Scrum SAFe-Practitioner - SAFe Practitioner Exam (6.0)

This statement is one of the Lean budget Guardrails, which describe the policies and practices for budgeting, spending, and governance for a specific portfolio1. Continuous Business Owner engagement means that the Business Owners, who are key stakeholders for each Agile Release Train (ART), are actively involved in the planning, execution, and review of the value delivery1. They provide feedback, guidance, and approval for the PI objectives, features, and enablers, as well as participate in the Inspect and Adapt (I&A) workshop and the Program Increment (PI) system demo2. Continuous Business Owner engagement helps ensure alignment, transparency, and accountability for the value streams and ARTs1. References: Lean Budget Guardrails, Business Owners

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

During the second team breakout session, the teams finalize their plans and objectives for the upcoming PI. They also review and adjust their load and capacity based on the feedback from the draft plan review. The teams then commit to do everything they can to meet the agreed-to-objectives, which are captured in the SMART format (Specific, Measurable, Achievable, Relevant, and Time-bound). References: PI Planning - Scaled Agile Framework, PI Planning - Scaled Agile Framework

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 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. The primary purpose of the ART Planning Board is to show dependencies between teams relating to the Feature development, so that they can be identified, managed, and resolved during PI Planning and execution. The ART Planning Board also helps align teams and stakeholders to a shared mission and vision, and provides transparency and visibility into the ART’s progress and risks. References: ART Planning Board, PI Planning, Exam Study Guide: SP (6.0) - SAFe Practitioner

 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

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?

Respect for People is one of the four SAFe Core Values that guide the behaviors and actions of everyone participating in a SAFe portfolio. Respect for People means that everyone is valued and deserves respect, regardless of their role, background, or experience. It also means that everyone is empowered to contribute, learn, and grow within the organization. Respect for People involves coaching aspiring developers to grow their skillsets and fill new roles throughout the organization, as well as providing them with opportunities for feedback, recognition, and career development. Respect for People also fosters a culture of trust, collaboration, and psychological safety, where people can express their ideas, opinions, and concerns without fear of judgment or retaliation. References: Core Values - Scaled Agile Framework, Respect for People - Scaled Agile Framework

The Product Owner is a member of the Agile team who represents the voice of the customer and stakeholders, and is responsible for defining and prioritizing the team backlog. The Product Owner works closely with the Product Management, who provides the vision and roadmap for the solution, and the Business Owners, who are the key stakeholders and value approvers. The Product Owner also collaborates with the Scrum Master, who facilitates the team’s process and helps remove impediments, and the team members, who implement the backlog items and deliver value. The Product Owner’s main responsibilities are:

To be a single voice for the customer and stakeholders, and ensure that the team understands their needs and expectations

To own and manage the team backlog, and decompose features into stories that are valuable, estimable, testable, and small

To prioritize the team backlog based on the business value, dependencies, risks, and feedback

To participate in the PI planning event, and define and communicate the team’s PI objectives and iteration goals

To accept the stories that meet the definition of done and provide feedback to the team

To attend the team and system demos, and showcase the team’s accomplishments to the stakeholders

To continuously engage with the customer and stakeholders, and incorporate their feedback into the backlog References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Product Owner

The purpose of building a continuous delivery pipeline is to enable a streamlined and automated process of delivering software value to the end users. A continuous delivery pipeline consists of four aspects: continuous exploration, continuous integration, continuous deployment, and release on demand. These aspects work together to support the delivery of small batches of new functionality, which are then released to fulfill market demand. Building and maintaining a continuous delivery pipeline allows each Agile Release Train (ART) to deliver new functionality to users far more frequently than with traditional processes, which often involve long and complex release cycles. By delivering value more frequently, the ART can respond faster to customer feedback, reduce waste, improve quality, and increase business agility. References: Continuous Delivery Pipeline - Scaled Agile Framework, Continuous Delivery Pipeline - Scaled Agile Framework, SAFe Continuous Delivery Pipeline: A Comprehensive Guide to the …, Continuous Delivery Pipeline: The 5 Stages Explained - Codefresh