2. SAFe 4.0 harnesses the power of agile and lean, and applies to the needs of large development enterprises. 3. Core values: a. Built-In Quality b. Program execution c. Alignment d. Transparency 4. Uses a team framework that combines the best of Scrum project management, XP-inspired technical practices, and Kanban for flow 5. Agile business results: a. Engagement b. Time to market c. Quality d. Productivity 6. SAFe values: a. Respect for people and culture b. Flow c. Innovation d. Relentless improvement 7. Agile Manifesto a. Individuals and interactions over processes and tools b. Working software over comprehensive documentation c. Customer collaboration over contract negotiation d. Responding to change over following a plan 8. Total 4 levels: a. Agile team: i. Delivers value via user stories ii. Empowered, self-organizing, self-managing, cross-functional team iii. Product owners, scrum masters iv. 3 roles, 4 meetings v. Roles: Agile team, Scrum master, Product owner vi. Meetings: Stand up, iteration planning, team demo, retrospective b. Team-of-Agile-Teams i. Self-organizing, self-managing ii. Value delivery via Features and benefits iii. Release train engineer, System architect, Product management iv. Operates with Vision, architecture, and UX guidance c. Large value streams i. Coordinates development of large Solutions ii. Synchronizes multiple ART Value Streams iii. Integrates Suppliers as partners iv. Delivers value via Capabilities v. Value stream engineer, Solution Management, Solution Architect/engineer d. Agile Portfolio i. Organized around the flow of value
ii. Delivers value via Epics
iii. Epic owners, Program portfolio management,, Enterprise architect 9. Values a. EPIC Portfolio backlog b. Capability Value stream backlog c. Feature Program backlog d. User story team backlog 10.INVEST : Independent, Negotiable, Valuable, Estimable, Small, Testable 11.Working software is the primary measure of progress. 12.Waterfall is plan driven, Agile is value and quality driven 13.5 variables that impact development economics a. Cycle time b. Cost c. Development expense d. Value e. Risk 14.As per systems thinking, customers and suppliers are part of your value stream 15.PDCA Plan, do, Check, adjust 16.Littles law , Avg. wait time = Average queue length / Average processing time 17.BVIR Big visible Information radiator 18.Decision making a. Centralize decisions that: i. Are infrequent, long lasting, and have significant economies of scale b. Decentralize all others: i. Frequent decisions ii. Time-critical decisions iii. Decisions that require local information 19.Program Increment PI default time box 10 weeks 20.3 types of enabler stories a. Infrastructure b. Architecture c. Exploration 21.Story point is a singular number that represents volume, complexity, knowledge, uncertainity 22.WIP Limits a. Analyze 5 b. Ready 4-7 c. Develop and test 3 23.Software quality practices (most inspired by XP) include Continuous Integration, Test-First, refactoring, pair work, collective ownership, and more 24.Hardware quality is supported by exploratory, early Iterations; frequent system-level integration; design verification; MBSE; and Set-Based Design 25.Refactor for a. Maintainability b. Simplicity c. Future value d. Clarity
26.The backlog refinement session helps to sleep on new stories prior to
iteration planning 27.Definition of done 4th PPT 28.SMART Specific , Measurable, Achievable, Realistic, Time-bound 29.Program risks must be ROAMed Resolved, Owned, Accepted, Mitigated 30.ART Sync Scrum of scrums, PO Sync