Digital Student Workbook SSM (5.0.1) (1) (101-174)

3.
2 Create and review draft PI plans
Story Points
As a Scrum Master, remind the team that when estimating stories to consider that a
story point is a singular number that represent:
► Volume: how much is there?
► Complexity: how hard is it?
► Knowledge: what do we know?
► Uncertainty: what's not known?
Compared with other Stories an 8-point Story should take relatively 4 times longer
than a 2-point Story.
PI Objectives: Objectives are business summaries of what each team intends to

deliver in the upcoming PI. They often map directly to the Features in the backlog,
but not always.
Uncommitted Objectives: Uncommitted objectives are used to identify work that

can be variable within the scope of a PI. Uncommitted objectives are not the way for
stakeholders to load the teams with more work than they can do. It’s not extra stuff
to do, just in case time permits.
Durati on
Activity: Scrum of scrums (SoS) sync ~

~
► Step 1: Observe the Sos sync, conducted by the RTE
► Step 2: Each team 's Scrum Master provides the team 's current status
and addresses the questions from the RTE
► Step 3: The RTE holds a meet-after after the sync (limited to 1 - 2

topics for the simulation)
Have you identified the capacity for each Iteration in the Pl?
Have you identified most of the Stories for the first two Iterations and begun estimating?
Have you begun resolving dependencies with other teams?
Are you discussing trade-offs and conflicting priorities with your Business Owners?
Have you identified any program risks?
Will you be ready to start writing Pl Objectives in the next 15 minutes?
Is there anything you need to discuss with other Scrum Masters? If so, stay for the meet-after
SCALED AGILE · Cl Scaled Agile. Inc. 121
Notes:
90 | © Scaled Agile, Inc.

3.2 Create and review draft PI plans
Duration
Activity: Draft plan review ~

~
► Step 1: Present the summary of your team's first two Iterations and
one or more draft Pl Objectives
► Step 2: Make sure that you have included the following:

- Capacity and load for each Iteration
- Draft Pl Objectives
- Program risks and impediments
SCALED AGILE · Cl Scaled Agile . Inc. 122
Notes:
Management review and problem-solving
At the end of day 1, management meets to make adjustments to

scope and objectives based on the day's planning.
Common questions during the management review:

► What did we just learn?
► Where do we need to adjust? Vision? Scope?
Team assignments?
► Where are the bottlenecks?
► What features must be de-scoped?
► What decisions must we make between now and
tomorrow to address these issues?
SCALED AGILE • Cl Scale d Agile.In c. 123
Notes:

3.3 Finalize plans and establish business value
3.3 Finaliz e plans and es tablish busi ness value
3.3 Finalize plans and establishbusinessvalue
SCALED AGILE .
Notes:
Activities during day 2
Day 1 Day2
8:00 9:00 8:00 9:00 Planning adjustments
9:00 10:30 Product/Solution

Vision BB
9:00 11 :00 Team breakouts
aa
~
Architecture Vision and
10:30 1130
development practices
Final plan review
11 :00 1:00
Planning context and lunch
11:30 1:00
and lunch M
1:00 2:00 Program risks
1:00 4:00 Team breakouts

2 :00 2:15 Pl confidence vote
~
Plan rework
4:00 5 00 2 :15 ???
if necessary
5 :00 6 :00 Management review

and problem solving
r; After
commitment
Planning retrospective
and moving forward
125
Notes:

Make planning adjustments
► Based on the previous day's management

review and problem-solving meeting,
adjustments are discussed.
► Possible changes:
- Business priorities
- Adjustment to Vision
- Changes to scope
- Realignment of work and teams
Notes:
Team breakout #2
Based on new knowledge (and a good night 's sleep) , teams work to create their final plans .
► In the second team breakout, Business

Owners circulate and assign business value
to Pl Objectives from low (1) to high (10) Team A
Pl Objectives BV
► Teams finalize the Program Increment plan Proof of concept with 10
mock sounds
► Teams also consolidate program risks, Help with radar POC 4
impediments , and dependencies Decide to create or buy

engine noises
3
Uncommitted
► Uncommitted objectives provide the capacity
Proof of concept with
and guard band needed to increase cadence- real sounds
7
based delivery reliability

SCALED AGILE • Cl Scale d Agile.Inc . 127
Notes:

Duration
Activity: Setting business value ~

~
The instructor will demonstrate assigning business

value for one team's objectives .
Team A
► Step 1: Bring the Business Owners to one team's Pl Objectives BV
draft plans Proof of concept with 10
mock sounds
► Step 2: The Business Owners will set value on a Help with radar POC 4
Decide to create or buy 3

scale of 1 - 10 for each identified objective engine noises
Uncommitted
► Step 3: Observe the discussion that would take Proof of concept with 7
real sounds
place, illustrating the larger purposes and thought
processes around assigning business value
SCALED AGILE · Cl Scaled Agile.Inc . 128
Notes:
Duration
Discussion: Facilitating team breakout #2 ~

~
Scenario: During the second team breakout, the Business Owners

come to your team. The team has picked up several items that are
meant to reduce technical debt and build a testing automation
infrastructure. As the Business Owners are from the business side of
the Enterprise, they rank all of these objectives as 4 or lower. You can
see that the team becomes upset.
► As a class, discuss the following:

- What can the Scrum Master do?
- How can the Scrum Master help avoid this problem before it happens?
SCALED AGILE • Cl Scaled Agile.Inc . 129
Notes:

Pl Planning output: The program board
Iteration 1.1 Iteration 1.2 Iteration 1.3 Iteration 1.4 Iteration 1.5 (IP) Pl 2 >>>
Milestones/
Events A program Milestone or event is happening
Unicorns in Iteration 1.3 (e.g., a trade show , market
release , etc .).
Dolphins
Bears
-
Eagles This Feature cannot be delivered until
multiple teams complete their
Iguanas dependencies .
Antelope
Tarantulas
A Feature placed in a team 's swim lane
..
Needs UX Help with no strings means that it can be
completed independently of other
Needs Sys
Arch Help teams .
Blue = Significant Orange = Milestone/ Red String = A dependencyrequiringStories

= Features
Dependency Event or otherdependenciesto be completedbefore
the Feature can be completed
SCALED AGILE · Cl Scaled Agile.Inc. 130
Notes:

3.4 Review final plans and commit to a set of PI Objectives
3.4 R eview final plans and commit to a s et of PI Objecti ves
3.4 Review final plans and commit to a set of Pl

Objectives
SCALED AGILE ·
Notes:
Final plan review
Teams and Business Owners peer-review all final plans.
Final plan
review agenda:
1. Changes to capacity
and load
2. Final Pl Objectives
with business value
3. Program risks and
impediments
4. Q&A session
Final plan review
Used with permission of SE/ Global Wealth Services
SCALED AGI LE · Cl Scaled Agile . Inc. 132
Notes:

Building the final plan
► Final plans are collected at the

front of the room
► Final plans are reviewed by all

teams
► Business Owners are asked

whether they accept the plan
► If so, the team's plan and program

risk sheet are brought to the front
of the room
► If not, the plans stay in place, and

A team 's final plan
the team continues planning after
the review Used with permission of Discount Tire Corpora tion
Notes:
Addressing program risks
After all plans have been presented, remaining

program risks and impediments are discussed and
categorized.
Q esolved (:) wned
ROAMing risks:
Resolved - Has been addressed. No longer a

concern .
Owned - Someone has taken responsibility.
Accepted - Nothing more can be done. If risk occurs ,

release may be compromised.
Mitigated - Team has plan to adjust as necessary.

Notes:

Duration
Activity: Manage program risks ~

~
The instructor will demonstrate ROAMing one to two

risks for one team.
► Step 1: Pick one to two risk examples. Q eso lved (:) wned
► Step 2: Read them in front of all teams and

stakeholders .
► Step 3: Ask if anyone can own, help mitigate, or

resolve the risks. Otherwise, accept as is.
► Step 4: Put each risk into a corresponding

quadrant of the ROAM sheet for the program.
Notes:
Confidence vote: Team and program
After dependencies are resolved and risks are addressed, a

confidence vote is taken by the team and program.
A commitment with two parts:

1. Teams agree to do everything in their power to meet the agreed-to
objectives
2. In the event that fact patterns dictate that it is simply not achievable , teams
agree to escalate immediately so that corrective action can be taken
SCALED AGILE •
,,..I ,,.u
• •
No confidenc e
Cl Scaled Agile.Inc .
Little confidenc e Good confidenc e
I
High confidence
•
Very high confidence
136
Notes:

Run a planning meeting retrospective
The Pl planning event will evolve over time. Ending with a

retrospective will help continuously improve it.
The Planning Meeting

retrospective
1. What went well ,...

2. What didn't
3. What we can do
better next time
A Team's Retrospective
Notes:
RTE takeaway: Integrated Pl Objectives
Program Pl objectives
are the synthesis of each
team's Pl objectives.
Deliver basic search, sort, and
,...
view of books in inventory
Deliver basic shopping cart ,
purchase, and shipping options
Deliver investor demo at start
of Iteration 3
r Team A
One-click search 10
BV
I
r TeamB
Purchase books
BV
10
I
TeamC
Allow users to
BV
8
TeamD
Provide book
BV
10
for books by title , via various credit createcomments detail to web
author , genre card types on books they've users
Allow customers purchased
Support Investor 9 8 Allow registered 8
demo by start of to choose their Support Investor 9 usersto manage
Iteration 3 optimal shipping demo by start of their profile
option Iteration 3
Support Investor 9
Drag & drop 3 Support Investor 9 Implement type- 3
columns by demo by start of
demo by start of ahead using index Iteration 3
attribute Iteration 3 from search
SCALED AGILE • Cl Sealed Agile.In c. 138
Notes:

Duration
Discussion: Simulation debriefing ~

~
► Step 1: Think about your

experience during the Pl
Planning simulation.
► Step 2: Share the most

exciting moments and some
new insights. What have you
learned?
Notes:

3.5 Facilitate an effective PI Planning
3.5 F acilitate an effec ti ve PI Pl anning
3.5 Facilitate an effective Pl Planning event
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Notes:

Duration
Video: Pl Planningevent: DistributedTeams ~

~
Notes:
1~
~
Video link: https://vimeo.com/356905542/2dca13969f

Duration
Discussion: Facilitating Pl Planning ~

~
► Step 1: With the class discuss:

- What challenges do you see coming up during Pl Planning?
- How can you, in the role of the Scrum Master, help solve these challenges?
► Step 2: Share your ideas
Notes:
The Scrum Master 's role in Pl Planning
Best approaches Common anti-patterns
Maintain the timebox Pressure is put on the team to overcommit
Make sure the team builds a plan they can

Team under commits due to fear of failure
commit to
Ensure that the team is honest in their Over planning ahead of time to make ii more
confidence vote efficient loses the essence of Pl Planning
Facilitate coordination with other teams but don't
do it for the team The plan , rather than the alignment ,
Act as a request buffer for a team that has a lot becomes the goal
of dependencies
Manage the program board
Facilitate the retrospective
SCALED AGILE • Cl Scaled Agile.Inc. 143
Notes:

Share
Action Plan: Being a Scrum Master during Pl ~

Planning event ~
► Step 1: Locate the Scrum Master
Action Plan section in your
workbooks
► Step 2: Reflect on your role as a

Scrum Master during Pl Planning
- Think about a feature for your team
- What approaches might you take to
break the feature into stories?
- What other steps will you take to prepare
your team for Pl Planning?
► Step 3: Share one of your insights

with the class
Notes:

SAFe® Scrum Master Action Plan
Reflect on your role as a Scrum Master during PI Planning. Think about

Lesson 3: a feature for your team. What approaches might you take to break the
Experiencing PI Planning feature into stories?
What other steps will you take to prepare your team for PI Planning?
© SCALED AGILE, INC.

Lesson review
In this lesson you:
► Experienced Pl Planning
► Created and reviewed draft Pl Plans
► Finalized plans and established business value
► Reviewed final plans and committed to a set of Pl Objectives
► Explored the Scrum Master's role in facilitating effective Pl

Planning
Notes:

Lesson 3 notes
Enter your notes below:
Reminder: If using a digital workbook, save your PDF often so you don't lose any of your notes.
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Lesson 4
Facilitating Iteration Execution
Learning Objectives:
4.1 Plan the Iteration
4.2 Track the Iteration progress
4.3 Refine the Backlog
4.4 Facilitate the Iteration Review
4.5 Facilitate relentless improvement
4.6 Support DevOps and Release on Demand
SAFe® Course Attending this course gives students access to the

SAFe Scrum Master exam and related preparation materials

4.1 Pl an the Iteration
SCALED AGILE .
Notes:

Duration
Video: Running an Effective SAFe Iteration ~

Planning Meeting ~
Running an Effective
SAFe®lteration, nning Meeting
SCALED AGIL H
Provider of SAFe·
Notes:
Ir-vi
~
Video link: https://vimeo.com/299054038/ae429609f1

Iteration planning flow
0 Establishing capacity -
i=
~
-- ■--
·-
0 Story analysis and estimating Iteration Planning

• Timebox: Four
0 Detailing Stories
hours or less
• This meeting is by
and for the team
0 Developing Iteration goals • SMEs may attend

as required
0 Committing to Iteration goals
Notes:
Establishing capacity
► Team applies capacity allocation to the Team Backlog
► Team quantifies capacity to perform work in the upcoming Iteration
► Each team member determines their availability, acknowledging

time off and other potential duties
► The PO in collaboration with the teams select the highest priority

backlog items for each 'slice' of the capacity allocation to
implement in an Iteration
Notes:

Story analysis and estimating
► The Product Owner presents Stories in

order of priority
► Each Story
- Is discussed and analyzed by the team
- Has its acceptance criteria defined and refined I

- Is estimated U
► The process continues until the estimation
of the Stories has reached the capacity of
the team
Notes:
Detailing Stories
Detailing Stories is mostly used by new

teams. Team members discuss:
► Who would be the best person to

accomplish it
► How long would it take to accomplish,

approximately
► What are the dependencies it may have to

other Stories
Notes:

Iteration goals
► Iteration goals provide clarity,

commitment, and management
information. Iteration goals examp le
► They serve three purposes: 1. Finalize and push last name

search and first name
morphology
► Align team members to a
common purpose 2. Index 80% of remaining data
3. Other Stories:
► Align Agile Teams to Pl , Establish search replication
Objectives and manage validation protocol
dependencies , Refactor artifact dictionary
schema -
► Provide continuous - I
management information
Notes:
Commit to the Iteration goals
A team meets its commitment:

By doing everything they said they would do,
- or-
in the event that it is not feasible , they must immediately raise the concern
Commitment Adaptability
Too much holding to a Too little commitment can
commitment can lead to lead to unpredictability and
burnout, inflexibility, and lack of focus on results.
quality problems.
Team commitments are not just to do the work .

They are committed to other teams , the program , and the stakeholders .
Notes:

Duration
Activity: Iteration Planning ~

~
► Step 1: Select a Scrum Master for your team
► Step 2: Review the Team Backlog in your workbook
► Step 3: As a team, plan how you will execute an Iteration
► Step 4: As a Scrum Master, facilitate the Iteration planning for the

team
► Step 5: Outline your Iteration plan
Notes:

TeamBacklog
No. Size Req. Backlog Item
1 X Estimate the number of slides in the course .
2 Calculate the square root of 54,289 without a computer or calculator.
Add the following numbers with a calculator and be sure the answer is correct:
3
1,2,3,5,8, 13,20,40, 100.
4 Accurately count the number of slides in the course.
Introduce yourself to every person on your Scrum team and write down their
5
children's names.
Add the following numbers without a calculator and be certain the answer is
6
correct : 1,2,3,5,8, 13,21,40, 100.
7 X Calculate how tall your Scrum team is when each member is stacked vertically .
Write a program, without Excel, that accepts 10 numbers from a user and
8
displays the total as each number is entered.
Calculate the distance between the two members of the team who live furthest
9
apart .
10 Calculate the total number of letters in everyone's name on the team .
11 Estimate the snowfall in Oulu, Finland th is winter in cent imeters .
Estimate the number of words in the workbook without using an automated

12
word count.
13 Estimate the cubic meters of snowfall in Oulu, Finland this winter .
Obtain an accurate count of the number of words in the course workbook

14
without using an automated word count..
Create a list of all the team members' names, and their children's names, in
15 X
reverse alphabetical order.

The Scrum Master's role in Iteration Planning
Maintain timebox Delving too deep into technical discussions
Ensure that the team commits to the Iteration Commitment is unrealistic

goals
Verify that the PO or other managers don't Capacity and load are exactly the same
influence the team to overcommit
Challenge the team to exceed their previous Scrum Master is more focused on a technical
accomplishments role than a facilitator 's role
Ensure that improvement items from the The team under commits due to fear of failure
retrospective are put into effect
Ensure time is allocated for technical debt

No time is reserved for support activities
activities
Notes:

4.2 Trac k the Iter ation progress
SCALED AGILE .
Notes:

Duration
Video: Running an Effective SAFe Daily ~

Stand-up ~
Running an Effective
SAFe®Dai- tand-up
SCALED AGILE .
Provider of SAFe·
Notes:
Ir-vi
~
Video link: https://vimeo.com/289123257/0de749d63e

Daily stand-up patterns
Basic daily stand-up

The meet-after agenda
meeting agenda
Each person answers: 1. Review topics the Scrum Master
1. What did I do yesterday to advance wrote on the meet-after board .
the iteration goals? 2. Involvedpartiesdiscuss, uninvolved
2. What will I do today to advance the people leave.
iteration goals?
3. Are there any impediments that will
prevent the team from meeting the
iteration goals?
Notes:
Daily stand-up anti-patterns
Poor daily stand-ups may be a symptom of a deeper problem that requires

a more systematic approach.
Potential root causes:
► Poor collaboration of the team members during the Iteration (e.g., Vijay
does not know and doesn't care about what Ken is working on and vice
versa)
► Lack of collective code ownership

► Infrequent verification and integration during the Iteration (e.g., we are
working on something, and we think it's good)
► Perpetual, unresolved conflict within the team
Notes:

Activity: Facilitating the daily stand-up ~rj)

~~
► Step 1: Choose a Scrum Master and have him/her read your
team project
► Step 2: Pick up a secret identity card but don't show it to others
► Step 3: Run a daily stand-up playing your role as assigned by the

card
-
,:," S.C..t ldtllhly G<umpyP,oouc10w ... ,
vou·,,111t91VmpyP1och>etOwt1tr
You•,e,;or,11.nllydi.. pPOiffltllWllhl ...
l••m·• PfOllltH and I•~-.,.. QPponitn ily lo
me1111ont11etyo,,,1hln~1hey~n1nd
►
- If the Scrum Master calls you on your specific behavior, you can stop
Step 4: Share your experience with the class:

-
,:,"
Soc rot Identity
SK.rtl ldtnhly
Cord
Oomine1rin9 GuHI
You"fatMOvffdomineanr,ggueoi
nod11ectroleonllleleamYou,1touklttll
111t1Hmlhttyou ·,,,g11est
. Youl'lan
TrytOH~tio.
olll,.,.tl•on•nd~r .. lyl>oglllettttn\ion
- Scrum Master, how was it for you?

- Team members , what insights do you have for the Scrum Master?
- How can we deal with those behaviors when they come up in daily stand-
up meetings?
Notes:

Guess the Identity at DSU
Instructions: Use the space within each secret identify card on this page to guess
who is playing which identity during the mock DSU.
Secret Identity Card Secret Identity Card
Secret Identity: Curious Developer Secret Identity: Shy Team Member
You’re an overly curious developer, and you You’re the shy person on the team, you only
have a follow up question to every statement say the minimum necessary. Try using one
of every team member. word sentences and short words. Only talk
when directly asked.
Who am I? Who am I?
Secret Identity: Grumpy Product Owner Secret Identity: Busy Team Member
You’re the grumpy Product Owner. You’re too busy to be in the daily meeting.
You’re constantly disappointed with the team's Constantly engaged with your mobile device
progress and take the opportunity to mention and barely paying attention to what others
that you think they can and should do more. are saying.
Who am I? Who am I?
Secret Identity: Domineering Guest Secret Identity: Team Member in a Hurry
You’re the over domineering guest. You have no You have to leave early. Excuse yourself
direct role on the team. You should tell the team midway through the meeting and leave.
that you’re a guest. Try to ask a lot of questions You may stay nearby to listen, but may
and generally hog the attention. not participate.
Who am I? Who am I?
Using the team board to track progress
The board acts as a big visible information radiator (BVIR).
Wed . Thurs. Fri. Mon. Tues. Fri. Mon. Tues.
FIMFMIF Development Accepted
t-
ofo,
t-
of"'
r;?t:'I\ t-
of~
t-
of., t-
of"'
i!~~
t-
of.,
t-
of ..
How is this team doing? How do you know that?
Notes:
Setting WIP limits
WIP limits match demand to capacity and improve the flow of work.
When a step reaches its WIP limit no more work is pulled into that
step.
·-
i
5 : 3
Not Started Development Accepted
I
I
0~ I
qo, I o~
rf~~ : ~<>:,
0~ I
q" I
I
§' I §'
q., : r;:rv
;,f~ cf~v,
§'
cif<o
Notes:

Activity: Work in process (WIP) constraints ~~

~~
► Step 1: Considering the big visible information

radiator (BVIR), discuss:
- What would be the effect of a 3-Story WIPconstraint on
development and testing?
M·Ml+lall:IM
► Step 2: Consider the scenario: You're a
developer and you just finished Story 6. What
would you do if: /.,
- There is no WIPconstraint?
- The 3-Story WIPconstraint is in place?
- Which scenario has the highest throughput?

Notes:
Iteration burn-down
► Many scrum teams use Iteration burn-down charts
► Burn-downs count the remaining effort (Stories,

It e ration Burn Down
tasks, etc.)
► As we don't advocate tasks in SAFe, we prefer

burn-ups and CFDs
► Burn-down charts provide several other

challenges: 1211 IV> 12112 12/'I] 12/14 l2/'IS 12116 12119 12/20 12/21
- Focus on tasks completed vs Stories completed
- Hard to distinguish between work added and not done
Notes:

Example burn-up charts
40 50
35 40
I
30
25 30
20 20
15
10 10
5
0
0
~ N ... <O ,._ a, e
., ., "'., ., "'., ., ., "'., ., .,
.,
>, >,
0
>,
0
>, >,
0
>, >,
0
>,
0
>,
0
>,
0
>,
0 0 0 0
50 30
25
~
20
30
40 / 15
20
10
10 5
0
>, >,
...
>, >, >,
,._
>,
a,
>,
e
., ., "'., ., "'., ., ., "'., ., .,
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0 0 0 0 0 0 0 0 0 0
Notes:
Activity: Iteration Execution ~i>

~~
► Step 1: Execute the Iteration that you planned earlier by completing

as many backlog items as possible
► Step 2: Select a Scrum Master and a Product Owner

- Important: As a Scrum Master, ensure you are available to the team. As a PO
make, sure to refer to the "Acceptance Criteria for Product Owners Only''
handout from the instructor.
► Step 3: Share your experience with the class
Notes:

The Scrum Master's role in tracking Iteration progress
Facilitate mid-Pl re-planning Team gets no input from scrum of scrums
Encourage the team to point out as early as Teams are unwilling to change or add objectives
possible if they think they will miss Iteration goals
mid-Pl
or Pl Objectives . Communicate to and from the
scrum of scrums
Scrum Master does all of the synchronization, so
Encourage the use of engineering practices the team is incapable of doing it themselves
Make sure defects are not pushed to the IP

Iteration
Facilitate preparation for the next Pl
Support release activities
Notes:

4.3 R efine the Bac klog
SCALED AGILE .
Notes:
Discussion: Backlog refinement ~~

~~
► Step 1: As a group, discuss the split in responsibility for backlog

refinement between the Product Owner and the Scrum Master:
- How can you, as the Scrum Master, help facilitate this process?
- A common problem is that the Agile Teams are spending too much time
refining Stories. How would you facilitate finding a solution to this problem?
- What should the Scrum Master do if a Story does not have acceptance
criteria?
► Step 2: Share with the class
Notes:

The backlog refinement event
► Timebox : 1 - 2 hours weekly Sample Backlog Refinement

Event Agenda
► Helps the team reconsider new 1.The PO presents the set of candidate Stories for
Stories prior to Iteration planning the next Iteration
2. The team discusses whether the set of candidate
► Provides time to identify Stories should be reduced or increased ; Stories
are added or removed
dependencies and issues that could
3. The PO guides the team through the candidate
impactthe next Iteration Storiesone by one:
a) The team discusses each Story , estimates
► Ensures that we have a ready backlog it , and splits it if necessary
for Iteration Planning b) The PO clarifies or supplements the

acceptancecriteria
c) The team identifies dependencies on other
► Agile Team members are in teams
attendance and actively engaged; 4. Actionitemsare summarizedfor all Stories
subject matter experts and other that stillrequireexternal inputor action
teams' members are invited as

needed
Notes:
The Scrum Master's role in backlog refinement
Maintain timeboxes Arriving to the Iteration with non-ready Stories
Maintain the right level of a deep backlog vs

ready backlog for two Iterations Not doing the backlog refinement consistently
Make sure all the team members participate Team sees Stories for the first time during
Iteration or Pl Planning
Invite the right subject matter experts

Feature estimations impact Story estimation
Hold the event at regular intervals
Notes:

4.4 F acilitate the Iterati on R eview
SCALED AGILE .
Notes:
The Iteration Review
► Provides the true measure of

progress by showing working
software functionality, hardware Demonstrating a working,
tested team increment
components, etc.
► Preparation for the review starts

with planning
► Teams demonstrate every Story,

spike, refactor, and NFR Working software,
other components
► Attendees are the team and its

stakeholders
Notes:

Duration
Video: Run an Effective SAFe Iteration ~

Review Meeting ~
How to Run an Effective

SAFe®Iteration Review Meeting
SCALED AGILE f •
Provider of SAFe·
Notes:
1~
~
Video link: https://vimeo.com/309353242/e486372f18

Iteration Review guidelines
► Timebox: 1 to 2 hours.
Sample Iteration Review Agenda
► Preparation: Review
1. Review business context and
preparation should be limited Iteration goals
to 1 to 2 hours. Minimize 2. Demo and solicit feedback for
presentation. Work from the each story, spike,
refactor, and NFR
repository of Stories.
3. Discuss Stories not completed
and why
► Attendees: If a major
4. Identify risks and impediments
stakeholder cannot attend,
5. Revise Team Backlog and
the Product Owner should team Pl Objectives as needed
follow up individually.
Notes:
Two views from the Iteration review
The Iteration review provides two views into the program, based on a
working system:
► 1. How we did in the Iteration
► 2. How we are doing in the Pl
,
How we did in the Iteration: How we're doing in the Pl:
► Did we meet the goal? ► Review of Pl Objectives
► Story-by-Story review ► Review of remaining Pl scope

and reprioritizing if necessary
Notes:

The Scrum Master's role in the Team and System Demos
Begin to consider how and what to demo in

A lot of time is spent preparing for the demo
Iteration Planning
Demo is mainly talk/slides as opposed to
Make sure the right participants are present
working software and/or hardware
Ensure that the team celebrates its PO sees things for the first time in the
accomplishments and that stakeholders Team Demo
acknowledge them
System Demo is not done because 'the Team
Make sure different team members have the Demo is enough'
opportunity to demo
Team members are not invited to the System
Demo to save time
Ensure that the team is ready for the System
Demos that are not interesting or relevant to
Demo and coordinates with the System Team
ART stakeholders
Notes:

4.5 F acilitate relentl ess improvement
SCALED AGILE ·
Notes:
Relentless improvement
Agile Teams continuously adapt to new

circumstances and improve the methods of value
delivery.
► Understand where you are
► Foster the culture of improving everywhere

► Use retrospectives as summary points but not
as limitations
► Support continuous learning
► Actively engage with other Scrum Masters to

drive improvement on the ART
Notes:

Duration
Video: How to Run an Effective SAFe ~

Iteration Retrospective ~
Notes:
1~
~
Video link: https://vimeo.com/289517223/5216eafd10

Improving everywhere
Ask questions to reflect and Examples
address every area that surfaces Move from manual to automated testing
as a constraint to the team's
performance. Communication with remote teams, subject matter
experts, etc.
The team 's skill set
Preparing and running the demo
Nonfunctional requirements (NFR) testing
More efficient and disciplined design sessions
Notes:
Iteration metrics
Functionality
# Stories (loaded at beginning of Iteration)
rire• Quality and test automation
% SC with test available/test automated
# accepted Stories (defined, built , tested, and Defect count at start of Iteration
accepted)
Defect count at end of Iteration
% accepted
# new test cases
# not accepted (not achieved within the Iteration)
# new test cases automated
# pushed to next Iteration (rescheduled in next
# new manual test cases
Iteration)
Total automated tests
# not accepted : deferred to later date
Total manual tests
# not accepted : deleted from backlog
% tests automated
# added (during Iteration; should
typically be 0) Unit test coverage percentage
Notes:

Iteration Retrospective
► Timebox: 1 to 1.5 hours.
► Attendees: Just the Agile Team. Sample Agenda

Part 1 : Quantitative
► Preparation: Pick 1 - 2 things that 1. Review the improvement backlog
can be done better or preserved in items targeted for this Iteration . Were
the next Iteration. Enter they all accomplished?
improvement items into the Team 2. Did the team meet the goals (yes/no)?
Backlog 3. Collect and review the agreed to
Iteration print Metrics
At regular intervals, the team reflects Part 2: Qualitative
on how to become more effective, 1. What went well?
then tunes and adjusts its behavior 2. What didn't?
accordingly. 3. What we can do better next time?
What can we preserve?
- Agile Manifesto
Notes:
Creative Iteration Retrospectives
Create three Has someone

columns helped you Write one word
and have an or helped the to describe the
open team?Show Iteration
discussion appreciation
Individually Rate the Iteration

write sticky on a scale of
notes & then 1-5 and then
find patterns brainstorm how
as a group to make the next
Iteration a 5
Notes:

Activity:Tune and adjust ~i)

~~
Use a sailboat as a metaphor for the team . Just like the sailboat , there are things that slow
our team down and things that propel it forward .
► Step 1: Draw a sailboat with an anchor . By the anchor, draw the things that slow the
team down (impediments) .
► Step 2: Around the sails , draw things that propel the team forward .
► Step 3: Present your poster to the class and discuss how your team can tune and
adjust:
- What' s working well (what are the propelling forces )?
- What isn't working (what are the anchors )?
- What can we do better next time (how can we tune and adjust )?
Notes:
The Scrum Master's role in the improvement
Encourage improvement between retrospectives The only focus is on what to improve and not
what to preserve
Coach the team on problem-solving techniques

Focus on problems that are outside of the team's
control
Retrospective :
Start by reviewing the results of the
previous retrospective
Make sure each person speaks Failure to achieve results
Make sure the event ends with actionable
improvement backlog items .
Write down what people are saying exactly Inviting people outside the team (especially
Take program concerns to the RTE management) to the retrospective
Notes:

4.6 Support D evOps and R eleas e on Demand
SCALED AGILE .
Notes:

Duration
Video: What is DevOps? ~

~
Notes:
Ir-vi
~
Video link: https://vimeo.com/342037390/3a25026214

What is DevOps?
Operations
Busine ss
Maximum Maximum Working together for

Speed Stability speed and stability
Notes:
DevOps enables continuous delivery and Release on Demand
► f ultureEstablish a culture of shared

responsibility for development ,
deployment, and operations.
► ~utomation Automate the Continuous

Delivery Pipeline .
► _beanflow Keep batch sizes small , limit

WIP, and provide extreme visibility.
► Measurement Measure the flow through

the pipeline . Implement application
telemetry.
► Recovery Architect and enable low risk

releases. Establish fast recovery, fast
reversion, and fast fix-forward.
Notes:

Activity: Supporting DevOps and Release on

Demand
~i)
~~
► Step 1: Think about the five concepts necessary for DevOps: culture,
automation, lean flow, measurement, and recovery. What might be some
challenges associated with them?
► Step 2: Draw the CALMR approach and for three to five of the concepts
write:
- As a Scrum Master, how would you support each concept?
- What are some of the tools and techniques you can use to support the team
applying those concepts?
► Step 3: Share with the class
Notes:
Duration
Taking Action: Facilitating Iteration execution ~

~
► Step 1: Locate the Scrum Master Action
Plan section in your workbook
► Step 2: Add some techniques for

planning and reviewing the Iteration by
reflecting on:
- How will you measure and track iteration
progress?
- What techniques will you use for facilitating
the events during the iteration?
- What approaches will you use to avoid anti-
patterns?
► Step 3: Share one of your insights with

the class
Notes:

How will you measure and track iteration progress?

Lesson 4:
Facilitating Iteration
Execution
What techniques will you use for facilitating the events during the
iteration?
What approaches will you use to avoid anti-patterns?

Lesson review
In this lesson you:
► Planned the Iteration
► Tracked the Iteration progress
► Refined the backlog
► Explored how to facilitate the Iteration Review
► Discussed how to relentlessly improve
► Discussed ways for supporting DevOps and Release on Demand
Notes:

Lesson 4 notes
Lesson 5
Finishing the PI
5.1 Coach the IP Iteration
5.2 Prepare the team for the Inspect and Adapt event


5.1 C oac h the IP Iterati on
SCALED AGILE .
Notes:
Innovation and Planning Iteration
Definitions
Innovation: Opportunity for innovation spikes,

Provide sufficient capacity hackathons, and infrastructure improvements
margin to enable cadence. Planning: Provides for cadence-based planning
and is an estimating guard band for cadence-
based delivery
- Don Reinertsen,
Principles of Product Common anti-patterns
Development Flow
Planning work for the IP Iteration in Pl Planning
Leaving testing or bug fixing to the IP Iteration
Leaving integration of the whole system to the IP

Iteration
SCALED AGI LE · Cl Scaled Agile.Inc. 195
Notes:

Example IP Iteration calendar
__ , __ , __ , -- • __ ,
__ , __ , __ ,, __ ,, __ ,,
■ ■
.
---
SCALED AGILE · Cl Scaled Agile.Inc.

=• 196
Notes:
Without the IP Iteration ...
► Lack of delivery capacity buffer impacts

predictability
► Little innovation, tyranny of the urgent
► Technical debt grows uncontrollably
► People burn out
► No time for teams to plan, demo, or improve

together
Notes:

5.2 Pr epar e the team for the Inspect and Adapt event
5.2 Prepare the team for the Inspect and Adapt

event
SCALED AGILE .
Notes:
Improving results with Inspect and Adapt event
Three parts of Inspect and Adapt:
rf
Problem-solving workshop ,e. ..::..
·~· -·---=--·=--c--=
_...L
-= ~
Ll=:.::::.:::.IEIIIED!E!!
~~-=iii!fiis
Timebox: 3 - 4 hours per Pl
Attendees: Teams and stakeholders
SCALED AGI L E · Cl Scaled Agile.Inc. 199
Notes:

1. Pl System Demo
► At the end of the Pl, teams

demonstrate the current state of the
Solution to the appropriate stakeholders.
► Often led by Product Management, POs,

and the System Team
► Attended by Business Owners, ART

stakeholders, Product Management, RTE,
Scrum Masters, and teams
SCALED AGILE · Cl Scaled Agi le. Inc. 200
Notes:
Program performance reporting
As part of the Pl System Demo, teams compare planned vs actual business value.
► Teams meet with their Ob jecti ves fo r Pl 3

~~
Busine ss Value
-Pi.n -Actua l
Business Owners to self- • Structu red locations and

valid atio n o f locat ions
7 7
assess the business value • Build and de monstrate a proof

o f co ncep t fo r con text images
8 8
they achieved for each • Impl ement neg ative t riang ulatio n
by: tags, co mpa nies and peo ple
8 6
objective • Spee d up ind e xing by 50% 10 5
• Ind ex 1.2 bi llion more web pag es 10 8
► Each team's planned vs • Extract and bu ild URLabst racts

Uncom mitted Object ives
'----'
7 7
actual business value is then • Fuzzy search by full name 7 0
.. Improve tag qu ality to 80% 4 4

rolled up to the program relevance
-
'------'
-
Tota ls : so 45
predictability measure. % A ch iev e m e nt : 90 %
SCALED AGILE • Cl Scaled Agile. Inc . 201
Notes:

2. Quantitative measurement
The Pl predictability measu re shows whether achievements fall into an acceptable process control band .
Program Pred ictability Measure

120
• Target : Effective process
contro l range
100
.,
"C
• Predictabi lity sufficient
.,> to run the business
:.c
,,
u 80
<
.,"'> • Handles common
variations
'£., 60
1i' '' • Special causes may still
0
E 40 '' cause excess variat ion
E
Ol '
~ 20
Team A : Out -of-control development
Team B: Con trolled deve lopmen t
Program (ART)
0
Pl 1 Pl2 Pl3 Pl4 PIS
Notes:

Duration
Video: Inspect & Adapt: The Problem-

Solving Workshop and Root Cause Analysis @ '
-
Notes:
Ir-vi
~
Video link: https://vimeo.com/351693849/062b04103d

3. The problem-solving workshop

Teams conduct a short retrospective, then systematically address the larger impediments that are limiting
velocity.
Agree on the Apply root-cause analysis Identify the biggest root-cause

problem to solve (and S Whys) using Paret o analysis
-
-
r__
. '
·~~<--:-777
Restate the new pro blem fo r Identify improvement

Brainstorm solutions
..
the big g est root-cause backlog items
SCALED AGILE ·
-
Cl Scaled Agile.Inc.
~
'
000
.. '
I I
NFRs
204
Notes:
The Scrum Master's role in Inspect and Adapt
Facilitate the team preparation for the Pl System

Demo Only the PO presents in the Pl System Demo
Provide data
No actionable improvement Features are created
Facilitate one of the teams in the problem-solving

workshop
Improvement items don't enter the Pl Planning
Help the RTE make sure improvement items are process
included during the Pl
If using ad hoc teams for the l&A, then Scrum Improvement items are not demoed in the Pl
Masters may be participants rather than
System Demo
facilitators
Notes:

Duration
TakingAction:Finishingthe Pl ~
~
► Step 1: Locate the Scrum Master Action
Plan section in your workbooks
► Step 2: Add more tools and techniques to

your action plan by reflecting on the
following:
Why is the IP Iteration important and how will

you coach for an innovative IP Iteration?
How will you prepare for the Pl System Demo?
How will you plan for the problem-solving

workshop?
► Step 3: Share one of your insights with the

class
Notes:

Why is the IP Iteration important and how will you coach for an
Lesson 5: innovative IP Iteration?
Finishing the PI
I
Objectives for Pl 1 BV AV
,
1. Show routing calculations between
the 5 most frequent destinations 10
2. Navigate autonomously from
distribution center to the most 8
frequent destination
3. Para llel park for a delivery
4. Return to the distribution center 10
after delivery
5. Include traffic data in route plann ing
6. Recall a delivery that is already in 7
progress
7. Reduce GPS signal loss by 25 % 5
Uncommitted Object ives
8. Demonstrate real-time rerouting
to avoid delays (e .g ., accident , 5
construction )
How will you prepare for the PI System Demo?
How will you plan for the problem-solving workshop?

Lesson review
In this lesson you:
► Explored how to coach the IP Iteration
► Discussed how to prepare the team for the Inspect and Adapt
event
Notes:

Lesson 5 notes
Lesson 6
Becoming a Certified SAFe
Scrum Master
6.1 Becoming a Certified SAFe Scrum Master


6.1 Bec oming a C ertifi ed SAFe Scr um M aster
Make the most of your learning
..-im,·. Access the SAFe Community Platform

Mange your member profile, access videos and training resources, join Communities of Practice, and more.
Prepare Yourself
Access your learning plan featuring your digital workbook , study materials, and certification practice test
. rs;]' . Become a Certified SAFe Professional

. W1: Get certified to validate your know ledge, expand your professional capabi lities, and open the door to new career opportunities.
::_
°&·.
. Access SAFe Content and Tools
Access professional development resources and your trainer enablement plan to teach SAFe instructor•led courses.
• Po·. Collaborate in real time with your team and others

·..oi'li ·' Choose from ready-made templates to easily set up events like Pl Planning and retrospectives-al l with SAFe Collaborate.
:'(e) , Showcase SAFe Credentials

Display your digital badge to promote your SAFe capabilities and proficiencies throughout your career.
Notes:

Duration
Video: Become a Certified SAFe ~

Professional ~
Continue to build on the foundation

of SAFe learning you began in class
by studying and taking the
certification exam.
Earning this certification

demonstrates and establishes your
new knowledge.
Certification details at:
https://bit.ly/2zCu2pa
Notes:
Ir-vi
~
Video link: https://vimeo.com/307578726
About SAFe certification: https://www.scaledagile.com/certifications/about-safe-

certification/

Duration
Video: Welcome to the SAFe Community ~

Platform ~
Want to learn more about the next

steps on your SAFe Journey?
Access the SAFe Community

Platform and discover all the
SAFe resources available for your
use!
Notes:
1~
~
Video link: https://vimeo.com/286920560

Certification Exam Sample Questions
These sample questions provide examples of the format and type of questions to
expect on the exam (these are not the actual exam questions). Performance on the
sample questions is NOT an indicator of the performance on the exam, and it should
NOT be considered an assessment tool. A web-enabled version of the sample
questions are now available in a flashcard style format (internet required). Use the
link below to access the sample question bank and begin preparing for certification.
To get started:
1. Click the link below
2. A browser window will open with the sample questions site
3. Click "Start"
4. Use the left-side menu to scroll and select your course
5. Click "Start" to access the sample questions
Sample questions: http://bit.ly/3aqpP4O

Lesson 6 notes
Appendix 1
Glossary
SAFe Glossary:
(g?/J
~
Visit the Scaled Agile Framework site

(https://v5.scaledagileframework.com/glossary/) to download glossaries
translated into other languages

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3.

2 Create and review draft PI plans

PI Objectives: Objectives are business summaries of what each team intends to

Uncommitted Objectives: Uncommitted objectives are used to identify work that

Activity: Scrum of scrums (SoS) sync ~

► Step 3: The RTE holds a meet-after after the sync (limited to 1 - 2

SCALED AGILE · Cl Scaled Agile. Inc. 121

90 | © Scaled Agile, Inc.

Activity: Draft plan review ~

► Step 2: Make sure that you have included the following:

- Program risks and impediments

SCALED AGILE · Cl Scaled Agile . Inc. 122

Management review and problem-solving

At the end of day 1, management meets to make adjustments to

Common questions during the management review:

SCALED AGILE • Cl Scale d Agile.In c. 123

91 | © Scaled Agile, Inc.

3.3 Finaliz e plans and es tablish busi ness value

3.3 Finalize plans and establishbusinessvalue

Activities during day 2

9:00 10:30 Product/Solution

1:00 4:00 Team breakouts

5 :00 6 :00 Management review

92 | © Scaled Agile, Inc.

Make planning adjustments

► Based on the previous day's management

- Realignment of work and teams

SCALED AGILE · Cl Scaled Agile . Inc. 126

► In the second team breakout, Business

► Teams also consolidate program risks, Help with radar POC 4

impediments , and dependencies Decide to create or buy

based delivery reliability

93 | © Scaled Agile, Inc.

Activity: Setting business value ~

The instructor will demonstrate assigning business

Decide to create or buy 3

Discussion: Facilitating team breakout #2 ~

Scenario: During the second team breakout, the Business Owners

► As a class, discuss the following:

SCALED AGILE • Cl Scaled Agile.Inc . 129

94 | © Scaled Agile, Inc.

Pl Planning output: The program board

Blue = Significant Orange = Milestone/ Red String = A dependencyrequiringStories

SCALED AGILE · Cl Scaled Agile.Inc. 130

95 | © Scaled Agile, Inc.

3.4 R eview final plans and commit to a s et of PI Objecti ves

3.4 Review final plans and commit to a set of Pl

Final plan review

Teams and Business Owners peer-review all final plans.

SCALED AGI LE · Cl Scaled Agile . Inc. 132

96 | © Scaled Agile, Inc.

Building the final plan

► Final plans are collected at the

► Final plans are reviewed by all

► Business Owners are asked

► If so, the team's plan and program

► If not, the plans stay in place, and

SCALED AGILE · Cl Scaled Agile.Inc. 133