SAFe for Teams SP-SAFe-Practitioner Exam Dumps

One way to quickly address impediments to flow is to identify them on the Planning Board, which is a visual tool that shows the status of work items and dependencies in an iteration. By making impediments visible, the team can collaborate to resolve them and prevent them from blocking the delivery of value. The Planning Board also helps the team monitor their progress and adjust their plan as needed. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Planning the Iteration, [Visualize and Limit WIP, Reduce Batch Sizes, and Manage Queue Lengths]

System Demo is a critical event that provides stakeholders an integrated view of the new features delivered by the Agile Release Train (ART) over the past iteration. It offers the ART a fact-based measure of current, system-level progress within the Program Increment (PI). It also enables fast feedback and learning cycles, which help the ART build the right solution and improve quality. The System Demo takes place as close to the end of the iteration as possible, ideally the next day. It requires implementing the scalable engineering practices necessary to support Continuous Integration across the ART12. References: System Demo - Scaled Agile Framework, Sample Test: SAFe® Practitioner - scaledagile.com

According to the Lean-Agile Leadership competency of SAFe, management must commit to quality and take responsibility to change the system for a successful Agile transformation. This means that leaders must lead by example, learn and model the Lean-Agile mindset, values, principles, and practices, and lead the change to a new way of working. They must also empower and engage individuals and teams to reach their highest potential, and create a culture of relentless improvement and innovation1. Management cannot delegate or outsource the responsibility of leading the Agile transformation, as they are the ones who have the authority and influence to change and improve the systems that govern how work is performed2. References: 1: Lean-Agile Leadership - Scaled Agile Framework2: What Must Management Do for a Successful Agile Transformation?

The portfolio’s Strategic Themes and SWOT and TOWS analysis are critical inputs to exploring alternatives for the future state. LPM uses the current state portfolio canvas as a starting point to explore the different ways in which the portfolio could evolve in alignment with the strategic themes. SWOT stands for Strengths, Weaknesses, Opportunities, and Threats, and TOWS stands for Threats, Opportunities, Weaknesses, and Strengths. These are tools for identifying and analyzing the internal and external factors that affect the portfolio. SWOT and TOWS help LPM to brainstorm potential portfolio future states and prioritize the most promising ones. References: Portfolio Vision - Scaled Agile Framework, Portfolio Vision - Scaled Agile Framework