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The Lean Thinking principle, "make value flow without interruptions" means identifying what?
The Lean Thinking principle, ''make value flow without interruptions'' means identifying and eliminating any delays that prevent the smooth and fast movement of work product from step to step in a value stream. Delays are a form of waste that reduce the efficiency and effectiveness of the system, increase the lead time and cost, and lower the customer satisfaction. Delays can be caused by various factors, such as handoffs, queues, bottlenecks, rework, defects, approvals, dependencies, and variability. To make value flow without interruptions, SAFe applies the following eight flow accelerators: Visualize and limit WIP, reduce batch sizes, and manage queue lengths Implement full test automation and continuous integration Take an economic view Apply product development flow principles Understand and exploit variability Implement fast feedback and integrated learning Build quality in Base milestones on objective evaluation of working systemsReference:Principle #6 - Make Value Flow Without Interruptions - Scaled Agile Framework,Accelerating Flow with SAFe - Scaled Agile Framework
What are two behaviors of an effective Scrum Master? (Choose two.)You have reached the max number of allowed answers
: 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.Reference:Scrum Master - Scaled Agile Framework,SAFe for Teams Student Workbook: materials and exercises from Lesson 2,Exam Study Guide: SP (6.0) - SAFe Practitioner
The analyzing step of the Portfolio Kanban system has a new Epic with a completed Lean business case. What best describes the next step for the Epic?
: 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.Reference:1:Portfolio Kanban - Scaled Agile Framework
Which of the following is a SAFe Lean-Agile Principle?
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.Reference:SAFe Lean-Agile Principles,Organize Around Value,Exam Study Guide: SP (6.0) - SAFe Practitioner
Which of the following Agile Team responsibilities is associated with the Iteration Retrospective?
= The Agile Team responsibility that is associated with the Iteration Retrospective is ''Improve relentlessly''. This responsibility reflects the SAFe Core Value of Relentless Improvement, which means that the team continuously reflects on their practices, identifies improvement opportunities, and implements them in the next iteration. The Iteration Retrospective is a regular event where the team members discuss the results of the iteration, review their practices, and identify ways to improve. The team uses various techniques to collect feedback, perform root cause analysis, and prioritize improvement actions. The improvement actions are added to the Team Backlog and reviewed in the next Iteration Planning event.Reference: =Relentless Improvement - Scaled Agile Framework,Iteration Retrospective - Scaled Agile Framework1
