SAFe Product Owner/Product Manager POPM (6.0) Practice Tests and PDFs

All of the listed statements are characteristics of the Backlog Refinement event

Business Owners set the business context and assign business value to PI objectives

Pl Objectives and business value help teams stay focused on the delivery of value instead of the delivery of specific Features or Stories. Business Agility is the ability to respond quickly to a business opportunity https://www.scaledagileframework.com/business-agility/ different steps are involved in this new value stream: * Sensing an opportunity involves market research, customer feedback, and direct observation of the customers in the marketplace. Even more importantly, it demands that senior executives have a thorough involvement with the customer and the market, the go see mentality that provides a rich source of ideas and possibilities to create value. * Quickly leveraging an identified opportunity requires a flexible, lean approach to funding the people and material resources needed to produce the Minimum Viable Product (MVP) – an initial solution sufficient to both test the business hypothesis and deliver a first solid increment of value. * The quick development of the MVP hinges on the ability to bring together professionals from different skills areas and form cross-functional teams and trains, that are organized or reorganized around customer value. * These teams-of-teams connect to the customer by applying design thinking to intimately exploring the nature of the customer problem and define solution capabilities that help customers achieve their objectives. * Through rapid, synchronized iteration and PI cycles, the teams quickly deliver the MVP which provides a strong empirical foundation for further product management, development, and funding decisions. * Depending on the learnings from the MVP, the organization will choose to pivot or persevere, either abandoning the initiative, pivoting to a new opportunity, or continuing to invest in the solution as the facts and economics dictate. * If the decision is made to persevere, the continuous delivery pipeline substantially minimizes the cost of delay and provides the ability to deliver value continuously. * The ability to measure and adapt is integral to the process and provides routine opportunities to measure, learn and adjust direction as necessary.

Second day of PI planning is all about - Supporting the teams breakouts, accepting team PI objectives, establish business value with business owners, participate in discussing program risks, participate in accepting final plans and confidence vote.

https://www.scaledagileframework.com/continuous-delivery-pipeline/ The pipeline consists of four aspects: Continuous Exploration (CE), Continuous Integration (CI), Continuous Deployment (CD), and Release on Demand.

https://www.scaledagileframework.com/release-on-demand/ Release on Demand Release on Demand is the process that deploys new functionality into production and releases it immediately or incrementally to customers based on demand. Release Value to Customers When the Solution is in production and has been verified as operable, the time has come to make it available to customers. This is a crucial business decision, as releasing value too early or too late can have negative economic repercussions.

First day of PI planning is all about - Communicating vision and top features, supporting the teams in breakouts and discuss scope with each team and help teams draft out PI objectives , review draft plans and help in management review of draft plans

Cadence-based Pl Planning meetings are the heartbeat of the Agile Enterprise. They are two days long and happen every 8 - 12 weeks

Lot of time spent in preparing for the demo is a common anti-pattern for teams. In the hope of making it gold plated for the stakeholders the teams spend way too much time preparing for the demo. Sometimes the teams fall into the trap of skipping System demo and believe that team demo at the iteration end is enough. This assumption is incorrect as the System demo is an opportunity for external stakeholders of the ART to review the solution end to end

Potential strategies to remove dependencies include adjusting sequencing , adjusting work between team and also sometimes splitting stories or features

Design Thinking Design Thinking is a customer-centric development process that creates desirable products that are profitable and sustainable over their lifecycle. Design thinking tools * Using Personas to Focus Design * Establish Empathy Through Empathy Maps * Designing the Customer Experience through Journey Maps * Delivering Benefits Through Features While a journey map captures the high-level experience of the customer through the operational value stream, product Features manage the specific deliverables that fulfill a stakeholder need * Designing User Workflows through Story Maps * Increasing Design Feedback Through Prototypes https://www.scaledagileframework.com/design-thinking/

PI objectives are a summary of business and technical goals that are built bottom up from team PI objectives and should reflect what is important to business owners and other Stakeholders

Benefit hypothesis can be tested and measured once the feature has been released and the customers have started to use it

Solution Context identifies critical aspects of the operational environment for a Solution. It provides an essential understanding of requirements, usage, installation, operation, and support of the solution itself. Solution context heavily influences opportunities and constraints for releasing on demand.

SAFe recommends 5-12 agile teams in an ART