most value to the customer and the enterprise. This reduces the handoffs and dependencies that slow down the delivery process and create waste. Reorganizing when required means being able to adapt to changing customer needs and market conditions by forming new value streams or reconfiguring existing ones. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Agile Release Train, Organizing Around Value

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

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

A. The Team Sync is not the place to identify ART PI risks. Risks are identified and managed at the Program level, using the ROAM board and other tools2.

C. The Team Sync is not the place to identify Iteration goals. Iteration goals are defined and agreed upon during the Iteration Planning event, which happens at the beginning of each Iteration3.

D. The Team Sync is not the place to make announcements to the entire ART. The Team Sync is a team-level event, where only the team members and the Scrum Master participate. Announcements to the entire ART are made during the ART Sync, which is a program-level event that happens weekly or biweekly4. References: 1: Team Sync - Scaled Agile Framework, 2: Program Risks - Scaled Agile Framework, 3: Iteration Planning - Scaled Agile Framework, 4: ART Sync - Scaled Agile Framework

 The daily stand-up is a 15-minute meeting that occurs every day during the Iteration, where the Agile team members synchronize their work, share their progress, and identify any impediments or dependencies. The daily stand-up follows a simple format, where each team member answers three questions:

What did I do yesterday to advance the Iteration goals?

What will I do today to advance the Iteration goals?

Are there any impediments that will prevent the team from meeting the Iteration goals? These questions help the team members to align their actions with the Iteration goals, communicate their status and plans, and raise any issues or risks that need to be addressed. The daily stand-up also fosters collaboration, accountability, and transparency among the team members, and enables them to adjust their work as needed to deliver value. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Daily Stand-up

SAFe Implementation Roadmap is a template for putting SAFe into practice within an organization. It consists of an overview graphic and a 14-article series that describes a strategy and an ordered set of activities for successfully implementing SAFe. The roadmap is based on proven organizational change management strategies and successful adoption patterns from hundreds of the world’s largest enterprises. The roadmap helps leaders and change agents to script the critical moves, create a sense of urgency, build a guiding coalition, form a strategic vision, enlist a volunteer army, enable action by removing barriers, generate short-term wins, sustain acceleration, and institute change. References: Implementation Roadmap - Scaled Agile Framework, SAFe® for Teams - Know Your Role on an Agile Team | Scaled Agile

Cadence-based synchronization in SAFe means that teams follow a common rhythm of work and coordinate their activities across different domains. One example of applying this principle is to align the start and end dates of the Iterations, which are fixed-length timeboxes for teams to deliver value. This helps teams plan and execute their work in sync with other teams on the Agile Release Train (ART) and the Solution Train, and enables them to participate in the PI Planning and other events that require cross-team collaboration. References: Principle #7 – Apply cadence, synchronize with cross-domain planning, Iteration, Exam Study Guide: SP (6.0) - SAFe® Practitioner

cumulative flow diagram (CFD) is a graphical tool that shows the status of work items for a given period of time. The horizontal axis represents time, and the vertical axis represents the number of work items. The CFD is composed of different colored bands, each representing a different stage of the workflow (such as “to do”, “in progress”, “done”, etc.). The CFD helps visualize the flow of work, identify bottlenecks, and monitor cycle time and throughput1. A cumulative flow diagram focuses on two main curves: the arrival curve and the departure curve. The arrival curve is the top edge of the “to do” band, and it shows the rate at which new work items are added to the system. The departure curve is the top edge of the “done” band, and it shows the rate at which work items are completed and delivered. The difference between the arrival curve and the departure curve represents the amount of work in progress (WIP) in the system2. By comparing the arrival curve and the departure curve, one can assess the stability and predictability of the system. Ideally, the arrival curve and the departure curve should be parallel and close to each other, indicating a smooth and consistent flow of work. If the arrival curve is steeper than the departure curve, it means that more work is entering the system than leaving it, which can lead to increased WIP, longer cycle time, and lower quality. If the departure curve is steeper than the arrival curve, it means that more work is leaving the system than entering it, which can lead to reduced WIP, shorter cycle time, and higher quality3. References: Cumulative Flow Diagram - Scaled Agile Framework, Cumulative Flow Diagrams - Kanbanize, Cumulative Flow Diagram - LeSS

user business value and time criticality are components of Cost of Delay (CoD), which is a measure of the economic value of a job over time. CoD is used to prioritize jobs based on the Weighted Shortest Job First (WSJF) model, which is part of the SAFe methodology. CoD is calculated as the sum of three components: user/business value, time criticality, and risk reduction and/or opportunity enablement. User/business value indicates the relative importance and revenue impact of a job. Time criticality indicates the urgency and value decay of a job. Risk reduction and/or opportunity enablement indicates the long-term benefits of a job12. References: 1: WSJF - Scaled Agile Framework2: WSJF = (Biz Value + Time Crit. + Risk Reduce) / Job Size

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

 Providing autonomy is one approach to unlock the intrinsic motivation of knowledge workers. Autonomy means giving knowledge workers the freedom and responsibility to make decisions about their work, such as how to do it, when to do it, and who to do it with. Autonomy fosters a sense of ownership, empowerment, and self-determination, which are essential for creativity and innovation. Autonomy also supports the Lean-Agile principle of decentralizing decision-making, which enables faster and better outcomes. SAFe provides several mechanisms to enable autonomy for knowledge workers, such as self-organizing and self-managing Agile teams, ARTs and Solution Trains, Communities of Practice, and Innovation and Planning Iterations. References: = Unlock the Intrinsic Motivation of Knowledge Workers, Decentralize Decision-Making, Exam Study Guide: SP (6.0) - SAFe® Practitioner

 Agile Product Delivery is one of the SAFe Core Competencies of Business Agility that includes the Customer Centricity and Design Thinking dimension. Agile Product Delivery is a customer-centric approach to defining, building, and releasing a continuous flow of valuable products and services to customers and users. It requires a close collaboration between the business and IT, and a focus on delivering solutions that meet the current and future needs of the customers and users. Customer Centricity and Design Thinking are key aspects of Agile Product Delivery that help enterprises understand their customers and users better, empathize with their problems and goals, and co-create solutions that delight them. Customer Centricity and Design Thinking also enable enterprises to validate their assumptions and hypotheses, and pivot when necessary to achieve the desired outcomes. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Agile Product Delivery, Customer Centricity, Design Thinking

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

One benefit of Story acceptance criteria is to provide Story details from a testing point of view. Acceptance criteria are the conditions or rules that a user story must meet to be considered complete and acceptable by the customer or stakeholder. They define the scope and boundaries of the user story and help the team to understand what needs to be done and how to test it. Acceptance criteria also facilitate communication and collaboration between the team and the customer or stakeholder, as they provide a common language and a shared understanding of the expected outcome. References: What is User Story and Acceptance Criteria (Examples), Acceptance Criteria: Everything You Need to Know Plus Examples

 A Solution Demo is one of the Agile Release Train events. A Solution Demo is a periodic event where the current state of the Solution is evaluated by the relevant stakeholders, including customers and users. The Solution Demo provides an opportunity to inspect and adapt the Solution, and to validate that it meets the Solution Intent and the customer needs. The Solution Demo is typically held at the end of each Program Increment (PI), and may also be held more frequently depending on the Solution context and feedback mechanisms. References: Solution Demo - 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

The Continuous Delivery Pipeline enables ongoing learning by providing fast and frequent feedback loops throughout the value delivery process. The pipeline consists of four aspects: Continuous Exploration, Continuous Integration, Continuous Deployment, and Release on Demand, each of which supports the validation of assumptions, hypotheses, and outcomes. By applying the Lean Startup cycle of Build-Measure-Learn, the pipeline allows the organization to test and learn from the market, the customers, and the users, and to adapt and improve the solutions accordingly. The pipeline also fosters a culture of innovation and experimentation, where teams can explore new ideas and opportunities, and learn from failures and mistakes. References: Continuous Delivery Pipeline - Scaled Agile Framework, Build-Measure-Learn - Scaled Agile Framework

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

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

The final plan review is the last activity of the PI planning event, where the teams present their final plans and objectives to the group. The Business Owners review the plans and propose adjustments or accept the plan, in which case, the team brings out their PI Objective sheet for everyone to view1. The final plan review is also an opportunity to assess the program risks and ROAM them (Resolved, Owned, Accepted, Mitigated)2. The final plan review helps achieve alignment and commitment among all the stakeholders and teams on the ART3. References: PI Planning - Scaled Agile Framework, ROAMing Risks - Scaled Agile Framework, Final Plan Review - Scaled Agile Framework

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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Iteration Planning is a key event in the SAFe framework that occurs at the beginning of each Iteration. It is a timeboxed meeting where the Agile team collaborates to plan the work for the upcoming Iteration, based on the team backlog, the Iteration goal, and the team capacity. Iteration Planning enables fast learning cycles by allowing the team to inspect and adapt their work frequently, deliver value incrementally, and respond to changing customer needs and feedback. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Planning the Iteration, Executing the Iteration

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

SAFe Team Kanban is a method that enables teams to manage their flow of work using a visual board and a set of policies. It is especially suitable for teams that have unpredictable or interrupt-driven work, such as maintenance, support, or operations teams1. SAFe Team Kanban helps teams to visualize their work, limit their work in progress (WIP), measure and improve their flow, and implement feedback loops2. Team A is a maintenance team that cannot always predictably plan their work. They like to meet daily to review the needs of the system and plan for how they can quickly address those needs during the workday. Therefore, SAFe Team Kanban is the most appropriate SAFe Lean-Agile method for Team A to plan and execute their work. References: Team Kanban - Scaled Agile Framework, SAFe Lean-Agile Principles - Scaled Agile Framework

SAFe Team Kanban is a method that helps teams facilitate the flow of value by visualizing workflow, establishing Work In Process (WIP) limits, measuring throughput, and continuously improving their process1. It is suitable for teams that have a rapid and uneven arrival of work and fast-changing priorities, such as maintenance teams2. The other options are not appropriate for Team A’s context. SAFe Platform Team is organized around developing and supporting platforms that provide services to other teams3. SAFe Enabling Team is organized to assist other groups with specialized capabilities and help them become proficient in new technologies4. SAFe XP Team is an Agile Team method that combines the power of Scrum with Extreme Programming (XP) practices and operates within the ART iteration cadence5.

A System Demo is one way to show true progress of business outcomes. A System Demo is a significant event that provides an integrated view of new features for the most recent iteration delivered by all the teams in the Agile Release Train (ART). The System Demo is attended by customers, stakeholders, and ART members, who evaluate the system and provide feedback. The System Demo is a key measure of solution quality, customer value, and ART velocity. It also helps to validate the alignment of the PI Objectives with the business outcomes. References: System Demo - 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

A program event is an event that involves all the teams in an Agile Release Train (ART) and occurs at the program level. According to the SAFe for Teams SP (6.0) handbook, there are three program events: PI Planning, System Demo, and Inspect and Adapt1. Innovation and Planning (IP) is also a program event, as it is a special iteration that occurs at the end of each Program Increment (PI) and provides time for the ART to innovate, plan, and improve2. Therefore, Innovation and Planning is an example of a program event. The other options are not program events, but team events, as they occur at the team level and involve only one agile team. Scrum of scrums, Iteration review, and Daily stand-up are team events that are part of the iteration execution cycle3. References: SAFe for Teams SP (6.0) - SAFe Practitioner handbook, Innovation and Planning Iteration - Scaled Agile Framework, Iteration Execution - Scaled Agile Framework

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

= The PI Planning process is a key activity for successfully implementing the Scaled Agile Framework. It 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, identify dependencies, plan the features and stories for the next Program Increment (PI), and commit to a set of PI objectives. The PI Planning process follows a regular cadence, typically every 8 to 12 weeks, to synchronize the work of the ART and ensure alignment with the business strategy and customer needs. The PI Planning process also fosters collaboration, trust, and empowerment among the teams and stakeholders, and enables fast feedback and learning cycles. References: = PI Planning - Scaled Agile Framework, Implementing SAFe - Scaled Agile Framework

Lean Portfolio Management, Agile Product Delivery, and Lean-Agile Leadership are three of the seven SAFe Core Competencies. These competencies are essential to achieving Business Agility, which is the ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative business solutions1. The SAFe Core Competencies are as follows2:

Lean-Agile Leadership: Inspires, empowers, and coaches the people who design, build, and support the world’s solutions

Team and Technical Agility: Drives high-quality, innovative solutions that delight customers and operate reliably

Agile Product Delivery: Builds solutions that customers love, delivered with high frequency and quality

Enterprise Solution Delivery: Builds and evolves the world’s largest and most sophisticated software, hardware, cyber-physical, and systems-of-systems solutions

Lean Portfolio Management: Aligns strategy and execution by applying Lean and systems thinking approaches to strategy and investment funding, Agile portfolio operations, and governance

Organizational Agility: Adapts quickly to changing market conditions and customer needs by reconfiguring strategy, structure, processes, people, and technology toward value-creating and value-preserving opportunities

Continuous Learning Culture: Improves the competency and skills of individuals and teams, fosters a culture of innovation, and creates organizational resiliency References: 1: Business Agility - Scaled Agile Framework2: Core Competencies - Scaled Agile Framework

 The balanced Agile testing pyramid is a testing strategy that illustrates the distribution of different types of tests in a test suite. It suggests that we should have many unit tests, which are small, low-level, and automated tests that verify the functionality of individual components of the codebase. We should also have many service or integration tests, which are automated tests that verify the interaction and integration of different components or services. Finally, we should have fewer large, manual tests, such as graphical user interface tests or end-to-end tests, which verify the functionality and usability of the whole system from the user’s perspective. The balanced Agile testing pyramid helps agile teams to achieve faster feedback, higher quality, and lower maintenance costs. References: The Practical Test Pyramid, What is Testing Pyramid? How Does It Benefit Agile Teams?, Climbing the Testing Pyramid, Agile Test Pyramid, Agile Test Automation Pyramid

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]

https://v5.scaledagileframework.com/iteration-planning/

 An Agile Team collects the Iteration Metrics they have agreed upon during the quantitative part of the team retrospective. This is the part where the team assesses whether they met the Iteration Goals using a binary (yes or no) measure, and reviews the metrics that provide visibility and insight into the team’s performance and process improvement. Examples of Iteration Metrics include flow metrics, such as flow velocity, load and distribution, defects addressed, and automated test coverage. The team uses these metrics to identify trends, patterns, and areas for improvement, and to inform their qualitative feedback and improvement stories. References: Iteration Retrospective - Scaled Agile Framework, Metrics - Scaled Agile Framework

During the draft plan review, the teams present their draft PI objectives and plans to the other teams and the Business Owners. The Business Owners then assign a business value to each PI objective, based on the conversation with the team and the alignment with the vision and goals. The business value is a number between 1 (lowest) and 10 (highest) that reflects the relative importance and expected benefit of the objective. The business value is used to measure the ART’s predictability and performance at the end of the PI. References: PI Objectives, PI Planning, Your Guide to Writing Great Iteration and PI Objectives

= The Inspect and Adapt event is a significant event held at the end of each PI, where the current state of the Solution is demonstrated and evaluated. Teams then reflect and identify improvement backlog items via a structured problem-solving workshop1. The Inspect and Adapt event always starts with the PI System Demo, which is the first part of the event. The PI System Demo shows all the Features the ART has developed during the PI, and provides an opportunity for feedback from stakeholders and customers2. The PI System Demo is followed by quantitative and qualitative measurement, where the ART reviews the progress and performance of the PI, and evaluates the business value achieved3. The last part of the Inspect and Adapt event is the Retrospective and Problem Solving Workshop, where the ART identifies the root causes of the most critical issues and creates improvement backlog items4. References: = 1: Inspect and Adapt - Scaled Agile Framework1; 2: Inspect and Adapt - Scaled Agile Framework1; 3: Inspect and Adapt - Scaled Agile Framework1; 4: Inspect and Adapt - Scaled Agile Framework1

he Problem Solving Workshop is a structured approach to identifying the root cause and actions to address systemic problems. It is part of the Inspect and Adapt event that occurs at the end of each Program Increment. The six steps in the Problem Solving Workshop are:

Choose a problem to solve—agreement not required: The Release Train Engineer (RTE) facilitates a brainstorming session to generate a list of potential problems that affect the ART’s performance. The participants use dot voting to prioritize the problems and select the most important one to solve. Agreement is not required, as the majority vote determines the problem to focus on.

Perform root cause analysis: The RTE leads the team in applying the ‘Five Whys’ technique to drill down to the root cause of the problem. The team asks ‘why’ repeatedly until they reach a cause that is actionable and within their control.

Brainstorm solutions: The team generates a list of possible solutions to address the root cause. They use divergent thinking to come up with as many ideas as possible, without judging or evaluating them.

Decide on the best solution: The team uses convergent thinking to narrow down the list of solutions and select the best one. They can use criteria such as feasibility, impact, cost, and alignment with the SAFe Principles and Values to evaluate the solutions.

Define and visualize the improvement backlog items: The team defines the improvement backlog items that will implement the chosen solution. They write them in the format of ‘As a [role], I can [action], so that [outcome]’. They also visualize the items on a Kanban board or a similar tool to track their progress and status.

Assign owners and agree on the SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals: The team assigns owners to each improvement backlog item and agrees on the SMART goals that will measure the success of the solution. They also define the acceptance criteria and the expected benefits of the improvement.

Iteration planning for Kanban teams is different from Scrum teams in that Kanban teams do not estimate their velocity, do not commit to service level agreements, and do not plan the Iteration in detail. Instead, Kanban teams use a flow-based process that allows them to pull work items from the backlog as they become available and deliver value continuously. However, Kanban teams still operate within the ART iteration cadence and often publish Iteration goals to align with the ART vision and objectives, as well as to communicate their priorities and dependencies to other teams and stakeholders. References: SAFe Team Kanban, Agile Iteration Planning Effectively

The Release Train Engineer (RTE) is a servant leader and coach for the Agile Release Train (ART), which is a group of Agile teams that work together to deliver value. The RTE facilitates the ART events and processes, and supports the teams in delivering value. They communicate with stakeholders, escalate impediments, help manage risk, and drive relentless improvement. The RTE also serves as the Scrum Master for the ART, which means they help the teams apply and improve the Scrum practices, such as planning, reviewing, and retrospecting. The RTE is not the technical leader, the content authority, or the program manager of the ART, but rather the facilitator and enabler of the ART’s success. References: Release Train Engineer - Scaled Agile Framework, Release Train Engineer (RTE): Responsibilities and Skills | Indeed.com

 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

 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 System Demo is a significant event that provides an integrated view of new Features for the most recent Iteration delivered by all the teams in the Agile Release Train (ART). Each demo gives ART stakeholders an objective measure of progress during a Program Increment (PI). A system demo is a critical event. It’s the method for assessing the Solution’s current state and gathering immediate, Agile Release Train -level feedback from the people doing the work, as well as critical feedback from Business Owners, sponsors, stakeholders, and customers. The feedback is critical, as only they can give the guidance the ART needs to stay on course or make adjustments. Therefore, the system demo is intended for the Business Owners, who are key stakeholders that have the ultimate responsibility for the Return on Investment (ROI) of the solution1. References: System Demo - Scaled Agile Framework

According to the SAFe Implementation Roadmap1, the step that follows Coach ART Execution is Launch more ARTs and Value Streams. This step involves identifying and launching additional ARTs and Value Streams that are needed to deliver the full solution value. It also involves synchronizing the dependencies and alignment across the ARTs and Value Streams, and establishing Solution Trains to coordinate them. This step is essential to scale up the benefits of SAFe and achieve business agility. References: SAFe Implementation Roadmap, Launch More ARTs and Value Streams, Exam Study Guide: SP (6.0) - SAFe Practitioner

According to SAFe, the Product Owner (PO) is the member of the Agile Team who serves as the customer proxy and is responsible for working with Product Management and other stakeholders to define and prioritize stories in the Team Backlog1. The PO has the primary role of ensuring that the team delivers value to the business and aligns with the Program Backlog2. The PO collaborates with the team, the Scrum Master/Team Coach, and other stakeholders to refine, order, and maintain the Team Backlog3. The PO also participates in PI Planning, Iteration Planning, System Demo, and Inspect and Adapt events4. References: Product Owner - Scaled Agile Framework, Team Backlog - 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.

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 …

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

 The Product/Solution Vision presentation is the PI Planning activity where Product Management introduces the prioritized Features to the teams for planning. This presentation provides the teams with a clear and compelling vision of the expected outcomes and benefits of the upcoming PI. It also includes the top Features and Capabilities that are needed to realize the vision, along with their priorities and dependencies. The teams use this information to plan their Iteration goals and PI objectives, as well as to identify risks and issues that may affect their delivery. References: = PI Planning - Scaled Agile Framework, Exam Study Guide: SP (6.0) - SAFe® Practitioner

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

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

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?

Assigning the same business value to all PI Objectives is an anti-pattern because it does not reflect the relative importance and priority of each objective. It also does not provide a clear guidance for trade-off decisions and impediment resolution. Business value should be assigned based on the expected benefits and outcomes of each objective, and it should be negotiated and agreed upon by the Business Owners and the teams. References: SAFe for Teams Student Workbook: materials and exercises from Lesson 4; [v6.scaledagileframework.com/team-pi-objectives/]

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.

The Iteration Review is a regular SAFe Scrum event where the team inspects the iteration increment, assesses progress, and adjusts the team backlog. The purpose of the Iteration Review is to measure the team’s progress by showing working stories to the Product Owner and other stakeholders to get their feedback. The Iteration Review provides a way to gather immediate, contextual feedback from the team’s stakeholders on a regular cadence. The Iteration Review also allows the team to demonstrate their contributions, receive feedback to improve the solution, and adjust the Team Backlog based on new opportunities. References: Iteration Review, Iteration Review, What is Iteration review in SAFe® 6.0?, Iteration Review65

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

The definition of done (DoD) is a set of criteria that a product increment must meet for the team to consider it complete and ready for customers1. It ensures the quality and consistency of a deliverable. The DoD is agreed upon by the entire project team, including developers, testers, product owners, and other stakeholders2. One of the common criteria that is typically included in the DoD for the team increment is regression testing, which is the process of verifying that the existing functionality of the system is not affected by the new changes3. Regression testing is done to ensure that the product increment meets the quality standards and does not introduce any defects or errors4. References: What is the Definition of Done? Understanding DOD in Agile - Atlassian, What is the definition of done? Guide for agile teams with examples - LogRocket Blog, What is Regression Testing? Definition, Tools, Method, and Example, What is typically included in the Definition of Done for the - Madanswer

= Lean Portfolio Management (LPM) is one of the seven core competencies of the Lean Enterprise that helps align strategy and execution. LPM enables enterprises to establish and communicate a set of strategic themes that provide business context for decision making and investment allocation. LPM also helps to apply Lean budgeting and guardrails to empower decentralized program execution and foster innovation. LPM also supports Agile portfolio operations and governance by providing the necessary visibility, coordination, and collaboration across the portfolio. References: = SAFe for Lean Enterprises, Lean Portfolio Management

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

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

 ROAM is an acronym that stands for Resolve, Own, Accept, and Mitigate, and it is a framework for making risks visible and actionable in SAFe. During the final plan review, teams present their PI plans and risks to the other teams and stakeholders, and then use the ROAM board to categorize and prioritize the risks. Resolved risks are no longer a threat, owned risks are assigned to a team member for further action, accepted risks are acknowledged but not addressed, and mitigated risks are reduced by a plan. ROAM helps teams collaborate and align on how to handle risks effectively and transparently. References: SAFe Roam Board for Risk Management | Miro, Managing Risks with ROAM in Agile - Planview Blog

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

The goal of the SAFe House of Lean model is to deliver value to the customer and society in the shortest sustainable lead time, with the best quality and value1. The SAFe House of Lean model is based on the Toyota Production System, which aims to eliminate waste and optimize the whole system2. The SAFe House of Lean model consists of a foundation, four pillars, and a roof, which represent the core values, principles, and practices of Lean-Agile development3. The roof is the goal, which is value, and it is supported by the four pillars: respect for people and culture, flow, innovation, and relentless improvement. The foundation is Lean-Agile leadership, which enables and guides the transformation and fosters a culture of learning and growth. References: Core Values - Scaled Agile Framework, SAFe Lean-Agile Principles - Scaled Agile Framework, The SAFe House of Lean model: short and sweet - Echometer, [Lean-Agile Mindset - Scaled Agile Framework]

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

According to the Lean-Agile Leadership competency of SAFe, management must commit to quality and take responsibility to change the system for a successful Agile transformation. This means that leaders must lead by example, learn and model the Lean-Agile mindset, values, principles, and practices, and lead the change to a new way of working. They must also empower and engage individuals and teams to reach their highest potential, and create a culture of relentless improvement and innovation1. Management cannot delegate or outsource the responsibility of leading the Agile transformation, as they are the ones who have the authority and influence to change and improve the systems that govern how work is performed2. References: 1: Lean-Agile Leadership - Scaled Agile Framework2: What Must Management Do for a Successful Agile Transformation?

According to the SAFe-for-Teams-SAFe-Practitioner-6-0 documents, enabler stories are short descriptions of a small piece of desired functionality that support exploration, architecture, infrastructure, or compliance. Among these four types of enabler stories, exploration is the one that is used for building and evaluating prospective solutions alternatives. Exploration enabler stories support research, prototyping, and other activities needed to develop an understanding of customer needs, including the exploration of prospective solutions and evaluation of alternatives. They help validate assumptions, reduce uncertainty, and increase the likelihood of building the right thing. Therefore, the correct answer is A. Exploration. References: Enablers - Scaled Agile Framework, Story - Scaled Agile Framework, Features, Capabilities, & Enablers - Productfolio

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 identify bottlenecks, work in progress (WIP), and the overall progress of a project or program increment (PI). By looking at the width of the bands in a CFD, teams can easily see how much work is in each workflow state at any given time. This allows them to monitor and optimize their flow of value delivery. References: Cumulative Flow Diagram SAFe: Complete Guide, Measure and Grow - Scaled Agile Framework