SAFe-Agilist Exam Dumps - SAFe 6 Agilist - Leading SAFe (SA) (6.0)

According to the SAFe Agilist 6.0 domain of Apply SAFe Principles, this principle is the first Lean-Agile Principle and it describes how to make decisions based on economics1. One of the practices essential to achieving optimum economic outcomes is to deliver early and often, which means moving new system features through the development value stream as quickly as possible1. This practice has a direct economic benefit, as it enables faster feedback, higher value, and lower risk1. You can read more about this principle and practice in this article, under the section “Deliver early and often”.

User business value and time criticality are components of cost of delay. Cost of delay is a way of quantifying the economic impact of delaying the delivery of a product or feature. Cost of delay consists of four factors: user or customer value, time criticality, risk reduction or opportunity enablement value, and job size or duration. Cost of delay is used to prioritize features using Weighted Shortest Job First (WSJF), which is a method that maximizes the economic value delivered by a product development flow. References: ART Backlog and WSJF, SAFe Principle #1

A SAFe portfolio is a collection of development value streams. A development value stream is a long-lived series of steps that an enterprise uses to continuously deliver value to a customer or stakeholder. A development value stream typically consists of one or more ARTs and Solution Trains that build and deliver solutions. A SAFe portfolio aligns and governs one or more development value streams that share a common business mission, vision, strategy, and funding. A SAFe portfolio helps enterprises achieve Lean Portfolio Management, which is one of the core competencies of business agility in SAFe. References: SAFe Portfolio, Development Value Streams

This statement is true about batch size. Batch size is the amount of work that moves as a unit through a process or system. Large batch sizes increase variability by creating more uncertainty, complexity, dependencies, and unpredictability in the workflow. Large batch sizes also increase waste by causing delays, queues, handoffs, rework, overproduction, and inventory accumulation. Reducing batch size is one of the key ways to optimize value delivery and improve flow efficiency. References: SAFe Lean-Agile Principles, SAFe Principle #5

According to the SAFe Agilist 6.0 domain of PI Planning, the confidence vote is a process where:

• Each team conducts a vote using their fingers (fist of five) or a digital tool for remote events
• The teams vote on the confidence level for the objectives as a set, and if confidence is high enough, the aggregate set of objectives becomes the committed ART plan
• The Release Train Engineer summarizes the team objectives into the ART PI objectives in a format suitable for management communication

https://scaledagileframework.com/pi-planning/