SP-SAFe-Practitioner Exam Dumps - SAFe for Teams SP (6.0) - SAFe Practitioner

 The definition of done (DoD) is a set of criteria that a product increment must meet for the team to consider it complete and ready for customers. It is a shared understanding among the team members of when a product increment is ready for release, even when the increment is large and consists of many items. The DoD is a commitment that the scrum team makes regarding the quality of the increment. The team promises that each increment will meet the DoD. They have checked all the quality checkboxes. This allows stakeholders to be confident that each new increment is usable and valuable. The DoD is not created by one person, but by the entire project team, including developers, testers, product owners, and other stakeholders. This ensures a smoother process during sprints since everyone is using the DoD as a guide alongside any checklists before marking an item as complete. Therefore, the agile teams are the primary stakeholders who develop the DoD for the team increment. References: What is the Definition of Done? Understanding DOD in Agile - Atlassian, What is the Definition of Done? | Scrum.org, How To Create A Definition Of Done | Agile Learning Labs, What is a Definition of Done? | Scrum.org

According to the SAFe for Teams SP (6.0) - SAFe Practitioner handbook and study guide, the Inspect and Adapt event is a significant event held at the end of each PI, where the current state of the solution is demonstrated and evaluated. Teams then reflect and identify improvement backlog items via a structured problem-solving workshop. The purpose of the Inspect and Adapt event is to increase the quality and reliability of the next PI by applying the following practices:

• Reflection: Teams review the PI objectives, the system demo, and the quantitative and qualitative measurements to assess the current state of the solution and the ART performance. Teams also share their learnings, successes, and challenges with each other and the stakeholders.
• Data collection: Teams collect data from various sources, such as team and program metrics, customer feedback, surveys, and assessments, to measure the outcomes and the health of the solution and the ART. Teams also use tools such as the PI burndown chart, the cumulative flow diagram, and the team self-assessment to visualize the data and identify trends and patterns.
• Problem solving: Teams use a structured problem-solving workshop to identify the most critical issues or impediments that are affecting the solution or the ART. Teams use techniques such as brainstorming

A dual operating system is a model of business agility that combines the entrepreneurial network and the hierarchical system. The network is optimized for speed and innovation, while the hierarchy is optimized for efficiency and stability. The dual operating system allows the organization to balance the competing demands of exploration and exploitation, and to respond effectively to fast-changing environments. SAFe implements the network as a set of development value streams and provides the necessary interfaces to the hierarchy to restore the system’s balance. References: Principle #10 – Organize around value - Scaled Agile Framework, Business Agility Flashcards | Quizlet, Balancing the Dual Operating System - Scaled Agile Framework

= The SAFe Lean-Agile principle that involves delivering a continuous flow of value to customers in the shortest sustainable lead time is “Make value flow without interruptions”. This principle is based on the Lean concept of optimizing the whole value stream, from concept to cash, by eliminating delays, queues, handoffs, and rework. By applying practices such as limiting work in progress (WIP), reducing batch sizes, managing queue lengths, and implementing continuous integration and continuous delivery (CI/CD), SAFe teams and trains can accelerate the flow of value and feedback, improve quality and reliability, and reduce waste and overhead. References: = SAFe Lean-Agile Principles - Scaled Agile Framework, Accelerating Flow with SAFe - Scaled Agile Framework1, The Five Principles of Lean - Project Management Institute

An ART event is a meeting or ceremony that involves all the teams in an Agile Release Train (ART) and helps them align, collaborate, and deliver value. An example of an ART event is the Innovation and Planning (IP) Iteration, which is a two-week period at the end of each Program Increment (PI) that provides time for innovation, planning, and improvement activities. During the IP Iteration, teams can explore new ideas, work on technical debt, conduct hackathons, prepare for the next PI Planning, and conduct the Inspect and Adapt workshop. References: Agile Release Train, Scaled Agile: ART Events Overview, Innovation and Planning Iteration

Organize around value is one of the 10 SAFe Lean-Agile Principles that guide the implementation of SAFe in any context. It states that enterprises must align their people, processes, and technology to the full and continuous flow of value that delivers customer and business outcomes. This principle helps enterprises to eliminate silos, reduce handoffs, improve collaboration, and optimize value streams. It also enables faster feedback, shorter lead times, higher quality, and better economics. References: SAFe Lean-Agile Principles, Organize Around Value, Exam Study Guide: SP (6.0) - SAFe Practitioner

= Fast learning cycles are one of the four pillars of the SAFe House of Lean model, which is based on the Toyota Production System and combines lean management, agile methods, and Lean Thinking1. Fast learning cycles support innovation by enabling rapid feedback, experimentation, and adaptation, which are essential for creating value and achieving Business Agility2. Fast learning cycles also foster a culture of continuous improvement, where teams and individuals are empowered to learn from failures and seek better solutions3. References: = 1: Lean-Agile Mindset - Scaled Agile Framework2; 2: Lean-Agile Mindset - Scaled Agile Framework1; 3: The SAFe House of Lean model: short and sweet - Echometer

The principle that includes “working software is the primary measure of progress” is one of the twelve principles behind the Agile Manifesto. The Agile Manifesto is a declaration of four values and twelve principles that guide the Agile software development movement. The value that corresponds to this principle is “working software over comprehensive documentation”. The principle states that the ultimate goal of any software development project is to deliver working software that satisfies the customer’s needs and expectations, and that any other intermediate or auxiliary artifacts, such as plans, documents, models, or reports, are secondary and should not distract from the main objective. The principle also implies that working software should be delivered frequently and continuously, and that the progress of the project should be measured by the amount and quality of the software delivered, not by the adherence to a predefined plan or schedule. References: Principles behind the Agile Manifesto, Agile Manifesto - Scaled Agile Framework