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

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

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

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-SAFe-Practitioner-6-0 documents, a minimum viable product (MVP) is an early and minimal version of a new solution sufficient to prove or disprove an epic hypothesis1. An MVP is not a prototype, a feature, or a product. It is a learning tool that helps validate assumptions, reduce uncertainty, and increase the likelihood of building the right thing2. Therefore, the correct answer is A. A minimal version of a new product used to test a hypothesis. References: Epic - Scaled Agile Framework, What is a Minimum Viable Product (MVP)? | Agile Alliance

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

 Continuous Exploration (CE) is one of the four aspects of the Continuous Delivery Pipeline (CDP), along with Continuous Integration (CI), Continuous Deployment (CD), and Release on Demand1. CE focuses on creating alignment on what needs to be built by applying design thinking and Lean startup principles2. CE involves generating and validating hypotheses, defining a Minimum Viable Product (MVP), and developing a vision, roadmap, and features for the solution2. CE enables the enterprise to understand the market problem or customer need and the solution required to meet that need2. References: Continuous Delivery Pipeline, Continuous Exploration

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

Which situation should use the Large Solution SAFe configuration?

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

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

C. Organizations that need to scale Agile across the Enterprise

D. Every large Enterprise that uses SAFe

Answer: B

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

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

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

= Mindset and Principles is one of the three dimensions of Lean-Agile Leadership, along with Leading by Example and Leading the Change. Mindset and Principles refers to how leaders embed the Lean-Agile way of working in their beliefs, decisions, responses, and actions. Leaders model the expected norm throughout the organization by learning and applying the SAFe Core Values, Lean-Agile Mindset, and SAFe Principles. References: = Lean-Agile Leadership - Scaled Agile Framework, Exam Study Guide: SP (6.0) - SAFe® Practitioner

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

According to 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

The Portfolio Canvas is a tool that defines the current state of the portfolio, as well as the future state vision, using the Business Model Canvas template1. It describes the development value streams, the solutions they deliver, the customers they serve, the budget allocated to each value stream, and other vital activities and events required to achieve the portfolio vision2. The Portfolio Canvas is used to capture and analyze the current state of the portfolio, as well as to generate and evaluate multiple future state scenarios, based on the SWOT and TOWS analysis2. The Portfolio Canvas provides input for defining the future state vision and the portfolio backlog2. References: Business Model Canvas, Portfolio Vision

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

The three levels of the Scaled Agile Framework are Essential, Large Solution, and Portfolio. These levels represent the different levels of abstraction and complexity involved in delivering value to customers. The Essential level is the foundation of SAFe and includes the Team and Program levels, where agile teams and agile release trains (ARTs) work together to deliver solutions. The Large Solution level is an optional level that supports the coordination and alignment of multiple ARTs and suppliers that build large and complex solutions that require additional roles, events, and artifacts. The Portfolio level is the highest level of SAFe and provides strategic direction, funding, governance, and value stream management for the entire portfolio of solutions. References: SAFe® for Teams - Know Your Role on an Agile Team, Exam Study Guide: SP (6.0) - SAFe® Practitioner, SAFe 5.0 Framework

A program board is a visual summary of the features or goals, when they need to be reached, and any cross-team dependencies impacting their delivery. The program board helps teams within the Agile Release Train (ART) to coordinate their work and communicate their plan to the entire organization. One of the main purposes of the program board is to help teams identify and manage dependencies between teams, which can affect the delivery of value and increase the risk of delays or failures. By visualizing and tracking dependencies on the program board, teams can avoid or resolve them during the Program Increment (PI) planning event or throughout the PI execution. References: SAFe Program Board 101: Everything You Need To Know, SAFe Program Board: Good Practices for SAFe PI Planning, Tips for using a SAFe program board

Lean Thinking is a philosophy that aims to create value for customers by eliminating waste and unnecessary steps in company processes. One of the main sources of waste is delay, which can be caused by long lead times, large batch sizes, excessive inventory, poor quality, and lack of coordination. Reducing delays can improve customer satisfaction, increase efficiency, and lower costs. Lean Thinking is based on two pillars: respect for people and continuous improvement. Respect for people means empowering and engaging employees, customers, and stakeholders to participate in problem-solving and innovation. Continuous improvement means constantly seeking ways to improve the process and the product by applying the Plan-Do-Check-Act cycle and the scientific method. References: Lean-Agile Mindset - Scaled Agile Framework, Lean Thinking: Overview, Principles, Benefits, & Applications Explained, The Focus of Lean - Collin College, What is Lean? - Project Management Institute

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

This statement is one of the characteristics of a high-performing Agile Team according to the Scaled Agile Framework (SAFe)1. It means that the team members are encouraged to experiment, learn, and innovate, without being afraid of making mistakes or being judged by others. The team members view failures as opportunities for improvement and celebrate the learnings from them. Team C is demonstrating this characteristic by creating a new workflow to speed up the testing process, even though it did not work out as expected. The rest of the team was excited to hear what was learned from the failed experiment, rather than blaming or criticizing the three members who worked on it. References: Agile Teams

The PI Planning event is a two-day event that brings together all the teams and stakeholders of an Agile Release Train (ART) to align on a common vision, mission, and goals for the upcoming Program Increment (PI). The PI Planning event involves everyone in the program, including the Business Owners, Product Management, System Architects, Agile teams, Scrum Masters, Product Owners, Release Train Engineers, and other relevant roles. The PI Planning event also fosters collaboration, communication, and commitment among the participants, and helps identify and address the risks and impediments that may affect the delivery of value. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, PI Planning

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

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

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

 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 customers. It is a shared understanding among the team members of when a product increment is ready for release, even when the increment is large and consists of many items. The DoD is a commitment that the scrum team makes regarding the quality of the increment. The team promises that each increment will meet the DoD. They have checked all the quality checkboxes. This allows stakeholders to be confident that each new increment is usable and valuable. The DoD is not created by one person, but by the entire project team, including developers, testers, product owners, and other stakeholders. This ensures a smoother process during sprints since everyone is using the DoD as a guide alongside any checklists before marking an item as complete. Therefore, the agile teams are the primary stakeholders who develop the DoD for the team increment. References: What is the Definition of Done? Understanding DOD in Agile - Atlassian, What is the Definition of Done? | Scrum.org, How To Create A Definition Of Done | Agile Learning Labs, What is a Definition of Done? | Scrum.org

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

Uncommitted objectives are used to identify work that can be variable within the scope of a PI. The work is planned, but the outcome is not certain. Teams can apply uncommitted objectives whenever there is low confidence in meeting the objective. Uncommitted objectives do not get assigned a business value score because they are not part of the ART predictability measure. They are also not included in the program predictability report. However, they are still important and valuable, and teams should strive to achieve them if possible. References: PI Objectives, PI Planning, What is an uncommitted objective in SAFe?

 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

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

 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

 This statement is one of the four values of the Agile Manifesto, which is a foundational document for the Agile movement and the SAFe framework. The value emphasizes the importance of working closely with the customers and stakeholders to deliver value and meet their needs, rather than relying on rigid and formal contracts that may not reflect the changing requirements and expectations. References: Agile Manifesto, The 4 Values and 12 Principles of the Agile Manifesto, Exam Study Guide: SP (6.0) - SAFe® Practitioner

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

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

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.

References: Inspect and Adapt - Scaled Agile Framework, Problem-solving workshop: Step-by-Step - Agilephoria, SAFe for Teams Student Workbook: materials and exercises from Lesson 7, Exam Study Guide: SP (6.0) - SAFe® Practitioner

 SAFe recommends using a second operating system to deliver value by creating a dual operating system that consists of a Network and a Hierarchy. The Network is optimized for speed and adaptability, while the Hierarchy is optimized for efficiency and stability. The Network is composed of development value streams (DVSs) that are realized by product-focused Agile Release Trains (ARTs). The ARTs are cross-functional teams that work together to deliver software products on a regular schedule. The Hierarchy provides the necessary support and governance for the Network, such as operations, HR, finance, and compliance. By using a second operating system, SAFe enables business agility by allowing the organization to organize and reorganize around the flow of value, while maintaining the benefits and stability of the existing hierarchical structure. References: Business Agility, Principle #10 – Organize around value, How Does SAFe Enable Business Agility Through A Second Operating System, How does safe provide a second operating system that enables business agility

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

 According to the SAFe Implementation Roadmap, culture change is the last step in the transformation process. It states that “culture change comes last, not first. You can’t change a culture until you have changed the underlying behavior and the results that the behavior produces” 1. Therefore, the best way to change the culture is to adopt new approaches that deliver better outcomes and then anchor them in the culture by reinforcing the benefits and values they bring. This is consistent with Kotter’s model of leading change, which also suggests that anchoring new approaches in the culture is the final stage of a successful change effort 23. References: Enhance the Portfolio, Leading Change (Step 8) – Anchor Change in the Culture, Anchor Change in Your Organization’s Culture

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

The PI System Demo is the first activity of the Inspect and Adapt event, which shows all the Features that the Agile Release Train (ART) has developed during the Program Increment (PI)1. It provides an opportunity for the ART to evaluate the current state of the Solution and collect feedback from the stakeholders2. The other options are not the first activity of the Inspect and Adapt event, but rather subsequent activities that follow the PI System Demo. Quantitative and qualitative measurement is the second activity, which involves reviewing the PI performance and progress metrics3. Retrospective and problem-solving workshop is the third activity, which involves identifying and prioritizing the improvement opportunities for the next PI4. Agreement on the problems to solve is a step within the retrospective and problem-solving workshop, which involves reaching a consensus on the most critical issues to address5.

Business Owners are key ART stakeholders who have the primary business and technical responsibility for return on investment (ROI), governance, and compliance. They evaluate the fitness for use and actively participate in ART events and solution development. They also use a scale of 1 (lowest) to 10 (highest) to assign the business value to the team PI objectives after negotiation with the teams and other stakeholders. They typically assign the highest values to the customer-facing objectives. References: Business Owners - Scaled Agile Framework, PI Objectives - 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

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

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

Emergent design and intentional architecture are two complementary approaches to designing and evolving a system’s architecture. Emergent design enables fast, local control so that teams can react appropriately to changing requirements without excessive attempts to future-proof the system. Intentional architecture provides the guidance needed to ensure that the whole system has conceptual integrity and is fit for its purpose. Balancing these two approaches is required for speed of value delivery and Solution Intent, which is the representation of the desired and actual solution behavior, including the functional and nonfunctional aspects. Solution Intent guides the development and evolution of the solution and helps align the teams and stakeholders on the vision and goals of the solution. References: Architectural Runway, Agile Architecture in SAFe, Balancing Emergent Design and Intentional Architecture in Agile Software Development

The portfolio’s Strategic Themes and SWOT and TOWS analysis are critical inputs to exploring alternatives for the future state. LPM uses the current state portfolio canvas as a starting point to explore the different ways in which the portfolio could evolve in alignment with the strategic themes. SWOT stands for Strengths, Weaknesses, Opportunities, and Threats, and TOWS stands for Threats, Opportunities, Weaknesses, and Strengths. These are tools for identifying and analyzing the internal and external factors that affect the portfolio. SWOT and TOWS help LPM to brainstorm potential portfolio future states and prioritize the most promising ones. References: Portfolio Vision - Scaled Agile Framework, Portfolio Vision - 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 Scaled Agile Framework, the ART Planning Board is a visualization of the PI’s feature delivery dates, feature dependencies among teams, and relevant milestones1. Features are the primary elements that are planned and tracked on the ART Planning Board2.

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

The 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

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/

Assuming variability and preserving options is one of the SAFe Lean-Agile Principles that includes the critical part of “delaying decisions to the last responsible moment”. This principle states that "instead of committing to a single, often premature, design or requirement, Agile teams build systems that have the flexibility to support multiple options. They defer making decisions until the last responsible moment, when they have the most information and can make the best choice."1 This principle helps teams cope with uncertainty, reduce risk, and increase innovation.2 References: SAFe Lean-Agile Principles, Exam Study Guide: SP (6.0) - SAFe® Practitioner

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

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

A dual operating system is a model of business agility that combines the entrepreneurial network and the hierarchical system. The network is optimized for speed and innovation, while the hierarchy is optimized for efficiency and stability. The dual operating system allows the organization to balance the competing demands of exploration and exploitation, and to respond effectively to fast-changing environments. SAFe implements the network as a set of development value streams and provides the necessary interfaces to the hierarchy to restore the system’s balance. References: Principle #10 – Organize around value - Scaled Agile Framework, Business Agility Flashcards | Quizlet, Balancing the Dual Operating System - Scaled Agile Framework

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

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

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

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

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

The 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

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

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

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

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

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

 A User Story is a short description of a piece of functionality that delivers value to a customer or stakeholder. It is typically written from the perspective of an end user and follows the format: “As a , I want , so that ”. User Stories are the primary elements of the Team Backlog and are used to plan and execute the Iteration. User Stories should be small enough to be completed within one Iteration, which is usually two weeks long. If a User Story is too large or complex, it should be split into smaller stories that can fit within the Iteration timebox. This ensures that the team can deliver value frequently and receive feedback quickly. References: SAFe for Teams Student Workbook: materials and exercises from Lesson 3; v6.scaledagileframework.com/story/

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

SAFe provides a second operating system that enables Business Agility by creating a network of Agile teams and trains that are aligned to a common vision and strategy, and empowered to deliver value to customers and users. SAFe leverages the Lean-Agile mindset, the core competencies, and the principles and practices to foster a culture of innovation, learning, and collaboration. SAFe also supports the continuous delivery pipeline, which enables fast feedback and frequent value delivery. 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 Serviceswq

Differentiating business objectives are those that provide competitive differentiation and strategic advantage for the enterprise. They reflect the unique value proposition and vision of the enterprise and guide the portfolio strategy and decision-making. One example of differentiating business objectives is Strategic Themes, which are portfolio-level business objectives that connect a portfolio to the strategy of the enterprise. They are written in Objective and Key Result (OKR) format and influence the vision, budget, and backlogs for the portfolio, large solution, and program levels. They also provide business context and alignment for the agile teams and ARTs in the portfolio. References: Strategic Themes, SAFe 4.5 Reference Guide: Scaled Agile Framework for Lean Enterprises, How to use GOST + SAFe to increase your company’s agility

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

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

n: = Separating release elements from the Solution means identifying specific release elements, such as Features or components, that can be released independently of the entire Solution. This technique provides several benefits, such as1:

• It enables faster delivery of value to customers by releasing the most important or urgent elements first
• It reduces the risk of releasing complex or interdependent elements that may cause errors or failures
• It allows for more flexibility and responsiveness to changing customer needs and market conditions
• It supports continuous integration and deployment by allowing smaller and more frequent releases

References: = 1: Release on Demand - Scaled Agile Framework2

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

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

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

 WIP stands for work in process, which is the amount of work that is currently being done in a system. One way to understand WIP is to make it visible to all stakeholders, using tools such as Kanban boards, cumulative flow diagrams, or burn-up charts. By making WIP visible, we can see the current state of the work, identify bottlenecks, limit WIP to match capacity, and improve flow efficiency. References: Principle #6 – Visualize and limit WIP, reduce batch sizes, and manage queue lengths, Make Value Flow without Interruptions, SAFe Principle 6: Visualise and limit WIP, reduce batch sizes, and manage queued lengths

The 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) and the opportunity to give feedback on the solution. The System Demo is the one real measure of value, velocity, and progress of the fully integrated work across all the teams. The purpose of the System Demo is to demonstrate new functionality, not to evaluate the full PI, introduce new architectural designs, or identify PI Objectives. Those activities are done in other events, such as the Inspect and Adapt, the Architectural Runway, and the PI Planning. References: System Demo, System Demo - Scaled Agile Framework, Why System Demo Considered A Significant Event In SAFe®? - Learnow, System Demo - Scaled Agile Framework.

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

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

Resizing the work is one method for reducing queue length in SAFe. Queue length is the number of work items waiting to be processed in a system. Reducing queue length can improve flow, reduce cycle time, and increase throughput. Resizing the work means breaking down large work items into smaller ones that can be completed faster and with less variability. Smaller work items also reduce the risk of rework, defects, and delays. Resizing the work can be done at any level of SAFe, from portfolio epics to team stories. SAFe provides several techniques for resizing the work, such as Weighted Shortest Job First (WSJF), Minimum Marketable Features (MMFs), Minimum Viable Products (MVPs), and Spikes1. References: Principle #6 - Visualize and Limit WIP, Reduce Batch Sizes, and Manage Queue Lengths - Scaled Agile Framework

The team is waterfalling the Iteration, which means they are following a sequential and rigid process of development, testing, and fixing, instead of an iterative and incremental approach. This is not aligned with the Agile principles and practices, which advocate for delivering working software frequently, with continuous feedback and improvement. Waterfalling the Iteration reduces the team’s ability to respond to change, deliver value, and collaborate effectively. It also increases the risk of accumulating technical debt, defects, and rework. References: Iteration Execution - Scaled Agile Framework, SCALING: SP - SAFe for Teams 4.6 Flashcards - Brainscape

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