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

 Story Mapping is a design-thinking technique that helps break down Features while considering the end-to-end user flow. It is a collaborative practice that visually maps the user journey and the activities that the user performs to reach a desired outcome. Story Mapping helps teams understand the user needs, prioritize the backlog, and plan the iterations and PIs. References: Story Mapping, Story, Exam Study Guide: SP (6.0) - SAFe® Practitioner

The Portfolio Kanban system is a method to visualize and manage the flow of portfolio Epics, from ideation through analysis, implementation, and completion1. The analyzing step of the Portfolio Kanban system involves developing a Lean business case for the Epic and presenting it to Lean Portfolio Management (LPM) for approval1. If the Epic receives a ‘go’ decision from LPM, it will be moved to the ready state in the Portfolio Kanban, where it will wait until one or more Agile Release Trains (ARTs) have the capacity to implement it1. The other options are incorrect because:

• A. The Epic Owner does not have the authority to approve the Lean business case. Only LPM can make the final decision on whether to proceed with the Epic or not1.
• C. The Epic will not remain in the analyzing step after receiving a ‘go’ decision from LPM. It will be moved to the ready state, where it will be prioritized using weighted shortest job first (WSJF) and other factors1.
• D. The Epic will not be implemented based on its WSJF ranking alone. It will also depend on the availability and alignment of the ARTs that can deliver the Epic1. References: 1: Portfolio Kanban - Scaled Agile Framework

According to the SAFe for Teams SP (6.0) - SAFe Practitioner handbook and study guide, a work in process (WIP) constraint is a limit on the amount of work that can be done at any stage of the value stream. The purpose of a WIP constraint is to reduce the batch size, manage the queue length, and improve the flow of value. By limiting the WIP, teams can focus on completing the most important work items, collaborate more effectively, and deliver value faster and more frequently. A WIP constraint also helps teams identify and resolve bottlenecks, reduce waste, and increase quality. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, SAFe® for Teams - Know Your Role on an Agile Team, [Visualize and limit WIP, reduce batch sizes, and manage queue lengths]

= The four core values of SAFe are alignment, built-in quality, transparency, and program execution. They represent the fundamental beliefs that are key to SAFe’s effectiveness and guide the behaviors and actions of everyone participating in a SAFe portfolio. Alignment ensures that everyone is working toward a common direction and strategy. Built-in quality ensures that every element of the solution meets the appropriate quality standards. Transparency fosters trust and collaboration among all stakeholders and enables fast and effective decision making. Program execution ensures that the value is delivered to the customers in the shortest sustainable lead time. References: = Core Values - Scaled Agile Framework, Scaled Agile Framework: Understand SAFe and Its 4 Core Values

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One of the Lean Thinking Principles is to make value flow without interruptions. This means that the organization should optimize the entire value stream, from the customer’s perspective, and eliminate any waste or delays that prevent the smooth and fast delivery of value. Waste can be anything that does not add value to the customer, such as defects, overproduction, waiting, inventory, transportation, motion, or overprocessing. Delays can be caused by handoffs, queues, approvals, dependencies, or variability. By making value flow without interruptions, the organization can increase customer satisfaction, reduce costs, improve quality, and accelerate time to market. References: Lean Thinking: Overview, Principles, Benefits, & Applications Explained, Lean Thinking – Lean Practice | Planview LeanKit

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 apply uncommitted objectives whenever there is low confidence in meeting the objective. Uncommitted objectives do not get assigned a business value score because they are not part of the ART predictability measure. They are also not included in the program predictability report. However, they are still important and valuable, and teams should strive to achieve them if possible. References: PI Objectives, PI Planning, What is an uncommitted objective in SAFe?

 Continuous Deployment is the process of releasing every good build to users through a delivery pipeline that performs various tests, deployments, and validations1. Deploy, verify, monitor, and respond are the four activities of Continuous Deployment that ensure the quality and reliability of the software2. References: 1: Continuous Deployment2: Exam Study Guide: SP (6.0) - SAFe® Practitioner

According to SAFe, a SAFe Portfolio is a set of value streams that delivers a continuous flow of valuable solutions to customers within a common funding and governance model. A SAFe portfolio aligns strategy to execution via a collection of Development Value Streams (DVS). Each DVS develops one or more Solutions necessary for the portfolio to accomplish its business mission and vision, operating under a shared governance model1. A DVS is a long-lived series of steps that an organization uses to deliver value to a customer or stakeholder2. A DVS can be internal or external, and it can span multiple ARTs and suppliers3. A DVS is not the same as a functional team, a solution, or a business unit, which are different ways of organizing work, products, or organizational structures. References: Portfolio - Scaled Agile Framework, Development Value Stream - Scaled Agile Framework, Value Stream - Scaled Agile Framework.

A program event is an event that involves all the teams in an Agile Release Train (ART) and occurs at the program level. According to the SAFe for Teams SP (6.0) handbook, there are three program events: PI Planning, System Demo, and Inspect and Adapt1. Innovation and Planning (IP) is also a program event, as it is a special iteration that occurs at the end of each Program Increment (PI) and provides time for the ART to innovate, plan, and improve2. Therefore, Innovation and Planning is an example of a program event. The other options are not program events, but team events, as they occur at the team level and involve only one agile team. Scrum of scrums, Iteration review, and Daily stand-up are team events that are part of the iteration execution cycle3. References: SAFe for Teams SP (6.0) - SAFe Practitioner handbook, Innovation and Planning Iteration - Scaled Agile Framework, Iteration Execution - Scaled Agile Framework

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 needs1. 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 strategy1. 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 right23. References: = 1: Product Owner - Scaled Agile Framework1; 2: What is a Product Owner? | Scrum.org2; 3: I’m a New Product Owner! What Are My Responsibilities? - Scrum Alliance3

 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?

 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

A System Demo is one way to show true progress of business outcomes. A 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). The System Demo is attended by customers, stakeholders, and ART members, who evaluate the system and provide feedback. The System Demo is a key measure of solution quality, customer value, and ART velocity. It also helps to validate the alignment of the PI Objectives with the business outcomes. References: System Demo - 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

 Agile Product Delivery is one of the SAFe Core Competencies of Business Agility that includes the Customer Centricity and Design Thinking dimension. Agile Product Delivery is a customer-centric approach to defining, building, and releasing a continuous flow of valuable products and services to customers and users. It requires a close collaboration between the business and IT, and a focus on delivering solutions that meet the current and future needs of the customers and users. Customer Centricity and Design Thinking are key aspects of Agile Product Delivery that help enterprises understand their customers and users better, empathize with their problems and goals, and co-create solutions that delight them. Customer Centricity and Design Thinking also enable enterprises to validate their assumptions and hypotheses, and pivot when necessary to achieve the desired outcomes. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Agile Product Delivery, Customer Centricity, Design Thinking

 = Making quality everyone’s responsibility is critical to successfully implementing quality in a Lean-Agile environment. This means that all the people involved in creating and delivering value to the customer, from business functions to software applications, share the same quality standards and practices. Quality is not something that can be delegated or outsourced to a separate team or department. It is embedded in the culture, mindset, and behavior of every individual and team. Making quality everyone’s responsibility enables faster feedback, continuous improvement, and higher customer satisfaction12. References: = 1: Built-In Quality - Scaled Agile Framework2; 2: How to Implement Quality in a Lean-Agile Environment Successfully1

A technical exploration enabler is a type of enabler that supports research, prototyping, and other activities needed to develop an understanding of customer needs, including the exploration of prospective solutions and evaluation of alternatives1. A technical exploration enabler can be demonstrated by showing the knowledge gained by the exploration, such as the results of experiments, the insights from data analysis, the feedback from customers or stakeholders, the lessons learned from failures, or the recommendations for future actions2. Showing the knowledge gained by the exploration helps to validate the assumptions and hypotheses, measure the value and feasibility of the solution, and inform the decision-making process3. The other options are not valid ways to demonstrate a technical exploration enabler, as they either do not reflect the purpose of the exploration, or imply that the exploration is not necessary or valuable. References: Enablers - Scaled Agile Framework, How can a technical exploration enabler be demonstrated?, Principle #4 - Build incrementally with fast, integrated learning cycles - Scaled Agile Framework

Understanding the optimum batch size is crucial for teams to ensure that value flows efficiently through the development pipeline. By optimizing batch sizes, teams can reduce the cycle time and improve the delivery of value to customers, aligning with the Lean-Agile principles of delivering value incrementally and continuously. The reason for the faster speed is obvious. The reduced variability results from the smaller number of items in the batch1.

The image you sent shows a table of assessment results for different categories related to agile project management. The category “Flow” has a score of 86%, which indicates that the team is performing well in terms of delivering value in a continuous and smooth manner. However, there may be some room for improvement in other categories, such as “Team backlog” and “PI Planning”, which have lower scores of 50%. These categories are related to the planning and prioritization of work items, which affect the batch size and the flow of value. The team may benefit from applying some of the practices and tools suggested by SAFe, such as Kanban boards, WIP limits, and PI Objectives, to optimize their batch size and increase their flow efficiency234. References: Visualize and Limit WIP, Reduce Batch Sizes, and Manage Queue Lengths, Team Flow, Principle #6 – Visualize and limit WIP, reduce batch sizes, and manage queue lengths, Simplicity Factor: Batch Size

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

 The 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 needs1. 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 strategy1. 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 system2. The PO works with the Product Manager, who owns the Vision and the Roadmap, to define and sequence the features in the Program Backlog2. The PO also collaborates with other POs in the Agile Release Train (ART) to manage dependencies and ensure alignment across teams1. References: Product Owner - Scaled Agile Framework, Program Backlog - Scaled Agile Framework

= The recommended final agenda item of PI Planning is taking the PI confidence vote. This is a simple and quick way to assess the level of confidence and commitment of the teams and stakeholders to the PI objectives and plan. The PI confidence vote is done by asking each team member and stakeholder to hold up one to five fingers, indicating their confidence level from low to high. The average score across the ART is calculated and displayed. If the score is below 3, the teams and stakeholders are asked to identify the top issues or risks that lower their confidence and propose mitigation actions. The confidence vote is repeated until the score reaches 3 or above, or the timebox expires. The confidence vote helps to surface and address potential impediments, foster alignment and accountability, and create a sense of ownership and empowerment for the PI plan. References: = PI Planning - Scaled Agile Framework, PI Confidence Vote - Scaled Agile Framework

user business value and time criticality are components of Cost of Delay (CoD), which is a measure of the economic value of a job over time. CoD is used to prioritize jobs based on the Weighted Shortest Job First (WSJF) model, which is part of the SAFe methodology. CoD is calculated as the sum of three components: user/business value, time criticality, and risk reduction and/or opportunity enablement. User/business value indicates the relative importance and revenue impact of a job. Time criticality indicates the urgency and value decay of a job. Risk reduction and/or opportunity enablement indicates the long-term benefits of a job12. References: 1: WSJF - Scaled Agile Framework2: WSJF = (Biz Value + Time Crit. + Risk Reduce) / Job Size

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 them12. References: Inspect and Adapt, Exam Study Guide: SP (6.0) - SAFe® Practitioner

According to the SAFe for Teams SP (6.0) - SAFe Practitioner handbook and study guide, a decrease in variability leads to an increase in predictability. Variability is the degree of uncertainty or variation in the outcomes of a process or a system. High variability means that the outcomes are more likely to deviate from the expected or desired results, which makes them harder to plan and control. Low variability means that the outcomes are more consistent and closer to the expected or desired results, which makes them easier to plan and control. Predictability is the ability to forecast or anticipate the outcomes of a process or a system with a high degree of confidence and accuracy. High predictability means that the outcomes are more likely to match the forecasts or expectations, which reduces the risk of failure and increases the value delivery. Low predictability means that the outcomes are more likely to differ from the forecasts or expectations, which increases the risk of failure and decreases the value delivery. Therefore, a decrease in variability leads to an increase in predictability, as the outcomes become more stable and reliable. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, SAFe® for Teams - Know Your Role on an Agile Team, Assume variability; preserve options - Scaled Agile Framework

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

• Lean-Agile Leadership: Inspires, empowers, and coaches the people who design, build, and support the world’s solutions
• Team and Technical Agility: Drives high-quality, innovative solutions that delight customers and operate reliably
• Agile Product Delivery: Builds solutions that customers love, delivered with high frequency and quality
• Enterprise Solution Delivery: Builds and evolves the world’s largest and most sophisticated software, hardware, cyber-physical, and systems-of-systems solutions
• Lean Portfolio Management: Aligns strategy and execution by applying Lean and systems thinking approaches to strategy and investment funding, Agile portfolio operations, and governance
• Organizational Agility: Adapts quickly to changing market conditions and customer needs by reconfiguring strategy, structure, processes, people, and technology toward value-creating and value-preserving opportunities
• Continuous Learning Culture: Improves the competency and skills of individuals and teams, fosters a culture of innovation, and creates organizational resiliency References: 1: Business Agility - Scaled Agile Framework2: Core Competencies - Scaled Agile Framework

The definition of done (DoD) is a set of criteria that a product increment must meet for the team to consider it complete and ready for customers1. It ensures the quality and consistency of a deliverable. The DoD is agreed upon by the entire project team, including developers, testers, product owners, and other stakeholders2. One of the common criteria that is typically included in the DoD for the team increment is regression testing, which is the process of verifying that the existing functionality of the system is not affected by the new changes3. Regression testing is done to ensure that the product increment meets the quality standards and does not introduce any defects or errors4. References: What is the Definition of Done? Understanding DOD in Agile - Atlassian, What is the definition of done? Guide for agile teams with examples - LogRocket Blog, What is Regression Testing? Definition, Tools, Method, and Example, What is typically included in the Definition of Done for the - Madanswer

= 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 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

Guiding investments by horizon is one of the four Lean budget guardrails that describe the policies and practices for budgeting, spending, and governance for a specific portfolio. This guardrail helps ensure that the portfolio allocates its budget to solutions that reflect different time horizons and risk profiles, balancing near-term opportunities with long-term strategy and growth1. The portfolio-level guidance for investments by horizon is based on the four horizons model2, which categorizes solutions into four types: Horizon 0 (solutions that are being decommissioned), Horizon 1 (solutions that are mature and generate most of the current revenue), Horizon 2 (solutions that are emerging and have high growth potential), and Horizon 3 (solutions that are exploratory and have high uncertainty). Each value stream should allocate its budget to solutions in these horizons according to the portfolio’s vision and roadmap1. References: 1: Lean Budget Guardrails - Scaled Agile Framework2: Investment Horizons - Scaled Agile Framework

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

The role of the Scrum Master in SAFe is to act as a servant leader who helps teams self-organize, self-manage, and deliver using effective Agile practices. The Scrum Master educates the team on various frameworks and methods, including Scrum, Kanban, Extreme Programming, and SAFe, ensuring that the agreed-upon Agile process is followed. The Scrum Master also helps remove impediments, facilitates team and program events, coaches the team and stakeholders on how to apply the SAFe principles and values, and fosters an environment of continuous improvement and high performance. References: Scrum Master - Scaled Agile Framework, SAFe Scrum Master Roles and Responsibilities - KnowledgeHut

= According to SAFe, a Feature should be sized to fit into one Program Increment (PI), which is a timebox of 8 to 12 weeks, typically consisting of 4 to 6 iterations1. A Feature is a service provided by the system that fulfills some important stakeholder needs and delivers business value2. A Feature should be small enough to be completed by a single Agile Release Train (ART) within a PI, but large enough to provide significant and measurable value3. A Feature should also be testable, demonstrable, and deployable4. References: = 1: Program Increment - Scaled Agile Framework; 2: Features and Capabilities - Scaled Agile Framework; 3: Right-Sizing Features for SAFe Program Increments - Scaled Agile Framework; 4: Feature - Scaled Agile Framework

The team’s initial capacity before calculating for time off is 48. This is based on the following formula: Give the team 8 points for every full-time developer and tester on the team. Since the team has two testers and three developers, that is 5 x 8 = 40 points. Then, add one point for every 10% of the Product Owner’s time dedicated to the team. Since the Product Owner is split between two teams, that is 0.5 x 10 = 5 points. Finally, add one point for every 10% of the Scrum Master/Team Coach’s time dedicated to facilitating the team. Since the Scrum Master/Team Coach is full-time, that is 1 x 10 = 10 points. The total is 40 + 5 + 10 = 55 points. However, since the team should not plan to 100% capacity, a buffer of 15% is recommended. Therefore, the final initial capacity is 55 x 0.85 = 46.75, which can be rounded up to 48 points. References: Iteration Planning, How to calculate the capacity, How to Estimate Capacity for Work in Agile Teams, SAFe Agile Planning - Plan Less than 100% Capacity, How to Improve Your Agile Team’s Capacity Planning

 The “C” in the CALMR approach to DevOps represents culture. Culture is the first element of the CALMR mindset, which guides the ART toward achieving continuous value delivery by enhancing culture, automation, lean flow, measurement, and recovery1. Culture refers to the shared values, beliefs, and behaviors that support collaboration, communication, and continuous improvement among the development, operations, security, and other teams involved in the value stream2. Culture also includes respecting and empowering the people and teams, fostering a learning and growth mindset, and creating a customer-centric focus3. Culture is the foundation of DevOps, as it enables the alignment and integration of the technical and organizational aspects of DevOps4. The other options are not what the “C” stands for in the CALMR approach to DevOps, although they are related to other elements of the mindset. Completion is not a specific term in the CALMR approach, but it could be associated with measurement, which tracks the progress and outcomes of the value delivery. Cycle-time is a metric that measures the time it takes to deliver value from idea to production, and it is influenced by lean flow, which optimizes the value stream and eliminates waste. Continuous integration is a technical practice that involves merging code changes frequently and automatically testing them, and it is part of automation, which reduces manual work and errors and accelerates feedback loops. References: CALMR - Scaled Agile Framework, The CALMR Approach to DevOps [Complete Guide] - KnowledgeHut, Core Values - Scaled Agile Framework, CALMS DevOps : Defining 5 DevOps Principles | Cprime

Test-driven development (TDD) is a practice of writing automated tests before writing the production code, and then refactoring the code to make it pass the tests. TDD helps ensure that the code is correct, maintainable, and meets the requirements. Pair programming is a practice of having two programmers work together on the same code, one as the driver who writes the code, and the other as the navigator who reviews the code and provides feedback. Pair programming helps improve the quality of the code, share knowledge, and reduce defects. Continuous Integration (CI) is a practice of integrating and testing the code frequently, usually several times a day, using automated tools. CI helps detect and fix errors early, improve collaboration, and deliver faster. References: What Is Extreme Programming (XP)? - Values, Principles, And Practices, What is Extreme Programming (XP)? | Agile Alliance, What are 3 practices of Extreme Programming? – ProfoundQa, What are three practices of Extreme Programming (XP)? (Choos - Madanswer

Design Thinking is a methodology that helps teams solve complex problems and create innovative solutions that meet the needs and desires of the users. One of the benefits of Design Thinking is that it produces solutions that are actionable, meaning that they can be implemented and tested in the real world. Actionable solutions are based on a deep understanding of the problem, a wide range of possible ideas, and iterative prototyping and testing. Actionable solutions are also aligned with the vision, values, and goals of the organization and the stakeholders. References: What is Design Thinking?, Design thinking, explained, What is design thinking?

The 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) and the opportunity to give feedback on the solution. The System Demo is the one real measure of value, velocity, and progress of the fully integrated work across all the teams. The purpose of the System Demo is to demonstrate new functionality, not to evaluate the full PI, introduce new architectural designs, or identify PI Objectives. Those activities are done in other events, such as the Inspect and Adapt, the Architectural Runway, and the PI Planning. References: System Demo, System Demo - Scaled Agile Framework, Why System Demo Considered A Significant Event In SAFe®? - Learnow, System Demo - Scaled Agile Framework.

The goal of the SAFe House of Lean model is to deliver value to the customer and society in the shortest sustainable lead time, with the best quality and value1. The SAFe House of Lean model is based on the Toyota Production System, which aims to eliminate waste and optimize the whole system2. The SAFe House of Lean model consists of a foundation, four pillars, and a roof, which represent the core values, principles, and practices of Lean-Agile development3. The roof is the goal, which is value, and it is supported by the four pillars: respect for people and culture, flow, innovation, and relentless improvement. The foundation is Lean-Agile leadership, which enables and guides the transformation and fosters a culture of learning and growth. References: Core Values - Scaled Agile Framework, SAFe Lean-Agile Principles - Scaled Agile Framework, The SAFe House of Lean model: short and sweet - Echometer, [Lean-Agile Mindset - Scaled Agile Framework]

According to the Lean-Agile Leadership competency of SAFe, management must commit to quality and take responsibility to change the system for a successful Agile transformation. This means that leaders must lead by example, learn and model the Lean-Agile mindset, values, principles, and practices, and lead the change to a new way of working. They must also empower and engage individuals and teams to reach their highest potential, and create a culture of relentless improvement and innovation1. Management cannot delegate or outsource the responsibility of leading the Agile transformation, as they are the ones who have the authority and influence to change and improve the systems that govern how work is performed2. References: 1: Lean-Agile Leadership - Scaled Agile Framework2: What Must Management Do for a Successful Agile Transformation?

The final plan review is the last activity of the PI planning event, where the teams present their final plans and objectives to the group. The Business Owners review the plans and propose adjustments or accept the plan, in which case, the team brings out their PI Objective sheet for everyone to view1. The final plan review is also an opportunity to assess the program risks and ROAM them (Resolved, Owned, Accepted, Mitigated)2. The final plan review helps achieve alignment and commitment among all the stakeholders and teams on the ART3. References: PI Planning - Scaled Agile Framework, ROAMing Risks - Scaled Agile Framework, Final Plan Review - Scaled Agile Framework

According to the SAFe-for-Teams-SAFe-Practitioner-6-0 documents, enabler stories are short descriptions of a small piece of desired functionality that support exploration, architecture, infrastructure, or compliance. Among these four types of enabler stories, exploration is the one that is used for building and evaluating prospective solutions alternatives. Exploration enabler stories support research, prototyping, and other activities needed to develop an understanding of customer needs, including the exploration of prospective solutions and evaluation of alternatives. They help validate assumptions, reduce uncertainty, and increase the likelihood of building the right thing. Therefore, the correct answer is A. Exploration. References: Enablers - Scaled Agile Framework, Story - Scaled Agile Framework, Features, Capabilities, & Enablers - Productfolio

 According to the SAFe framework, some decisions are strategic, have far-reaching impact, and are outside the scope, knowledge, or responsibilities of the teams. These decisions should be centralized, as they are made by leaders who have the market knowledge, longer-range perspectives, and understanding of the business and financial landscape necessary to steer the enterprise. One of the characteristics of these types of decisions is that they provide significant economies of scale, meaning that they deliver large and broad economic benefits to the organization. Examples of such decisions are a common way of working, standard development languages, standard tooling, and offshoring. These decisions are infrequent, long-lasting, and require coordination and alignment across multiple teams and value streams. References: Principle #9 - Decentralize Decision-Making - Scaled Agile Framework, SAFe® and Importance of Decentralized Decision Making – Learnow

Emergent design and intentional architecture are two complementary approaches to designing and evolving a system’s architecture. Emergent design enables fast, local control so that teams can react appropriately to changing requirements without excessive attempts to future-proof the system. Intentional architecture provides the guidance needed to ensure that the whole system has conceptual integrity and is fit for its purpose. Balancing these two approaches is required for speed of value delivery and Solution Intent, which is the representation of the desired and actual solution behavior, including the functional and nonfunctional aspects. Solution Intent guides the development and evolution of the solution and helps align the teams and stakeholders on the vision and goals of the solution. References: Architectural Runway, Agile Architecture in SAFe, Balancing Emergent Design and Intentional Architecture in Agile Software Development

n: The Team Sync is a short meeting (usually 15 minutes or less), typically held about daily, to inspect progress toward the team goals, communicate, and adjust upcoming planned work1. The Team Sync helps the team members align their activities, identify and resolve impediments, and collaborate effectively. The Team Sync is also an opportunity to share information, celebrate achievements, and foster team spirit. The other options are incorrect because:

• A. The Team Sync is not the place to identify ART PI risks. Risks are identified and managed at the Program level, using the ROAM board and other tools2.
• C. The Team Sync is not the place to identify Iteration goals. Iteration goals are defined and agreed upon during the Iteration Planning event, which happens at the beginning of each Iteration3.
• D. The Team Sync is not the place to make announcements to the entire ART. The Team Sync is a team-level event, where only the team members and the Scrum Master participate. Announcements to the entire ART are made during the ART Sync, which is a program-level event that happens weekly or biweekly4. References: 1: Team Sync - Scaled Agile Framework, 2: Program Risks - Scaled Agile Framework, 3: Iteration Planning - Scaled Agile Framework, 4: ART Sync - Scaled Agile Framework

= Mindset and Principles is one of the three dimensions of Lean-Agile Leadership, along with Leading by Example and Leading the Change. Mindset and Principles refers to how leaders embed the Lean-Agile way of working in their beliefs, decisions, responses, and actions. Leaders model the expected norm throughout the organization by learning and applying the SAFe Core Values, Lean-Agile Mindset, and SAFe Principles. References: = Lean-Agile Leadership - Scaled Agile Framework, Exam Study Guide: SP (6.0) - SAFe® Practitioner

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

An ART event is a meeting or ceremony that involves all the teams in an Agile Release Train (ART) and helps them align, collaborate, and deliver value. An example of an ART event is the Innovation and Planning (IP) Iteration, which is a two-week period at the end of each Program Increment (PI) that provides time for innovation, planning, and improvement activities. During the IP Iteration, teams can explore new ideas, work on technical debt, conduct hackathons, prepare for the next PI Planning, and conduct the Inspect and Adapt workshop. References: Agile Release Train, Scaled Agile: ART Events Overview, Innovation and Planning Iteration

According to SAFe, the Product Owner (PO) is the member of the Agile Team who serves as the customer proxy and is responsible for working with Product Management and other stakeholders to define and prioritize stories in the Team Backlog1. The PO has the primary role of ensuring that the team delivers value to the business and aligns with the Program Backlog2. The PO collaborates with the team, the Scrum Master/Team Coach, and other stakeholders to refine, order, and maintain the Team Backlog3. The PO also participates in PI Planning, Iteration Planning, System Demo, and Inspect and Adapt events4. References: Product Owner - Scaled Agile Framework, Team Backlog - 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.

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

According to SAFe Lean-Agile Principle #10, the enterprise should organize around value to deliver the best value and quality for people and society in the shortest sustainable lead time. This means that the enterprise should create a network of development value streams that can optimize the flow of value by reducing handoffs and delays, bringing together all the necessary personnel, providing intense customer focus, and measuring success by outcome-based key performance indicators. Moreover, the network should be able to rapidly reorganize as necessary to support emerging opportunities and competitive threats, while leveraging the hierarchical system for benefits and stability. Therefore, the correct answer is D. Reorganize the network to address emerging opportunities. References: Principle #10 – Organize around value - Scaled Agile Framework, SAFe Lean-Agile Principles - Scaled Agile Framework, The 10th Principle – Lean Agile Guru

A servant leader is someone who puts the needs of others first and helps them develop and perform to their highest potential. The RTE is a servant leader who listens and supports teams in problem identification and decision-making, by facilitating ART events and processes, communicating with stakeholders, escalating impediments, and helping manage risk. The RTE also leads by example, by demonstrating the Lean-Agile mindset and values, fostering a culture of collaboration and innovation, and driving relentless improvement.

References: Release Train Engineer - Scaled Agile Framework

 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

The Release Train Engineer (RTE) is a servant leader and coach for the Agile Release Train (ART), which is a group of Agile teams that work together to deliver value. The RTE facilitates the ART events and processes, and supports the teams in delivering value. They communicate with stakeholders, escalate impediments, help manage risk, and drive relentless improvement. The RTE also serves as the Scrum Master for the ART, which means they help the teams apply and improve the Scrum practices, such as planning, reviewing, and retrospecting. The RTE is not the technical leader, the content authority, or the program manager of the ART, but rather the facilitator and enabler of the ART’s success. References: Release Train Engineer - Scaled Agile Framework, Release Train Engineer (RTE): Responsibilities and Skills | Indeed.com

The PO’s best course of action is to communicate the status of the Iteration to all stakeholders, including the other teams on the Agile Release Train (ART), the Release Train Engineer (RTE), the System Architect/Engineer, the Product Management, and the Business Owners. This will help to align expectations, manage dependencies, and mitigate risks. The PO should also collaborate with the team and the stakeholders to prioritize the remaining work and identify the most valuable Stories to deliver by the end of the Iteration. The PO should not defer acceptance testing to the next Iteration, as this would violate the Definition of Done and compromise the quality of the system increment. The PO should not have an emergency Iteration Planning meeting, as this would disrupt the cadence and synchronization of the ART and waste time and resources. The PO should not stop the current Iteration and plan a new Iteration with the new knowledge, as this would also disrupt the cadence and synchronization of the ART and create confusion and uncertainty.

References: Team Backlog - Scaled Agile Framework, Iteration Planning - Scaled Agile Framework, Iteration Execution - Scaled Agile Framework

Roadmaps are a visual tool that assists in the development and communication of planned deliverables, milestones, and investments over time and help distinguish different types of work1. Roadmaps are the glue that links strategy to execution and offer the ability to develop, evolve and adjust planned activities1. Roadmaps communicate intent, not commitment, as they are subject to change based on feedback, learning, and market conditions1. Roadmaps are not fixed at PI boundaries, but rather are updated frequently to reflect the current state of the solution and the environment1. Roadmaps provide multiple planning horizons, such as near-term, mid-term, and long-term, to show how the solution will evolve over time1. References: 1: Roadmap

The modified Fibonacci sequence is a series of numbers that starts with 0, 1, 2, 3, 5, 8, 13, 20, 40, 100, and so on. It is used when estimating the relative size and complexity of backlog items, such as stories and features, using story points or normalized estimation. The modified Fibonacci sequence reflects the uncertainty in estimating larger items, as the gap between the numbers increases as the numbers get bigger. This means that the larger the item, the less precise the estimate, and the more likely it is to be split into smaller items. The modified Fibonacci sequence also helps to avoid the false sense of accuracy that comes from using linear scales, such as hours or days, which may not account for the variability and unpredictability of the work. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Story, Feature, Estimating

Lowering the work in process (WIP) limits improves the flow of value through the system by reducing the amount of work that is started but not finished, minimizing the waste of context switching and multitasking, and increasing the focus and collaboration of the teams. Lower WIP limits also help identify and eliminate bottlenecks, balance demand and capacity, and accelerate feedback and learning. According to the SAFe Principle #6, visualizing and limiting WIP is one of the key practices to achieve continuous flow and deliver value in the shortest sustainable lead time. References: Principle #6 - Visualize and Limit WIP, Reduce Batch Sizes, and Manage Queue Lengths - Scaled Agile Framework, Understanding SAFe Work In Progress Limits - Strongback Consulting

According to the SAFe for Teams SP (6.0) - SAFe Practitioner handbook and study guide, one of the core values of SAFe is alignment, which means that everyone involved in the solution development has a common understanding of the vision, strategy, and goals. To achieve alignment, teams need to demonstrate progress by showing the actual working product to the stakeholders and getting feedback. This is done through the sync events such as the Team Demo and the System Demo, where teams showcase the features and stories they have completed in the iteration or the PI. By showing the actual working product, teams can validate their assumptions, measure the value delivered, and identify improvement opportunities. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, SAFe® for Teams - Know Your Role on an Agile Team, SAFe for Teams | SAFe Practitioner (SP) Certification

The Portfolio Kanban system is a method to visualize and manage the flow of portfolio Epics, from ideation through analysis, implementation, and completion. The Portfolio Kanban system is operated by the Lean Portfolio Management (LPM) function, which is responsible for strategy and investment funding, Agile portfolio operations, and Lean governance. The LPM function consists of three collaborating roles: the Enterprise Architect, the Lean Portfolio Manager, and the Operational Excellence Manager. The LPM function uses the strategic portfolio review and portfolio sync events to manage and monitor the flow of work in the Portfolio Kanban system. References: Portfolio Kanban - Scaled Agile Framework, Lean Portfolio Management - Scaled Agile Framework

 The Product/Solution Vision presentation is the PI Planning activity where Product Management introduces the prioritized Features to the teams for planning. This presentation provides the teams with a clear and compelling vision of the expected outcomes and benefits of the upcoming PI. It also includes the top Features and Capabilities that are needed to realize the vision, along with their priorities and dependencies. The teams use this information to plan their Iteration goals and PI objectives, as well as to identify risks and issues that may affect their delivery. References: = PI Planning - Scaled Agile Framework, Exam Study Guide: SP (6.0) - SAFe® Practitioner

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One of the roles of Product Management is to assign business value to Features. Features are services provided by the system that fulfill stakeholder needs. They are the primary artifact for defining, managing, and prioritizing the work of the Agile Release Train (ART). Product Management is responsible for defining and prioritizing the features in the Program Backlog, as well as assigning a business value to each feature based on its expected benefits and costs. The business value is used to guide the economic decision-making and trade-offs during PI Planning and execution. Product Management also collaborates with other roles, such as Solution Management, System Architects, and Business Owners, to ensure that the features align with the solution vision and roadmap, and meet the quality standards and nonfunctional requirements. References: Features - Scaled Agile Framework, Product Management - Scaled Agile Framework

Batch size is the size, measured in work product, of one completed unit of work. Cycle time is the amount of time it takes to complete one batch of work. What we focus on with lean development is reducing batch sizes, thereby reducing cycle times, thus increasing potential learning points over time1. The bigger a batch of work, the slower it flows through the system. We also have greater variability in the system because one big batch item may take 5 days to flow through the system whilst another big batch item may take 25 days to flow through the system. So that variability will impact the rate at which we can deliver value to customers2. Therefore, large batch sizes increase variability and reduce flow, which is contrary to the principles of lean development. References: Principle #6 – Visualize and limit WIP, reduce batch sizes, and manage queue lengths, Principle #6 - Make Value Flow Without Interruptions, What is the good batch size for large datasets?, Understanding Lean product development: Batch Size, Work in Process (WIP), Risk for Small Teams, SAFe Principle 6: Visualise and limit WIP, reduce batch sizes, and manage queued lengths

Building incrementally with fast, integrated learning cycles is one of the ten SAFe Lean-Agile Principles. It means that the enterprise delivers value in small batches of work, frequently and reliably, to provide fast feedback and foster innovation. By building incrementally, the enterprise can reduce risk, complexity, and uncertainty, and validate assumptions before committing to large investments. By integrating frequently, the enterprise can ensure quality, collaboration, and alignment across the value stream. By creating learning cycles, the enterprise can test hypotheses, measure outcomes, and pivot as needed to achieve the desired results1. References: 1: Build Incrementally with Fast, Integrated Learning Cycles - Scaled Agile Framework

SAFe Team Kanban is a method that enables teams to manage their flow of work using a visual board and a set of policies. It is especially suitable for teams that have unpredictable or interrupt-driven work, such as maintenance, support, or operations teams1. SAFe Team Kanban helps teams to visualize their work, limit their work in progress (WIP), measure and improve their flow, and implement feedback loops2. Team A is a maintenance team that cannot always predictably plan their work. They like to meet daily to review the needs of the system and plan for how they can quickly address those needs during the workday. Therefore, SAFe Team Kanban is the most appropriate SAFe Lean-Agile method for Team A to plan and execute their work. References: Team Kanban - Scaled Agile Framework, SAFe Lean-Agile Principles - Scaled Agile Framework

SAFe Team Kanban is a method that helps teams facilitate the flow of value by visualizing workflow, establishing Work In Process (WIP) limits, measuring throughput, and continuously improving their process1. It is suitable for teams that have a rapid and uneven arrival of work and fast-changing priorities, such as maintenance teams2. The other options are not appropriate for Team A’s context. SAFe Platform Team is organized around developing and supporting platforms that provide services to other teams3. SAFe Enabling Team is organized to assist other groups with specialized capabilities and help them become proficient in new technologies4. SAFe XP Team is an Agile Team method that combines the power of Scrum with Extreme Programming (XP) practices and operates within the ART iteration cadence5.

= Decoupling deployment from release means having the ability to deploy changes to a system without having to make a new release of the system. This can be a valuable capability when making changes to a system that is in production and needs to be rolled back quickly if there are problems. It also allows releasing functionality on demand to meet business needs, which is one of the aspects of the Continuous Delivery Pipeline in SAFe. By decoupling deployment from release, enterprises can achieve faster feedback, higher frequency, and greater safety in delivering value to customers. References: = Release on Demand, DevOps: Why Is It Important to Decouple Deployment From Release?, Why Is It Important to Decouple Deployment from Release?, What a Lovely Decouple: Why Decoupling Deploy from Release Is a Game Changer

 A User Story is a short description of a piece of functionality that delivers value to a customer or stakeholder. It is typically written from the perspective of an end user and follows the format: “As a , I want , so that ”. User Stories are the primary elements of the Team Backlog and are used to plan and execute the Iteration. User Stories should be small enough to be completed within one Iteration, which is usually two weeks long. If a User Story is too large or complex, it should be split into smaller stories that can fit within the Iteration timebox. This ensures that the team can deliver value frequently and receive feedback quickly. References: SAFe for Teams Student Workbook: materials and exercises from Lesson 3; v6.scaledagileframework.com/story/

The SAFe Implementation Roadmap is a strategy and an ordered set of activities that have proven to be effective in successfully implementing SAFe. It is based on organizational change management strategies and provides the critical moves for adopting SAFe. The roadmap consists of 14 steps, from reaching the tipping point to sustaining and improving1. References: 1: Implementation Roadmap - Scaled Agile Framework

The product vision is a description of the future state of the product or service under development. It reflects customer and stakeholder needs, as well as the features and capabilities proposed to meet those needs. The product vision is both aspirational and achievable, providing the broader context and purpose of the product or service. It describes the markets, customer segments, user needs, and how the product or service will be different from the competition. The product vision is owned by the product owner, but its development requires input from stakeholders and the scrum team(s). The product vision helps align the team to the product direction and motivates them to deliver value to the customers and stakeholders. References: Vision, Solution Vision, An Insight Into 3 Types of Vision In SAFe®, Product Vision | Agile Product Management, What is a Product Vision | Scrum.org

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 The Inspect and Adapt event 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 Inspect and Adapt event consists of three parts: PI System Demo, Quantitative and qualitative measurement, and Retrospective and problem-solving workshop. The last part is where the practices of reflection, problem solving, and identifying improvement actions are demonstrated. The teams use a root cause analysis technique, such as the Five Whys, to identify the most critical impediments that impact their performance and quality. They then brainstorm and prioritize improvement actions that address the root causes and create SMART (Specific, Measurable, Achievable, Relevant, and Time-bound) goals for implementing them in the next PI. The improvement actions are added to the Program Backlog and reviewed in the next PI Planning event. References: = Inspect and Adapt - Scaled Agile Framework, Scaled Agile Framework: Understand SAFe and Its 4 Core Values

 This statement is the second principle of SAFe, which states: "Build incrementally with fast, integrated learning cycles"1. It involves delivering a continuous flow of value to customers in the shortest sustainable lead time by reducing the batch sizes of work, limiting work in process (WIP), implementing continuous integration (CI) and continuous delivery (CD) pipelines, and applying DevOps and Release on Demand2. This principle helps improve quality, reduce risk, increase customer satisfaction, and accelerate feedback and learning2. References: SAFe Lean-Agile Principles, Accelerating Flow with SAFe

According to SAFe, an Agile team is a cross-functional group of 5-11 individuals who define, build, test, and deliver an increment of value in a short time box1. This size allows for enough diversity of skills and perspectives while still allowing for close collaboration and communication among team members. Larger teams tend to have more communication overhead, coordination challenges, and reduced productivity. Smaller teams may lack some of the necessary skills or perspectives to deliver value effectively. References: Agile Teams - Scaled Agile Framework, What is the Recommended Size of an Agile Team? - StuffSure, The Number 7: Why is it so important? - agile42

An effective Scrum Master is a servant leader who helps the team self-organize, collaborate, and deliver value. They also exhibit Lean-Agile Leadership by embracing the SAFe Core Values, Principles, and Practices, and by coaching the team and stakeholders on how to apply them. Additionally, an effective Scrum Master facilitates the team’s progress toward the Iteration goals by removing impediments, ensuring alignment with the Product Owner and other teams, and fostering continuous improvement. References: Scrum Master - Scaled Agile Framework, SAFe for Teams Student Workbook: materials and exercises from Lesson 2, Exam Study Guide: SP (6.0) - SAFe® Practitioner

SAFe Implementation Roadmap is a template for putting SAFe into practice within an organization. It consists of an overview graphic and a 14-article series that describes a strategy and an ordered set of activities for successfully implementing SAFe. The roadmap is based on proven organizational change management strategies and successful adoption patterns from hundreds of the world’s largest enterprises. The roadmap helps leaders and change agents to script the critical moves, create a sense of urgency, build a guiding coalition, form a strategic vision, enlist a volunteer army, enable action by removing barriers, generate short-term wins, sustain acceleration, and institute change. References: Implementation Roadmap - Scaled Agile Framework, SAFe® for Teams - Know Your Role on an Agile Team | Scaled Agile

 SAFe Team Kanban is a type of SAFe Agile Team 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 and improve the flow of value across the Continuous Delivery Pipeline. It is based on the principles of Lean and Kanban, which aim to optimize the system, limit work in progress (WIP), implement feedback loops, and empower the team. SAFe Team Kanban uses a visual board to track the flow of work from the Team Backlog to the Done state. The Team Backlog is a subset of the Program Backlog that contains the user stories, enablers, and defects that the team needs to work on. The Team Backlog is constantly refined and prioritized by the Product Owner, who collaborates with the team and other stakeholders to ensure that the most valuable and feasible work items are selected for implementation. References: Team Kanban - Scaled Agile Framework, Team Kanban - Scaled Agile Framework

 An Iteration retrospective is a meeting that occurs at the end of each Iteration, where the Agile team reflects on their performance, identifies what went well and what can be improved, and agrees on action items to implement in the next Iteration. One of the essential parts of an Iteration retrospective is the team discussion around opportunities for continuous improvement, where the team members share their observations, feedback, and suggestions, and collaborate to find solutions for the challenges they faced. This part of the retrospective helps the team to learn from their experience, enhance their processes and practices, and increase their effectiveness and efficiency. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, [Iteration Retrospective]

One of the results from Iteration Planning for SAFe Scrum Teams is the Iteration goals, which are short, specific, and measurable statements that describe what the Agile team intends to accomplish in an Iteration. The Iteration goals are derived from the team backlog, the PI objectives, and the team vision. The Iteration goals help to align the team to a common vision of work in the Iteration, and provide clarity, focus, and motivation. The Iteration goals also enable the team to communicate their progress and dependencies to other teams and stakeholders, and to demonstrate value delivery in the system demo. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Iteration Goals

= 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