SSM = SAFeSM = Scaled Agile Framework Scrum Master

1. Daily Scrum > Daily Stand-up (DSU)
2. Product Increment > Team Increment
3. Scrum Team > Agile Team

Iteration = Plan > Do > Check > Adjust
supporting the Scrum Pillars: Transparancy, Inspection, Adaption.

Stories should be implemented in vertical slices for

1. short feed-back cycle
2. refinement of understanding of functionality
3. facilitatea more frequent integration of working systems

Agile Manifesto 12 Principles

SAFe Lean-Agile principles

ART = Agile Release Train is a virtual organization of 5-12 teams (typically 50-125 people)

Program events

1. PI Planning         – 2d (every 8-12w). in person.
2. ART Sync            – 1h
3. System Demo    – 2h
4. Inspect/ Adapt – ½d

5 Stages of high-performing teams

1. forming
2. storming
3. norming
4. performing
5. adjourning

Team events

1. Backlog Refinement       – 1h
2. Iteration Planning          – 2-4h
3. Daily Stand-up                – ¼h
4. Iteration Review             – 1h
5. Iteration Retrospective – 1-1,5h

Running successful meetings:

1. communicate a clear purpose and agenda
2. identify a DRI = Directly Responsible Individual for maintaing agenda/ action items
3. expect participants to know why they are attending, their contribution and expected outcomes
4. leave with clear action items
5. promote and keep to timeboxes
6. be prepared to challenge and be challenged
7. establish default decisions, so never wait for a meeting
8. bring a solution next to the problem you are raising
9. review actions taked to meet commitments – enforce accountability
10. Yes, and instead of No, but

SoS = Scrum of Scrums = Meeting for SM and RTE = Release Train Engineer to gain visibility into team progress and program impediments. Held twice per week. TimeBoxed to ____. Followed by a Meet After for problem-solving.

Rezolving conflicts

1. Confling parties – meet with them
2. Ought to get – identify exactly what each party
3. Need – identify why each party needs what they want
4. Foster the agreement that the common goal is correct
5. Look deeper and review the assumptions
6. Challange each of the assumptions
7. Tie the reasons togheter with a common goal

PI = Program Increment Planning

1. PM – Product Management owns Feature priorities
2. DT – own Story planning and high-level estimates
3. Arhitect/ Engineering – internediaries for governance, interfaces, dependencies

PIP imputs

Vision + NFRs – Non Functional Requirements + Program Backlog

and outputs

Team and Program PI Objectives and Program Board

FAB = Feature and Benefit Matrix

Personas are detailed fictional caracters acting as a representative user. User stories are containers for User or customer value.

As a <user role> I want <activity> so that <business value>.

Examples:
As a driver, I want to limit the amount of money before I fuld so that I cand control my expenditure.
As a driver, I want to get a receipt after fueling so that I can expense the purchase.
As the Finance Department, we want to print receipts onlky for drivers who request them so that we save on paper.

INVEST in a Good story
Invest
Negotiable
Valuable
Estimable
Small
Testable

How to write the good stories:
Card
Conversation
Confirmation

Acceptance criteria and tests

a Story point is a singular number that represents
-Volume: How much is there?
-Complexity: How hart it is?
-Knowledge: What do we know?
-Uncertainty:What’s not known?
They are relative. Not connected to any pecific unit of measure. Compared with other stories, an 8-poinjt Story should take relatively 4 times longer than a 2-point Story.