Download SAFe Product Owner and Product Manager Certification Exam Preparation Guide and more Exams Production and Operations Management in PDF only on Docsity!
SAFe Product Owner Product Manager Certification New
Exam 100% Verified
SAFe (p.15) - ANSWER is for Lean Enterprises. And is a knowledge base of proven, integrated principles, practices and competencies for LEAN, AGILE, & DEVOPS
SAFe Core Values (p.15) - ANSWER FOUR Core VALUES Built-In Quality Program Execution Alignment Transparency
Business results (p.16) - ANSWER SAFe achieves: motivated employees increase in productivity faster time to market defect reduction (25-75%)
Lean Enterprise - 5 Competencies (p. 17) - ANSWER 1. Agile Teams = team and technical agility
- Agile Release Trains = DevOps and Release on Demand
- Solution Trains = Business Solutions & Lean Systems
- Lean Portfolio Mgmt = Strategic Alignment
- Lean-Agile Leadership = basis for success
Spanning Pallette - ANSWER Side of Card - Metrics
Shared Services Milestones Roadmap Vision System Team Lean UX
4 Layers - ANSWER Portfolio - Lean Portfolio Mgmt (LPM) Large Solution - Business Solutions and Lean Systems Program - DevOps and Release on Demand Team - Team and Technical Agility
Agile Teams - ANSWER Deliver Value every 2 weeks
LPM - ANSWER Connects enterprise to portfolio strategy
LPM - 3 parts - ANSWER 1. Strategy and Investment Funding
- Lean Governance
- Agile portfolio Operations
Product Manager owns - ANSWER PROGRAM backlog
Product Manger role (p. 28) - ANSWER Drives the Releases and PI's
Product Owner Role - ANSWER Drives the Iteration
PM/PO team steers - ANSWER the train
- Build incrementally
- Base milestones on objective evaluation of working systems
- Visualize and limit WIP
- Cadence, Sync with cross-domain planning
- Intrinsic motivation of knowledge workers
- Decentralize decision making
Flow - ANSWER Visualize and limit WIP, reduce batch sizes, manage queue
LPM - key part (p. 49) - ANSWER Strategy & Investment Funding
Traditional v Lean Agile Approach (p. 51) - ANSWER SAFe provides transformational patterns to move from traditional mindsets to Lean Portfolio Collaboration
Epic - ANSWER Is a big product initiative. Is a grouping of features. Has a hypothesis Defines MVP - Minimum Viable Product
Epic Funnel - ANSWER Big ideas go here
MVP, define and what phase? p. 53 - ANSWER Analyzing Phase. An experiment to test our assumptions. Minimum Viable Product is the simplist thing that can prove the hypothesis
3 phases of an Epic (p. 53) - ANSWER Funnel Review
Analyzing
WSJF - ANSWER Weighted Shortest Job First Happens in Review and Analyzing phases
Epic Owners p.54 - ANSWER Epic Owners have the responsibility of shepherding epics through the portfolio Kanban system. They develop the business case and, when approved, work directly with the key stakeholders on the affected trains to help realize the implementation.
Lean Business Case p. 57 - ANSWER Epics need this
Continuous Exploration p. 67 - ANSWER Hypothize Collaborate and Research Architect Synthesize
Continuous Exploration leads to - ANSWER Continuous Integration, continuous Deployment -> Release on Demand
Lean UX p. 69 - ANSWER Influenced by Lean and Agile development theories, Lean UX compresses the UX cycle by focusing less on deliverables and more emphasis on what is delivered-the experience.
Process: Benefit hypothesis, Collaborative design, Build MMF, Evaluate
MMF - ANSWER Minimum Marketable Feature
How do we measure outcomes - ANSWER Observation
PI Planning - ANSWER at the start of each PI, teams will plan the next PI by estimating work and identifying dependencies. PI planning is the seminal, cadence-based, face-to-face planning event that serves as the heartbeat of the Agile Release Train. It is integral and essential to SAFe.
PI Planning Day 1 - ANSWER Communicate Program Vision & Present top 10 features Collaborate to decompose Features into stories Negotiate Scope Review draft PI plans and provide feedback Participate in management review of draft PI plans
PI Planning Day 2 - ANSWER Participate in final PI Plan review Establish business value with Business owners Accept team objectives Provide feedback on program risks Participate in confidence vote, rework, planning retrospective
Stretch Objectives - ANSWER provide the capacity and guard band needed to increase cadence-based delivery reliability
Confidence vote p. 119 - ANSWER Is at Team and Program levels After dependencies are resolved and risks are addressed, a confidence vote is taken at both levels.
Team Backlog - ANSWER Comes from 3 sources:
- Program Backlog
- Team context
- Other stakeholders and it contains:
all the work User and Enabler stories and Stories are prioritized
Team Backlog - what is a constraint p. 124 - ANSWER Non-Functional Requirements (NFR)
User story guidelines (3 C's) p. 126 - ANSWER Card Conversation Confirmation (Acceptance Criteria)
Enabler Story, defined p. 127 - ANSWER Build the groundwork for future User Stories. Enabler stories, as a type of story, must fit in iterations. However, while they may not require user voice format they contain the acceptance criteria for clarity on the requirements and also to aid demonstration and testing.
4 kinds of Enabler stories p. 127 - ANSWER 1. Infrastructure
- Architecture
- Exploration
- Compliance
Acceptance Criteria - ANSWER details of story from testing Point Of View AC are written BY the team AND the PO
DevOps with a CALMR approach p. 147 - ANSWER CALMR = Culture Automation Lean Flow Measurement Recovery
Definition of Done (DoD) p. 170 - ANSWER Team Increment System Increment Solution Increment Release
What is the end result of Continuous Delivery Pipeline - ANSWER Release on Demand
Product Owner Responsibilities p. 178 - ANSWER Stories and enablers meet AC Represents customers and stakeholders participates in Iteration ceremonies as a team member assists in decomposition of features to stories and prioritize them on TEAM backlog is willing to negotiate accepts the stores as done
Product Owner in the Enterprise p. 180 - ANSWER sequence of backlog works as extended product mgmt team operates epics, capabilites, features, storeis leverages PI Objectives and Iteration goals to communicate to mgmt coordinates with other POs, System team, and shared resources in the ART PI Planning meetings
https://www.scaledagileframework.com/product-owner/
Product Manager Responsibilities - ANSWER collaborates and sets expectations with PO, stakeholders, customers, architects can say no Prioritizes Features and negotiates Enablers in the PROGRAM backlog using WSJF Sets Vision and Roadmap for TRAIN collaborates on train scope accepts FEATURES as done.
PM/PO are p. 186 - ANSWER collaborative
Iteration Planning - ANSWER When the whole team decides what can be delivered and worked on during an iteration, which is typically two weeks. Before each iteration, teams and POs will plan the work and identify a realistic scope for the upcoming iteration
Iteration Execution - ANSWER Delivery, impediment resolution, and tracking of iteration progress. In SAFe, iterations have a fixed, two-week timebox. Agile Teams take items from the iteration backlog and define, build, and test them into the system baseline during this two-week period.
System Demo - ANSWER The system demo is a primary mechanism for evaluating the full ART system and gaining feedback from the stakeholders. It happens at the end of every iteration, and it provides an integrated, aggregate view of the new features that have been delivered by all the teams on the train in the most recent iteration. It provides the ART with a fact-based measure of current, system-level progress within the Program Increment.
Iteration Retrospective - ANSWER Regular gathering of Agile Team members to discuss iteration results, review practices, and identify improvement opportunities.
How are PI objectives quantified? - ANSWER By assigning Business Value
What is the role of the Product Manager during PI Planning? - ANSWER Negotiate scope
Who accepts the stories in the Iteration? - ANSWER Product Owner
How is value at the Portfolio Level described? - ANSWER Business and Enabler Epics
The "ilities" — reliability, usability, scalability, maintainability, etc. - ANSWER Non-functional requirements are key architecture concerns and system qualities
What are two things a well thought out Vision communicates? ANSWER What are the non-functional requirements What problems are being solved What are the three components to Cost of Delay? - ANSWER User-business value Time criticality Risk reduction - opportunity enablement
