Scrum Updated SAFe-Practitioner Exam Questions and Answers by aadam

Resizing the work is one method for reducing queue length in SAFe. Queue length is the number of work items waiting to be processed in a system. Reducing queue length can improve flow, reduce cycle time, and increase throughput. Resizing the work means breaking down large work items into smaller ones that can be completed faster and with less variability. Smaller work items also reduce the risk of rework, defects, and delays. Resizing the work can be done at any level of SAFe, from portfolio epics to team stories. SAFe provides several techniques for resizing the work, such as Weighted Shortest Job First (WSJF), Minimum Marketable Features (MMFs), Minimum Viable Products (MVPs), and Spikes1. References: Principle #6 - Visualize and Limit WIP, Reduce Batch Sizes, and Manage Queue Lengths - Scaled Agile Framework

 Story point size is a relative measure of the effort and complexity involved in implementing a user story. It is not based on the team size, the number of days it will take, or the priority of the story. Rather, it is based on the comparison of the story with other stories of similar or different sizes. Story points help teams estimate how much work they can complete in an iteration, based on their past performance and current capacity. Story points also help teams plan and track their progress at the program level, by aligning the features and capabilities with the stories that implement them. References: Story - Scaled Agile Framework, A Guide to Story Point Estimation - DEV Community, What should be taken into account when estimating Story poin - Madanswer

 On day two of PI Planning, management presents adjustments based on the previous day’s management review and problem-solving meeting. The management review and problem-solving meeting is a session where the management team reviews the draft plans and objectives from the teams, identifies risks and dependencies, and resolves any issues that may affect the ART’s ability to deliver value. One possible type of adjustment they could make is to adjust the business priorities based on the new information and feedback from the teams. This could involve reprioritizing the features in the program backlog, changing the weight or value of some objectives, or adding or removing some stretch objectives. These adjustments are communicated to the teams during the second planning day, so they can finalize their plans and objectives accordingly. References: PI Planning - Scaled Agile Framework, PI Planning and the Management Review - Part 1 | Ivar Jacobson International

cumulative flow diagram (CFD) is a graphical tool that shows the status of work items for a given period of time. The horizontal axis represents time, and the vertical axis represents the number of work items. The CFD is composed of different colored bands, each representing a different stage of the workflow (such as “to do”, “in progress”, “done”, etc.). The CFD helps visualize the flow of work, identify bottlenecks, and monitor cycle time and throughput1. A cumulative flow diagram focuses on two main curves: the arrival curve and the departure curve. The arrival curve is the top edge of the “to do” band, and it shows the rate at which new work items are added to the system. The departure curve is the top edge of the “done” band, and it shows the rate at which work items are completed and delivered. The difference between the arrival curve and the departure curve represents the amount of work in progress (WIP) in the system2. By comparing the arrival curve and the departure curve, one can assess the stability and predictability of the system. Ideally, the arrival curve and the departure curve should be parallel and close to each other, indicating a smooth and consistent flow of work. If the arrival curve is steeper than the departure curve, it means that more work is entering the system than leaving it, which can lead to increased WIP, longer cycle time, and lower quality. If the departure curve is steeper than the arrival curve, it means that more work is leaving the system than entering it, which can lead to reduced WIP, shorter cycle time, and higher quality3. References: Cumulative Flow Diagram - Scaled Agile Framework, Cumulative Flow Diagrams - Kanbanize, Cumulative Flow Diagram - LeSS