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What is one issue when organizing around hierarchical functions? This principle highlights three specific organizational patternsValue Streams, ARTs, and Agile Teamsthat SAFe enterprises use to build the second operating system. (b) Hence derive an expression for the partial pressure of the liquid vapour, assuming that the gas remains at the total pressure P after it has passed through the liquid. While businesses can organize their authority levels in various ways, one of the most common structures is a hierarchy. Project to Product. PI is time boxes, typically 5 iteration long. We use cookies to analyze website performance and visitor data, deliver personalized content, and enhance your experience on the site. 2. Commit to quality and be the change agent in the system. Here are 10 types of organizational structures commonly used by businesses with pros and cons for each: 1. 6. are in the same box the next time you log in. The Agile Release Train uses which type of teams to get work done? What are two of those ways? -Peer review and pairing
Respect for people & culture
Implementing ARTs, Solution Trains and a Lean Portfolio
Agile processes harness change for the customers competitive advantage. Relentless Improvement
What must management do for a successful Agile transformation? Advertisement cookies are used to provide visitors with relevant ads and marketing campaigns. It does not store any personal data. Continuous Deployment
A single sign-on mechanism will enable sign-on in multiple applications. [1] Kersten, Mik. Uncommitted objectives are extra things the team can do in case they have time;Uncommitted objectives are not included in the team's commitment; What is considered an anti-pattern when assigning business values to team PI Objectives? What is one issue when organizing around hierarchical functions? Otherwise, tap the red Don't know box. The information on this page is 2010-2023 Scaled Agile, Inc. and is protected by US and International copyright laws. What is the impact of Customer Centricity? You can expect the similar questions in the real exam. Teams align their Iterations to the same schedule to support communication, coordination, and system integration. An organization's structure impacts everything from how the organization operates to how well employees communicate internally. If you knew the answer, tap the green Know box. This cookie is set by GDPR Cookie Consent plugin. Customers, the problems they are facing, and the jobs to be done. Commit to quality and be the change agent in the system. IT Revolution Press, 2018. 2. These cookies will be stored in your browser only with your consent. Chain of command clarifies who reports to whom within the organization. On day two of PI Planning, management presents adjustments based on the previous day's management review and problem solving meeting. 1. Which statement is a principle of the Agile Manifesto? typically cross-cutting, typically spanning multiple Value Streams and PIs, Which statement is a value from the Agile Manifesto? Design Thinking is a clear and continuous understanding of the target market, Customers, the problems they are facing, and the jobs to be done. To identify different parameters of the economic framework. Quizlet - Leading SAFe - Grupo de estudo - SA, SAFe (Scaled Agile Framework), Leading SAFe, Charles E. Leiserson, Clifford Stein, Ronald L. Rivest, Thomas H. Cormen, Abraham Silberschatz, Greg Gagne, Peter B. Galvin, Information Technology Project Management: Providing Measurable Organizational Value. to send you a reset link. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. What must management do for a successful Agile transformation? Each value stream can have multiple Solution trains and Agile release trains.
Agile vs. hierarchical structures - Change management Agile Manifesto uncovering better ways of developing software by doing it and helping others do it. Explanation: This problem is more pronounced when it takes an organization a longer time before initiating hierarchical functions. [4] Organizing Agile Teams and ARTs: Team Topologies at Scale, 5400 Airport Blvd., Suite 300
question and answer - Blogger #4 Build incrementally with fast, integrated learning cycles
To ensure large queues are not being built, Design Thinking identifies at least four new ways to measure success. At the heart of this structure are the Agile Teams who build the system, the basic building block of all things agile. What is one benefit of unlocking the intrinsic motivation of knowledge workers? Through this work we have come to value: Agile teams are cross-functional and self-organizing group of 5 to 11 people, that can define, build, test, and where applicable, deploy increments of value in short time boxes of two weeks called Iterations. Focusing on the customer is natural, too, because without that, Darwinism takes hold and business failure is quick and catastrophic. Then tap the card to flip it. Increased Employee Engagement
What can be used as a template for putting SAFe into practice within an organization?
What is one of the Agile Release Train sync meetings? SAFe is a second operating system around streams, without disrupting the existing hierarchy. Collective ownership and standards
Respond to change
It accomplishes this in three nested parts: Each is described in the sections that follow. Reduce the batch sizes of work
In other words, as value moves, these organizations can move with it. (a) If the molar mass of the liquid is M, derive an expression for the mole fraction of the liquid vapour. Which are the quality practices that apply to Agile teams? It reduces political tensions
Peer review and pairing
The straightforward structure of development value streams begs the question: How do we reduce the time from feature request to delivery?
Apply Customer Centricity - Organize Around Value | Scaled Agile An immediate view An economic view A pragmatic view A business view, To centralize decision-making To provide autonomy with purpose, mission, and minimum constraints To lower work in process (WIP) limits To strive to achieve a state of continuous flow, Innovation Transparency Minimum possible constraints Incentive-based compensation, SAFe Principles SAFe Core Values SAFe Implementation Roadmap SAFe House of Lean, The 7 Core Competencies of Business Agility The SAFe Implementation Roadmap Agile Maturity Roadmaps The Scaled Agile Framework, When it is longer than one Program Increment When it is fully committed When it includes no commitments When it contains Features and not Epics, Reach the tipping point Create the Implementation Plan Prepare for ART Launch Coach ART Execution, Train Lean-Agile change agents, train executives, managers and leaders, and then prepare for Agile Release Train launch Reach the tipping point, Train Lean-Agile change agents, and then train the identified support personnel Charter a Lean-Agile Center of Excellence, Train Lean-Agile change agents, and then train executives, managers and leaders Reach the tipping point, train Lean-Agile change agents, and then train executives, managers and leaders, Train Lean-Agile change agents, extend to the portfolio, accelerate Launch trains, coach Agile Release Train execution, train executives and managers Train Lean-Agile change agents, identify Value Streams and Agile Release Trains, extend to the portfolio Launch more Agile Release Trains and Value Streams, extend to the portfolio, accelerate, Identify Value Stream and Agile Release train Create the Implementation Plan Prepare for ART Launch Coach ART Execution, Train the leaders in Portfolio and Product Management to solve problems before fixing symptoms Perform process mapping on the current state Train Lean-Agile change agents to push out the roadmap and build consensus Identify Value Streams and Agile Release Trains to start alignment of the organization, It has a technology stack without legacy code It has objective measurements with automation It has a closed loop process of learning It has a lower threshold of defects approved to production, Measure everything Simplicitythe art of maximizing the amount of work not doneis essential Visualize and limit WIP, reduce batch sizes, and manage queue lengths Respect for people and culture, To limit work in process (WIP) through the system To identify different parameters of the economic framework To take into account sunk costs To recover money already spent, Business Owners assigning the business value Assigning business values to uncommitted objectives All PI Objectives are given a value of 10 Business Owners assign high values to important Enabler work, Manage queue lengths Frequent context switching Increase capacity Address the systemic problems Reduce the batch sizes of work Visualize and limit work in process (WIP), Key performance indicators Delays Predictability issues of the train Activities that lack innovation, Anchor new approaches in the culture Sustain and improve Consolidate gains and produce more wins Generate short-term wins, Value Streams Portfolio Backlog Portfolio Vision Team Backlog, To interpret market rhythms To understand the Customers needs To build small, partial systems just in time To design custom-built Customer Solutions, As a mindset focused on Customer behaviors that produce the best innovations As a set of practices employed to make products focused on the Customer As a strategy to meet the needs of an ever-changing Customer market As a way of working to include the Customer in daily work processes and planning, It moves the decision to where the information is It reduces political tensions It creates Agile business teams It is not how value flows, A minimal product that can be built to achieve market dominance A minimal Story a team can deliver in an Iteration A prototype that can be used to explore user needs A minimal version of a new product used to test a hypothesis. Explanation: This problem is more pronounced when it takes an organization a longer time before initiating hierarchical functions. There are many advantages that companies get from organizing around value streams. #2 Apply systems thinking
FAQs on how to use SAFe content and trademarks, Organizing Agile Teams and ARTs: Team Topologies at Scale, Watch and download SAFe videos and presentations, Exciting new book: SAFe for DevOps Practitioners. Code Repository Linter Artifact Management Repository Code Generator. As described in the Business Agility article, successful enterprises dont start out as large and cumbersome. The House of Lean is a classic metaphor describing the mindset essential for Lean thinking. But opting out of some of these cookies may have an effect on your browsing experience.
SAFE Agile practice Flashcards | Quizlet Foundation: leadership
The Network is optimized for speed and adaptability; the Hierarchy is optimized for efficiency and stability. Other uncategorized cookies are those that are being analyzed and have not been classified into a category as yet. Notably, Zara has a unique approach to handle changing demand, which has allowed the company to become widely successful and a leading business organization in the fashion retail industry, in which many corporations struggle to deal with fast-changing environments, operations, and inventory costs. Design Thinking identifies at least four new ways to measure success. What is one Guardrail on Lean Budget spend? Which statement fits with the SAFe Core Value of Built-in Quality? Strategic themes can be defined by a phrase or by using the Objectives and Key Results (OKRs) template. SAFe implements the Network as a set of development value streams (DVSs) and provides the necessary interfaces to the Hierarchy to restore the systems balance. To ensure large queues are not being built. Choose 1: A)It reduces political tensions b)It is not how value flows c)It moves the decision to where the information is D)It creates Agile business teams Nov 22 2022 11:36 AM 1 Approved Answer Denis W answered on November 24, 2022 4 Ratings ( 4 Votes) Option "b" is correct. Working software is the primary measure of progress.
9 Types of Organizational Structure Every Company Should Consider - HubSpot solved : what is one issue when organizing around hierarchical funct Definition of done. Which statement is a value from the Agile Manifesto? The cookie is set by the GDPR Cookie Consent plugin and is used to store whether or not user has consented to the use of cookies. Product Management has content authority over the Program Backlog. There are a large number of fairly critical objectives that the business is depending on and the team is already loaded close to full capacity. For example, in a for-profit enterprise, are we profitable? This cookie is set by GDPR Cookie Consent plugin. Functional cookies help to perform certain functionalities like sharing the content of the website on social media platforms, collect feedbacks, and other third-party features. what is one issue when organizing around hierarchical functions? Teams align their Iterations to the same schedule to support communication, coordination, and system integration. Cookie Policy
By focusing on customers, products, innovation, and growth.
Question 1. What must management do for a successful Agile t Build projects around motivated individuals. It moves the decision to where the information is
Applying Lean-Agile principles and practices to the specification, development, deployment, operation, and evolution of the worlds largest and most sophisticated systems. How Lean-thinking people and Agile Teams optimize their business processes, evolve strategy with clear and decisive new commitments, and quickly adapt the organization as needed to capitalize on new opportunities. A customer-centric approach to defining, building, and releasing a continuous flow of valuable products and services to customers and users. The ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative business Solutions. 1) Chain of Command. These cookies ensure basic functionalities and security features of the website, anonymously. What is a minimum viable product? IT Revolution Press, 2019. Sustainable - Are we proactively managing our solution to account . (Choose two.) It moves the decision to where the information is It reduces political tensions It creates Agile business teams It is not how value flows. [2]. Continuous Improvement
Helping surface problems with the current plan. Investing all their time in developing specific acceptance tests. Holding all features that are planned to be delivered by an ART. Protecting the team from the problem of multiple stakeholders. (Choose two.) Create Agile teams that can give value straight away. Clearly, people and resources need to be organized to minimize handoffs, make the individual steps more efficient, and reduce the delays between them. A minimal version of a new product used to test a hypothesis. The cookie is used to store the user consent for the cookies in the category "Performance". What are the last three steps of the SAFe Implementation Roadmap? Some of the advantages are; quick learning, reduced marketing period, better quality, and improved productivity, as well as efficient budget methods. If you are looking for exam dumps then you can rely on below list of questions though exact same questions are not guaranteed to appear in the exam. Launch More ARTs and Value Streams
Visualize and limit work in process (WIP)
Ongoing learning Continuous refactoring Increased technical debt Delivery of large batches, To remove the need to respond quickly to production issues To allow inspection of Agile maturity based on different cycle times To make deploying of assets a business decision To enable releasing functionality on demand to meet business needs. Facilitate reliability, Program Increment readiness, planning, and innovation. And success is no longer assured.
SAFe Practice Quiz 100% Flashcards | Quizlet SAFe 5.0 Flashcards | Quizlet For best results enter two or more search terms. People just naturally do whatever needs to be done.
The 6 Building Blocks of Organizational Structure [Diagrams] - HubSpot Coach ART Execution
Technology Portfolios Continuous Integration (CI)
One of the most basic elements of an organizational structure, chain of command is exactly what it sounds like: an unbroken line of authority that extends from the top of the organization (e.g. -Using nonfunctional requirements
Choose 1:
Find the change in the internal energy of the gas and the change in the internal energy of the environment. Thus, the most basic elements of pure bureaucratic organization are its emphasis on procedural regularity, a hierarchical system of accountability and responsibility, specialization of function, continuity, a legal-rational basis, and fundamental conservatism. To limit cognitive load, Agile Teams are organized around one of four types of value: stream-aligned, complicated subsystem, platform, and enabling teams [3] (Figure 7). Your California Consumer Rights. In the 'gas saturation method' for the measurement of vapour pressure, a volume V of gas at temperature T and pressure P, is bubbled slowly through the liquid that is maintained at the same temperature T. The mass m lost from the liquid is measured and this can be related to the vapour pressure in the following way.
what is one issue when organizing around hierarchical functions? To assist with this, SAFe suggests constraining the design options by applying three specific types of ARTs: stream aligned, complicated subsystem, and platform, as Figure 5 illustrates. The Enterprise provides a portion of its total budget to each portfolio. 2023 Scaled Agile, Inc. All rights reserved. What do Product Owners have content authority over? Build incrementally with fast, integrated learning cycles. In many circumstances, a single ART can deliver and support a significant product or service. In this case, ARTs are assembled into Solution Trains capable of building ever-larger systems. This leads to changing topics continuously and interrupting people to force them to another "the only true" direction. What is used to capture the current state of the Portfolio and a primer to the future state? Sustain & Improve, 13 - 12 Steps of the Implementation Roadmap (First 6), 1. Explain the difference between, Integration Revoew and Integration Retrospective? - A customer-centric approach to defining, building, and releasing a continuous flow of valuable products and services to customers and users - The ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities With innovative business Solutions Which statement is true about DevOps? -Decentralized decision-making
What are the the first 5 Lean-Agile Principles (1-5)? It defines the domain of the portfolio and other key elements, Program Increment (PI) Planning is a cadence-based event that serves as the heartbeat of the Agile Release Train (ART), aligning all teams on the ART to a shared mission and Vision, Individuals & Interactions over _________? Which statement correctly describes one aspect of the team's commitment at the end of PI Planning? ; Feasible - Can we deliver the right solution through a combination of build, buy, partner, or acquire endeavors/activities? A. a thin layer of oceanic sediment over continental crust, B. andesitic volcanoes buried by turbidity currents, C. a normal thickness of oceanic crust overlain by andesitic volcanoes, D. large amounts of basalt derived from melting in the mantle, Identify the false statement about lysosomes. (Figure 6). #10 Organize around value. If you forget it there is no way for StudyStack Delivering value in the shortest sustainable lead time. It encompasses everything needed to go from untested software artifacts to tested software artifacts. It encompasses everything needed to provide a continuous stream of value to clients. It encompasses everything needed to deploy working software artifacts from a test environment to a production environment. It encompasses everything needed to go from source code to working software artifacts. Manage queue lengths. Lucidchart is a big product, though. A functional organizational structure is a structure used to organize workers. On day two of PI Planning, management presents adjustments based on the previous day's management review and problem solving meeting. When you've placed seven or more cards in the Don't know box, tap "retry" to try those cards again. The Network optimizes the flow of value by: This principle, Principle 10-Organizing around value, describes how applying this second operating system frees the enterprise to arrange itself to optimize value delivery.
What is one issue when organizing around hierarchical functions? 3. What are the roles of Product Management? Identify Value Streams and ARTs
4.
What is one issue when organizing around hierarchical functions (Choose two.) And yet, even in a sea of constant change, the standardization these patterns provide adds structure, focus, and stability for the people who do this important work. They collaborate with their team to detail stories with acceptance criteria and acceptance tests. They review and reprioritize the backlog. They elaborate backlogs into user stories for implementation. They build, edit, and maintain the team backlog. -Marketability
When you need a break, try one of the other activities listed below the flashcards like Matching, Snowman, or Hungry Bug. It requires just one ART so implementation can begin without training. In the Program Kanban some steps have work in process (WIP) limits. They are business objectives that connect the SAFe portfolio to the Enterprise business strategy They are a high-level summary of each programs Vision and are updated after every PI They are requirements that span Agile Release Trains but must fit within a single Program Increment They are large initiatives managed in the Portfolio Kanban that require weighted shortest job first prioritization and a lightweight business case, Leadership Relentless improvement Value Flow, Relentless improvement Innovation Flow Respect for people and culture, Innovation Value Flow Respect for People and Culture, Innovation Flow Relentless Improvement Respect for People and Culture, Lean-Agile Leadership as an organizational culture Value with the shortest sustainable lead time Aligning principles and values to a fixed cause Building a Grow Lean Mindset as opposed to Fixed Mindset, Inspect and Adapt System Demo Prioritized backlog Iteration Review, to provide an optional quality check To enable faster feedback by integration across teams To fulfill SAFe PI Planning requirement To give product owner the opportunity to provide feedback on team increment, It is used annually when the team needs to refocus on work processes It is used as a weekly sync point between the Scrum Masters Without the IP Iteration, there is a risk that the tyranny of the urgent outweighs all innovation activities The Scrum Master can decide if the IP Iteration is necessary, Lean-Agile Leadership Organizational Agility Continuous Learning Culture Team and Technical Agility, Mindset and principles Emotional intelligence SAFe Core Values Lead by example Support organizational change Lead the change, Decentralize decision-making Apply cadence Apply systems thinking Deliver value incrementally, Learning Milestones as objective measurements Spending caps for each Agile Release Train Participatory budgeting Continuous Business Owner engagement, Allocation of centralized vs decentralized decisions in the Enterprise Capacity allocation of the Value Stream compared to process mapping Participatory budgeting forums that lead to Value Stream budget changes Determining if business needs meet the Portfolio Threshold, By achieving economies of scale By focusing on customers, products, innovation, and growth By building up large departments and matrixed organizations to support rapid growth By creating stability and hierarchy, Organize the Enterprise around the flow of value while maintaining the hierarchies Reorganize the hierarchies around the flow of value Leverage Solutions with economies of scale Build a small entrepreneurial network focused on the Customer instead of the existing hierarchies, The Implementation Roadmap The Program Kanban The Lean-Agile Center of Excellence (LACE) charter The portfolio canvas, To enable multitasking To ensure large queues are not being built To help Continuous Deployment To keep timebox goals, Respond to change Respect for people and culture Build incrementally with fast, integrated learning cycles Limit work in process, Responding to a plan over responding to customer collaboration Responding to a plan over responding to change Responding to change over following a system Responding to change over following a plan, Customer collaboration over contract negotiation Customer collaboration over ongoing internal conversation Customer collaboration over a constant indefinite pace Customer collaboration over feature negotiation, Customer collaboration over a constant indefinite pace Individuals and interactions over contract negotiation Customer collaboration over following a plan Individuals and interactions over processes and tools, The work to deliver the uncommitted objectives is not planned into the iterations during PI Planning Uncommitted objectives are extra things the team can do in case they have time Uncommitted objectives are not included in the teams commitment Uncommitted objectives do not get assigned a planned business value score Uncommitted objectives help improve predictability, Send someone to represent management, and then delegate tasks to these individuals Change Scrum Masters in the team every two weeks Strive to think of adoption as an area they can control Commit to quality and be the change agent in the system, Business Solutions and Lean Systems Engineering Lean Portfolio Management DevOps and Release on Demand Team and Technical Agility, Teams decide their own Iteration length Teams align their Iterations to the same schedule to support communication, coordination, and system integration Teams allow batch sizes across multiple intervals Teams meet twice every Program Increment (PI) to plan and schedule capacity, Reliability Scalability Marketability Sustainability Desirability, Divergent Feature Decomposition Empathy maps Solution Canvas Behavior driven development, Mastery drives intrinsic motivation Optimizing a component does not optimize the system Cadence makes routine that which is routine The length of the queue impact the wait time, Test first Roadmap creation Continuous Integration Scrum of scrums, DevOps is an approach to bridge the gap between development and operations DevOps automation of testing reduces the holding cost Measurements are not a top priority for DevOps Lean-Agile principles are not necessary for a successful DevOps implementation, It alleviates the reliance on the skill sets of Agile teams It increases the transaction cost It lessens the severity and frequency of release failures It ensures that changes deployed to production are always immediately available to end-users, DevOps joins development and operations to enable continuous delivery DevOps enables continuous release by building a scalable Continuous Delivery Pipeline DevOps focuses on a set of practices applied to large systems DevOps focuses on automating the delivery pipeline to reduce transaction cost, Every iteration Annually On demand Twice annually, Release on demand Release continuously Release every Program Increment Release on cadence, Continuous Planning Continuous Improvement Continuous Cadence Continuous Exploration, Continuous Planning Continuous Improvement Continuous Integration Continuous Cadence Continuous Deployment Continuous Exploration, After every PI After every Iteration As soon as the software meets the Solution Definition of Done Whenever the Business needs it, Phrase, benefit hypothesis, and acceptance criteria Lean business case Functional requirement Epic hypothesis statement, Load all improvement items into the Program Backlog to ensure the problem is documented and solved Select an improvement item using WSJF Identify two or three improvement items and load them into the Program Backlog Keep all the items and if there is extra capacity in the PI, load as many as will fit into the Program Backlog, Completing phase-gate steps Deploying Regulatory compliance DevOps testing, Good infrastructure enables large batches Proximity (co-location) enables small batch size Batch sizes cannot influence our behavior Severe project slippage is the most likely result of large batches Low utilization increases variability, Large batch sizes limit the ability to preserve options When stories are broken into tasks it means there are small batch sizes Large batch sizes ensure time for built-in quality When there is flow it means there are small batch sizes, Higher Cost of Delay Lower Cost of Delay Fixed date Shorter duration Revenue impact, Resolved, Owned, Accepted, Mitigated Relegated, Owned, Approved, Managed Accepted, Redesigned, Ordered, Mitigated Managed, Resolved, Ordered, Accepted, Release Train Engineers Solution Management Product Owners Executive Management, It is maintained in the Portfolio Backlog It must be structured to fit within a single PI It is written using a phrase, benefit hypothesis, and acceptance criteria It remains complete and becomes a Feature for implementation It is developed and approved without a dependence on the Solution Kanban, Provide the personnel, resources, direction, and support to the Enterprise Act as an effective enabler for teams Demonstrate the values they want the teams to embody Commit to quality and productivity, Every 4 weeks When requested Weekly Every 2 week, Every Release Every Week Every PI Every Iteration, It provides visibility into the Portfolio Epics being implemented in the next year It describes technical dependencies between Features It communicates the delivery of Features over a near term timeline It describes the program commitment for the current and next two Program Increments, Their coworkers Their team Their organization Their bosses, Some Features may not have parent Capabilities There cannot be more than 5 Features for each Some Capabilities may not have child Features Every Feature has a parent Capability, Creating cross-functional teams Using a Portfolio Kanban system Allocating budgets to Agile Release Trains Conducting a PI Planning meeting, When there is only one day to run PI Planning, so more time is needed to prepare to run it effectively When Product Owners and Scrum Masters need to coordinate dependencies within the Agile Release Train When multiple Agile Release Trains working on the same Solution need to align and coordinate When teams cannot identify and estimate Stories in PI Planning and need more time to prepare, Business Owner Product Management Release Train Engineer Solution Architect/Engineer, Review and Reprioritize the team backlog as part of the preparatory work for the second team breakout Facilitate the coordination with other teams for dependencies Provide clarifications necessary to assist the team with their story estimating and sequencing Identify as many risks and dependencies as possible for the management review Be involved in the program backlog refinement and preparation, During the draft plan review During breakout sessions During the management review and problem-solving During Scrum of scrums, To remove the risks for the PI To build share commitment to the Program plan To ensure that Business Owners accept the plan To hold the team accountable if the Agile Release Train does not deliver on its commitment, A team commits only to the PI Objectives with the highest business value A team does not commit to uncommitted objectives A team commits to all the Features they put on the program board A team commits to all the Stories they put on their PI plan, A vote by team then a vote of every person for the train A vote by every person then normalized for the train A vote by team normalized for the train A single vote by every person for the train, Change a teams plan Create new User Stories Adjust business priorities Adjust the length of the PI, Adjustment to PI Objectives Business priorities User Stories Planning requirements reset Movement of people Changes to scope, To prioritize and identify what is ready for Iteration Planning To escalate ART impediments To coach the interactions with the Scrum Framework To facilitate all team events, Be a facilitator Focus on deadlines and technical options Drive towards specific outcomes Provide subject matter expertise Help the team find their own way, A Servant Leader A team coach A SAFe Agilist An empathetic leader, Facilitating the Innovation and Planning event Facilitating team events Attending Scrum of scrums Estimating stories for the team, Supports the autonomy of the team Articulates Architectural solutions Is a technical expert Understands customer needs, Coaching the Release Train Engineer(s) Owning the Daily stand-up Coaching the Agile team Prioritizing the Team Backlog, PI Planning DevOps Economic Framework Continuous Deployment, By applying empathic design and focusing on Customer Centricity By modeling SAFes Lean-Agile Mindset, values, principles, and practices By mastering the Seven Core Competencies of the Lean Enterprise By using the SAFe Implementation Roadmap to script the way for change, Portfolio Vision Solution Intent Enterprise Goals Strategic Themes, Release new value to production every day Deliver predictability Maintain Iterations as a safe zone for the team Automate the delivery pipeline, Adaptive (responds well to change) Collaborative (requires many hands and minds) Iterative (repeats the process) Incremental (adds small pieces of value) All of the above, Team and Technical Agility DevOps and Release on Demand Lean Portfolio Management Business Solutions and Lean Systems Engineering, Cool ideas for informal business meetings, sessions, and trainings.