SP-SAFe-Practitioner Sample Questions Answers

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

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

 During the team breakout session, each team creates and estimates their Stories, and sequences them into a draft plan for the upcoming PI. This is where the team backlog is refined and prioritized, and dependencies are identified and resolved. References: SAFe for Teams - Know Your Role on an Agile Team, Exam Study Guide: SP (6.0) - SAFe® Practitioner, SAFe for Teams | SAFe Practitioner (SP) Certification

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]

Spending time “in the zone” means being fully immersed in a task that is challenging, engaging, and enjoyable. This state of flow is associated with higher levels of creativity, innovation, and performance1. According to SAFe, optimizing the time spent in the zone for individuals and teams makes a substantial difference in ART productivity2. The other options are not directly related to the concept of flow, although they may be influenced by it. Reducing queue lengths, refining productive collaboration, and making work in process visible are all aspects of visualizing and limiting WIP, which is another flow accelerator3.

 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

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

 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

Resizing the work means breaking down large batches of work into smaller, more manageable pieces that can be completed faster and with less variability. This reduces the queue length, which is the number of work items waiting to be processed, and improves the flow of value delivery. Resizing the work is one of the principles of Lean-Agile development, and it is also a practice of Scrum and Kanban teams. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Visualize and Limit WIP, Reduce Batch Sizes, and Manage Queue Lengths, ScrumXP, Story

= 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. References: = Relentless Improvement - Scaled Agile Framework, Iteration Retrospective - Scaled Agile Framework1

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

SAFe Team Kanban is one of the SAFe Agile Team types that relies on a continually-refined Team Backlog as the primary input to drive value delivery. SAFe Team Kanban is a method that helps teams manage their flow of work, optimize their throughput, and improve their quality and predictability. SAFe Team Kanban uses a visual board that shows the status of the backlog items, the work in progress (WIP) limits, the policies and definitions, and the metrics and indicators. SAFe Team Kanban also applies the Kanban principles of visualization, limiting WIP, managing flow, making policies explicit, implementing feedback loops, and improving collaboratively and continuously. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Team Kanban

The principle that includes “working software is the primary measure of progress” is one of the twelve principles behind the Agile Manifesto. The Agile Manifesto is a declaration of four values and twelve principles that guide the Agile software development movement. The value that corresponds to this principle is “working software over comprehensive documentation”. The principle states that the ultimate goal of any software development project is to deliver working software that satisfies the customer’s needs and expectations, and that any other intermediate or auxiliary artifacts, such as plans, documents, models, or reports, are secondary and should not distract from the main objective. The principle also implies that working software should be delivered frequently and continuously, and that the progress of the project should be measured by the amount and quality of the software delivered, not by the adherence to a predefined plan or schedule. References: Principles behind the Agile Manifesto, Agile Manifesto - 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

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

One of the results from Iteration Planning for SAFe Scrum Teams is the Iteration goals, which are short, specific, and measurable statements that describe what the Agile team intends to accomplish in an Iteration. The Iteration goals are derived from the team backlog, the PI objectives, and the team vision. The Iteration goals help to align the team to a common vision of work in the Iteration, and provide clarity, focus, and motivation. The 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 Goals

Lowering the work in process (WIP) limits improves the flow of value through the system by reducing the amount of work that is started but not finished, minimizing the waste of context switching and multitasking, and increasing the focus and collaboration of the teams. Lower WIP limits also help identify and eliminate bottlenecks, balance demand and capacity, and accelerate feedback and learning. According to the SAFe Principle #6, visualizing and limiting WIP is one of the key practices to achieve continuous flow and deliver value in the shortest sustainable lead time. References: Principle #6 - Visualize and Limit WIP, Reduce Batch Sizes, and Manage Queue Lengths - Scaled Agile Framework, Understanding SAFe Work In Progress Limits - Strongback Consulting

Velocity is a measure of how much work a team can complete in an iteration. It is based on the team’s historical performance and estimation accuracy. During iteration execution, a team’s velocity tends to be most affected by factors that change the team’s capacity, collaboration, and context. Changing team size, team makeup, and technical context are examples of such factors. For instance, adding or removing team members, changing team roles or responsibilities, or switching to a different technology or domain can all impact the team’s velocity. Therefore, the correct answer is B. Changing team size, team makeup, and technical context. References: Velocity - Scaled Agile Framework, PRACTICE TEST: SAFe 4 Practitioner Certification Flashcards - Brainscape, During Iteration Execution, a team velocity tends to be most affected …

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.

= 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

 Trust is the foundation of any successful collaboration, especially between the business and development teams, who often have different perspectives, expectations, and incentives. Trust exists when everyone can confidently rely on one another to act with integrity, particularly in times of difficulty. Without trust, it is impossible to build high-performing teams and trains or build (or rebuild) the confidence needed to make and meet reasonable commitments1. One way to gain trust between the business and development is to deliver predictability, which means that the teams and the Agile Release Train (ART) can consistently deliver value in the shortest sustainable lead time, with the best quality and value, and meet the agreed-upon objectives and goals2. Predictability is achieved by applying the SAFe principles and practices, such as aligning to a common mission and vision, planning and executing in iterations and increments, applying systems thinking and feedback loops, and embracing change and innovation3. Predictability helps to establish and maintain trust between the business and development, as it demonstrates the reliability, transparency, and accountability of the teams and the ART, and it enables the business to make informed decisions and provide timely feedback4. The other options are not the best ways to gain trust between the business and development, as they either do not address the core issue of trust, or they may have negative consequences. Automating the delivery pipeline is a technical practice that supports DevOps and continuous delivery, and it can improve the speed, quality, and efficiency of the value delivery, but it does not necessarily build trust between the business and development, as it does not address the communication, collaboration, and alignment aspects of trust. Releasing new value to production every day is a desirable outcome of DevOps and continuous delivery, and it can provide fast feedback and validation of the value delivered, but it does not guarantee trust between the business and development, as it may also introduce risks, errors, and instability, and it may not reflect the actual needs and expectations of the customers and stakeholders. Maintaining iterations as a safe zone is a practice that protects the teams from external interference and distractions during the iteration execution, and it can help the teams focus on their work and deliver value, but it does not foster trust between the business and development, as it may also create silos, isolation, and resistance to change, and it may prevent the teams from collaborating and communicating with the business and other teams. References: Core Values - Scaled Agile Framework, Predictability - Scaled Agile Framework, SAFe Lean-Agile Principles - Scaled Agile Framework, How can trust be gained between the business and development?

 = Making quality everyone’s responsibility is critical to successfully implementing quality in a Lean-Agile environment. This means that all the people involved in creating and delivering value to the customer, from business functions to software applications, share the same quality standards and practices. Quality is not something that can be delegated or outsourced to a separate team or department. It is embedded in the culture, mindset, and behavior of every individual and team. Making quality everyone’s responsibility enables faster feedback, continuous improvement, and higher customer satisfaction12. References: = 1: Built-In Quality - Scaled Agile Framework2; 2: How to Implement Quality in a Lean-Agile Environment Successfully1

= 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

 Culture is the first element of the CALMR approach to DevOps in SAFe. It refers to the shared mindset and values that support successful DevOps adoption. Culture in SAFe is influenced by the Lean-Agile principles and practices that guide the entire framework. Culture in DevOps requires customer-centricity, collaboration, trust, empowerment, learning, and feedback among all the stakeholders involved in the value stream. Culture also fosters a shift-left mentality, where operational and quality concerns are addressed early and often in the development process. Culture is the foundation for the other elements of CALMR: automation, lean flow, measurement, and recovery. References: CALMR - Scaled Agile Framework, The CALMR Approach to DevOps [Complete Guide] - KnowledgeHut

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

 A high-functioning 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 customer1. Team A is not cross-functional because they depend on another team to test and deploy their work, which creates handoffs and delays in the value delivery process. A cross-functional team should be able to perform all the activities required to deliver a potentially releasable increment of value in each iteration2. Team A should collaborate with the other team to integrate their testing and deployment capabilities and form a single Agile Team that can deliver value independently. References: Agile Teams - Scaled Agile Framework, 7 Qualities of High-Performing Agile Teams | AgileConnection

One of the tools associated with Design Thinking is empathy maps, which are a visual way to capture and organize the user’s needs, goals, pains, and gains. Empathy maps help the team to understand the user’s perspective, empathize with their emotions, and design solutions that address their problems and aspirations. Empathy maps are typically created during the Discover phase of Design Thinking, where the team conducts user research and synthesizes the findings. References: SAFe for Teams Student Workbook: materials and exercises from Lesson 1; v5.scaledagileframework.com/design-thinking/; v5.scaledagileframework.com/get-feedback/

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.

 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

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.

Team and Technical Agility is one of the core competencies of the Lean Enterprise that helps drive Agile Quality practices. This competency describes the critical skills and Lean-Agile principles and practices that high-performing Agile teams and teams of Agile teams use to create high-quality solutions for their customers. The main aspects of this competency are: team and technical agility, Agile team, Built-in Quality, and Agile architecture. Built-in Quality is a set of practices to help ensure that the outputs of Agile teams in business and technology domains meet appropriate quality standards throughout the process of creating customer value. Built-in Quality practices include test-first, test automation, continuous integration, refactoring, pair work, code reviews, exploratory testing, and more. References: Team and Technical Agility - Scaled Agile Framework, Built-In Quality - Scaled Agile Framework

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

 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

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

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

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

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

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

Quality is the first and foremost function of the second core value of SAFe, which is Built-in Quality1. Built-in Quality is a set of practices to help ensure that the outputs of Agile teams in business and technology domains meet appropriate quality standards throughout the process of creating customer value2. Built-in Quality requires a culture of shared responsibility, where everyone on the team is accountable for the quality of the work products and the system as a whole2. This culture fosters collaboration, feedback, and continuous improvement, and enables faster delivery and better outcomes2. References: Built-In Quality - Scaled Agile Framework, Quality is the first and foremost a function of what in a Lean-Agile …, Quality is first and foremost a function of what in a lean-agile …

 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

= Decoupling deployment from release means having the ability to deploy changes to a system without having to make a new release of the system. This can be a valuable capability when making changes to a system that is in production and needs to be rolled back quickly if there are problems. It also allows releasing functionality on demand to meet business needs, which is one of the aspects of the Continuous Delivery Pipeline in SAFe. By decoupling deployment from release, enterprises can achieve faster feedback, higher frequency, and greater safety in delivering value to customers. References: = Release on Demand, DevOps: Why Is It Important to Decouple Deployment From Release?, Why Is It Important to Decouple Deployment from Release?, What a Lovely Decouple: Why Decoupling Deploy from Release Is a Game Changer

Culture is the first element of the CALMR approach to DevOps in SAFe. It refers to the shared mindset and values that support successful DevOps adoption. Culture in SAFe is influenced by the Lean-Agile principles and practices that guide the entire framework. Culture in DevOps requires customer-centricity, collaboration, trust, empowerment, learning, and feedback among all the stakeholders involved in the value stream. Culture also fosters a shift-left mentality, where operational and quality concerns are addressed early and often in the development process. Culture is the foundation for the other elements of CALMR: automation, lean flow, measurement, and recovery1. One of the aspects of culture is to establish a work environment of shared responsibility, where everyone in the value stream is accountable for the quality and security of the solution, and for the outcomes delivered to the customer2. This means breaking down the silos and barriers between development, operations, security, and other teams, and creating a culture of mutual trust and respect3. Shared responsibility also means that everyone in the value stream has the authority and autonomy to make decisions and take actions that support the delivery of value, while following the guardrails and policies established by the enterprise4. References: CALMR - Scaled Agile Framework, Culture - Scaled Agile Framework, What Is DevOps? - Scaled Agile Framework, Decentralize Decision Making - 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

A user story is a work type that is defined as “a short description of a small piece of desired functionality written in the user’s language” in SAFe. A user story is a primary artifact used to define system behavior in Agile. It is a simple and concise way of expressing the user’s needs and expectations from the system. A user story typically follows the format of “As a [role], I want [functionality], so that [benefit]”. A user story also has acceptance criteria and acceptance tests that specify how the functionality will be verified and validated. A user story is intended to enable the implementation of a small, vertical slice of system behavior that supports incremental development. A user story is maintained and prioritized in the team backlog by the product owner1. References: Story - 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?

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?

= The SAFe Implementation Roadmap is a series of 12 critical moves that guide enterprises in implementing SAFe successfully. The roadmap is based on the experience and best practices of hundreds of SAFe transformations. The roadmap is not a one-size-fits-all approach, but rather a suggested sequence of steps that can be adapted to the specific context and needs of each organization. The sixth step in the roadmap is Organize Around Value, which involves identifying the value streams and Agile Release Trains (ARTs) that deliver value to the customers. The next step after that is Prepare for ART Launch, which involves planning and preparing for the first Program Increment (PI) planning event, where the ART members align on a common vision, mission, and backlog, and commit to a set of PI objectives. This step is crucial for establishing the cadence, synchronization, and collaboration of the ART, and setting the stage for delivering value in an Agile way. References: = Implementation Roadmap - Scaled Agile Framework, Prepare for ART Launch - Scaled Agile Framework, Exam Study Guide: SP (6.0) - SAFe® Practitioner

 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

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

According to the SAFe for Teams SP (6.0) - SAFe Practitioner handbook and study guide, one of the core values of SAFe is alignment, which means that everyone involved in the solution development has a common understanding of the vision, strategy, and goals. To achieve alignment, teams need to demonstrate progress by showing the actual working product to the stakeholders and getting feedback. This is done through the sync events such as the Team Demo and the System Demo, where teams showcase the features and stories they have completed in the iteration or the PI. By showing the actual working product, teams can validate their assumptions, measure the value delivered, and identify improvement opportunities. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, SAFe® for Teams - Know Your Role on an Agile Team, SAFe for Teams | SAFe Practitioner (SP) Certification

 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

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 systems References: Principle #6 - Make Value Flow Without Interruptions - Scaled Agile Framework, Accelerating Flow with SAFe - Scaled Agile Framework

 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 purpose of the Iteration review is to measure the team’s progress by showing working stories to the Product Owner and other stakeholders and getting 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 opportunities1234. References: Iteration Review - Scaled Agile Framework, Iteration Review - Scaled Agile Framework, What is Iteration review in SAFe® 6.0? - premieragile.com, Iteration Review - Scaled Agile Framework

The role of the Scrum Master in SAFe is to act as a servant leader who helps teams self-organize, self-manage, and deliver using effective Agile practices. The Scrum Master educates the team on various frameworks and methods, including Scrum, Kanban, Extreme Programming, and SAFe, ensuring that the agreed-upon Agile process is followed. The Scrum Master also helps remove impediments, facilitates team and program events, coaches the team and stakeholders on how to apply the SAFe principles and values, and fosters an environment of continuous improvement and high performance. References: Scrum Master - Scaled Agile Framework, SAFe Scrum Master Roles and Responsibilities - KnowledgeHut

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/]

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

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

The confidence vote is a measure of the teams’ and ARTs’ belief in their ability to deliver the established PI objectives. It is conducted at the end of the PI planning event, after the teams have presented their plans and identified the risks. Each person votes using their fingers (fist of five) or a digital tool for remote events. The scale is as follows:

• 5: I am confident we can meet or exceed our objectives
• 4: I am confident we can meet our objectives
• 3: I think we can meet our objectives, but I have some concerns
• 2: I doubt we can meet our objectives, and I have major concerns
• 1: I am sure we cannot meet our objectives

The purpose of the confidence vote is to surface any issues or impediments that might prevent the teams from achieving their goals. It also helps to align the expectations of the stakeholders and the teams. If the average vote is below 3, the teams and the ARTs need to revisit their plans and address the root causes of the low confidence. The confidence vote is repeated until the average vote is 3 or higher, or until the timebox expires. References: PI Planning - Scaled Agile Framework, Confidence Vote - Scaled Agile Framework, Confidence Vote in PI Planning: Role and Benefits - Dee Project Manager

 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

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

Flow efficiency is the ratio of the total time spent in value-added work activities divided by the total flow time. Flow time is the time it takes for a work item to move from the start to the end of the process. Value-added work activities are those that directly contribute to the customer value or the quality of the product. Non-value-added work activities are those that do not add value to the customer or the product, such as waiting, rework, or handoffs. Flow efficiency measures how well the organization is minimizing the non-value-added work and maximizing the value-added work. The formula to calculate flow efficiency is:

Flow efficiency=Flow timeTotal active time​×100%

A higher flow efficiency indicates a more streamlined and effective process, while a lower flow efficiency indicates a more wasteful and inefficient process. Flow efficiency can be used to identify and eliminate the sources of waste and improve the flow of value to the customer1234. References: Flow Efficiency - Scaled Agile Framework, Flow Efficiency: A great metric you probably aren’t using, Flow Efficiency: A Great Metric You Probably Aren’t Using - Nimblework, Flow Efficiency: A Kanban Metric Introduction - Everyday Kanban

 An Iteration is a fixed timebox during which an Agile team delivers a potentially releasable increment of value. The recommended length of an Iteration is two weeks, as this allows for fast feedback, adaptation, and learning cycles. Longer Iterations may increase the risk of overcommitment, scope creep, and reduced quality. Shorter Iterations may increase the overhead of planning and coordination, and reduce the amount of value delivered per Iteration. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, [Iteration]

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

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

 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

n: A backlog refinement session is a periodic activity teams use to define, discuss, estimate, and establish acceptance criteria for upcoming backlog items1. One key benefit of a backlog refinement session is that it provides time to identify dependencies and issues that could impact the next iteration. By doing so, teams can reduce uncertainty, avoid surprises, and plan more effectively. Backlog refinement also helps surface problems with the current plan, which may require discussion at the team, PO, or coach syncs2. Additionally, backlog refinement helps teams align their backlog with the ART backlog, the PI objectives, and the customer needs2. References: Backlog Refinement - Scaled Agile Framework, Team Backlog - Scaled Agile Framework

 SAFe Team Kanban is a type of SAFe Agile Team that relies on a continually-refined Team Backlog as the primary input to drive value delivery. SAFe Team Kanban is a method that helps teams manage and improve the flow of value across the Continuous Delivery Pipeline. It is based on the principles of Lean and Kanban, which aim to optimize the system, limit work in progress (WIP), implement feedback loops, and empower the team. SAFe Team Kanban uses a visual board to track the flow of work from the Team Backlog to the Done state. The Team Backlog is a subset of the Program Backlog that contains the user stories, enablers, and defects that the team needs to work on. The Team Backlog is constantly refined and prioritized by the Product Owner, who collaborates with the team and other stakeholders to ensure that the most valuable and feasible work items are selected for implementation. References: Team Kanban - Scaled Agile Framework, Team Kanban - Scaled Agile Framework

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

Respect for People is one of the four SAFe Core Values. It means that the enterprise fosters a culture of mutual influence, trust, empowerment, and collaboration among all the people involved in delivering value, including customers, employees, partners, and suppliers. Respect for People also implies that the enterprise values diversity, inclusion, and psychological safety, and that it treats people as the most important asset. Respect for People supports the following practices in SAFe1:

• Turn mistakes into learning moments. Mistakes are inevitable in complex and uncertain environments, and they provide opportunities for learning and improvement. Instead of blaming or punishing people for making mistakes, the enterprise encourages them to share their learnings, experiment with new ideas, and apply the Plan-Do-Check-Adjust (PDCA) cycle.
• Create a trust-based environment. Trust is the foundation of effective collaboration and high performance. The enterprise builds trust by being transparent, honest, supportive, and accountable. It also empowers people to make decisions, take ownership, and self-organize around value delivery.
• Visualize work. Visualization helps people see the flow of value, identify bottlenecks, dependencies, and waste, and collaborate on solutions. The enterprise uses various tools and techniques to visualize work, such as Kanban boards, Cumulative Flow Diagrams, Program Boards, and Value Stream Maps. References: 1: Respect for People and Culture - Scaled Agile Framework

 = 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

 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

Design Thinking is a methodology that helps teams solve complex problems and create innovative solutions that meet the needs and desires of the users. One of the benefits of Design Thinking is that it produces solutions that are actionable, meaning that they can be implemented and tested in the real world. Actionable solutions are based on a deep understanding of the problem, a wide range of possible ideas, and iterative prototyping and testing. Actionable solutions are also aligned with the vision, values, and goals of the organization and the stakeholders. References: What is Design Thinking?, Design thinking, explained, What is design thinking?

Reducing batch size is one of the key ways to improve flow in product development. Smaller batches move faster and more smoothly through the system, reducing cycle time, variability, and waste. Smaller batches also enable faster feedback and learning, which leads to higher quality and customer satisfaction. By reducing batch size, the system can deliver more value in a given time, which means increased throughput12. References: Make Value Flow without Interruptions - Scaled Agile Framework, Principle #6 – Visualize and limit WIP, reduce batch sizes, and manage queue lengths - Scaled Agile Framework

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.

= 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

A modified Fibonacci sequence is a relative estimating number sequence that reflects the inherent uncertainty of the job being estimated. It is based on the original Fibonacci sequence, which is a mathematical series of numbers where each number is the sum of the two preceding ones, starting from 0 and 1. The modified Fibonacci sequence, however, rounds up the larger numbers to avoid questions about why something is 21 instead of 20 or 34 instead of 40. The modified Fibonacci sequence is commonly used in Agile estimation techniques, such as Planning Poker, to assign story points to user stories or other backlog items. The sequence is: 0, 1, 2, 3, 5, 8, 13, 20, 40, 100. References: Modified Fibonacci Sequence - Scaled Agile Framework, Fibonacci Agile Estimation: What Is It and Why Does it Work? - Parabol