Scaled Agile SP-SAFe-Practitioner - SAFe for Teams SP (6.0) - SAFe Practitioner

Story points are a relative measure of the effort required to implement a user story. They take into account the volume, complexity, knowledge, and uncertainty of the work. Volume refers to how much work there is, complexity refers to how hard it is, knowledge refers to what is known or unknown, and uncertainty refers to the risk or variability involved. Story points help agile teams estimate their work and plan their iterations. References: Story - Scaled Agile Framework, Story Point - Scaled Agile Framework, Understanding complexity | Range

 Business agility is the ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative business solutions1. It is the primary goal of SAFe, as it enables enterprises to deliver value faster, better, and more sustainably2. SAFe provides a set of principles, practices, competencies, and values that help organizations achieve business agility3. References: 1: Business Agility 2: SAFe for Teams Student Workbook: materials and exercises from Lesson 1 3: SAFe Core Values

The PI Planning event is a two-day event that brings together all the teams and stakeholders of an Agile Release Train (ART) to align on a common vision, mission, and goals for the upcoming Program Increment (PI). The goal of the PI Planning event is to achieve alignment on what needs to and can be built by the ART in the next PI, based on the business context, customer needs, and technical dependencies. The PI Planning event also fosters collaboration, communication, and commitment among the teams and stakeholders, and helps identify and address the risks and impediments that may affect the delivery of value. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, [PI Planning]

n: Product Management is responsible for defining desirable, viable, feasible, and sustainable solutions that meet customer needs and supporting development across the product life cycle. They align the product strategy, vision, and roadmap to the portfolio’s strategic themes and lean budgets. They also create, maintain, and adjust the program backlog, which contains the features and enablers that the Agile Release Train (ART) will implement. They work with customers, teams, and product owners to understand and communicate their needs and participate in solution validation. They also collaborate with system architects and the release train engineer to guide the ART toward successful delivery12. References: Product Management - Scaled Agile Framework, Agile Release Train - Scaled Agile Framework

Lean-Agile leaders try to connect the silos of business, software, test, and quality assurance to create a culture of collaboration and shared responsibility across the value stream. By breaking down the barriers between different functions, Lean-Agile leaders enable faster feedback, shorter lead times, higher quality, and better customer satisfaction. Connecting the silos also helps to align the teams around a common vision, mission, and goals, and to foster a Lean-Agile mindset that embraces change and innovation. References: SAFe Core Values, Agile Practice Exam Flashcards, SAFe 4.6 exam prep - Improved - extended Flashcards, Stop Breaking Down Silos and Start Connecting Them

Lean Portfolio Management, Agile Product Delivery, and Lean-Agile Leadership are three of the seven SAFe Core Competencies. These competencies are essential to achieving Business Agility, which is the ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative business solutions1. The SAFe Core Competencies are as follows2:

Lean-Agile Leadership: Inspires, empowers, and coaches the people who design, build, and support the world’s solutions

Team and Technical Agility: Drives high-quality, innovative solutions that delight customers and operate reliably

Agile Product Delivery: Builds solutions that customers love, delivered with high frequency and quality

Enterprise Solution Delivery: Builds and evolves the world’s largest and most sophisticated software, hardware, cyber-physical, and systems-of-systems solutions

Lean Portfolio Management: Aligns strategy and execution by applying Lean and systems thinking approaches to strategy and investment funding, Agile portfolio operations, and governance

Organizational Agility: Adapts quickly to changing market conditions and customer needs by reconfiguring strategy, structure, processes, people, and technology toward value-creating and value-preserving opportunities

Continuous Learning Culture: Improves the competency and skills of individuals and teams, fosters a culture of innovation, and creates organizational resiliency References: 1: Business Agility - Scaled Agile Framework2: Core Competencies - Scaled Agile Framework

 One of the activities that occurs during the PI Planning event is the identification and analysis of the potential risks that may affect the delivery of value by the Agile Release Train (ART). The risks are categorized using the ROAM board, which stands for Resolved, Owned, Accepted, and Mitigated. The Managed category is a subset of the Mitigated category, where the risks are assigned to owners who are responsible for monitoring and controlling them throughout the PI. The Managed category addresses the potential risks that cannot be resolved, owned, or accepted, but can be reduced or avoided by applying appropriate strategies and actions. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, ROAMing Risks

 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 Release Train Engineer (RTE) is a servant leader and coach for the Agile Release Train (ART), which is a group of Agile teams that work together to deliver value. The RTE facilitates the ART events and processes, and supports the teams in delivering value. They communicate with stakeholders, escalate impediments, help manage risk, and drive relentless improvement. The RTE also serves as the ART Chief Coach, which means they help the teams apply and improve the SAFe principles and practices, such as PI planning, system demos, inspect and adapt, and innovation and planning1. The RTE is not the team backlog owner, the ART-level content authority, or the technical leader of the ART, but rather the facilitator and enabler of the ART’s success. References: Release Train Engineer - Scaled Agile Framework, Release Train Engineer(RTE): Roles & Responsibilities - KnowledgeHut, Release Train Engineer - Scaled Agile Framework