what is one issue when organizing around hierarchical functions?

Answer: The one issue that arises when organizing around hierarchical functions is the dilution of information caused by the absence of direct communication with the overall boss. Course Hero is not sponsored or endorsed by any college or university. In a hierarchical setup there is a chance of information dillution. Quizlet - Leading SAFe - Grupo de estudo - SA, SAFe (Scaled Agile Framework), Leading SAFe, Charles E. Leiserson, Clifford Stein, Ronald L. Rivest, Thomas H. Cormen, Abraham Silberschatz, Greg Gagne, Peter B. Galvin, Information Technology Project Management: Providing Measurable Organizational Value. Apply Customer Centricity - Organize Around Value | Scaled Agile ??? question and answer - Blogger This network is far more adaptable and can respond more quickly to market changes than the hierarchical system. SAFe is a second operating system around streams, without disrupting the existing hierarchy. 12. When organizing around hierarchical functions, managers have to coordinate the work of all team members, which can be time consuming and difficult. We also use third-party cookies that help us analyze and understand how you use this website. (Figure 6). This cookie is set by GDPR Cookie Consent plugin. The Network is optimized for speed and adaptability; the Hierarchy is optimized for efficiency and stability. A minimal version of a new product used to test a hypothesis. It vertically structures each department with roles from the president to finance and sales departments, to customer service, to employees assigned to one product or service. Portfolio SAFe - Scaled Agile Framework Principle #10 - Organize around value - Scaled Agile Framework What is one benefit of unlocking the intrinsic motivation of knowledge workers? To provide autonomy with purpose, mission, and minimum constraints. What is one issue when organizing around hierarchical functions? If a program repeatedly shows separate Feature branches rather than a true System Demo, which practice should be reviewed to address the issue? SAFE Agile practice Flashcards | Quizlet Delivering value in the shortest sustainable lead time. In the Program Kanban some steps have work in process (WIP) limits. Train Executives, Managers, and Leaders What is one issue when organizing around hierarchical functions? At the heart of this structure are the Agile Teams who build the system, the basic building block of all things agile. To limit cognitive load, Agile Teams are organized around one of four types of value: stream-aligned, complicated subsystem, platform, and enabling teams [3] (Figure 7). Team Topologies: Organizing Business and Technology Teams for Fast Flow. 4. You can expect the similar questions in the real exam. Who has content authority to make decisions at the User Story level during Program Increment (PI) Planning? Business Management Project Management How it works To ensure large queues are not being built. Analytical cookies are used to understand how visitors interact with the website. What are the the first 5 Lean-Agile Principles (1-5)? *Team & Technical Agility *Agile Product Delivery *Enterprise Solution Delivery *Lean Portfolio Management *Organizational Agility *Continuous Learning Culture *Lean Agile Leadership. Safe Flashcards Which statement fits with the SAFe Core Value of Built-in Quality? Find the change in the internal energy of the gas and the change in the internal energy of the environment. The best architectures, requirements, and designs emerge from self-organizing teams. Reducing handoffs and delays between functional areas, reducing time to market, Bringing together all the research, development, deployment, and service personnel needed to offer whole product solutions, Providing intense customer focus across all disciplines for each product and service type, Measuring success via meaningful, outcome-based key performance indicators, And perhaps most importantly, the Network can rapidly, Build technology portfolios of development value streams, Realize value streams with product-focused Agile Release Trains (ARTs), Form Agile teams that can directly deliver value, Precisely specify value by specific product, Identify the value stream for each product, Let the customer pull value from the producer, Helps assure customer and product focus across the entire portfolio, Aligns strategy to execution by bringing visibility to, Provides the basis for Lean Budgets, which eliminates the friction and cost accounting overhead of traditional project-based work, Supports measuring success via outcome-based key performance indicators (KPIs), Improves workflow with smaller batch sizes. The team has little to no experience with functionality of this type. The Agile Release Train uses which type of teams to get work done? a.what is one issue when organizing around hierarchical functions? Which statement fits with the SAFe Core Value of Built-in Quality? Organizing Around Value Lots of organizations are organized around functional silossuch as business, system engineering, hardware, software, testing/QA, and operations. Why is this necessary? The cookie is used to store the user consent for the cookies in the category "Analytics". Most ART teams are stream-aligned, empowered, and capable of delivering value to their customers with a minimum of handoffs, delays, and dependencies with other teams. Who has content authority to make decisions at the User Story level during Program Increment (PI) Planning? What is one issue when organizing around hierarchical functions? -Establishing flow Epics are described with four major fields: Strategic themes provide a mechanism to align the business objectives of an enterprise to SAFe portfolio. #7 Apply cadence, synchronize with cross-domain planning (Choose two.). IT Revolution Press, 2019. 1. The key to unlocking this potential is to understand and apply the concept of value streams, which are fundamental to lean thinking. To identify different parameters of the economic framework. When basing decisions on economics, how are lead time, product cost, value, and development expense used? -Decentralized decision-making It defines the domain of the portfolio and other key elements, Program Increment (PI) Planning is a cadence-based event that serves as the heartbeat of the Agile Release Train (ART), aligning all teams on the ART to a shared mission and Vision, Individuals & Interactions over _________? Roof? Deliver working software frequently, from a couple of weeks to a couple of months, with a preference for the shorter timescale. ?Uncommitted objectives are not included in the team's commitment It serves several different types of customers with varying needs and intents. Typically, they begin as a network of people cooperating to address customer needs. (Choose two.) Designing the Implementation SAFE 5.0 Practice Exam Flashcards | Quizlet You can also use your keyboard to move the cards as follows: If you are logged in to your account, this website will remember which cards you know and don't know so that they In other words, when necessary, the Network can evolve very quickly, while the Hierarchy can remain relatively stable. ?? (Choose two.). (Agile Manifesto), Who has the responsibility is to manage It can also lead to a lack of collaboration between team members and a lack of communication, which can reduce the quality of work and slow down progress. This principle, Principle 10-Organizing around value, describes how applying this second operating system frees the enterprise to arrange itself to optimize value delivery. Agile Release Trains LEFT ARROW - move card to the Don't know pile. It creates Agile business teams, Features, Feature Delivery, Dependencies, Milestones & Events, True or False: DevOps is an approach to bridge the gap between development and operations. Understand all SAFe concepts and you can crack it like. What is one issue when organizing around hierarchical functions? Launch more Agile Release Trains and Value Streams, extend to the portfolio, accelerate, ***Which two statements are true about uncommitted objectives? By moving the focus from project to product, [1] it rediscovers the customer focus and adaptability required to survive in the digital age. What is used to capture the current state of the Portfolio and a primer to the future state? Necessary cookies are absolutely essential for the website to function properly. Uncommitted objectives are extra things the team can do in case they have time;Uncommitted objectives are not included in the team's commitment; What is considered an anti-pattern when assigning business values to team PI Objectives? You also have the option to opt-out of these cookies. (Agile Manifesto), Responding to change over _________? b. it is not how value flows. SAFe describes two types of value streams, operational and development. While the structure of operational value streams varies significantly based on the purpose and type of value delivered, the structure of development value streams has a standard form, as summarized in Figure 2. This cookie is set by GDPR Cookie Consent plugin. Yes, they were always there; we just didnt see them. They do this through leading by example; learning and modeling SAFe's Lean-Agile mindset, values, principles, and practices; and leading . Understanding How to Optimize Your Organization Around Value - The i4 Group 7 Types of Organizational Structures for Companies - Creately Blog #4 Build incrementally with fast, integrated learning cycles What can be used as a template for putting SAFe into practice within an organization? Explain the difference between, Integration Revoew and Integration Retrospective? Launch More ARTs and Value Streams It creates Agile business teams It is not how value flows It moves the decision to where the information is It reduces political tensions It is not how value flows It is not how Value flows. The House of Lean is a classic metaphor describing the mindset essential for Lean thinking. (a) They have the same structure and function as peroxisomes. Iteration Events are:-, ART is a cross functional, virtual organization of 5-12 teams (50-125+ individuals), synchronized on common cadence, a Program Increment (PI), aligned to a common mission via a single program backlog. Respect for people & culture Greater Profits One of the most basic elements of an organizational structure, chain of command is exactly what it sounds like: an unbroken line of authority that extends from the top of the organization (e.g. People and teams can flex naturally to the demands of the incoming work without disturbing any of the reporting or other relationships present in the hierarchical system. What is a minimum viable product? What is the impact of Customer Centricity? An ideal gas absorbs 400J400 \mathrm{~J}400J of heat from its environment and does 800J800 \mathrm{~J}800J of work on the environment. 2. (d) The gas saturation method was used to measure the vapour pressure of geraniol (M=154.2gmol1)(M = 154.2\ \mathrm{g}\ \mathrm{mol}^{-1})(M=154.2gmol1) at 110C.110^{\circ} \mathrm{C}.110C. It creates Agile business teams It is not how value flowsIt reduces political tensions It moves the decision to where the information is It is not how value flows. Question 20. -Peer review and pairing Teams can apply uncommitted objectives whenever there is low confidence in meeting the objective. Prepare for ART Launch Simplicity the art of maximizing the amount of work not done is essential. They constitute the majority of personnel on ARTs and their structure is well defined: each is a cross-functional group of 5-11 individuals who can define, build, test, and deploy an increment of value in a short time box. Which are the quality practices that apply to Agile teams? If you knew the answer, tap the green Know box. Individuals A hierarchical structure refers to the delegation of authority using a pyramid model, with the most authoritative professionals at the top and general employees at the bottom. Which of the core competencies of the Lean Enterprise helps align strategy and execution? What is part of the role of Product Management? Roof: Value, 13 - SAFe Implementation Road Map - 4 Stages, 1. FAQs on how to use SAFe content and trademarks, Organizing Agile Teams and ARTs: Team Topologies at Scale, Watch and download SAFe videos and presentations, Exciting new book: SAFe for DevOps Practitioners. Question 23. Other teams support stream-aligned teams in their mission. It does not store any personal data. What is the biggest benefit of decentralized decision-making? True/False: DevOps is an approach to bridge the gap between development and operations. Scaled Agile Framework and SAFe are registered trademarks of Scaled Agile, Inc. Privacy Policy and Value streams, ARTs, and Agile Teams live for as long as the solutions they develop and support thrive in the marketplace. Pros and Cons of a Hierarchical Organizational Structure Significant dependencies Milestones Tasks Backlog items Features User Stories, Epics Capacity and Load Features Significant dependencies Risks, Events for future PI Too many dependencies leading to a single program milestone Too much Work-in-Process in one Iteration Too many Features are placed in a teams swim lane with no strings A significant dependency leading to a Feature, That the feature can be completed independent from the other teams That all the risks have been ROAMed That the team has little confidence it will happen That the feature should be completed before any other feature, Solution Demo Scrum of scrums Iteration Retrospective Iteration Review, Product Owner Sync System Demo Solution Demo Scrum of Scrums Inspect and Adapt, The daily stand-up is an ART event that requires the scrum of scrums and Program Owner sync involvement in the closed-loop system The Inspect and Adapt is the only ART event required to create a closed-loop system Team events run inside the ART events, and the ART events create a closed-loop system ART events run inside the team events, and the team events create a closed-loop system, Release Train Engineer Product Owner Business Owner Scrum Master, Release Train Engineer Product Owner Business Owner Scrum Master, Product Manager The Agile Team The Scrum Team Business Owner, To determine the highest value using WSJF To ensure the teams do not work on architectural Enablers To provide guidance on the business value of the team objectives To override the decisions made in WSJF prioritization, Stream-aligned team Platform team Complicated subsystem team Enabling team, To iterate on stories To identify acceptance criteria To adjust and identify ways to improve To evaluate metrics, Solution teams Phased-review-process teams Management teams Cross-functional teams, Business Owner Release Train Engineer Agile Coach Scrum Master, PI objectives versus outcomes Iteration goals versus what got done Scrum Master goals versus Development Team goals Plan objectives versus Program Owner objectives, Customer Support Representative Product Owner Release Train Engineer Product Management, To prioritize the Program Backlog To prioritize Enablers To facilitate backlog refinement sessions To assign business value to Features, Product Owners Solution Train Engineer Product Management Solution Management, Solution Management Product Management Solution Architect/Engineer Solution Train Engineer, Epic Owners Enabler Epic Lean Portfolio Management Enterprise Architect, Release Train Engineer Solution Management Product Management Lean Portfolio Management, It will be moved to the Portfolio Backlog if it receives a go decision from Lean Portfolio Management It will be implemented if it has the highest weighted shortest job first (WSJF) ranking It will remain in the analyzing step until one or more Agile Release Trains have the capacity to implement it It will be implemented once the Lean business case is approved by the Epic Owner, Scrum Master Lean Portfolio Management Epic Owners Enterprise Architect, Portfolio Retrospective Portfolio Value Stream Portfolio Canvas Portfolio Kanban, Portfolio Canvas Portfolio Backlog Portfolio Kanban Portfolio Vision, In the Program Kanban In the Portfolio Backlog In the Program Backlog In the Portfolio Kanban, Lean Budgets Program Increment Economic Framework Solution Intent, System-wide development variability is reduced to zero System-wide demos are possible since all the team demos happen at the same time Each team will work faster since they all start at the same time Overall work-in-progress is reduced. (Choose two.) ?? Respect for people and culture In this case, ARTs are assembled into Solution Trains capable of building ever-larger systems. What is one issue when organizing around hierarchical functions? People just naturally do whatever needs to be done. #8 Unlock the intrinsic motivation of knowledge workers Empowered Agile Release Trains (ART) advance Solutions and implement Epics approved by LPM. ART Events are:-. What are the last three steps of the SAFe Implementation Roadmap? What is the foundation of the SAFe House of Lean? 10 Types of Organizational Structures for Businesses Delivering value in the shortest sustainable lead time. #3 Assume variability; preserve options Learning to See: Value Stream Mapping to Create Value and Eliminate Muda. The work is planned, but the outcome is simply not certain. what is one issue when organizing around hierarchical functions? 10. [4] Organizing Agile Teams and ARTs: Team Topologies at Scale, 5400 Airport Blvd., Suite 300 Applying Lean-Agile principles and practices to the specification, development, deployment, operation, and evolution of the worlds largest and most sophisticated systems. How Lean-thinking people and Agile Teams optimize their business processes, evolve strategy with clear and decisive new commitments, and quickly adapt the organization as needed to capitalize on new opportunities. A customer-centric approach to defining, building, and releasing a continuous flow of valuable products and services to customers and users. The ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative business Solutions. Advertisement cookies are used to provide visitors with relevant ads and marketing campaigns. What do Product Owners have content authority over? Visualize and limit work in process (WIP) Your email address is only used to allow you to reset your password. Limit work in process This leads to changing topics continuously and interrupting people to force them to another "the only true" direction. Expenses across a PI are fixed and easy to forecast. Which two quality practices apply to Agile teams? Give them the environment and support they need, and trust them to get the job done. Automation Here are 10 types of organizational structures commonly used by businesses with pros and cons for each: 1. They are business objectives that connect the SAFe portfolio to the Enterprise business strategy, A minimal version of a new product used to test a hypothesis. Product Management has content authority over the Program Backlog. People who work in hierarchical structures got used to interrupting people. To minimize handoffs and delaysand to foster continuous knowledge growthARTs have all the business and technical capabilities needed to define, implement, validate, deploy, release and support solutions for their customers. Business Agility is the most important outcome. (a) If the molar mass of the liquid is M, derive an expression for the mole fraction of the liquid vapour. 2. These cookies track visitors across websites and collect information to provide customized ads. -Marketability They are business objectives that connect the SAFe portfolio to the Enterprise business strategy They are a high-level summary of each programs Vision and are updated after every PI They are requirements that span Agile Release Trains but must fit within a single Program Increment They are large initiatives managed in the Portfolio Kanban that require weighted shortest job first prioritization and a lightweight business case, Leadership Relentless improvement Value Flow, Relentless improvement Innovation Flow Respect for people and culture, Innovation Value Flow Respect for People and Culture, Innovation Flow Relentless Improvement Respect for People and Culture, Lean-Agile Leadership as an organizational culture Value with the shortest sustainable lead time Aligning principles and values to a fixed cause Building a Grow Lean Mindset as opposed to Fixed Mindset, Inspect and Adapt System Demo Prioritized backlog Iteration Review, to provide an optional quality check To enable faster feedback by integration across teams To fulfill SAFe PI Planning requirement To give product owner the opportunity to provide feedback on team increment, It is used annually when the team needs to refocus on work processes It is used as a weekly sync point between the Scrum Masters Without the IP Iteration, there is a risk that the tyranny of the urgent outweighs all innovation activities The Scrum Master can decide if the IP Iteration is necessary, Lean-Agile Leadership Organizational Agility Continuous Learning Culture Team and Technical Agility, Mindset and principles Emotional intelligence SAFe Core Values Lead by example Support organizational change Lead the change, Decentralize decision-making Apply cadence Apply systems thinking Deliver value incrementally, Learning Milestones as objective measurements Spending caps for each Agile Release Train Participatory budgeting Continuous Business Owner engagement, Allocation of centralized vs decentralized decisions in the Enterprise Capacity allocation of the Value Stream compared to process mapping Participatory budgeting forums that lead to Value Stream budget changes Determining if business needs meet the Portfolio Threshold, By achieving economies of scale By focusing on customers, products, innovation, and growth By building up large departments and matrixed organizations to support rapid growth By creating stability and hierarchy, Organize the Enterprise around the flow of value while maintaining the hierarchies Reorganize the hierarchies around the flow of value Leverage Solutions with economies of scale Build a small entrepreneurial network focused on the Customer instead of the existing hierarchies, The Implementation Roadmap The Program Kanban The Lean-Agile Center of Excellence (LACE) charter The portfolio canvas, To enable multitasking To ensure large queues are not being built To help Continuous Deployment To keep timebox goals, Respond to change Respect for people and culture Build incrementally with fast, integrated learning cycles Limit work in process, Responding to a plan over responding to customer collaboration Responding to a plan over responding to change Responding to change over following a system Responding to change over following a plan, Customer collaboration over contract negotiation Customer collaboration over ongoing internal conversation Customer collaboration over a constant indefinite pace Customer collaboration over feature negotiation, Customer collaboration over a constant indefinite pace Individuals and interactions over contract negotiation Customer collaboration over following a plan Individuals and interactions over processes and tools, The work to deliver the uncommitted objectives is not planned into the iterations during PI Planning Uncommitted objectives are extra things the team can do in case they have time Uncommitted objectives are not included in the teams commitment Uncommitted objectives do not get assigned a planned business value score Uncommitted objectives help improve predictability, Send someone to represent management, and then delegate tasks to these individuals Change Scrum Masters in the team every two weeks Strive to think of adoption as an area they can control Commit to quality and be the change agent in the system, Business Solutions and Lean Systems Engineering Lean Portfolio Management DevOps and Release on Demand Team and Technical Agility, Teams decide their own Iteration length Teams align their Iterations to the same schedule to support communication, coordination, and system integration Teams allow batch sizes across multiple intervals Teams meet twice every Program Increment (PI) to plan and schedule capacity, Reliability Scalability Marketability Sustainability Desirability, Divergent Feature Decomposition Empathy maps Solution Canvas Behavior driven development, Mastery drives intrinsic motivation Optimizing a component does not optimize the system Cadence makes routine that which is routine The length of the queue impact the wait time, Test first Roadmap creation Continuous Integration Scrum of scrums, DevOps is an approach to bridge the gap between development and operations DevOps automation of testing reduces the holding cost Measurements are not a top priority for DevOps Lean-Agile principles are not necessary for a successful DevOps implementation, It alleviates the reliance on the skill sets of Agile teams It increases the transaction cost It lessens the severity and frequency of release failures It ensures that changes deployed to production are always immediately available to end-users, DevOps joins development and operations to enable continuous delivery DevOps enables continuous release by building a scalable Continuous Delivery Pipeline DevOps focuses on a set of practices applied to large systems DevOps focuses on automating the delivery pipeline to reduce transaction cost, Every iteration Annually On demand Twice annually, Release on demand Release continuously Release every Program Increment Release on cadence, Continuous Planning Continuous Improvement Continuous Cadence Continuous Exploration, Continuous Planning Continuous Improvement Continuous Integration Continuous Cadence Continuous Deployment Continuous Exploration, After every PI After every Iteration As soon as the software meets the Solution Definition of Done Whenever the Business needs it, Phrase, benefit hypothesis, and acceptance criteria Lean business case Functional requirement Epic hypothesis statement, Load all improvement items into the Program Backlog to ensure the problem is documented and solved Select an improvement item using WSJF Identify two or three improvement items and load them into the Program Backlog Keep all the items and if there is extra capacity in the PI, load as many as will fit into the Program Backlog, Completing phase-gate steps Deploying Regulatory compliance DevOps testing, Good infrastructure enables large batches Proximity (co-location) enables small batch size Batch sizes cannot influence our behavior Severe project slippage is the most likely result of large batches Low utilization increases variability, Large batch sizes limit the ability to preserve options When stories are broken into tasks it means there are small batch sizes Large batch sizes ensure time for built-in quality When there is flow it means there are small batch sizes, Higher Cost of Delay Lower Cost of Delay Fixed date Shorter duration Revenue impact, Resolved, Owned, Accepted, Mitigated Relegated, Owned, Approved, Managed Accepted, Redesigned, Ordered, Mitigated Managed, Resolved, Ordered, Accepted, Release Train Engineers Solution Management Product Owners Executive Management, It is maintained in the Portfolio Backlog It must be structured to fit within a single PI It is written using a phrase, benefit hypothesis, and acceptance criteria It remains complete and becomes a Feature for implementation It is developed and approved without a dependence on the Solution Kanban, Provide the personnel, resources, direction, and support to the Enterprise Act as an effective enabler for teams Demonstrate the values they want the teams to embody Commit to quality and productivity, Every 4 weeks When requested Weekly Every 2 week, Every Release Every Week Every PI Every Iteration, It provides visibility into the Portfolio Epics being implemented in the next year It describes technical dependencies between Features It communicates the delivery of Features over a near term timeline It describes the program commitment for the current and next two Program Increments, Their coworkers Their team Their organization Their bosses, Some Features may not have parent Capabilities There cannot be more than 5 Features for each Some Capabilities may not have child Features Every Feature has a parent Capability, Creating cross-functional teams Using a Portfolio Kanban system Allocating budgets to Agile Release Trains Conducting a PI Planning meeting, When there is only one day to run PI Planning, so more time is needed to prepare to run it effectively When Product Owners and Scrum Masters need to coordinate dependencies within the Agile Release Train When multiple Agile Release Trains working on the same Solution need to align and coordinate When teams cannot identify and estimate Stories in PI Planning and need more time to prepare, Business Owner Product Management Release Train Engineer Solution Architect/Engineer, Review and Reprioritize the team backlog as part of the preparatory work for the second team breakout Facilitate the coordination with other teams for dependencies Provide clarifications necessary to assist the team with their story estimating and sequencing Identify as many risks and dependencies as possible for the management review Be involved in the program backlog refinement and preparation, During the draft plan review During breakout sessions During the management review and problem-solving During Scrum of scrums, To remove the risks for the PI To build share commitment to the Program plan To ensure that Business Owners accept the plan To hold the team accountable if the Agile Release Train does not deliver on its commitment, A team commits only to the PI Objectives with the highest business value A team does not commit to uncommitted objectives A team commits to all the Features they put on the program board A team commits to all the Stories they put on their PI plan, A vote by team then a vote of every person for the train A vote by every person then normalized for the train A vote by team normalized for the train A single vote by every person for the train, Change a teams plan Create new User Stories Adjust business priorities Adjust the length of the PI, Adjustment to PI Objectives Business priorities User Stories Planning requirements reset Movement of people Changes to scope, To prioritize and identify what is ready for Iteration Planning To escalate ART impediments To coach the interactions with the Scrum Framework To facilitate all team events, Be a facilitator Focus on deadlines and technical options Drive towards specific outcomes Provide subject matter expertise Help the team find their own way, A Servant Leader A team coach A SAFe Agilist An empathetic leader, Facilitating the Innovation and Planning event Facilitating team events Attending Scrum of scrums Estimating stories for the team, Supports the autonomy of the team Articulates Architectural solutions Is a technical expert Understands customer needs, Coaching the Release Train Engineer(s) Owning the Daily stand-up Coaching the Agile team Prioritizing the Team Backlog, PI Planning DevOps Economic Framework Continuous Deployment, By applying empathic design and focusing on Customer Centricity By modeling SAFes Lean-Agile Mindset, values, principles, and practices By mastering the Seven Core Competencies of the Lean Enterprise By using the SAFe Implementation Roadmap to script the way for change, Portfolio Vision Solution Intent Enterprise Goals Strategic Themes, Release new value to production every day Deliver predictability Maintain Iterations as a safe zone for the team Automate the delivery pipeline, Adaptive (responds well to change) Collaborative (requires many hands and minds) Iterative (repeats the process) Incremental (adds small pieces of value) All of the above, Team and Technical Agility DevOps and Release on Demand Lean Portfolio Management Business Solutions and Lean Systems Engineering, Cool ideas for informal business meetings, sessions, and trainings.