What does an ART needs for its launch readiness?

1. Defie the ART

2. Set the launch date & cadence for the program calendar
3. Train ART leaders & stakeholders
4. Establish the Agile teams
5. Train product manager & product owners
6. Train the SM
7. Train the system architects/engineers
8. Assess and evolve launch readiness
9. Prepare the program backlog
Benefit of timeboxing the preparation for the first PI planning event
Seeks to deliver the incremental value
Ensures increments with the corresponding value demonstrations as well as getting prompt
feedback
What is an example of traditional mindset for lean portfolio management
1. Demand management
2. Rolling -wave planning
3. Centralized annual planning
4. Lean budgeting, fund value streams
What is a benefit of a invitation-based implementation approach to SAFE?
Will help generate the necessary buy-in and allows key stakeholders to assume the leadership
roles they will need to succeed in the way of working
What are benefits of big room training?
1. Accelerated learning - speeds up timing & assimilation by all team members
2. Common scaled agile paradigm - same training, same time. Eliminates variability 
3. Cost efficiency - to have a talented instructor teach room instead of 1:1
4. Collective learning - face to face is critical. Starts building social network of the ART
Benefits of funding value streams rather than projects?
1. Fewer handoffs
2. Empowers local content authority, enabling faster & better decision-making
3. Improved clarity of spending through value stream budgets
4. Better visibility to large business & technical initiatives
5. Knowledge workers
6. Self-organization allows moving people to critical work
7. Better management of the budget while providing autonomy
2 Aspects of leading by example
1. Transparency
2. Life long learning
Why is architecture runway important
Support the continuous flow of value through the continuous delivery pipeline
Provides technical foundation for developing business initiative and implementing new
fwatures
A leader that admits his own mistakes exhibits which safe core value
Transparency
2 inputs to PI planning
1. Features
2. Vision
Vision for change provides 3 key benefits?
1. Purpose
2. Motivation
3. Alignment
IP Sprint is valuable for
1. Provides buffer
2.people burn out
3. Technical debt
4. Innovation / Education
Primary technique for problem solving workshop
Root cause analyst
Key reason organizations start SAFe tranformation
A 'burning platform' there is an obvious need to change a product or service
According to Kotter what is the first step to successful change
Create urgency. For change to happen, it helps if the whole company really wants it
Problem solving workshop focuses the ART to take what action?
Identify the root cause of the problems
Lean and Agile Principles
1. Take an economic view
2. Apply system thinking
3. Assume variability: preserve options
4. Build incrementally with fast, integrated learning
5. Base milestones on objective evaluation of working systems
6. Visualize and limit WIP, reduce batch sizes
7. Apply cadence, synchronize with cross-domain planning
8. Unloads the intrinsic motivation of knowledge workers
9. Decentralize decision making
1o. Organize around value
What should the enterprise do when markets and customers demand change? (Lean agile
principle #10)
Must quickly and seamlessly reorganize around the new value flow
Design Thinking Process measures success
1. Desirable - do customers and users want the solution?
2. Feasible - can we deliver the right solution 
3. Viable - will we create will value than cost?
4. Sustainable - proactively managing our solution?
team breakouts #2
Teams create final plans
At PI Planning, primary objective of draft plan
Highlight challenges that management must address in the management review and problem
solving meeting
4 pillars of SAFe house of Lean
1. Flow
2. Relentless Improvement 
3. Innovation
4. Respect for people and culture
Kotter's 8 steps
1. Establish a sense of urgency
2. Create the guiding coalition
3. Develop a vision and strategy
4. Communicate the change vision
5. Empower the broad-based action
6. Generate short-term wins
7. Consolidate gains and produce more change
8. Anchor new approaches in the culture
In PI Planning final plan review is done by
Teams and Business Owners
What bridges the gap between functional and value stream hierarchy
SAFe and scaled agile framework
Who should be focused on continuous integration
System team
Customer Centricity is what more than anything?
Mindset
What can we use to turn journey map into work?
Story map
What is the value of the whole team pointing stories?
1. Understanding
2. Perception
3. Shared commitment
2 Outputs of PI Planning
1. Objectives
2. Program Board
Algorithm for calculating 1st time capacity
8x each developer - 1 for each vacation
2 main pieces of information from the program board
1. Feature completion
2. Dependencies
When does the system demo happen?
1 sprint staggered behind team demo
Algorithm for WSJF
Cost of Delay / Job Size
The design of n Agile ART should remove?
Silos that inhibit flow
Which pillar from the house of lean advocated a 'go see' mindset?
Innovation mindset
3 essential program events that keep the agile release train on the tracks
1. PI Planning
2. System Demo
3. Inspect and Adapt
3 parts of the Inspect and Adapt?
1. Quantitative measurement
2. Problem solving workshop
3. PI system Demo
2 types of value streams
Development and Operational
Key business benefit of SAFe
Adapt quickly to changing technologies and economic conditions