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SAFe for Teams
Fichas del conjunto (49)
- 1What is an Agile Release Train (ART)?A long-lived team of Agile teams, which, along with other stakeholders, incrementally develops, delivers, and where applicable operates one or more solutions in a value stream.
- 2ART common principle: The Schedule is fixedThe train departs the station on a known, reliable schedule, as determined by the chosen PI cadence. If a Feature misses a timed departure, it can catch the next one.
- 3ART common principle: A new system increment every 2 weeksEach train delivers a new system increment every two weeks. The System Demo provides a mechanism for evaluating the working system, which is an integrated increment from all the teams.
- 4ART common principle: The PI timebox is fixedAll teams on the train are synchronized to the same PI length (typically 8 – 12 weeks) and have common iteration start/end dates and duration.
- 5ART common principle: The train has a known velocityEach train can reliably estimate how much cargo (new features) can be delivered in a PI.
- 6ART common principle: Agile TeamsAgile Teams embrace the ‘Agile Manifesto’ and the SAFe values and principles. They apply Scrum, Extreme Programming (XP), Kanban, and other Built-In Quality practices.
- 7ART common principle: Dedicated peopleMost people needed by the ART are dedicated full time to the train, regardless of their functional reporting structure.
- 8ART common principle: Face-to-face PI PlanningThe ART plans its work at periodic, largely face-to-face PI Planning events.
- 9ART common principle: Innovation and Planning (IP)IP iterations provide a guard band (buffer) for estimating and a dedicated time for PI planning, innovation, continuing education, and infrastructure work.
- 10ART common principle: Inspect and Adapt (I&A)An I&A event is held at the end of every PI. The current state of the solution is demonstrated and evaluated. Teams and management then identify improvement backlog items via a structured, problem-solving workshop.
- 11ART common principle: Develop on Cadence. Release on DemandARTs apply cadence and synchronization to help manage the inherent variability of research and development. However, releasing is typically decoupled from the development cadence. ARTs can release a solution, or elements of a solution, at any time, subject to governance and release criteria.
- 12Development TeamThree to nine dedicated individual contributors, covering all the roles necessary to build a quality increment of value for an iteration.
- 13Continuous ExplorationThe process of constantly exploring market and user needs, and defining a Vision, Roadmap, and set of hypotheses to address those needs.
- 14Continuous IntegrationThe process of taking features from the program backlog and developing, testing, integrating, and validating them in a staging environment where they are ready for deployment and release.
- 15Continuous DeploymentThe process that takes validated features from continuous integration and deploys them into the production environment, where they’re tested and readied for release.
- 16Release on DemandThe process of delivering the value to the end user, measuring the results of the hypotheses and learning from them, as well as operating the solutions.
- 17Lean-Agile MindsetThe combination of beliefs, assumptions, and actions of SAFe leaders and practitioners who embrace the concepts of the Agile Manifesto and Lean thinking.
- 18The Agile Manifesto ValuesIndividuals and Interactions over processes and tools
Working Software over comprehensive documentation
Customer Collaboration over contract negotiation
Responding to Change over following a plan - 19Product OwnerA member of the Agile Team responsible for defining Stories and prioritizing the Team Backlog to streamline the execution of program priorities while maintaining the conceptual and technical integrity of the Features or components for the team.
- 20Product Owner: ResponsibilitiesMaintains the team backlog
Iteration planning
Just-in-time story elaboration
Applies Behavior-Driven Development
Accepts Stories as done
Understands enabler work
Participates in team demo and retrospective - 21SAFe Core ValuesAlignment
Built-in Quality
Transparency
Program Execution - 22ScrumXPA lightweight process to deliver value for cross-functional, self-organized teams within SAFe.
- 23StoriesShort descriptions of a small piece of desired functionality, written in the user’s language.
- 24Enabler StoriesBring visibility to the work items needed to support exploration, architecture, infrastructure, and compliance.
- 25Epic, Capability, Feature, StoryA four-tier hierarchy of artifacts that outline functional system behavior
- 26INVESTIndependent
Negotiable
Valuable
Estimable
Small
Testable - 27CALMRCulture
Automation
Lean flow
Measurement
Recovery - 28Volume Complexity Knowledge UncertaintyThings that affect the size of story
- 29SMART PI ObjectivesSpecific
Measurable
Achievable
Realistic
Time-bound - 304 Levels of SAFe for Lean EnterprisesTeam
Program
Large Solution
Portfolio - 31House of Lean: ValueAchieve the shortest sustainable lead time with:
- Best quality and value to people & society
- High morale, safety and customer delight - 32House of Lean: RespectPeople do all the work
Your customer is whoever consumes your work
Build long-term partnerships based on trust
Cultural change comes last, not first
To change the culture, you have to change the organization - 33House of Lean: FlowOptimize continuous and sustainable throughput of value
Avoid stop-start-stop project delays
Build quality in
Understand, exploit and manage variability
Integrate frequently
Informed decision making via fast feedback - 34House of Lean: InnovationProducers innovate; customers validate
Get out of the office
Provide time and space for creativity
Apply innovation accounting
Pivot without mercy or guilt - 35House of Lean: Relentless ImprovementA constant sense of danger
Optimize the whole
Consider facts carefully, then act quickly
Apply lean tools to identify and address root causes
Reflect at key milestones; identify and address shortcomings - 36House of Lean: LeadershipLead the charge
Know the way; emphasize life-long learning
Develop people
Inspire and align with mission; minimize constraints
Decentralize decision making
Unlock the intrinsic motivation of knowledge workers - 37Learning FastPlan
Do
Check
Adjust - 38Team EventsIteration Planning
Daily Stand-up
Iteration Review
Iteration Retrospective - 39Feature TeamsFastest velocity
Minimize dependencies
Develop T-shaped skills - 40Component TeamsHigh reuse, high technical specialization, critical NFRs
Creating each component as a 'potentially replaceable part of the system, with well-defined interfaces' - 41Release Train Engineer (RTE)A servent leader who facilitates and guides the work of the ART.
- 42User Story - the 3 CsCard
Conversation
Confirmation - 43Iteration Planning for Kanban TeamsFind less value in try to plan the Iteration in detail
Still publish Iteration Goals
Commit to the goals as well as to a cycle time SLA for incoming work - 44Burn Up ChartMeasures how many story points have been completed toward the iteration total
- 45Cumulative Flow DiagramIdentifies
- bottlenecks
- size of batches in Kanban states
- average time an epic stays in a state - 46Separate Deploy from ReleaseTo enable business to release on demand
- 47Backlog Refinement SessionHelps teams "sleep" on new Stories prior to Iteration Planning
Provides enough time to identify and resolve dependencies and issues that could impact the next iteration
The team can improve Stories, add acceptance criteria, and point out missing information
Most of the focus is on the next Iteration - 48ROAMing RisksResolved
Owned
Accepted
Mitigated - 49Program EventsScrum of Scrums
PO Sync
System Demo
Prepare for PI Planning
Inspect & Adapt
PI Planning
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- Descripción
- Flashcards for SAFe for Teams exam
- Creado por
- Daniel Gray-Brewer
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