Get SP-SAFe-Practitioner Dumps : Verified SAFe for Teams SP (6.0) - SAFe Practitioner

This statement is one of the characteristics of a high-performing Agile Team according to the Scaled Agile Framework (SAFe)1. It means that the team members are encouraged to experiment, learn, and innovate, without being afraid of making mistakes or being judged by others. The team members view failures as opportunities for improvement and celebrate the learnings from them. Team C is demonstrating this characteristic by creating a new workflow to speed up the testing process, even though it did not work out as expected. The rest of the team was excited to hear what was learned from the failed experiment, rather than blaming or criticizing the three members who worked on it. References: Agile Teams

One of the roles of Product Management is to assign business value to Features. Features are services provided by the system that fulfill stakeholder needs. They are the primary artifact for defining, managing, and prioritizing the work of the Agile Release Train (ART). Product Management is responsible for defining and prioritizing the features in the Program Backlog, as well as assigning a business value to each feature based on its expected benefits and costs. The business value is used to guide the economic decision-making and trade-offs during PI Planning and execution. Product Management also collaborates with other roles, such as Solution Management, System Architects, and Business Owners, to ensure that the features align with the solution vision and roadmap, and meet the quality standards and nonfunctional requirements. References: Features - Scaled Agile Framework, Product Management - Scaled Agile Framework

 According to the SAFe framework, some decisions are strategic, have far-reaching impact, and are outside the scope, knowledge, or responsibilities of the teams. These decisions should be centralized, as they are made by leaders who have the market knowledge, longer-range perspectives, and understanding of the business and financial landscape necessary to steer the enterprise. One of the characteristics of these types of decisions is that they provide significant economies of scale, meaning that they deliver large and broad economic benefits to the organization. Examples of such decisions are a common way of working, standard development languages, standard tooling, and offshoring. These decisions are infrequent, long-lasting, and require coordination and alignment across multiple teams and value streams. References: Principle #9 - Decentralize Decision-Making - Scaled Agile Framework, SAFe® and Importance of Decentralized Decision Making – Learnow

 Empathy maps are a design thinking tool that promotes customer identification by helping teams develop a deep, shared understanding of others. They enable teams to imagine what a specific persona is thinking, feeling, hearing, and seeing as they use the solution. Empathy maps help teams to design with empathy, which is a key behavior of customer centricity. Empathy maps can be used to explore different aspects of the problem and solution space, and to validate assumptions and hypotheses about the customer’s needs and preferences. References: Design Thinking, Customer Centricity

Roadmaps are a visual tool that assists in the development and communication of planned deliverables, milestones, and investments over time and help distinguish different types of work1. Roadmaps are the glue that links strategy to execution and offer the ability to develop, evolve and adjust planned activities1. Roadmaps communicate intent, not commitment, as they are subject to change based on feedback, learning, and market conditions1. Roadmaps are not fixed at PI boundaries, but rather are updated frequently to reflect the current state of the solution and the environment1. Roadmaps provide multiple planning horizons, such as near-term, mid-term, and long-term, to show how the solution will evolve over time1. References: 1: Roadmap