SAFe Agile Certification

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1. 1 Principle- Take an Do not consider "Sunk Costs" 9. 7 Apply Cadence-makes waiting times predictable,
economic view If you quantify one thing, quantify the cadence and supports regular planning and cross-
cost of delay synchronization functional coordination, limits batch sizes
to single interval
2. 2 Principle- Apply Optimizing the component does not
Synchronization- facilitates cross-functional
systems thinking optimize the system
tradeoffs, provides routine dependency
A system can evolve no faster than
management
its slowest integration point
Cadence based planning limits variability
Focus on the Delays: most problems
to a single interval
surface as delays; reducing delays is
the fastest way to reduce time to 10. Agile Manifesto Value:
market -Individuals and interactions
-Working Software over documentation
3. 3 Principle- Assume requirements must be flexible to
-Customer collaboration over contract
variability; preserve make economic design choices
negotiation
options designs must be flexible to support
-Responding to change over following a
changing requirements
plan
preservation of options improves
economic results 11. Agile Principles ...
4. 4 Build incrementally Fast feedback accelerates 12. Agile Teams Cross Functional, Self Organizing; Can
with fast, integrated knowledge define, build, testing valuable things
learning cycles Reduce the cost of risk-taking by Delivers value every two weeks
truncating unsuccessful paths quickly Agile Teams Power the Train
5. 4 Dimensions of Vision 13. Architectural Existing code, hardware components, etc
Transformational Authenticity Runway that enable near-term business features
leader Growth
14. CALMR
Innovation
approach to
6. 4 Types of Safe Essential- Program & Team DevOps
Portfolio SAFe- Portfolio, Program &
Team
Large Solution- Large Solution,
Program & Team
Full- Portfolio, Large Solution,
Program & Team
7. 5 Base milestones on Program increment (PI) demos are
objective evaluation orchestrated to deliver objective
of working systems progress, product, and process
metrics
Objective milestones facilitate Culture
learning and allow for continuous, Automation
cost-effective adjustments towards Lean Flow
an optimum solution Measurement
8. 6 Visualize and limit reduced batch sizes: Recovery
WIP, reduce batch -Increases predictability 15. Capabilities a high-level solutions behavior that
sizes, and manage -accelerates feedback typically spans multiple ARTs. They are
queue lengths -reduces rework sized and split into multiple features to
-lowers cost facilitate their implementation in a single PI
The most important batch is the
16. Cost of Delay -User and Business Value
handoff batch
Components -Time Criticality
-Risk Reduction & Opportunity Enablement
17. Development Creates refines and builds user stories and 27. House of People do the work, customer is whoever
Team acceptance criteria Lean- consumes your work
Develop and commit to Team PI Objectives Respect for -don't overload them
and iteration plans People and -don't make them wait
3-9 People Culture Build long-term partnerships based on trus
Cultural change comes LAST, not first
18. DevOps An agile approach to bridge the gap
To change the culture, you have to change
between development and operations to
the orgnaization
deliver value faster and more reliably
-a capability of every Agile Release Train 28. House of achieve the sustainably shortest lead time
- Value only occurs when end users are Lean- Value with:
operating the solution -Best quality and value to people and society
-High morale, safety and customer delight
19. Enabler Exploration
Stories Architecture 29. Innovation occurs every PI and serves multiple
Infrastructure and PI purposes. Acts as an estimating buffer for
Compliance meeting PI objectives, provides dedicated
time for innovation, continuing education, PI
20. Epics Enterprise initiatives so substantial they
Planning and Inspect and Adapt events
warrant analysis, understanding ROI,
business case and approval 30. Job is the key to economic outcomes
-Cuts across value streams Sequencing Need to know two things:
-EPICS then Features, then Stories -Cost of Delay
Estimated by splitting into potential -Cost to implement the valuable thing
features, then normalizing Story points and *Give preferences to jobs with the Shorter
adding them up Duration and Higher COD
21. Features Have benefit hypothesis and acceptance 31. Lean Startup EPIC> Build MVP> Evaluate MVP> Stop Work
criteria Cycle
Fits into 1 PI
32. Long queues Long queues create:
ON a Program Board
are bad -longer cycle times
22. Features and Features decompose into stories by the -increase risk
Stories teams on the train -more variability
-lower quality
23. House of Optimize continuous and sustainable
-less motivation
Lean- Flow throughput of value
Build quality in; flow depends on it 33. PDCA Plan
Understand, exploit, and manage variability Do
Informed decision-making via fast feedback Check
Adjust
24. House of Innovation comes from the producer;
Lean- customers validate 34. PI Planning -two days every 8-12 weeks (10 weeks typical)
Innovation Get out of the office (Gemba) -Input= Vision and Top 10 Features
Provide time and space for creativity -Output= Team and Program PI objectives
Pivot without mercy or guilt and program board
25. House of Lead the change 35. Portfolio Manages the flow of Epics
Lean- Emphasize life-long learning Kanban
Leadership Develop People
36. Product Defines and accepts stories
Decentralize decision-making
Owner Acts as customer for developers
26. House of A constant sense of danger Works with product management to plan PIs
Lean- Optimize the whole Prioritizes team backlog
Relentless Consider Facts carefully, then act quickly
37. Project has authority over Program Backlog
Improvement "Those who adapt fastest; win"
Management
38. Release on Decouple deployment from relase
Demand
39. ROAMing Risks Resolved 48. Value Streams -sequence of steps used to deliver
Owned value to the customer
Accepted Fund value streams not budgets
Mitigated
49. Weighted Shortest COD/Job Size
40. SAFe Core Built-in Quality Job First
Values Program Execution
Alignment
Transparency
41. SAFe House of
Lean

42. Safe Can be used as a template for putting

Implementation SAFe into practice within an organization
Roadmap pg 15
43. SAFe Lean- 1. Take an economic view
Agile Principles 2. Apply systems thinking
3. Assume variability; preserve options
4. Build incrementally with fast, integrated
learning cycles
5. Base milestones on objective evaluation
of working systems
6. Visualize and limit WIP, reduce batch
sizes and manage queue lengths
7. Apply cadence, synchronize with cross-
domain planning
8. Unlock the intrinsic motivation of
knowledge workers
9. Decentralize decision-making
44. Scrum Master Coaches the agile team, facilitates team
meetings
Removed impediments; protects the team
from outside influence
45. Solution authority for the solutions Backlog.
Management
46. Story Points Singular number represents:
-Volume
-Complexity
-Knowledge
-Uncertainty
Story points are relative
Defined by estimating poker
47. Stretch DO count in velocity/capacity
Objectives However, are not included in commitment