Ans: Team Backlog

The Product Owner (PO) is a member of the Agile Team responsible for defining Stories and prioritizing
the Team Backlog to streamline the execution of program priorities while maintaining the conceptual
and technical integrity of the Features or components for the team.

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Product Management has content authority for the Program Backlog. They are responsible for
identifying Customer needs, prioritizing Features, guiding the work through the Program Kanban and
developing the program Vision and Roadmap.

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Ans: System Demo

System demo is the best measure of progress for complex system development. System demo is the
specific event by which new features for the new iteration brought by all the teams at the Agile Release
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Ans: A Value of 10 given to all of the PI Objectives

If "Developers do not work collaboratively" on stories, it is considered an anti-pattern when assigning

"business values" to "Team PI Objectives". PI Objectives refers to "Program Increment Objectives".
"Defining PI objectives" provide a "common language" to communicate between all "business and
technology stakeholders". It is required that team understands and adhere to these objectives for
smooth project development process. One of these objectives require developers to collaborate while
working on stories, however if it is not followed, it will be considered as "anti-pattern".

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https://www.scaledagileframework.com/pi-objectives

Ans: Phrase, benefit hypothesis and acceptance criteria

A Feature is a service that fulfills a stakeholder need. Each feature includes a benefit hypothesis and
acceptance criteria, and is sized or split as necessary to be delivered by a single Agile Release Train
(ART) in a Program Increment (PI). A Capability is a higher-level solution behavior that typically spans
multiple ARTs. Capabilities are sized and split into multiple features to facilitate their implementation in
a single PI. Features also lend themselves to the Lean UX process model, which includes a definition of
the Minimum Marketable Feature (MMF), a benefit hypothesis, and acceptance criteria. The MMF helps
limit the scope and investment, enhances agility, and provides fast feedback. Capabilities behave the
same way as features. However, they are at a higher level of abstraction and support the definition and
development of large Solutions.
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A User Story is an informal statement in the language of the customer which captures the
intent of something that the customer wishes to achieve. You can think of a User Story as an
Informal Requirement Statement.
A Software Feature is a distinct characteristic of the software that contributes to the overall
design and functionality of the software.
A couple of key considerations:

 A Story may describe a Feature, but a feature never describes a Story.

 A Story might not directly describe a Feature.
 A Story may imply the inclusion of a number of Features.
 A Feature - either singly or as a member of a collection of Features - may capture the intent
of a Story.
With all of this in mind, I tend to think of Stories as descriptions. Basically informal
requirements which tell me what the customer wants. Features on the other hand I tend to
think of more as a specification which tells me how a system should work in order to meet
the customers requirements.

A feature is a distinct element of functionality which can provide capabilities to the business.

A story is a small aspect of a feature which you can use to get feedback from your
stakeholders and find out if you're doing anything wrong.

For instance, a feature might be "allow users to comment on articles". The stories
associated with that feature might then be:

 save comments
 filter comments for rude words
 limit comments to 400 characters and feed back to users
 add captchas to stop bots spamming the site
 allow users to log in via Google id
etc.

At each stage we can then get feedback as to whether the direction we're taking is useful.

Some teams don't bother splitting features into stories.

Ans:

Product owner is one of the member of Agile Team. Product owner is the person who is responsible for
the "content authority" to make decision at the "user story level" during PI (Program Implement)
Planning. He / She has the authority to decide what type of content to be published. He also takes the
entire responsibility of auditing and maintaining the quality of the story created. He has all the right
either to accept or decline contents.

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Ans: A minimal feature that can be released to market

Ideas are then analyzed and researched, leading to the development of

a MinimumViable Product (MVP). Once the hypothesis is defined, the architecture must be
articulated, and Features are defined and prioritized in the Program Backlog. A synchronization
point occurs during PI Planning when Agile Release Train (ART) collaborates on what it will
build during the next Program Increment (PI).

Ans: Solution Backlog

The Program Backlog is the final state in the Program Kanban, which is also the last state of
Continuous Exploration. It’s the holding area for a prioritized list of Features that have been analyzed
and are intended to address user needs and deliver business benefits for a single Agile Release Train
(ART). It also contains the Enabler features necessary to build the Architectural Runway. The Solution
Backlogis the holding area for upcoming Capabilities and Solution enablers, each of which can span
multiple ARTs, and are intended to advance the Solution and build its architectural runway.

Managing the backlog is the responsibility of Product Management(Program Backlog) and Solution
Management(Solution Backlog). The items in the backlog result from research activities and an active
collaboration with various stakeholders

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Ans: BDD

Ans: Safe Implementation Roadmap

Ans: They are business objective that connect the SAFe Portfolio to the Enterprise business Stratergy
Ans: Without the IP iteration , there is a risk that the tyranny of the urgent outweighs all innovation
activities

Ans: Scrum of Scrums

Ans: Story Points

In standard Scrum, each team's story point estimating—and the resulting velocity—is a
local and independent concern. In SAFe, however, story points must share the same
starting baseline so that estimates for features or epics that require the support of
many teams can be understood
Ans: Anchor new approaches in the culture

The eighth and last step of John Kotter's, Eight Steps for Leading Change Model, is a critical
activity for making sure that the new changes the organization has achieved are
lasting. Step eight anchors change in the organizational culture.
Finally, to make any change stick, it should become part of the core of your organization. Your
corporate culture often determines what gets done, so the values behind your vision must show in
day-to-day work.

Make continuous efforts to ensure that the change is seen in every aspect of your organization. This
will help give that change a solid place in your organization's culture.

It's also important that your company's leaders continue to support the change. This includes existing
staff and new leaders who are brought in. If you lose the support of these people, you might end up
back where you started.

What you can do:

Talk about progress every chance you get. Tell success stories about the change process, and repeat
other stories that you hear.

Include the change ideals and values when hiring and training new staff.

Publicly recognize key members of your original change coalition, and make sure the rest of the staff –
new and old – remembers their contributions.

Create plans to replace key leaders of change as they move on. This will help ensure that their legacy
is not lost or forgotten.

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Ans: Simplicity – the art of maximizing the amount of work not done—is essential.
Ans: You cannot scale crappy code

Ans: On Demand

Ans: Innovation

Ans: It lessens the severity and frequency of release failures

Ans: Continuous Business Owner engagement

Ans: Product Owner

Ans: When multiple agile reelase trains working on the same solution need to align and coordinate.
Topic Summary

SA4-PRACTICE SECTION 1: Introducing the Scaled Agile See Section 1 Objectives in the Exam Study Gu
Framework
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SA4-PRACTICE SECTION 2: Becoming a Lean-Agile Leader See Section 2 Objectives in the Exam Study Gui

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SA4-PRACTICE SECTION 3: Establishing Team and Technical See Section 3 Objectives in the Exam Study Gui
Agility
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SA4-PRACTICE SECTION 4: Experiencing PI Planning See Section 4 Objectives in the Exam Study Gui

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SA4-PRACTICE SECTION 5: Releasing On Demand with See Section 5 Objectives in the Exam Study Gui
DevOpsD
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SA4-PRACTICE SECTION 6: Building Business Solutions and See Section 6 Objectives in the Exam Study Gui
Lean Systems
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SA4-PRACTICE SECTION 7: Implementing Lean Portfolio See Section 7 Objectives in the Exam Study Gui
Management
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SA4-PRACTICE SECTION 8: Leading the transformation See Section 8 Objectives in the Exam Study Gui
Topic Summary

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