SP-SAFe-Practitioner SAFe for Teams SP (6.0) - SAFe Practitioner Questions and Answers

 Continuous Deployment is the aspect of the continuous delivery pipeline that focuses on getting to production early for verification. It is the process of automatically releasing every change that passes the Continuous Integration tests to a staging or production environment. This enables faster feedback and validation from the end users and stakeholders, as well as reducing the risks and costs associated with manual deployments.  References :  Continuous Deployment ,  Continuous Delivery Pipeline ,  What is continuous delivery?

 Pair work is a practice where two knowledge workers collaborate over the same asset in real time, providing feedback and quality assurance to each other. It comes from pair programming, a technique defined by the Extreme Programming (XP) agile development framework, where two developers work together on the same code. Pair work can be applied to other domains and disciplines, such as testing, design, business analysis, and more. Pair work can improve the quality, speed, and creativity of the work, as well as enhance the learning and collaboration of the team members.  References :  Pair Work (Pair Programming) - businessagility.institute ,  Built-In Quality - Scaled Agile Framework

A team’s commitment at the end of PI Planning is based on the PI Objectives that they have defined and negotiated with the Business Owners and other stakeholders. PI Objectives are SMART (Specific, Measurable, Achievable, Relevant, and Time-bound) goals that reflect the expected business and technical outcomes for the upcoming PI. A team does not commit to uncommitted objectives, which are stretch goals that may or may not be achieved depending on the actual capacity and velocity of the team. Uncommitted objectives are not included in the vote of confidence or the business value assessment.  References :  PI Objectives - 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

 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]

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

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 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

The Product Owner (PO) in the team is responsible for sequencing backlog items to program priorities, events, and dependencies.  The PO works with the Product Manager, who owns the Vision and the Roadmap, to define and sequence the features in the Program Backlog 1 .  The PO also collaborates with other POs in the Agile Release Train (ART) to manage dependencies and ensure alignment across teams 2 .  The PO maintains and prioritizes the Team Backlog, which is the single source of truth for the upcoming features of the system 3 .  The PO also participates in the Program Increment (PI) Planning, where the team’s PI objectives are aligned with the program priorities and dependencies 4 .  References :  Product Owner - Scaled Agile Framework ,  Team Backlog - Scaled Agile Framework ,  Program Backlog - Scaled Agile Framework ,  PI Planning - Scaled Agile Framework

Lean Thinking is a philosophy that aims to create value for customers by eliminating waste and unnecessary steps in company processes. One of the main sources of waste is delay, which can be caused by long lead times, large batch sizes, excessive inventory, poor quality, and lack of coordination. Reducing delays can improve customer satisfaction, increase efficiency, and lower costs. Lean Thinking is based on two pillars: respect for people and continuous improvement. Respect for people means empowering and engaging employees, customers, and stakeholders to participate in problem-solving and innovation. Continuous improvement means constantly seeking ways to improve the process and the product by applying the Plan-Do-Check-Act cycle and the scientific method.  References :  Lean-Agile Mindset - Scaled Agile Framework ,  Lean Thinking: Overview, Principles, Benefits, & Applications Explained ,  The Focus of Lean - Collin College ,  What is Lean? - Project Management Institute

 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

The role of the System Architect/Engineer in SAFe is to guide the teams and support the Architectural Runway, which is the existing code, components, and technical infrastructure needed to implement near-term features without excessive redesign and delay. The System Architect/Engineer defines and communicates the technical and architectural vision for the solutions developed by an Agile Release Train (ART), ensuring that they fit the intended purpose and align with the enterprise and solution architecture. The System Architect/Engineer also collaborates with various roles, teams, and stakeholders within and outside the ART to ensure that the system architecture supports the evolving business needs and enables fast and reliable implementation.  References :  System Architect/Engineering - Scaled Agile Framework ,  Architectural Runway - Scaled Agile Framework

 Features are used to describe functional and non-functional requirements in SAFe. Features are services that fulfill stakeholder needs and deliver value to the customer. They are typically 10-12 weeks of development effort and can span multiple iterations. Features are derived from the Program Backlog and are prioritized by the Product Management. Features are also used to define the PI Objectives and measure the business value delivered by the Agile Release Train (ART).  References :  SAFe for Teams Student Workbook : materials and exercises from Lesson 3;  v6.scaledagileframework.com/features/

 The Product Owner (PO) is the Agile team member primarily responsible for maximizing the value delivered by the team by ensuring that the team backlog is aligned with customer and stakeholder needs 1 .  As a member of the extended Product Management function, the PO is the team’s primary customer advocate and primary link to business and technology strategy 1 .  The PO is also responsible for maintaining and prioritizing the Program Backlog, which is the single source of truth for the upcoming features of the system 2 .  The PO works with the Product Manager, who owns the Vision and the Roadmap, to define and sequence the features in the Program Backlog 2 .  The PO also collaborates with other POs in the Agile Release Train (ART) to manage dependencies and ensure alignment across teams 1 .  References :  Product Owner - Scaled Agile Framework ,  Program Backlog - Scaled Agile Framework

  One way to understand current work in progress (WIP) in a system is to make current work visible to all stakeholders. This means using visual tools, such as Kanban boards, to show the status, flow, and bottlenecks of work items in the system.  Making current work visible helps to identify and limit WIP, reduce batch sizes, and manage queue lengths, which are key principles for achieving flow and delivering value faster 1 .  Making current work visible also enables faster feedback, collaboration, and improvement, as well as transparency and alignment of goals and expectations 2 3 .  References : =  1 : Principle #6 - Visualize and Limit WIP, Reduce Batch Sizes, and Manage Queue Lengths - Scaled Agile Framework 1 ;  2 : Controlling Work-in-Process (WIP) - Project Management Institute 2 ;  3 : How to Identify and Measure Your Work in Progress (WIP) 3

 A quality of an Agile team is that it is cross-functional, meaning that it has all the skills and roles necessary to deliver value to the customer. A cross-functional team can work independently and collaboratively, without relying on external dependencies or handoffs. A cross-functional team can also adapt to changing requirements and feedback, and deliver work in small increments.  References :  Agile Teams - Scaled Agile Framework ,  Top 8 Characteristics of High-Performing Agile Team - Techtic Solutions ,  Agile Q & A: Team Qualities | Agile Alliance ,  Agile Team Roles and Responsibilities: A Brief Guide - Teamhood

According to the SAFe for Teams SP (6.0) - SAFe Practitioner handbook and study guide, the factor that helps unlock the intrinsic motivation of knowledge workers is autonomy. Autonomy means giving knowledge workers the freedom and responsibility to make decisions about their work, such as what to work on, how to do it, and when to do it. Autonomy fosters creativity, innovation, and engagement, as knowledge workers can pursue their own interests and passions, and feel a sense of ownership and accountability for their outcomes. Autonomy also supports the Agile principle of self-organizing teams, which are more productive and responsive to change than traditional, command-and-control teams.  References :  Principle #8 - Unlock the Intrinsic Motivation of Knowledge Workers - Scaled Agile Framework ,  Which factor helps unlock the intrinsic motivation of knowledge workers? ,  Principle #8: Unlock the intrinsic motivation of knowledge workers …

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 solutions 1 .  The SAFe Core Competencies are as follows 2 :

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 Framework 2 :  Core Competencies - Scaled Agile Framework

One issue when organizing around functional silos is that they impede how value flows from concept to delivery. Functional silos create barriers and delays between different teams and departments, which can result in waste, rework, handoffs, and misalignment. To achieve business agility, enterprises need to organize around value streams, which are the primary constructs for understanding, organizing, and delivering value in SAFe. Value streams are long-lived series of steps that deliver value to the customer or end user. By organizing around value streams, enterprises can optimize the flow of value across functional boundaries, reduce lead time, and increase customer satisfaction.  References :  SAFe for Teams Student Workbook : materials and exercises from Lesson 1; [v5.scaledagileframework.com/organize-around-value/]; [v5.scaledagileframework.com/value-streams/]

Reducing the batch sizes of work is critical to improving flow, as it enables faster delivery of value, lower risk, higher quality, and better feedback 1 .  Batch size is the amount of work that moves as a unit through the value stream 2 .  Smaller batches reduce the cycle time, the total time from the beginning to the end of the process to provide value to a customer 3 .  Smaller batches also reduce the variability and uncertainty in the system, leading to less waste and rework 2 .  SAFe provides several practices to reduce the batch sizes of work, such as using User Stories, Features, and Minimum Viable Products (MVPs) as units of work, applying Continuous Integration (CI) and Continuous Delivery (CD) pipelines, and limiting Work in Process (WIP) 1 .  References :  Accelerating Flow with SAFe ,  Make Value Flow without Interruptions ,  Optimize Flow

 A cross-functional Agile Team is a team that has all the skills and competencies needed to define, build, and test an increment of value in an Iteration. A cross-functional Agile Team is composed of team members who have different roles and expertise, such as developers, testers, analysts, designers, etc. A cross-functional Agile Team is also optimized for communication and delivery of value, as it minimizes the handoffs, dependencies, and delays that may occur when working with other teams or functions. A cross-functional Agile Team is able to collaborate effectively, deliver value frequently, and respond to changing customer needs and feedback.  References :  Exam Study Guide: SP (6.0) - SAFe® Practitioner ,  Agile Team

Resizing the work is one method for reducing queue length in SAFe. Queue length is the number of work items waiting to be processed in a system. Reducing queue length can improve flow, reduce cycle time, and increase throughput. Resizing the work means breaking down large work items into smaller ones that can be completed faster and with less variability. Smaller work items also reduce the risk of rework, defects, and delays. Resizing the work can be done at any level of SAFe, from portfolio epics to team stories.  SAFe provides several techniques for resizing the work, such as Weighted Shortest Job First (WSJF), Minimum Marketable Features (MMFs), Minimum Viable Products (MVPs), and Spikes 1 .  References :  Principle #6 - Visualize and Limit WIP, Reduce Batch Sizes, and Manage Queue Lengths - Scaled Agile Framework

During the draft plan review, teams present their preliminary plans for the upcoming PI, including their iteration goals, capacity and load, and risks and impediments 1 .  Iteration goals are a set of SMART objectives that provide a clear vision and alignment for each iteration 2 .  They also help teams communicate their progress and dependencies to other teams and stakeholders during the PI planning event 3 .  References :  PI Planning ,  Iteration Goals ,  Presenting PI Planning Draft and Final Plan Reviews

n : A backlog refinement session is a periodic activity teams use to define, discuss, estimate, and establish acceptance criteria for upcoming backlog items 1 . 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 syncs 2 .  Additionally, backlog refinement helps teams align their backlog with the ART backlog, the PI objectives, and the customer needs 2 .  References :  Backlog Refinement - Scaled Agile Framework ,  Team Backlog - Scaled Agile Framework

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

 = The “3 Cs” of user stories are three criteria that help to ensure that the requirements in your story are clear, complete, and correct.  These three criteria are Card, Conversation, and Confirmation 1 .

Card: A user story card is a placeholder for a conversation. It is a brief and informal description of a software feature written from the perspective of the end user. It captures the essence of the user’s need, without going into too much detail or technical jargon.  It is usually written on a physical or digital card that can be easily moved and prioritized 2 .

Conversation: A user story card is not enough to convey all the information needed to develop and deliver the feature. It is meant to trigger a conversation between the product owner, the development team, and other stakeholders. The conversation is where the details, assumptions, risks, and acceptance criteria are discussed and clarified.  The conversation is also an opportunity to collaborate, negotiate, and validate the user story 3 .

Confirmation: A user story is not complete until it has a confirmation. This is a set of criteria that define what done looks like for the feature. It is also known as acceptance criteria, and it specifies the conditions that must be met for the user story to be accepted by the product owner and the customer.  The confirmation is usually written as a series of testable statements that can be verified by the development team and the product owner 4 .

References : =  1 : 3 C’s of User Stories- Well Explained - KnowledgeHut 1 ;  2 : Understanding the three “C”s of agile User Stories - Medium 2 ;  3 : 3 C’s For Writing User Stories | 3 C’s of User Stories - PremierAgile 3 ;  4 : 3 C’s Of Agile User Stories: A Brief Summary - BarnRaisers, LLC 5

The PI 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). A system demo is a critical event. It’s the method for assessing the Solution’s current state and gathering immediate, Agile Release Train -level feedback from the people doing the work, as well as critical feedback from Business Owners, sponsors, stakeholders, and customers. The feedback is critical, as only they can give the guidance the ART needs to stay on course or make adjustments.  Therefore, the system demo is intended for the Business Owners, who are key stakeholders that have the ultimate responsibility for the Return on Investment (ROI) of the solution 1 .  References :  System Demo - Scaled Agile Framework

= Fast learning cycles are one of the four pillars of the SAFe House of Lean model, which is based on the Toyota Production System and combines lean management, agile methods, and Lean Thinking 1 .  Fast learning cycles support innovation by enabling rapid feedback, experimentation, and adaptation, which are essential for creating value and achieving Business Agility 2 .  Fast learning cycles also foster a culture of continuous improvement, where teams and individuals are empowered to learn from failures and seek better solutions 3 .  References : =  1 : Lean-Agile Mindset - Scaled Agile Framework 2 ;  2 : Lean-Agile Mindset - Scaled Agile Framework 1 ;  3 : The SAFe House of Lean model: short and sweet - Echometer

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 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

The PI System Demo is the first activity of the Inspect and Adapt event, which shows all the Features that the Agile Release Train (ART) has developed during the Program Increment (PI) 1 .  It provides an opportunity for the ART to evaluate the current state of the Solution and collect feedback from the stakeholders 2 . The other options are not the first activity of the Inspect and Adapt event, but rather subsequent activities that follow the PI System Demo.  Quantitative and qualitative measurement is the second activity, which involves reviewing the PI performance and progress metrics 3 .  Retrospective and problem-solving workshop is the third activity, which involves identifying and prioritizing the improvement opportunities for the next PI 4 .  Agreement on the problems to solve is a step within the retrospective and problem-solving workshop, which involves reaching a consensus on the most critical issues to address 5 .

During the PI Planning event, planning adjustments are agreed upon during the management review and problem-solving meeting, which is the last activity of the first day of the event 1 .  In this meeting, the management team reviews the draft plans of the teams, identifies and resolves any issues, risks, or dependencies, and makes any necessary changes to the scope, people, or resources 1 .  The management team also communicates the planning adjustments back to the Agile Release Train (ART) the next day, before the teams continue their planning and make the appropriate adjustments 2 .  References :  PI Planning ,  Management Review and Problem-Solving

= 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 workshop 1 . 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 customers 2 .  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 achieved 3 .  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 items 4 .  References : =  1 : Inspect and Adapt - Scaled Agile Framework 1 ;  2 : Inspect and Adapt - Scaled Agile Framework 1 ;  3 : Inspect and Adapt - Scaled Agile Framework 1 ;  4 : Inspect and Adapt - Scaled Agile Framework 1

A guardrail in Lean Portfolio Management (LPM) is a policy or practice that helps ensure that the portfolio is aligned and funded to create and maintain the solutions needed to meet business targets. One of the guardrails in LPM is the allocation of centralized vs decentralized decisions in the enterprise. This guardrail defines the boundaries and guidelines for decision making at different levels of the organization, such as strategic, tactical, and operational. Centralized decisions are those that require alignment and agreement across multiple value streams or portfolios, such as vision, strategy, budget allocation, and governance. Decentralized decisions are those that can be made by the value streams or teams closest to the customer and the work, such as backlog prioritization, solution design, and delivery.  The goal of this guardrail is to empower the teams and value streams to make fast and effective decisions, while ensuring alignment and coherence at the portfolio and enterprise levels 1 2 .  References :  Lean Budget Guardrails - Scaled Agile Framework ,  Decentralize Decision Making - Scaled Agile Framework

The Portfolio Kanban is a method to visualize, manage, and analyze the flow of portfolio epics from ideation to implementation 1 .  It brings structure to analysis and decision making around epics by defining the states and Work in Process (WIP) limits for each state, as well as the entry and exit criteria 1 .  The Portfolio Kanban also helps prioritize and sequence the epics based on the Lean business case and the Weighted Shortest Job First (WSJF) technique 1 .  The Portfolio Kanban enables the Lean Portfolio Management (LPM) to align the portfolio strategy and investment funding with the implementation capacity of the value streams 2 .  References :  Portfolio Kanban ,  Lean Portfolio Management

During the draft plan review, the teams present their draft PI objectives and plans to the other teams and the Business Owners. The Business Owners then assign a business value to each PI objective, based on the conversation with the team and the alignment with the vision and goals. The business value is a number between 1 (lowest) and 10 (highest) that reflects the relative importance and expected benefit of the objective. The business value is used to measure the ART’s predictability and performance at the end of the PI.  References :  PI Objectives ,  PI Planning ,  Your Guide to Writing Great Iteration and PI Objectives

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 customer 1 2 3 4 . 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

During iteration reviews, SAFe Scrum teams inspect the iteration increment, assess progress, and adjust the team backlog. One of the actions that occurs during this event is evaluating current state metrics, such as team velocity, quality, and customer satisfaction. These metrics help the team measure its performance and identify areas for improvement. Evaluating current state metrics also helps the team align its work with the iteration goals and the broader program increment objectives.  References :  Iteration Review ,  Team and Technical Agility

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

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

= Lean Portfolio Management (LPM) is one of the seven core competencies of the Lean Enterprise that helps align strategy and execution. LPM enables enterprises to establish and communicate a set of strategic themes that provide business context for decision making and investment allocation. LPM also helps to apply Lean budgeting and guardrails to empower decentralized program execution and foster innovation. LPM also supports Agile portfolio operations and governance by providing the necessary visibility, coordination, and collaboration across the portfolio.  References : =  SAFe for Lean Enterprises , Lean Portfolio Management

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 PI Planning process is a key activity for successfully implementing the Scaled Agile Framework. It 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, identify dependencies, plan the features and stories for the next Program Increment (PI), and commit to a set of PI objectives. The PI Planning process follows a regular cadence, typically every 8 to 12 weeks, to synchronize the work of the ART and ensure alignment with the business strategy and customer needs. The PI Planning process also fosters collaboration, trust, and empowerment among the teams and stakeholders, and enables fast feedback and learning cycles.  References : =  PI Planning - Scaled Agile Framework ,  Implementing SAFe - Scaled Agile Framework

= As a Product Owner, James is responsible for managing the Iteration backlog and ensuring that the most valuable and feasible work items are delivered by the team 1 .  If the team tells him that they may miss their Iteration commitment, James should collaborate with them to review and reprioritize the backlog, and identify the minimum viable increment that can be completed within the Iteration timebox 2 .  James should not support adding an Innovation and Planning Iteration, as this would disrupt the cadence and synchronization of the Agile Release Train 3 .  James should not agree to add a person from the System Team, as this would violate the team autonomy and self-organization principles 4 .  James should not support splitting a Story into a coding story and a testing story, as this would create technical debt and compromise the quality and value of the deliverable 5 .  References : =  1 : Product Owner - Scaled Agile Framework 6 ;  2 : Iteration Planning - Scaled Agile Framework 7 ;  3 : Innovation and Planning Iteration - Scaled Agile Framework 8 ;  4 : Agile Teams - Scaled Agile Framework 9 ;  5 : Story - Scaled Agile Framework 10

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

  A Feature is a service that fulfills a stakeholder need and delivers business value.  One key component of a Feature is the benefit hypothesis, which is a statement that describes the expected outcome and value of the Feature for the end user or the business 1 .  The benefit hypothesis helps to define the scope, priority, and acceptance criteria of the Feature, and to measure its impact and effectiveness after implementation 2 .  The benefit hypothesis also supports the Lean UX process model, which includes a definition of the Minimum Marketable Feature (MMF), a benefit hypothesis, and acceptance criteria 3 . The other options are not key components of a Feature, although they may be related to it. A business plan is a document that outlines the goals, strategies, and financial projections of a business or a product, and it may include some features, but it is not a component of a Feature. Key stakeholders are the people or groups who have an interest or influence in the product or the Feature, and they may provide input or feedback, but they are not a component of a Feature. A release plan is a schedule that shows when the product or the Feature will be delivered to the customers or users, and it may depend on the Feature, but it is not a component of a Feature.  References :  Features and Capabilities - Scaled Agile Framework ,  What Are The Minimum Requirements For A Feature? SAFe, Agile - airfocus ,  Lean UX - Scaled Agile Framework

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-making 1 .  Lean budget Guardrails are the spending policies and guidelines that enable decentralized decision-making and empowerment for value streams 2 .  Strategic Themes affect the allocation of funds and resources to value streams, as well as the guidance for investments in existing and new solutions 1 . Therefore, Strategic Themes influence Lean budget Guardrails directly.  References :  Strategic Themes ,  Lean Budgets ,  Exam Study Guide: SP (6.0) - SAFe Practitioner

The Iteration Review is a regular SAFe Scrum event where the team inspects the iteration increment, assesses progress, and adjusts the team backlog. The purpose of the Iteration Review is to measure the team’s progress by showing working stories to the Product Owner and other stakeholders to get 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 opportunities.  References :  Iteration Review ,  Iteration Review ,  What is Iteration review in SAFe® 6.0? ,  Iteration Review 65

SAFe recommends running a Retrospective on a cadence during the PI for SAFe Team Kanban Teams. A Retrospective is a team-level event that occurs at the end of each iteration, where the team reflects on how they are working and identifies improvement actions for the next iteration.  A Retrospective helps the team pursue perfection by applying the Plan-Do-Check-Adjust (PDCA) cycle 1 .  SAFe Team Kanban Teams also participate in other ART events, such as PI Planning, System Demo, and Inspect and Adapt 2 .  References :  1 :  Retrospective - Scaled Agile Framework 2 :  SAFe Team Kanban - Scaled Agile Framework

 A user story is a short description of a small piece of desired functionality written from the user’s perspective and in their language. A user story has three primary components, each of which begin with the letter ‘C’: Card, Conversation, and Confirmation. The card is a written or digital note that captures the essence of the user story using the format: “As a (who), I want (what), so that (why).” The conversation is the ongoing dialogue between the team and the customer or product owner to elaborate and refine the user story details.  The confirmation is the set of acceptance criteria and tests that verify the user story is done and meets the customer’s expectations 1 2 .  References :  What is User Story? - Visual Paradigm ,  The Anatomy of a User Story | Scrum Alliance | Includes Template

Relentless improvement is the fourth pillar of the SAFe House of Lean, which represents the foundational beliefs that are key to SAFe’s effectiveness 1 .  Relentless improvement encourages learning and growth through continuous reflection and process enhancements 2 .  It uses informed decision-making through fast feedback, which means that teams and individuals use empirical data and validated learning to evaluate their assumptions and outcomes, and adjust their actions accordingly 3 .  This enables them to deliver value faster, with higher quality and lower risk, and to foster a culture of innovation and experimentation 4 .  References :  Core Values - Scaled Agile Framework ,  Relentless Improvement - Scaled Agile Framework ,  Principle #4 - Build incrementally with fast, integrated learning cycles - Scaled Agile Framework ,  How does relentless improvement support value in the SAFe house of lean …

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

 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

This statement is one of the 12 principles behind the Agile Manifesto 1 , which guides the agile software development approach. It means that agile teams should focus on delivering the most valuable features and avoid unnecessary work that does not add value to the customer or the product. By applying simplicity, agile teams can reduce waste, increase efficiency, and improve quality.  References :  12 Principles Behind the Agile Manifesto

 According to the SAFe principle, “unlock the intrinsic motivation of knowledge workers”, knowledge workers need autonomy, mastery, and purpose to be motivated and creative. Autonomy means giving them the freedom to choose how to do their work, without micromanagement or excessive control. Mastery means providing them with opportunities to learn new skills and improve their craft. Purpose means aligning their work with a meaningful and inspiring vision. These three factors foster intrinsic motivation, which is the drive to perform an activity without any obvious external rewards.  References :  Principle #8 - Unlock the Intrinsic Motivation of Knowledge Workers - Scaled Agile Framework ,  Principle #8 - Unlock the Intrinsic Motivation of Knowledge Workers - Scaled Agile Framework

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 performance 1 .  According to SAFe, optimizing the time spent in the zone for individuals and teams makes a substantial difference in ART productivity 2 . 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 accelerator 3 .

This statement is one of the Lean budget Guardrails, which describe the policies and practices for budgeting, spending, and governance for a specific portfolio 1 .  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 delivery 1 .  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 demo 2 .  Continuous Business Owner engagement helps ensure alignment, transparency, and accountability for the value streams and ARTs 1 .  References :  Lean Budget Guardrails ,  Business Owners

Decentralized decision-making is one of the principles of the Lean-Agile mindset, which is the foundation of SAFe. It empowers teams and individuals to make decisions based on the local context and the best available information, rather than waiting for approval from higher authorities. This reduces delays, increases speed, and improves responsiveness to customer needs. It also fosters innovation, learning, and ownership of the outcomes.  References :  Lean-Agile Mindset ,  Unlock the Intrinsic Motivation of Knowledge Workers ,  Exam Study Guide: SP (6.0) - SAFe Practitioner

A cross-functional team is a group of people with different functional expertise working toward a common goal 1 .  In SAFe, a cross-functional team has all the necessary skills to turn an idea into a working product 2 .  This means that each team member can define, build, and test a component or Feature, without relying on external dependencies or handoffs 3 . This enables the team to deliver value faster, with higher quality and lower risk.  References :  What Are Cross Functional Teams? – Forbes Advisor ,  What is Cross-Functional Team in Agile? - Visual Paradigm ,  SAFe for Teams | SAFe Practitioner (SP) Certification , [Cross-functional teams: what are they and how to make them work]

 Continuous Delivery is a set of practices that enable teams to release value to customers in short cycles, with high quality and low risk. One of the key practices of Continuous Delivery is to automate testing of Features and nonfunctional requirements, such as performance, security, and usability. This ensures that the code is always in a releasable state and reduces the feedback time and cost of defects. Another key practice of Continuous Delivery is to maintain a staging environment that emulates production, where the final integration, validation, and acceptance testing can take place before deployment. This reduces the risk of failures and errors in production and enables faster and more reliable releases.  References :  SAFe® for Teams - Know Your Role on an Agile Team ,  SAFe for Teams 6.0 (SP) Certification Training ,  SAFe for Teams | SAFe Practitioner (SP) Certification

The Scrum Master is a servant leader and coach for the Agile team. One of their main responsibilities is to remove impediments that hinder the team’s progress and performance. Impediments can be anything that blocks the team from delivering value, such as technical issues, dependencies, conflicts, or lack of resources. The Scrum Master helps the team identify and resolve impediments as quickly as possible, and escalates them to the appropriate level if needed. By removing impediments, the Scrum Master helps the team stay focused, productive, and motivated.  References :  Exam Study Guide: SP (6.0) - SAFe® Practitioner , [Scrum Master]

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

 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

Product Management is responsible for defining and prioritizing the ART Backlog, which consists of features and enablers that align with the program vision and roadmap. Product Management also collaborates with System Architects/Engineering, Release Train Engineers, and other stakeholders to ensure the ART delivers value to the customers and users.  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 Services

 The Agile Release Train Sync is a weekly meeting that synchronizes the ART stakeholders and provides visibility into the ART’s progress and impediments 1 . 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 effectiveness 2 .  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 value 3 . 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

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 delivery 1 2 .  References :  Objectives and Key Results - Scaled Agile Framework ,  OKRs: A Simple Way to Set and Achieve Your Goals .

The Inspect and Adapt (I & A) is a significant event held at the end of each Program Increment (PI), where the current state of the Solution is demonstrated and evaluated by the train. Teams then reflect and identify improvement backlog items via a structured, problem-solving workshop.  The I & A event consists of three parts: the PI System Demo, where the features developed during the PI are shown and feedback is collected; the quantitative and qualitative measurement, where the teams assess their performance and progress using various metrics and surveys; and the retrospective and problem-solving workshop, where the teams identify and analyze the root causes of their most critical issues and devise action plans to address them 1 2 .  References :  Inspect and Adapt ,  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

 Knowledge is one of the factors that affect the size of a story. It refers to what is known or unknown about the story, such as the requirements, the design, the technology, the domain, the dependencies, and the risks. The more unknowns there are, the larger the story size will be, as it will require more effort, complexity, and uncertainty to implement. Knowledge is one of the components of the story point estimation technique, which is a relative measure of the effort required to implement a story. Story points take into account the volume, complexity, knowledge, and uncertainty of the work.  References :  Story - Scaled Agile Framework ,  Story Point - Scaled Agile Framework ,  How to Estimate Agile Stories: Introducing Relative Sizing - LeanDog ,  Estimate Story - Quickscrum ,  Agile Estimation – Feature and Story Sizing Scales

 ROAM is an acronym that stands for Resolve, Own, Accept, and Mitigate, and it is a framework for making risks visible and actionable in SAFe. During the final plan review, teams present their PI plans and risks to the other teams and stakeholders, and then use the ROAM board to categorize and prioritize the risks. Resolved risks are no longer a threat, owned risks are assigned to a team member for further action, accepted risks are acknowledged but not addressed, and mitigated risks are reduced by a plan. ROAM helps teams collaborate and align on how to handle risks effectively and transparently.  References :  SAFe Roam Board for Risk Management | Miro ,  Managing Risks with ROAM in Agile - Planview Blog

 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

According to the  Scaled Agile Framework , the ART Planning Board is a visualization of the PI’s feature delivery dates, feature dependencies among teams, and relevant milestones 1 .  Features are the primary elements that are planned and tracked on the ART Planning Board 2 .

Epics, user stories, and tasks are not found on the ART Planning Board, but they are related to features in different ways.  Epics are large initiatives that span multiple ARTs and PIs, and they are decomposed into features and enablers 2 .  User stories and tasks are smaller units of work that are used by teams to implement features within iterations 2 .

The Product Owner role is the Agile team member primarily responsible for maximizing the value delivered by the team by ensuring that the team backlog is aligned with customer and stakeholder needs 1 .  As a member of the extended Product Management function, the Product Owner is the team’s primary customer advocate and primary link to business and technology strategy 1 . This means that the Product Owner represents the customer to the Agile team, and communicates the product vision, goals, and requirements to the team.  The Product Owner also collaborates with the customer and other stakeholders to gather feedback, validate assumptions, and ensure that the team is building the right things and building them right 2 3 .  References : =  1 : Product Owner - Scaled Agile Framework 1 ;  2 : What is a Product Owner?  | Scrum.org 2 ;  3 : I’m a New Product Owner!  What Are My Responsibilities? - Scrum Alliance 3

 The Product Owner (PO) in the team is responsible for managing and prioritizing the Team Backlog, which is the single source of truth for the upcoming features of the system 1 .  The PO works with the Product Manager, who owns the Vision and the Roadmap, to define and sequence the features in the Program Backlog 2 .  The PO also collaborates with other POs in the Agile Release Train (ART) to manage dependencies and ensure alignment across teams 3 .  The PO maintains and prioritizes the Team Backlog, which contains user stories, enablers, and other backlog items that the team needs to implement to deliver value to the customer 4 . The PO also participates in the backlog refinement sessions, where the team defines, discusses, estimates, and establishes acceptance criteria for the backlog items.  References :  Team Backlog - Scaled Agile Framework ,  Product Owner - Scaled Agile Framework ,  Program Backlog - Scaled Agile Framework ,  Story - Scaled Agile Framework , [Backlog Refinement - Scaled Agile Framework]

Quality is the first and foremost function of the second core value of SAFe, which is Built-in Quality 1 .  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 2 .  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 whole 2 .  This culture fosters collaboration, feedback, and continuous improvement, and enables faster delivery and better outcomes 2 .  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 …

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