®

SAFe Scrum
Master
Applying the Scrum Master Role within a SAFe
Enterprise
5.0.1

S.A0.F1e® C ourse Attending this c ourse gives students acc ess to the SAFe Scrum M aster exam and rel ated pr eparation materials.
5

SAFe® Course Attending this course gives students

access to the SAFe Scrum Master exam and related
preparation materials.

Digital Student Workbook

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SAFe® Courses and Certifications

Leading SAFe" I Thriving in the Digital Age with Business Agility I• with SAFe® 5 Agilist Certification

Implementing SAFe" I Achieving Business Agi lity with the Scaled Agile Framework I♦ with SAFe• 5 Program Consultant Certification

SAFe" for Government I Applying Lean-Agile Practices in the Public Sector with SAFe® I• with SAFe® 5 Government Practitioner Certification

Lean Portfolio Management I Aligning Strategy with Execution I• with SAFe® 5 Lean Portfolio Manager Certification

SAFe" Product Owner/Product Manager I Delivering Value through Effective Program Increment Execution I♦ with SAFe® 5 Product Owner / Product Manager Certification

Agile Product Management I Using Design Thinking to Create Valuable Products in the Lean Enterprise I • with SAFe® 5 Agile Product Manager Certification

SAFe" Scrum Master I Applying the Scrum Master Role within a SAFe® Enterprise I• with SAFe® 5 Scrum Master Certification

SAFe" Advanced Scrum Master I Advancing Scrum Master Servant Leadership with SAFe® I• with SAFe® 5 Advanced Scrum Master Certification

SAFe" Release Train Engineer I Facilitating Lean-Agi le Program Execution I♦ with SAFe® 5 Release Train Engineer Certification

SAFe" for Architects I Architecting for Continuous Value Flow with SAFe® I• with SAFe® 5 Architect Certification

SAFe" DevOps I Optimizing Your Value Stream I• with SAFe® 5 DevOps Practitioner Certification

SAFe" for Teams I Establishing Team Agility for Agi le Release Trains I♦ with SAFe® 5 Practitioner Certification

Agile Software Engineering I Enabling Technical Agility for the Lean Enterprise I• with SAFe® 5 Agile Software Engineer Certification
SAF e® C ourse Attending this c ourse gives students acc ess to the SAFe Scrum M aster exam and rel ated pr eparation materials

Table of Contents
Privacy Notice .......................................................................... 1
Digital Workbook User Guide................................................... 2
Lesson 1: Introducing Scrum in SAFe ........................................ 7
1.1 Examine basic Agile development concepts ...................... 8
1.2 Explore scrum basics ....................................................... 16
1.3 Position an Agile Team in a SAFe Enterprise .................. 21
Lesson 2: Characterizing the Role of the Scrum Master .......... 31
2.1 Examine the responsibilities of the Scrum Master
role......................................................................................... 32
2.2 Explore the characteristics of an effective Scrum
Master .................................................................................... 37
2.3 Build high-performing teams ............................................ 41
2.4 Facilitate effective team events ........................................ 44
2.5 Coach the Agile Team using powerful questions ............. 47
2.6 Collaborate with other teams ........................................... 50
2.7 Resolve team conflicts ..................................................... 53
Lesson 3: Experiencing PI Planning ......................................... 65
3.1 Prepare to experience PI Planning .................................. 66
3.2 Create and review draft PI plans ...................................... 78
3.3 Finalize plans and establish business value .................... 92
3.4 Review final plans and commit to a set of PI
Objectives .............................................................................. 96
3.5 Facilitate an effective PI Planning .................................. 101
Lesson 4: Facilitating Iteration Execution ............................... 109
4.1 Plan the Iteration ............................................................ 110

i | © Scaled Agile, Inc.

 4.2 Track the Iteration progress ........................................... 118
4.3 Refine the Backlog ......................................................... 127
4.4 Facilitate the Iteration Review ........................................ 129
4.5 Facilitate relentless improvement ................................... 133
4.6 Support DevOps and Release on Demand .................... 138
Lesson 5: Finishing the PI ...................................................... 145
5.1 Coach the IP Iteration .................................................... 146
5.2 Prepare the team for the Inspect and Adapt event ......... 148
Lesson 6: Becoming a Certified SAFe Scrum Master ............. 157
6.1 Becoming a Certified SAFe Scrum Master ..................... 158
Glossary ...................................................................................... 163

ii | © Scaled Agile, Inc.

Privacy Notice
Your name, company, and email address will be shared with Scaled Agile, Inc. for
course fulfillment, including testing and certification. Your information will be used in
accordance with the Scaled Agile privacy policy available at
https://www.scaledagile.com/privacy-policy/.

1 | © Scaled Agile, Inc.

Digital Workbook User Guide
Frequently Asked Questions
Q: How can I take notes in my digital workbook?
A: After each lesson, there is a notes page that allows you to type notes directly into
the workbook. At the end of the workbook, there is an action plan which also has
fields that allow you to type notes. Remember to save your workbook to your
personal computer to save any content you may have added.

If you open the digital workbook with a product like Adobe Acrobat, there are
functions that allow you to add your own text boxes, add bookmarks, highlight text,
and add comments. Remember to save your workbook to your personal computer to
save any content you may have added.
Q: What other features are included in the digital workbook?
A: Action plan slides are clickable and will take you to the action plan at the end of
the workbook. All videos have a hyperlink directly below the slide that will take you to
the correct URL. If you click on assets in the front matter, you will be taken to
ScaledAgileFramework.com resources like the Implementation Roadmap and
course certification pages.
Q: How do I fill out the action plan in my digital workbook?
A: To add text to a blue text field, click within the blue box and type. Remember to
save your workbook to your personal computer to save any content you may have
added.
Q: Is my digital workbook saved on the community platform?
A: The original digital workbook file will always be available to you in your Learning
Plan on the SAFe Community Platform. However, any text or content added to your
digital workbook must be saved on your personal computer. Remember to save your
workbook to your personal computer to save any content you may have added.
Q: Can I share my digital workbook with my coworkers?
A: No. You cannot share your digital workbook. It is for personal use only, so you
may not reproduce or distribute it.
Q: Can I print the digital workbook?
A: Yes. You may print the digital workbook for your personal use. The file is in full
color, so if you’d prefer to print the workbook in black and white only, make sure to
adjust your printing preferences.

2 | © Scaled Agile, Inc.

 SAFe ® Course Attending this course gives students
access to the SAFe Scrum Master exam and related
preparation materials .

5.0.1

SCALED AGILE .
t:>Scaled Agile, Inc.

Notes:

Logistics

► Course meeting times

► Breaks

► Eliminate distractions

► Ask questions

► Be patient

► Working agreements

SCALED AGILE · Cl Scaled Agile . Inc.

Notes:

3 | © Scaled Agile, Inc.

 Course goals

At the end of this course you should be able to:

► Describe scrum in a SAFe Enterprise

► Facilitate scrum events

► Facilitate effective Iteration execution

► Support effective Program Increment execution

► Support relentless improvement

► Coach Agile Teams for maximum business results

► Support DevOps implementation

SCALED AGILE • Cl Scaled Agile . Inc.

Notes:

Course map

► Lesson 1: Introducing scrum in SAFe

► Lesson 2: Characterizing the role of the Scrum Master

► Lesson 3: Experiencing Pl Planning

► Lesson 4: Facilitating Iteration execution

► Lesson 5: Finishing the Pl

► Lesson 6: Becoming a Certified SAFe Scrum Master

SCALED AGILE · Cl Scaled Agile . Inc.

Notes:

4 | © Scaled Agile, Inc.

 Duration

Discussion: Spell out SAFe Scrum Master ~

~

► Step 1: Introduce yourself to someone you

don't know.

► Step 2: Choose one letter from the course

title. Use it to explain what you hope to learn
in this class.
- Example: "I selected 'C' for 'Communication'
because I want to know how to communicate better
with my team."

SCALED AGILE • Cl seated Agile . Inc.

Notes:

5 | © Scaled Agile, Inc.

This page intentionally left blank.

6 | © Scaled Agile, Inc.

Lesson 1
Introducing Scrum in SAFe

Learning Objectives:
1.1 Examine basic Agile development concepts
1.2 Explore scrum basics
1.3 Position an Agile Team in a SAFe Enterprise

SAFe® Course Attending this course gives students access to the

SAFe Scrum Master exam and related preparation materials

7 | © Scaled Agile, Inc.

 1.1 Examine basic Agile development concepts

1.1 Exami ne basic Agile devel opment c onc epts

1.1 Examine basicAgile developmentconcepts

SCALED AGILE .

Notes:

Duration

Activity: Too much work in process (WIP) (iii;\

~

► Step 1: When the instructor says, "Go," write

the numbers 1 to 26 as many times as you
can until the instructor says, "Stop"

► Step 2: When the instructor says, "Go," write

the letters A to Z as many times as you can
until the instructor says, "Stop"

► Step 3: When the instructor says "Go," write

number/letter pairs (i.e., 1A, 2B, 3C) as many
times as you can until the instructor says,
"Stop"
SCALED AGI LE · Cl Scaled Agile.Inc.

Notes:

8 | © Scaled Agile, Inc.

Work in Process Notes

Enter your notes below:

1.1 Examine basic Agile development concepts

Duration

Discussion: Too much Work in Process ~

(WIP) ~

► Step 1: In your group, discuss:

- How many numbers did you write down? How many letters? How many
number/letter pairs?

► Step 2: Share with the class:

- How many active projects are you currently juggling?

- How much of your day is actually spent adding value versus running from
meeting to meeting?

SCALED AGILE · Cl Scaled Agile.Inc .

Notes:

Agile and waterfall development

► Waterfall development
- Too muchWIP IA
&Aik:lii·l·· I
- Frequent context switching &•+fo++1
R&+-1:F
- Increased overhead
I
Documents
Ill
Documents Unverified System
- Delivery of value at the end

► Agile development
- Reduced and visualized WIP
- Incremental development
I .Q.Q .Q.Q.Q.Q.Q .Q

- Early and continuous value delivery

SCALED AGILE • Cl Scaled Agile.Inc .

Notes:

10 | © Scaled Agile, Inc.

1.1 Examine basic Agile development concepts

Agile development: Deliver value incrementally

Fast feedback

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Time

SCALED AGILE · Cl Scaled Agile.Inc. 10

Notes:

Agile frameworks

Agile Development
A general term defined by values and principles

Agile Frameworks
• SAFe • Crystal • extreme Programming (XP)
• Scrum • Kanban • Feature-Driven Development

'
Practices
• timeboxing • frequent demos • information radiators
• user stories • test-driven development • retrospectives
• daily stand-up • continuous integration

SCALED AGILE • Cl Scaled Agile.Inc. 11

Notes:

11 | © Scaled Agile, Inc.

1.1 Examine basic Agile development concepts

Duration

Activity: Manifesto for Agile software ~

development ~
► Step 1: Locate the activity in your workbooks

► Step 2: Individually fill in the following value statements using the

appropriate phrases

Value statements Phrases

1) _____ over processes and tools responding to change

2) Working software over _____ _ individuals and interactions
3) Customer collaboration over ____ _ comprehensive documentation
4) ______ over following a plan contract negotiations

SCALED AGILE · Cl Scaled Agile.Inc. 12

Notes:

12 | © Scaled Agile, Inc.

Agile Manifesto value statements

Type the complete four Agile Manifesto value statements by adding the appropriate phrases:
1.1 Examine basic Agile development concepts

The Agile Manifesto

We are uncovering better ways of developing software by doing it and helping others do it.
Through this work we have come to value:

Individuals and interactions over processes and tools

Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan

While there is value in the items on the right , we value the items on the left more.

@ agilemanifesto .org

SCALED AGILE · Cl Scaled Agile.Inc . 13

Notes:

The Agile Manifesto Principles

1. Our highest priority is to satisfy the customer through early and continuous delivery
of valuable software.

2. Welcome changing requirements , even late in development. Agile processes

harness change for the customer's competitive advantage .

3. Deliver working software frequently , from a couple of weeks to a couple of months,

with a preference for the shorter timescale .

4. Business people and developers must work together daily throughout the project.

5. Build projects around motivated individuals . Give them the environment and support
they need, and trust them to get the job done .

6. The most efficient and effective method of conveying information to and within a
development team is face-to-face conversation .
@ agilemanifesto .org/principles .html

SCALED AGILE • Cl Scaled Agile.Inc . 14

Notes:

14 | © Scaled Agile, Inc.

1.1 Examine basic Agile development concepts

The Agile Manifesto Principles

7. Working software is the primary measure of progress .

8. Agile processes promote sustainable development. The sponsors , developers , and

users should be able to maintain a constant pace indefinitely .

9. Continuous attention to technical excellence and good design enhances agility.

10. Simplicity-the art of maximizing the amount of work not done- is essential.

11. The best architectures, requirements , and designs emerge from self-organizing teams .

12. At regular intervals , the team reflects on how to become more effective , then tunes and
adjusts its behavior accordingly.

@ agilemanifesto .org/principles.html

SCALED AGILE · Cl Scaled Agile.Inc . 15

Notes:

Discussion: Adopting Agile principles and

practices
~i>
~~

► Step 1: Pair with someone you haven't met yet and discuss the
following:
- Do the Agile values and principles align with the culture in your organization?

- Are there any contradictions?

- Which principle or practice stands out to you?

- What are some of the biggest areas where Agile challenges traditional
development?

► Step 2: Be prepared to share with the class

SCALED AGILE • Cl Scaled Agile.Inc . 16

Notes:

15 | © Scaled Agile, Inc.

 1.2 Explore scrum basics

1.2 Expl ore scrum basics

1.2 Explore scrum basics

SCALED AGILE .

Notes:

The roots of scrum

The 'relay race' approach to product development ... may conflict with
the goals of maximum speed and flexibility. Instead, a holistic or
'rugby' approach-where a team tries to go the distance as a unit,
passing the ball back and forth-may better serve today's competitive
requirements.

-Hirotaka Takeuchi and lkujiro Nonaka,

"The New New Product Development Game,"
Harvard Business Review , January 1986

SCALED AGI LE · Cl Scaled Agile.Inc. 18

Notes:

16 | © Scaled Agile, Inc.

1.2 Explore scrum basics

Scrum values

The three pillars of scrum, transparency , inspection , adaptation , and

support the scrum values.

Scrum Values

Courage Commitment Focus Respect Openness

G • (i
• ~
SCALED AGILE · Cl Scaled Agile.Inc. 19

Notes:

Discussion: Scrum values create

transparency
~~
~~

► Step 1: As a team, pick a scrum value and

e Cou,age

►
discuss it in the context of your work

Step 2: Write how this scrum value increases e Comm;tment

transparency in the process, the workflow,

and the work progress e Focus

► Step 3: Share with the class:

- How does scrum's focus on transparency compare
9 Respect

to typical waterfall projects?

G) Openness

SCALED AGILE • Cl Scaled Agile.Inc. 20

Notes:

17 | © Scaled Agile, Inc.

1.2 Explore scrum basics

Scrum and SAFe terminology

Scrum SAFe
Sprint Planning Iteration Planning

Sprint Review Iteration Review

Sprint Retrospective Iteration Retrospective
Sprint Goals Iteration Goals

Sprint Backlog Iteration Backlog

Daily Scrum Daily Stand-up (DSU)

Increment Team Increment

The Scrum Team Agile Team

SCALED AGILE · Cl Scaled Agile.Inc . 21

Notes:

Teams execute Iterations with scrum

Scrum is built on transparency, inspection, and adaptation.

Daily Stand-up

Iteration
Planning

I
Iteration Review

Iteration Retro

SCALED AGILE • Cl Scaled Agile.Inc . 22

Notes:

18 | © Scaled Agile, Inc.

1.2 Explore scrum basics

Iteration basics

► Definition: Iterations are a single

development cycle where each Agile Team
defines, builds, integrates, and tests the
Stories from their Iteration Backlog.
Iteration ,-; Iteration
Planning Execution
► Duration: Each Iteration is the same length,
running back to back. SAFe advises two week
Iterations. t Adjust~ Check

► Goal: The goal is to deliver working Iteration

Retrospective...
Iteration
Revi'
software/hardware at the end of each
Iteration. System Demo

► Avoid adding scope once the Iteration has

begun
SCALED AGILE · Cl Scaled Agile . Inc. 23

Notes:

The Team Backlog organizes the team's work

► The Team Backlog is everything. If a piece of work

►
is in the backlog, it might get done. If it isn't, there
is no chance that it will be done.
User Stories and Enabler Stories may be
estimated, but estimates do not imply committed
delivery.
I
Team
NFRs

Backlog
► The Team Backlog:

'
- Is created by the Agile Team
- Is owned and prioritized by the team's Product Owner
- Represents opportunities , not commitments
u
Product
- Contains User and Enabler Stories Owner

SCALED AGILE • Cl Scale d Agile.Inc . 24

Notes:

19 | © Scaled Agile, Inc.

1.2 Explore scrum basics

Foundation for incremental development

Implementing Stories in vertical slices is key to incremental development.

► Enables a short feedback cycle

► Allows refinement of understanding of functionality

► Facilitates more frequent integration of working systems

Slice 1 Slice 2 Slice 3

Initial Story Further functionality Remaining Story
functionality with in the scope of functional ity
STORY the Story

/ ,.;:; • J,_✓ ',\✓ •

,: ,,,.,, ,: ,--'
As a user , 1can ... log in w ith correct ... error handl ing ... client -side
log in to the system credentials for incorrect validation
(successful path only) credentials of input

SCALED AGILE · Cl Scaled Agile. Inc. 25

Notes:

20 | © Scaled Agile, Inc.

 1.3 Position an Agile Team in a SAFe Enterprise

1.3 Positi on an Agile T eam in a SAF e Enterpris e

1.3 Position an Agile Team in a SAFe Enterprise

SCALED AGILE .

Notes:

The world's leading framework for Enterprise agility

SAFe®for Lean Enterprises is a knowledge

base of proven, integrated principles, practices,
and competencies for Lean, Agile, and DevOps.

® http://www.scaledagileframework.com/

27

Notes:

21 | © Scaled Agile, Inc.

1.3 Position an Agile Team in a SAFe Enterprise

The Scaled Agile Framework® (SAFe)

SAFe synchronizes alignment, collaboration , and delivery for large numbers of teams .

..
-. Core Values

1. Built-In Quality

-
t:. 2. Program execution

__
~- _- -
.. - =-·
--
~

'=
3. Alignment

...., G
.:,"
4. Transparency
,........
T•--

== Lf
= $
-
0
OG

~
0
.s:.
.!.

SCALED AGILE · Cl Scaled Agile.Inc.

• 28

Notes:

SAFe Lean-Agile Principles

#1 Take an economic view

#2 Apply systems thinking

#3 Assume variability; preserve options

#4 Build incrementally with fast, integrated learning cycles

#5 Base milestones on objective evaluation of working systems

#6 Visualize and limit WIP, reduce batch sizes, and manage queue lengths

#7 Apply cadence, synchronize with cross-domain planning

#8 Unlock the intrinsic motivation of knowledge workers

#9 Decentralize decision -making

#10 Organize around value

29

Notes:

22 | © Scaled Agile, Inc.

1.3 Position an Agile Team in a SAFe Enterprise

Positioning an Agile Team in a SAFe Enterprise

Business • t
Customer Centricity

@
. ,.,
Continuous Delivery Pipeline
..... '• ,f, , ,..
-•. J ESSENTIAL

-
Owne<s ...

:. .,. O<> ····· ····•""' ··· · ·•···· ►·"

Agile
Product
Delivery
System
Arch/Eng

'
RTE
Product
Mgmt
Design Thinking

.rr-~-
~
Pl()biec::trVM

';;;
""""'"'"
~
Systsn~
~

--
.g,';;;

I"
.g,
-..
Agile Teams
..;. IC!ll
i ....
r=
I
•-
ICI
I.
.!
Program Scrum

"'
- "'
Team and Backlog ~
Technical 0 i=
"' "'
~
Agility ~ Product
Owne< ,,...,
•
Ill
Scrum Team Kanban
"' ll!l!II ~~~!IHI BuUt-ln
Quality
PfogramlnCAlffitlfll Pfogramlflcremenl
Master Backlogs

Business I Dev I Ops I Support

Lean-Agile Leadership

SCALED AGILE · Cl Scaled Agile. Inc. 30

Notes:

What are Agile Teams?

► Agile Teams are cross-functional, self-

organizing entities that can define, build,
and test, and where applicable deploy,
increments of value

► Optimized for communication and delivery

of value

► Deliver value every two weeks

SCALED AGILE • Cl Scaled Agile.Inc. 31

Notes:

23 | © Scaled Agile, Inc.

1.3 Position an Agile Team in a SAFe Enterprise

Roles and responsibilities on the Agile Team

Agile Team
'
1h11
Scrum Master
u•
• Create and refine Stories • Coaches the Agile Team • Creates, prioritizes
and acceptance criteria and facilitates team and accepts Stories
• Define, build, test , and meetings • Acts as the Customer
deliver Stories • Removes impediments for team questions
• Develop and commit to and protects the team • Works with Product
team Pl Objectives and from outside influence Management to plan
Iteration plans • Attends scrum of scrum Program Increments
• Five to eleven members meetings (Pl)

SCALED AGILE · Cl Scaled Agile.Inc . 32

Notes:

Nothing beats an Agile Team ...

► Teams use scrum and Kanban for Team Agility

► Apply Built-in Quality practices for Technical Agility

Built-in Quality practices

Lean and Agile principles and practices
Behavior-driven development (BDD)
extreme Programming (XP)
Code quality
Design patterns and practices
Agile modeling Agile Team applies Built-In Quality

SCALED AGILE • Cl Scaled Agile.Inc . 33

Notes:

24 | © Scaled Agile, Inc.

1.3 Position an Agile Team in a SAFe Enterprise

... except a team of Agile Teams

A self-organizing, self-managing team

comprised of Agile Teams operates on
common principles:

► Deliver working , tested, full-system

increments every two weeks
Team 1

► Have common Iteration lengths

and start/end dates
TeamN
► Plan their work at periodic, largely
face-to-face Pl Planning events Agile Teams are cross-functional.

► Develop on cadence and Release

on Demand

SCALED AGILE · Cl Scaled Agile.Inc . 34

Notes:

The Agile Release Train (ART)

► Each ART is a virtual organization of 5 - 12 teams (typically 50 -

125 people) that plan, commit, develop, and deploy together.

► Agile Release Trains align teams to a common business and

technology mission to deliver a continuous flow of value .

...-------- A G-ILE- R-EL-EA-SE- TR

- AI-N D
- E-L/V-ER-S S
- O-LU-T/0- NS
---- ....._

11:/lij■ EMll::h\1
- --
L Repeat until further notice . Project chartering not required . J
SCALED AGILE • Cl Scaled Agile.Inc . 35

Notes:

25 | © Scaled Agile, Inc.

1.3 Position an Agile Team in a SAFe Enterprise

ART events

Event Time box Value

Teams commit to a set of objectives to be delivered

Pl Planning 2 days
in the Pl

The teams on the ART sync regarding the progress

ART Sync 1 hour
of the Pl

Deliverables are reviewed with stakeholders who

System Demo 1 hour
provide feedback

Inspect and Adapt The ART reviews and improves its process before
½day
event the next Pl

SCALED AGILE · Cl Scaled Agile.Inc . 36

Notes:

Duration
Taking Action: Focus on promoting and ~
coaching transparency ~
► Step 1: Locate the Scrum Master Action Plan section
in your workbooks

► Step 2: Begin adding tools to the Action Plan by

brainstorming the following:
- What are some of the key insights from this lesson?
- What is your plan for promoting transparency in the process ,
the workflow, and the work progress?

- What are some techniques you can apply for coaching the
team in scrum values?

► Step 3: Share one of your insights with the class

SCALED AGILE • Cl Scaled Agile.Inc . 37

Notes:

26 | © Scaled Agile, Inc.

 SAFe® Scrum Master Action Plan

What are some of the key insights from this lesson?

Lesson 1:
Introducing
Scrum in SAFe

What is your plan for promoting transparency in the process, the workflow,
and the work progress?

What are some techniques you can apply for coaching the team
in scrum values?

© SCALED AGILE, INC.

1.3 Position an Agile Team in a SAFe Enterprise

Lesson review

In this lesson you:

► Examined basic Agile development concepts

► Explored the basics of scrum

► Positioned an Agile Team in a SAFe Enterprise

SCALED AGILE · Cl Scaled Agile.Inc. 38

Notes:

28 | © Scaled Agile, Inc.

Lesson 1 notes

Enter your notes below:

Reminder: If using a digital workbook, save your PDF often so you don't lose any of your notes.
This page intentionally left blank.

30 | © Scaled Agile, Inc.

Lesson 2
Characterizing the Role of the
Scrum Master

Learning Objectives:
2.1 Examine the responsibilities of the Scrum Master role
2.2 Explore the characteristics of an effective Scrum Master
2.3 Build high-performing teams
2.4 Facilitate effective team events
2.5 Coach the Agile Team using powerful questions
2.6 Collaborate with other teams
2.7 Resolve team conflicts

SAFe® Course Attending this course gives students access to the

SAFe Scrum Master exam and related preparation materials

31 | © Scaled Agile, Inc.

 2.1 Examine the responsibilities of the Scrum Master role

2.1 Exami ne the res ponsi bilities of the Scr um M aster rol e

2.1 Examine the responsibilitiesof the Scrum

Master role

SCALED AGILE .

Notes:

Discussion: The role of the Scrum Master in

SAFe
~i)
~~

► Step 1: Read the Scrum Master article

- Option 1: Go to https://v5.scaledagileframework.com/scrum-master/

- Option 2: Read the article in your workbook

► Step 2: In your group, discuss the role of the Scrum Master in SAFe
and identify key responsibilities

► Step 3: Capture your group's key takeaways to share with the class

SCALED AGI LE · Cl Scaled Agile.Inc. 40

Notes:

32 | © Scaled Agile, Inc.

2.1 Examine the responsibilities of the Scrum Master role

Scrum Master
Details
The Scrum Master role is a unique Agile team member who spends much of her
time helping other team members communicate, coordinate, and cooperate;
generally, this person assists the team in meeting their delivery goals. The Scrum
Master is a servant leader who enables teams to self organize, self-manage, and
deliver via effective Lean-Agile practices. The Scrum Master supports and enforces
the Scrum process and other rules that the team has agreed. The Scrum Master
also helps the team coordinate with other teams on the Agile Release Train (ART)
and communicates status to management as needed.
Responsibilities
An effective Scrum Master is a team-based servant leader who:
► Exhibits Lean-Agile leadership - Exhibits the behaviors of a Lean-Agile Leader
with a Lean-Agile Mindset. Helps the team embrace SAFe Core Values, adopt
and apply SAFe Principles, and implement SAFe practices.
► Supports the team rules – The rules of an Agile Team are lightweight, but they
are rules nonetheless, and the Scrum Master is responsible for reinforcing them.
These may include the rules of Scrum, Built-In Quality practices from Extreme
Programming (XP), Work in Process (WIP) limits from Kanban, and any other
process rules the team has agreed.
► Facilitates the team’s progress toward team goals – The Scrum Master is
trained as a team facilitator and is continuously engaged in challenging the old
norms of development to improve performance in the areas of quality,
predictability, flow, and velocity. They help the team focus on daily and Iteration
Goals in the context of current Program Increment (PI) Objectives.
► Leads team efforts in relentless improvement – Helps the team improve and
take responsibility for their actions; facilitates the team retrospective. Teaches
problem-solving techniques and helps the team become better problem-solvers
for themselves.
► Facilitates meetings – Facilitates all team meetings, including (where applicable)
the Daily Stand-up, Iteration Planning, Iteration Review, and Iteration
Retrospective.
► Supports the Product Owner – The Scrum Master helps the Product Owner in
their efforts to manage the backlog and guide the team while facilitating a
healthy team dynamic with respect to priorities and scope.
► Eliminates impediments – Many blocking issues will be beyond the team’s
authority or may require support from other teams. The Scrum Master actively
addresses these issues so that the team can remain focused on achieving the
objectives of the Iteration.
► Promotes SAFe quality practices – SAFe provides guidance to assist the teams
in constantly improving the quality of their deliverables and meeting the
Definition of Done (DoD). The Scrum Master helps foster the culture of technical
discipline and craftsmanship that is the hallmark of effective Agile teams.

33 | © Scaled Agile, Inc.

2.1 Examine the responsibilities of the Scrum Master role

► Builds a high-performing team – Focuses on ever-improving team dynamics and

performance. Helps the team manage interpersonal conflicts, challenges, and
opportunities for growth. Escalates people problems to management where
necessary, but only after internal team processes have failed to resolve the
issue; helps individuals and teams through personnel changes.
► Protects and communicates – Communicates with management and outside
stakeholders; helps protect the team from uncontrolled expansion of work.
► Responsibilities on the train – The Scrum Master helps coordinate inter-team
cooperation and helps the team operate well on the train.
► Coordinates with other teams – The Scrum Master is typically the representative
in the Scrum of Scrums (SoS) meeting, and they pass information from that
meeting back to the team (see Program Increment for more details). They often
coordinate with the System Team, User Experience, Architecture, and Shared
Services. It is important to note, however, that the responsibility for inter-team
coordination cannot be delegated entirely to the Scrum Master; every team
member shares responsibility in that regard.
► Facilitates preparation and readiness for ART events – Assists the team in
preparation for ART activities, including PI Planning, System Demos, and the
Inspect and Adapt.
► Supports estimating – Guides the team in establishing normalized estimates and
helps the team understand how to estimate Features and Capabilities.
Sourcing the Role
The Scrum Master can be a part-time or full-time role, depending on the size of the
team, the context, and other responsibilities. However, at Enterprise scale, it can be
a challenge to sell the need for a full-time Scrum Master for each Agile team. After
all, if the enterprise is organizing 100 new teams, it probably isn’t economically or
politically practical to take 100 full-time development team members and assign
them to these new duties—duties that don’t include development or testing. Nor is it
economically viable to hire a full- or part-time consultant for each team to help them
learn and master the new methods. That could kill the transformation before it even
gets started, and before the teams have had a chance to prove the value of the role.

Therefore, SAFe takes a pragmatic approach and assumes, in general, that the
Scrum Master is a part-time role. During initial SAFe adoption, however, the job may
be more intensive. At this stage, the organization may find it beneficial to bring
external consultants on board to coach the teams while they become experienced in
Scrum and SAFe. These outside consultant Scrum Masters will often coach multiple
teams in the organization.
Learn More
[1] www.scrumalliance.org.
[2] Leffingwell, Dean. Agile Software Requirements: Lean Requirements Practices
for Teams, Programs, and the Enterprise. Addison-Wesley, 2011.

34 | © Scaled Agile, Inc.

2.1 Examine the responsibilities of the Scrum Master role

How a Scrum Master supports an Agile Team

► Facilitates team events

► Is a servant leader

► Protects the team

► Coaches the team and improves processes

► Removes impediments to the team's progress

► Fosters adoption of Agile technical practices

► Assists the PO in preparing and refining the

backlog for Pl and Iteration Planning
SCALED AGILE · Cl Scaled Agile.Inc . 41

Notes:

The Scrum Master in a SAFe Enterprise

► Works with the RTE to ensure the train meets its

overall Pl Objectives

► Coordinates with other Scrum Masters, the System

Team, and Shared Services in the ART Pl Planning
events

► Works with the teams throughout each Iteration and Pl

► Participates in the scrum of scrums

► Fosters normalized estimating within the team

► Helps teams operate under architectural and portfolio

governance, system integration, and System Demos
SCALED AGILE • Cl Scaled Agile.Inc . 42

Notes:

35 | © Scaled Agile, Inc.

2.1 Examine the responsibilities of the Scrum Master role

Activity: Scrum responsibilities ~~

~~

► Step 1: With your team, draw the

following Venn diagram or refer to
the template*

► Step 2: Review the Responsibility

Cards

► Step 3: Place them either in the

role or at an intersection of the
Venn diagram

► Step 4: Present your Venn

diagram to the class
SCALED AGILE · Cl Scaled Agile.Inc . 43

Notes:

36 | © Scaled Agile, Inc.

 2.2 Explore the characteristics of an effective Scrum Master

2.2 Expl ore the charac teristic s of an effecti ve Scrum Mas ter

2.2 Explorethe characteristicsof an effective Scrum

Master

SCALED AGILE .

Notes:

Discussion: Effective Scrum Master in SAFe @@

► Step 1: Pair with someone you haven't met

► Step 2: Discuss what traits and attributes you think

an effective Scrum Master needs

► Step 3: Share with the class

11~ 11
SCALED AGILE · Cl Scaled Agile.Inc. 45

Notes:

37 | © Scaled Agile, Inc.

2.2 Explore the characteristics of an effective Scrum Master

Act as a servant leader

► Listens to and supports team members in problem

identification and decision-making

► Understands and empathizes with others

► Encourages and supports the personal

development of each individual

► Persuades rather than uses authority

► Thinks beyond day-to-day activities

► Seeks to help without diminishing the commitment

of others

► Is open and appreciates openness in others

SCALED AGILE · Cl Scaled Agile.Inc . 46

Notes:

Servant leadership

A servant leader knows that her own growth comes from facilitating
the growth of others who deliver the results.

Good leaders must first become good servants.

- Robert Greenleaf , father

of Servant Leadership

SCALED AGILE • Cl Scaled Agile.Inc . 47

Notes:

38 | © Scaled Agile, Inc.

2.2 Explore the characteristics of an effective Scrum Master

Scrum Master as servant leader

Trait In the context of SAFe

Listens to and supports As a good facil itator, encourages everyone to express their opinions
team members in Is attentive to hesitant behavior and body language during daily stand-up meetings, retrospectives,
decision identification and planning
Helps the team identify positive and negative changes during retrospectives
Understands and Shares in celebrating every successful demo ; feels bad about Iteration failures
empathizes with others
Encourages and Encourages team learning
supports the personal Fosters collaborative practices: side-by-side programming, Continuous Integration, collective code
development of each ownership, short design sessions, specification workshops
individual Encourages rotation in technical areas of concern: functionality, components/layers , role aspects
Facilitates team decision-making rather than making decisions for the team
Persuades rather than Asks questions that encourage the team to look at decisions from new perspectives
uses authority Articulates facts ; helps the team see things they may have overlooked ; helps them rethink

SCALED AGILE · Cl Scaled Agile. Inc. 48

Notes:

Scrum Master as servant leader

Trait In the context of SAFe

Thinks beyond day-to- Sets long-term operating goals for the team: Agile practices to master , new skills to acquire
day activities Examines what is missing in order to make the environment better for everyone , prioritizes
improvement activities and makes them happen
Seeks to help without Facilitates ad hoc meetings (design discussions , story reviews with the PO, coding and unit testing
diminishing the approaches , critical bug-fix strategies)
commitment of others Helps the team find access to external sources of information: subject matter experts , shared
resources (Architects , UX designers , tech writers)
Helps clarify and articulate rationale behind scope commitments
Helps team members prepare for Iteration review and System Demo
Helps that team find techniques to be more collaborative
Is open and appreciates Show appreciation for team members who raise serious issues , even when delivery is jeopardized
openness in others Encourages and facilitates open communication among team members and with external colleagues
Encourages healthy conflict during team meetings
Gives open , honest opinions

SCALED AGILE • Cl Scaled Agile.Inc. 49

Notes:

39 | © Scaled Agile, Inc.

2.2 Explore the characteristics of an effective Scrum Master

Activity: A day in the life of a Scrum Master ~~

~~
► Step 1: In your group, brainstorm
the typical daily activities that a
Scrum Master as a servant leader
would be involved in

► Step 2: Include the following: SAFeScrum

- A list of 10 activities Stories
- Time estimates for each of the activities
Madison Fisher
► Step 3: Share with the class:
- What conclusions can you make about SCALED AGILE .
Provide r of SAFe
the Scrum Master role?
- Is this a full-time or part-time role?

SCALED AGILE · Cl Scaled Agile.Inc. 50

Notes:

1~
~
Video link: https://vimeo.com/327099615

40 | © Scaled Agile, Inc.

 2.3 Build high-performing teams

2.3 Build hig h-perfor ming teams

2.3 Build high-performingteams

SCALED AGILE ·

Notes:

Common attributes of high-performing teams

► Self-organizing ► Understand work's impact on organization

► Effective decision-making ► Aligned and collaborative

► Open and clear communication ► Safe atmosphere to take risks

► Effective timely feedback

► Valued diversity
► Sufficient resources for local control
► Mutual trust
► Success focus over failure avoidance
► Healthy conflict
► Abilities balanced with challenge
► Clear goals and purpose
► Engagement
► Concentration and focus
► Fun with work and each other
► Ownership and accountability

SCALED AGILE · Cl Scaled Ag ile . Inc. 52

Notes:

41 | © Scaled Agile, Inc.

2.3 Build high-performing teams

Stages of high-performing teams

D Forming

D Storming

D Norming

G ••• u•
•....
4 0 •
• Adjourning
1h11
Source : Tuckman 's stages of team dynamics (1977)

SCALED AGILE · Cl Scaled Agile.Inc. 53

Notes:

42 | © Scaled Agile, Inc.

2.3 Build high-performing teams

Discussion: Building a high-performing team ~rj)

~~
► Step 1: In your groups, discuss the
following:
- Have you ever been on a high-
performing team?
- What was it like? AFeScrum
► Step 2: Watch the video and share
Stories
with the class:
Sam Ervin
- As a Scrum Master, what are some
actions you can take in order to build a
high-performing team? SCALED AGILE .
Provider of SAFI:'

- How would you sustain a high-performing

team?

SCALED AGILE · Cl Scaled Agile . Inc. 54

Notes:

Ir-vi
~
Video link: https://vimeo.com/332689224/dc44214627

43 | © Scaled Agile, Inc.

 2.4 Facilitate effective team events

2.4 F acilitate effecti ve team events

2.4 Facilitate effective team events

SCALED AGILE .

Notes:

Team events: Overview

Approximate
Event Value
Timebox

Backlog Refinement 1 hour Team prepares requirements for Iteration Planning

Team commits to a set of goals to be delivered in the

Iteration Planning 2 to 4 hours
Iteration
Team members sync regarding the progress of the
Daily Stand-Up 15 minutes
Iteration goals
Team meets with stakeholders to review
Iteration Review 1 hour
the deliverables and provide feedback

Team reviews and improves its process before the

Iteration Retrospective 1 to 1.5 hours
next Iteration

SCALED AGI LE · Cl Scaled Agile.Inc. 56

Notes:

44 | © Scaled Agile, Inc.

2.4 Facilitate effective team events

The challenge with meetings

► Meetings can be challenging because:

- The purpose is not clear

- There are no actionable outcomes

- They may result in unproductive conflict

- They may be boring

- Conversation may divert from the agenda

to deep discussion

► Such meetings add almost no value

► Ineffective meetings can (and should) be fixed

SCALED AGILE · Cl Scaled Agile.Inc . 57

Notes:

Running successful meetings

► Prepare for every meeting , no matter how short

► Communicate a clear purpose and agenda

► Identify a directly responsible individual (ORI) for

maintaining agenda/action items

► Expect participants to know why they are attending , what

contributions they will make , and expected outcomes

► Leave with clear action items

► Promote and keep to timeboxes

► Be prepared to challenge and be challenged

► Get participants moving and ensure active engagement

SCALED AGILE • Cl Scaled Agile.Inc . 58

Notes:

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2.4 Facilitate effective team events

Running successful meetings

► Establish default decisions-decisions should never wait for

a meeting

► Don't bring a problem without bringing at least one possible

solution

► Review actions taken to meet commitments-enforce

accountability

► Use "Yes, and ..." instead of "No, but ..." to keep inputs
positive and flowing

► Take frequent breaks

► Go the extra mile to bring remote participants into the

discussion

► Maintain communication beyond the meeting

SCALED AGILE · Cl Scaled Agile.Inc . 59

Notes:

Discussion: Worst or best meeting ever ~@

~~

► Step 1: In your group share a personal

experience about:
- The worst meeting you have attended or facilitated or

- The best meeting you have ever had

► Step 2: Discuss with your group and outline

- One reason for why the meeting was bad or

- One reason for what made the meeting great

► Step 3: Share with the class

SCALED AGILE • Cl Scaled Agile.Inc . 60

Notes:

46 | © Scaled Agile, Inc.

 2.5 Coach the Agile Team using powerful questions

2.5 C oac h the Agile T eam usi ng powerful questi ons

2.5 Coach the Agile Team using powerfulquestions

SCALED AGILE ·

Notes:

Coaching with powerful questions

Coaches don't give people the answer. Instead, they guide people to the solution.

SCALED AGILE · Cl Scaled Agile.Inc. 62

Notes:

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2.5 Coach the Agile Team using powerful questions

Shift towards new behaviors

Coachingsometimesrequiresa shiftfrom old behaviorsto new ones.

Move away from ... Move toward ...
Coordinating individual contributions Coaching the whole team to collaborate

Acting as a subject matter expert Being a facilitator

Driving toward specific outcomes Being invested in the team 's overall performance

Knowing the answer Letting the team find their own way

Directing Guiding

Talking about deadlines and technical options Focusing on business value delivery

Driving 'the right' (your) decisions Doing the right thing for the business right now

Fixing problems rather than helping others fix them Facilitating team problem-solving
Source:Lyssa Adkins, CoachingAgile Teams

SCALED AGILE · Cl Scaled Agile.Inc. 63

Notes:

Why are questions powerful?

► They are thought-provoking

► They generate curiosity in the listener

► They channel focus

► They generate energy and forward movement

► They stimulate reflective conversation

► They surface underlying assumptions

► They invite creativity and new possibilities

► They inspire more questions

► They help reach for deep meaning

SCALED AGILE • Cl Scaled Agile.Inc . 64

Notes:

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2.5 Coach the Agile Team using powerful questions

Powerful questions you can ask

Powerful questions like these can help connect ideas and generate deeper insights.

► What new connections are you ► What has been your major learning,
making? insight, or discovery so far?

► What had real meaning for you ► What is the next level of thinking we
from what you've heard? need to do?

► What do we need more clarity about?

► What surprised you?
► What hasn't been said that would help
► What challenged you?
us reach a deeper level of
understanding and clarity?
► What's missing from this picture so
far? ► What would you do if success were
guaranteed?
► What is it we're not seeing?

SCALED AGILE · Cl Scaled Agile.Inc . 65

Notes:

Activity: Powerful questioning ~i>

~~
► Step 1: The people in your group are the team . Select one person to play the role of
the Scrum Master.

► Step 2: The team brainstorms an issue with a deadline they are currently facing and
presents it to the Scrum Master.

► Step 3: The Scrum Master coaches the team to resolve the issue by only responding
in one of two ways:
- Reflective listening: "I hear you saying ... "

- Asking a powerful question

► Step 4: As a Scrum Master, share your experience with the class:

- Were you able to guide the team with powerful questioning rather than telling them what to do?

SCALED AGILE • Cl Scaled Agile.Inc . 66

Notes:

49 | © Scaled Agile, Inc.

 2.6 Collaborate with other teams

2.6 C ollabor ate with other teams

2.6 Collaboratewith other teams

SCALED AGILE ·

Notes:

Collaboration with other teams

The team should:

► Integrate their work often with other teams on

the ART (at least multiple times per Iteration)

► Work with the System Team on automated

system-level tests

► Join other teams' daily stand-ups, demos, or

planning when important issues arise

► Work with the System Architect to better

manage dependencies with other teams
SCALED AGI LE · Cl Scaled Agile.Inc. 68

Notes:

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2.6 Collaborate with other teams

Discussion: Actively engage with other

Scrum Masters
~i>
~~
► Step 1: Watch the video

► Step 2: Discuss the importance of

collaborating with other Scrum Masters , and
the ways a Scrum Master can engage with
their community. Some examples include:

Work together with other Scrum Masters to

organize and maintain communities of practice

Actively participate in the scrum of scrums

Coordinate the implementation of program

improvement backlog items

Visit other teams ' scrum events and invite other

teams to yours

Self-organize with other Scrum Masters and the

RTE to optimize the whole

SCALED AGILE · Cl Scaled Agile.Inc. 69

Notes:

Ir-vi
~
Video link: https://vimeo.com/326584404/9b0a6b08b8

51 | © Scaled Agile, Inc.

2.6 Collaborate with other teams

Scrum of scrums (SoS)

ARTs continuously coordinate Synchronize and keep

dependencies through a scrum of the train on the tracks
scrums (SoS).

► The Sos is a meeting for Scrum

Masters and the Release Train
Engineer to gain visibility into team
progress and program
impediments
I
1h11
'
RTE
t I t 1h11
1h11
lhll1h11
I

►
It is typically held twice per week

It is timeboxed but is followed by a

meet-after for problem-solving
• ••
....
1 1111
1

•1 1111
1
....
•• .••.... ..
1 1111
1
• ••..
1 11111

SCALED AGILE · Cl Scaled Agile.Inc . 70

Notes:

52 | © Scaled Agile, Inc.

 2.7 Resolve team conflicts

2.7 R esol ve team c onflicts

2.7 Resolve team conflicts

SCALED AGILE .

Notes:

Role Play: Dysfunction in action ~~

~~

► Step 1: Select one member in your group to play the role of the Scrum
Master and another to play the role of a developer. The rest play the
team .
► Step 2: Read the scenario in your workbook and the parts for the Scrum
Master, John (the developer), and the team.

► Step 3: Reenact the parts following the instructions.

► Step 4: Share your experiences with the class:

- What dysfunctions do you see playing out in this team?
- As a Scrum Master, what do you do about it?

SCALED AGILE · Cl Scaled Agile.Inc. 72

Notes:

53 | © Scaled Agile, Inc.

2.7 Resolve team conflicts

Team Dysfunction During Retrospective

Scene 1
The Scrum Master of the team is facilitating a Team Retrospective. The team is
gathered together to discuss the results of the Iteration.

SCRUM MASTER: It looks like we were unable to achieve the Iteration goals. What
happened?

TEAM: Well, we spent a lot of time on unplanned work dealing with defects from
previous Iterations.

JOHN THE DEVELOPER: I can fix all of the defects myself! Just let me work on my
own and stay out of my way!

Team members exchange looks or silently look at the ground.

Teams produceresults

► Teams are far more productive than the same number

of individuals

► Face-to-face communication is extremely efficient

► Teams work best when not interrupted

► Products are more robust when a team has all of the

cross-functional skills necessary

► When teams themselves make a commitment , they

will probably figure out how to meet it

► Changes in team composition can impact productivity

► Peer pressure is a strong motivator

SCALED AGILE · Cl Scaled Agile.Inc . 73

Notes:

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2.7 Resolve team conflicts

The five dysfunctionsof a team

Teamwork is the
ultimate competitive
advantage.
However, many
teams are
dysfunctional.
Absence of trust is
the key problemthat
leads to the other
four dysfunctions
Source: Five Dysfunctionsof a Team, Patrick Lencioni

SCALED AGILE · Cl Scaled Agile.Inc. 74

Notes:

SAFe helps address the five dysfunctions

Inattention to Results are empirically reviewed at the end of every iteration and Pl. Team
Results retrospectives drive continuous improvement.

Avoidance of
Stakeholders , peer pressure , and review of results drive accountab ility.
Accountability

Lack of
Teams make shared commitments to each other and to the external stakeholders .
Commitment

Scrum creates a safe environment for conflict ; the Scrum Master encourages
discussion of disagreements . Shared commitment avoids individual conflict that
occurs when objectives are not aligned .

Absence The environment is safe . The team shares commitment and goals , displays
of Trust hyper-transparency , and engages in retrospectives .

SCALED AGILE • Cl Scaled Agile . Inc. 75

Notes:

55 | © Scaled Agile, Inc.

2.7 Resolve team conflicts

Avoiding ideological/personal conflicts

A leader should spend far mo re time helping things

go right than dealing with things that are going
wrong .

► Help others see thei r teammates as human

beings with the ir own needs , cares , worries ,
and objectives (instead of as obstacles )

► Help the team set a common Vision , goals ,

and values

► Start gradually , dealing with long-term tension

within the team

► Educate the team on achie ving consensus

► Build relentless collaboration '>'e/pavoid this ~'Qe

of conflict
► Master proven conflict resolution techniques
Source : Adapted from The Arbinger lnstitute's The Anatomy of Peace

SCALED AGILE · Cl Scaled Agile. Inc. 76

Notes:

Resolving conflicts

► Meet with the conflicting parties

► Identify exactly what each party wants In any system that is
► Identify why each party needs what they want brought together for
a purpose, there is
► Obtain agreement that the common goal is no such thing as real
correct
conflict , only
► Dig deeper and review the assumptions unexamined
assumptions.
► Challenge each of the assumptions
- E. Goldratt 's Theory
► Find out what the common goal is that ties of Constraints
these reasons together

SCALED AGILE • Cl Scale d Agile. Inc. 77

Notes:

56 | © Scaled Agile, Inc.

2.7 Resolve team conflicts

Duration

Video: Quick Tips for ConflictResolution ~

~

SCALED AGILE · Cl Scaled Agile.Inc. 78

Notes:

Ir-vi
~
Video link: https://vimeo.com/336122035/9760518057

57 | © Scaled Agile, Inc.

2.7 Resolve team conflicts

Working agreements facilitate conflict management

Working Agreements: Example

► I am committed to the team's objectives and goals

► I respect other people's opinions, even when they

contradict or conflict with mine

► If we cannot reach agreement, I will seek and

support a consensus decision

► I will at all times avoid blocking my team from

moving forward

► Whether or not the team decision coincides with

mine, I will do my best to support it
SCALED AGILE · Cl Scaled Agile.Inc . 79

Notes:

Achieving consensus

► Define why reaching consensus is important in this situation.

► Let people exchange thoughts. Begin with someone who disagrees and then
ask someone who agrees to give his or her perspective.

► Decompose the disagreement. Identify precisely what parts of the idea they
disagree with. Can a portion be removed or modified?

► If that doesn't work, ask those who disagree to propose a modification to the
idea or exchange alternative ideas.

► Continue exchanging thoughts and finding alternatives until you reach

consensus or decide consensus is not possible. If consensus isn't possible,
make a majority decision and clarify that everyone will support this decision.

SCALED AGILE • Cl Scaled Agile.Inc . 80

Notes:

58 | © Scaled Agile, Inc.

2.7 Resolve team conflicts

Activity: Resolving team conflicts ~i)

~~
► Step 1: Select one member in the group to play the role of the Scrum Master
and another to play the role of John (the developer). The rest play the team.
Note: You can assume the same roles as previously played or switch roles.

► Step 2: Read the scenario and the parts for the Scrum Master, John (The
developer), and the team in your workbook .

► Step 3: Reenact the script.

► Step 4: As a Scrum Master, how would you handle the escalating conflict
between John and the team. What tools or techniques would you use to resolve
the conflict?

► Step 5: Share your experiences with the class.

SCALED AGILE · Cl Scaled Agile.Inc . 81

Notes:

Team Conflict
Scene 1
You meet with the team. Everyone is present but John (The Developer) who comes
in late to the meeting with a negative attitute.

SCRUM MASTER: Thank you for coming together as a team. Is everyone here?
Where is John?

TEAM: Yeah, about John. John is not doing his work. He has been offensive and
extremely difficult to work with.

JOHN THE DEVELOPER: What?! I have been working after hours and all my work
is done! You are being unfair as a team!

The team continues to argue with John. The tension in the team room is rising.

59 | © Scaled Agile, Inc.

2.7 Resolve team conflicts

Duration

TakingAction: Being an effective Scrum ~

Master ~
► Step 1: Locate the Scrum Master Action
Plan section in your workbooks

► Step 2: Add more tools and techniques

to the Action Plan by reflecting on the
following :
- What Scrum Master traits do you identify
with the most and will bring to your role?
What traits will be challenging for you?

- What are some tools and techniques you

can implement for coaching the Agile
Team?

► Step 3: Share one of your insights with

the class

SCALED AGILE · Cl Scaled Agile.Inc . 82

Notes:

60 | © Scaled Agile, Inc.

 SAFe® Scrum Master Action Plan

What Scrum Master traits do you identify with the most and will bring to
Lesson 2: your role? What traits will be challenging for you?
Characterizing the Role
of the Scrum Master

•
11~ 11
Scrum
Master

What are some tools and techniques you can implement for coaching
the Agile Team?

© SCALED AGILE, INC.

2.7 Resolve team conflicts

Lesson review

In this lesson you:

► Examined the responsibilities of the Scrum Master role

► Discussed the characteristics of an effective Scrum Master

► Explored how to build high-performing teams

► Explored how to facilitate effective SAFe team events

► Practiced coaching the Agile Team using powerful questions

► Discussed ways to collaborate with other teams

► Practiced resolving team conflict

SCALED AGILE · Cl Scaled Agile.Inc . 83

Notes:

62 | © Scaled Agile, Inc.

Lesson 2 notes

Enter your notes below:

Reminder: If using a digital workbook, save your PDF often so you don't lose any of your notes.
This page intentionally left blank.

64 | © Scaled Agile, Inc.

Lesson 3
Experiencing PI Planning

Learning Objectives:
3.1 Prepare to experience PI Planning
3.2 Create and review draft PI plans
3.3 Finalize plans and establish business value
3.4 Review final plans and commit to a set of PI Objectives
3.5 Facilitate an effective PI Planning

SAFe® Course Attending this course gives students access to the

SAFe Scrum Master exam and related preparation materials

65 | © Scaled Agile, Inc.

 3.1 Prepare to experience PI Planning

3.1 Pr epar e to experienc e PI Planning

3.1 Prepare to experience Pl Planning

SCALED AGILE .

Notes:

66 | © Scaled Agile, Inc.

3.1 Prepare to experience PI Planning

Duration

Video: Pl Planning ~
~

SCALED AGILE · Cl Scaled Agile.Inc. 85

Notes:

Ir-vi
~
Video link: https://vimeo.com/356905724/60d2ba24bf

67 | © Scaled Agile, Inc.

3.1 Prepare to experience PI Planning

Pl Planning

Cadence-based Pl Planning meetings are the heartbeat of the Agile Enterprise.

► Two days every 8 - 12 weeks (10 weeks is typical)

► Everyone attends in person if at all possible

► Product Management owns Feature priorities

► Agile Teams own Story planning

and high-level estimates

► Architect/Engineering and UX work as

intermediaries for governance, interfaces, and
dependencies

SCALED AGILE · Cl Scaled Agile.Inc . 86

Notes:

The Pl Planning process

Input Output
Program
Pl ObJect1ves

Vision

Pl Planning

1-1
NFRs
Top 10
Features
oo
Program
Backlog

Vision and top 10 Features Team and Program Pl Objectives

and Program Board

SCALED AGILE • Cl Scaled Agile.Inc . 87

Notes:

68 | © Scaled Agile, Inc.

3.1 Prepare to experience PI Planning

What is a Feature?

► Feature is an industry standard

term familiar to marketing and
Product Management Feature: In-service software update
Benefit Hypothesis:
► Fits in one Program Increment for
one ART • Significantly reduced planned downtime

Acceptance Criteria:
► Includes acceptance criteria
• Nonstop routing availability
► Describes larger system behaviors • Automatic and manual update support
that fulfill users' needs • Rollback capability
• Support through existing admin tools
► Expressed in plain language in a
simple feature and benefit (FAB) • All enabled services are running after
matrix the update

SCALED AGILE · Cl Scaled Agile . Inc. 88

Notes:

Activity: Feature writing ~~

~~
► Step 1: Consider the following: Your team is tasked
with coming up with a new Personal Assistance
Mobile App

► Step 2: As a team, brainstorm five Features you

would like to see on the new app and write them
down

► Step 3: Choose at least two Features and write down

the details including:
- Title and description
- Acceptance criteria
- Benefit hypothesis

SCALED AGILE • Cl Scale d Agile.Inc . 89

Notes:

69 | © Scaled Agile, Inc.

3.1 Prepare to experience PI Planning

How are Features implemented?

Business Feature:
► During Pl Planning, Features
SoundSimulation
are broken down into smaller Benefithypothesis :
lmpr011ethe realism
Stories. of the ride

User Stories: Enabler Stories:

► Stories are a short description
As a rider;I want to
for a small piece of desired hear acceleration,
braking,skidding,and
Testthe two optional
sound systems in the
crashingsoundsso that ride tunnel so we can
functionality, written in the Iwillfeel immersed in selet a system.
the ride experience.
user's language
As a radar operator,
Recordor buy some
► They fit in one Iteration for I want to hear indicator
soundsas we approach realisticsounds so
obstacles so that I can
we cantest themwith
one team react better.
actualusers.

CScaled~lelnc

SCALED AGILE · Cl Scaled Agile.Inc . 90

Notes:

User stories: Focus on the user

User stories are:

► Short descriptions of a small piece of desired functionality, written in the

user's language

► Recommended form of expression is the user-voice form, as follows:

As a (user role), I want to (activity) , so that (business value)

As a driver, I want to limit As a driver, I want to get As the Finance Department,

the amount of money a receipt after fueling we want to print receipts only
before I fuel so that I can so that I can expense for drivers who request them
control my expenditure. the purchase . so that we save on paper.

SCALED AGILE • Cl Scaled Agile.Inc . 91

Notes:

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3.1 Prepare to experience PI Planning

Using personas to better understand users

Personas are detailed fictional characters acting as a representative user.

Jane Bob
- Law-abiding driver - Impatient driver
- Obeys all traffic signs - Ignores traffic signs if
- Wants to save on gas they slow him down
Mileage sensitive Time sensitive

As Jane, I want to travel at As Bob, I want to travel at

the legal limit and operate the maximum speed the
in an energy saving manner roadway and my vehicle
so that I do not get a safely allows so that I
ticket and save money. arrive quickly.

SCALED AGILE · Cl Scaled Agile.Inc . 92

Notes:

INVEST in a good Story

► Write Stories that can be developed ) !ndependent

separately

► Write Stories in which scope can be Negotiable

negotiated
) Valuable
► Write Stories that are valuable to the
Customer
Estimable
► Write Stories that can be estimated
) Small
► Write Stories that can fit in an Iteration

► Write Stories that are testable Iestable

SCALED AGILE • Cl Scaled Agile.Inc . 93

Notes:

71 | © Scaled Agile, Inc.

3.1 Prepare to experience PI Planning

Writing good stories: The 3Cs

Card Conversation Confirmation

Written on a card or in the The details are in a Acceptance criteria confirm
tool and may annotate conversation with the the Story correctness
with notes Product Owner

What about ► Tools have been put away

As a spouse , I want a
clean garage so that I
the bikes? ► Items on the floor have
can park my car and been returned to the
not trip on my way to proper shelf
the door . ► Bikes have been hung
Oh yeah , hang
the bikes.

Source: 3 Cs coined by Ron Jeffries

SCALED AGILE · Cl Scaled Agile.Inc. 94

Notes:

Acceptance criteria and acceptance tests

Acceptance criteria Acceptance tests

► Provide the details of the Story ► Derive from acceptance criteria

from a testing point of view
► Define specific pass/fail
► Define acceptable behavior behavior
Story Acceptance Criteria Story Acceptance Test

Given car is moving Given car is moving at 10 mph

When speed is set to 30 mph
When speed is set
Then car is at 29 mph in less than 5 seconds
Then speed is close And car speed is no lower than 29 mph and no
to set speed higher than 31 mph
l

SCALED AGILE • Cl Scaled Agile.Inc . 95

Notes:

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3.1 Prepare to experience PI Planning

Activity: Story writing ~rj)

~~

► Step 1: Review the Features you wrote for

the Personal Assistant Mobile App

► Step 2: As a team, use the personas and the

3Cs guidance to write five to seven Stories
with acceptance criteria

► Step 3: Share an example with the class

SCALED AGILE · Cl Scaled Agile . Inc. 96

Notes:

Enabler Stories

Feature
May include any of
Sound Simulation
the following: Benefit Improve the
realism of the nde
► Refactoring and
User Stories Enabler Stories
spikes As a rider, I want to Test the two optional
hear acceleration , sound systems 1n
braking , skidding , and the nde tunnel so
► Building or we can select a
crashing sounds so that
improving the ride is more realistic . system

infrastructure As a radar operator , I

Record or buy
want to hear varying
sounds based on realistic sounds for
► Verification of obstacle type and the nde so that we
distance so that I can can use them
system qualities better react to obstacles.

SCALED AGILE • Cl Scale d Agile.Inc . 97

Notes:

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3.1 Prepare to experience PI Planning

Spikes and refactors

► Refactors are a systematic approach to improving

the system without changing observable system
behavior. Complex
problems
- Example : Improving maintainability , performance , or
scalability

► Spikes are research activities to reduce risk,

understand a functional need, increase estimate
reliability, or define a technical approach.
- Technical spikes - Researching a technical approach
or unknown Functional Technical
spike spike
- Functional spikes - Researching how a user might use
or interact with the system

SCALED AGILE · Cl Scaled Agile.Inc . 98

Notes:

Estimate Stories with relative Story points

► A Story point is a singular

number that represents:
- Volume: How much is there?
·-1111-·
• How
- Complexity : How hard is it?
big
• isit?
- Knowledge: What do we know?

- Uncertainty : What's not known?

•• •
► Story points are relative. They • •
Guidance : Compared with other Stories, an 8-point Story
are not connected to any should take relatively four times longer than a 2-point Story.
specific unit of measure.
SCALED AGILE • Cl Scaled Agile.Inc . 99

Notes:

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3.1 Prepare to experience PI Planning

Apply Estimating Poker for fast, relative estimating

► Estimating Poker combines expert Steps

opinion, analogy, and disaggregation
for quick but reliable estimates
0 Each estimator gets a deck of cards

► All team members participate D A job is read

D Estimators privately select cards

0 Cards are turned over

D Estimators discuss differences

D Estimators re-estimate
Mike Cohn, Agile Estimating and Planning , 2005

SCALED AGILE · Cl Scaled Agile. Inc. 100

Notes:

Estimation is a whole-team exercise

► Increases accuracy by
including all perspectives

► Builds understanding

► Creates shared commitment

Warning: Estimation performed by a

manager, Architect, or select group
negates these benefits.

SCALED AGILE • Cl Scaled Agile.Inc. 101

Notes:

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3.1 Prepare to experience PI Planning

The Scrum Master's role in facilitating estimations

Best approaches Common anti-patterns

Encourage everyone to participate Pressure by stakeholders to lower

estimations
Ensure relative estimates are used Only a few people participate

Focus the discussion around the contested

items Not using the adjusted Fibonacci scale
Identify subject matter experts who need to
be present

Keep time spent estimating Stories to a

minimum

SCALED AGILE · Cl Scaled Agile.Inc. 102

Notes:

Activity: Facilitating estimation ~~

~~
Use Estimating Poker to relatively
estimate the mass of a set of animals .

► Step 1: Pick a person on the team

to be in the role of a Scrum Master
to facilitate the estimation .

► Step 2: Working as a team, identify

the smallest animal and mark it as 1. Chicken Horse Crocodile Giraffe
Estimate the remaining animals
using values 1, 2, 3, 5, 8, 13, 20, 40,
and 100.
Gorilla Elephant
► Step 3: Scrum Masters from each
team share their experiences.
SCALED AGILE • Cl Scaled Agile.Inc . 103

Notes:

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3.1 Prepare to experience PI Planning

Relative Size Estimating

Think in relative sizing of t hese animals . Which one would be smallest? Mark it as 1.

At your table, you will find a deck of Estimating Poker cards . As a team, use the cards to estima e the
remainder of the animals.

If you identify the Hyena as 1. How would you relatively estimate the horse for example?

□ □ □

□ □ □ □

77 | © Scaled Agile, Inc.

 3.2 Create and review draft PI plans

3.2 Create and r evi ew dr aft PI plans

3.2 Create and review draft Pl plans

SCALED AGILE .

Notes:

78 | © Scaled Agile, Inc.

3.2 Create and review draft PI plans

Duration

Video: Pl Planning in Action ~

~

SCALED AGILE · Cl Scaled Agile.Inc. 105

Notes:

Ir-vi
~
Video link: https://vimeo.com/361407444/407333b725

79 | © Scaled Agile, Inc.

3.2 Create and review draft PI plans

Activity: Identify team names and roles for ~

the Pl Planning simulation ~

► Step 1 : Your group is your team . Create a team

name .

► Step 2: Name a Scrum Master for your team (it

can be the same person you chose for facilitating
•
u
Product
the estimation) . Owner

► Step 3: Name a Product Owner for your team . •

1h11
Scrum
► Step 4: Make sure the team name and the Master
names of the people selected are visible to all
other teams.
SCALED AGILE · Cl Scaled Agile.Inc . 106

Notes:

Duration
Activity: Identify ART roles for the Pl ~
Planning simulation ~

► Step 1: Get excited about the Simulation role Assigned to

upcoming Pl simulation! Executive Volunteer

► Step 2: Make sure all ART Product Manager Volunteer

roles have been assigned.

System Architect , UX and
Volunteer
Development Manager

Example : Your Instructor will be the

RTE, a volunteer will be the Product
Manager, etc.

SCALED AGILE • Cl Scaled Agile.Inc . 107

Notes:

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3.2 Create and review draft PI plans

What is PI Planning?
Program Increment (PI) Planning is a cadence-based, face-to-face event that serves
as the heartbeat of the Agile Release Train (ART), aligning all the teams on the ART
to a shared mission and Vision.

The Agile Manifesto states, “The most efficient and effective method of conveying
information to and within a development team is a face-to-face conversation.”

SAFe takes this to the next level with PI planning, a routine, face-to-face event, with
a standard agenda that includes a presentation of business context and vision
followed by team planning breakouts—where the teams create their Iteration plans
and objectives for the upcoming PI.

In the next few hours you will be immersed in a PI Planning simulation. With your
teams, you will estimate your starting velocity and you will plan a short Program
Increment with two iterations. You will get to observe a Scrum of Scrums event and
you will present a summary of your team’s draft PI Objectives.

Later, your trainer will demonstrate how business value is assigned to the objectives,
how program risks are managed and you will recognize the value of the confidence
vote. Get excited!

There is no magic in SAFe . . . except maybe for PI Planning. - Dean Leffingwell

81 | © Scaled Agile, Inc.

3.2 Create and review draft PI plans

Simulation: Why are we here?

Pl Planning
Alignment to a common mission Agenda
II RTE
~ '--. We are here to gain alignment and
commitment around a clear set of
prioritized objectives. I will now
review the agenda for the next two
days of the Pl Planning Event.

SCALED AGILE · Cl Scaled Agile.Inc . 108

Notes:

Simulation: Day 1 agenda

8:00 9:00 Business Context ► State of the business and upcoming objectives

Pl Planning 9:00 10:30 Product/Solut1on ► Vision and prioritized Features

Agenda Vision

DAY1 10:30 11:30

Architecture Vision and ► Architecture, common frameworks, etc.
development practices ► Agile tooling , engineering practices , etc.

Planning context ► Facilitator explains planning process

11:30 1:00
and lunch

1:00 4:00 Team breakouts aa ► Teams develop draft plans and identify risks and
impediments
aa ► Architects and Product Managers circulate

Presented 4:00 5:00

g ► Teams present draft plans, risks, and impediments
Draft plan review
II byRTE El
5:00 6:00 Management review , Adjustments made based on challenges, risks,
and problem solving and impediments

SCALED AGILE • Cl Sealed Agile.Inc . 109

Notes:

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3.2 Create and review draft PI plans

Simulation: Day 2 agenda

►
8:00 9:00 Planmng adjustments r- Planning adjustments made based on previous
day 's management meeting

► Teams develop final plans and refine risks and

Pl Planning
Agenda 9:00 11:00 Team breakouts
DD impediments
DD ► BusinessOwners circulate and assign business
value to team objectives
DAY2

L~ ~
Final plan review ► Teams present final plans , risks , and impediments
11:00 1:00
and lunch el
1:00 2:00 Program risks ► Remainingprogram-levelrisks are discussed
and ROAMed

2:00 2:15 Pl confidence vote i& ► Team and program confidence vote

Presented 2:15 ???

Plan rework DD ► If necessary
is achieved
, planning continues until commitment

- byRTE
1fnecessary DD
►
After Planning retrospective r- ►
Retrospective
Moving forward
commitment and moving forward ► Final instructions

SCALED AGILE · Cl Scaled Agile.Inc. 110

Notes:

Simulation: Briefings

Product System
Executive Architect
Manager

SCALED AGILE • Cl Scaled Agile.Inc. 111

Notes:

83 | © Scaled Agile, Inc.

3.2 Create and review draft PI plans

Simulation: Planning guidance

Expect this first Pl Planning to feel a bit chaotic . Future Pl Planning

meetings will become more routine.

Product Owners: You have the content authority to make

u decisions at the user Story level

Scrum Masters: Your responsibility is to manage the

1h11 timebox, the dependencies, and the ambiguities

t Agile Team: Your responsibility is to define users Stories,

.... plan them into the Iteration, and work out interdependencies
with other teams

SCALED AGILE · Cl Scaled Agile.Inc . 112

Notes:

Simulation: Planning requirements

IFeature 1) lter atlon1 .1 ~

-- - lle ratlon1 .2 ~ =1 I lter atlon1 .3~

--1
- lleratlon1 .◄ ~= lter atlo n1 .5c~

IP Iteration
--
-
•
Iii
Presented
byRTE

IFeature 2]

Pf Objectives ,uv Risks

.. Focus on the highlighted

area for this simulation.

Risks and
dependencies

SCALED AGILE • Cl Scaled Agile.Inc . 113

Notes:

84 | © Scaled Agile, Inc.

3.2 Create and review draft PI plans

Align to a mission with Pl Objectives

► Objectives are business

summaries of what each team
intends to deliver in the upcoming
Pl. Structured location and validation
of locations
► They often map directly to the • Navigate autonomously from
Features in the backlog. distribution center to top 5 most
frequent destinations
► Other examples: • Park at 1 building that requires
parallel parking
- Aggregation of a set of Features • Reduce GPS signal loss by 25%
• Build and demonstrate proof of
- A Milestone like a trade show concept for next generation vehicle
navigation systems
- An Enabler Feature supporting the Uncommitted Objectives
implementation • Spike : conduct hijack testing of the
vehicle sensors
- A major refactoring
SCALED AGILE · Cl Scaled Agile.Inc . 114

Notes:

Maintain predictability with uncommitted objectives

Uncommitted objectives help improve the predictability of delivering business value.

► They are planned and aren't extra things teams do

'just in case you have time '

► They are not included in the commitment, thereby

Objectives for Pl 1
making the commitment more reliable

► If a team has low confidence in meeting a Pl

Objective, encourage them to move it to uncommitted Uncommitted Objectives

Spike: Conduct hijack testing

► If an item has many unknowns, consider moving it to of the vehicle sensors
uncommitted and put in early spikes Enabler : Improve LMS
integration with Salesforce
► Uncommitted objectives do count in velocity/capacity.

SCALED AGILE • Cl Scaled Agile.Inc . 115

Notes:

85 | © Scaled Agile, Inc.

3.2 Create and review draft PI plans

Simulation: Using historical data to calculate velocity

Mil
240
miles
BIii-+ 4
hours

180Story - 6
points ..,. ___. Iterations

Establish velocity by looking at the average output of the last Iterations.

SCALED AGILE · Cl Scaled Agile.Inc . 116

Notes:

Simulation: Calculate your capacity

Calculating Iteration capacity Example:

► For every full-time Agile Team member A ?-person team composed
contributing to Solution development , of 3 developers , 2 testers,
give the team 8 points (adjust for part- 1 Product Owner, and
timers). 1 Scrum Master

► Subtract 1 point for every team member

vacation day and holiday. Exclude The Scrum Master,
Product Owner , and vacation
► Find a small Story that would take about time from the calculation
a half day to develop and a half day to
test and validate . Call it a 1.
Calculated capacity:
► Estimate every other Story relative to 5 x 8 points= 40 points per
that one. Iteration

SCALED AGILE • Cl Scaled Agile.Inc . 117

Notes:

86 | © Scaled Agile, Inc.

 3.2 Create and review draft PI plans

Duration

Activity: Calculate your capacity ~

~

► Step 1: Review the example on the previous slide

► Step 2: Calculate your own capacity for the next two, 2-week
Iterations
- The first Iteration starts Monday

- Use your real availability

► Step 3: Make sure you have your team's capacity calculated

SCALED AGILE · Cl Scaled Agile.Inc. 118

Notes:

Estimating velocity and calculating capacity: A brief introduction

Agile teams use story points to relatively estimate user stories in story points. With
relative estimating, the size (effort) for each backlog item is compared to other
stories. For example, an eight-point story is four times the effort as a two-point story.
The team’s velocity for an iteration is equal to the sum of all the stories completed in
the prior iteration. Knowing a team’s velocity assists with planning and helps limit
Work in Process (WIP)—teams don’t take on more stories than their prior velocity
would allow. Velocity is also used to estimate how long it takes to deliver Features or
Epics, which are also forecasted in story points.

Keep in mind, velocity is based on historical data of the team’s completed story
points. For the purpose of this PI Planning simulation you will calculate your iteration
capacity using the process described on the previous slide, since velocity is not
established yet.
Velocity and Capacity
What is Velocity?
The team’s velocity for an iteration is equal to the sum of the points for all the
completed stories that met their Definition of Done (DoD). As the team works
together over time, their historical trend of average completed story points per
iteration builds a reliable picture of the team’s velocity.

87 | © Scaled Agile, Inc.

3.2 Create and review draft PI plans

What is Capacity?
Capacity is the portion of the team’s velocity that is actually available for any given
iteration. Vacations, training, and other events can make team members unavailable
to contribute to an iteration’s goals for some portion of the iteration. This decreases
the maximum potential velocity for that team for that iteration.

Example:
Assuming a six-person team composed of three developers, two testers, and one
PO, with no vacations or holidays, the estimated initial velocity = 5 × 8 points = 40
points/iteration. (Note: Adjusting a bit lower may be necessary if one of the
developers and testers is also the Scrum Master.)Using this example, and knowing
the number of people on your team (at your table) estimate initial velocity.

Iteration 1 Team Capacity

Iteration 2 Team Capacity

88 | © Scaled Agile, Inc.

3.2 Create and review draft PI plans

The Scrum Master's role in team breakout #1

Best approaches Common anti-patterns

Ensure the team has a draft plan to present No plan or partial plan at the end of the
timebox

Identify as many risks and dependencies Too much time is spent analyzing each Story
as possible for the management review
Shared Scrum Masters and Product Owners
Secure subject matter experts and program are not available enough
stakeholders as needed by the team

Facilitate the coordination with other teams Part-time Scrum Masters don't have time to
for dependencies plan as part of the team

SCALED AGILE · Cl Scaled Agile.Inc . 119

Notes:

Duration

Activity: Team breakout #1 ~

~
Create a draft Pl Plan

► Step 1: Setup the team area. Enter the capacity for each
Iteration .

► Step 2: Pick up a Feature from the Product Manager.

► Step 3: Estimate the Stories using Story Points .

► Step 4: Load the Stories into the Iterations.

► Step 5: Write the Pl Objectives using clear statements.

► Step 6: Identify the uncommitted objectives.

► Step 7: Identify any program risks and dependencies .

SCALED AGILE • Cl Scaled Agile.Inc . 120

Notes:

89 | © Scaled Agile, Inc.

3.2 Create and review draft PI plans

Story Points
As a Scrum Master, remind the team that when estimating stories to consider that a
story point is a singular number that represent:
► Volume: how much is there?
► Complexity: how hard is it?
► Knowledge: what do we know?
► Uncertainty: what's not known?
Compared with other Stories an 8-point Story should take relatively 4 times longer
than a 2-point Story.

PI Objectives: Objectives are business summaries of what each team intends to

deliver in the upcoming PI. They often map directly to the Features in the backlog,
but not always.

Uncommitted Objectives: Uncommitted objectives are used to identify work that

can be variable within the scope of a PI. Uncommitted objectives are not the way for
stakeholders to load the teams with more work than they can do. It’s not extra stuff
to do, just in case time permits.
Durati on

Activity: Scrum of scrums (SoS) sync ~

~
► Step 1: Observe the Sos sync, conducted by the RTE
► Step 2: Each team 's Scrum Master provides the team 's current status
and addresses the questions from the RTE

► Step 3: The RTE holds a meet-after after the sync (limited to 1 - 2

topics for the simulation)

Have you identified the capacity for each Iteration in the Pl?
Have you identified most of the Stories for the first two Iterations and begun estimating?
Have you begun resolving dependencies with other teams?
Are you discussing trade-offs and conflicting priorities with your Business Owners?
Have you identified any program risks?
Will you be ready to start writing Pl Objectives in the next 15 minutes?

Is there anything you need to discuss with other Scrum Masters? If so, stay for the meet-after

SCALED AGILE · Cl Scaled Agile. Inc. 121

Notes:

90 | © Scaled Agile, Inc.

3.2 Create and review draft PI plans

Duration

Activity: Draft plan review ~

~

► Step 1: Present the summary of your team's first two Iterations and
one or more draft Pl Objectives

► Step 2: Make sure that you have included the following:

- Capacity and load for each Iteration

- Draft Pl Objectives

- Program risks and impediments

SCALED AGILE · Cl Scaled Agile . Inc. 122

Notes:

Management review and problem-solving

At the end of day 1, management meets to make adjustments to

scope and objectives based on the day's planning.

Common questions during the management review:

► What did we just learn?
► Where do we need to adjust? Vision? Scope?
Team assignments?
► Where are the bottlenecks?
► What features must be de-scoped?
► What decisions must we make between now and
tomorrow to address these issues?

SCALED AGILE • Cl Scale d Agile.In c. 123

Notes:

91 | © Scaled Agile, Inc.

 3.3 Finalize plans and establish business value

3.3 Finaliz e plans and es tablish busi ness value

3.3 Finalize plans and establishbusinessvalue

SCALED AGILE .

Notes:

Activities during day 2

Day 1 Day2
8:00 9:00 8:00 9:00 Planning adjustments

9:00 10:30 Product/Solution

Vision BB
9:00 11 :00 Team breakouts
aa
~
Architecture Vision and
10:30 1130
development practices
Final plan review
11 :00 1:00
Planning context and lunch
11:30 1:00
and lunch M
1:00 2:00 Program risks

1:00 4:00 Team breakouts

2 :00 2:15 Pl confidence vote

~
Plan rework
4:00 5 00 2 :15 ???
if necessary

5 :00 6 :00 Management review

and problem solving
r; After
commitment
Planning retrospective
and moving forward
125

Notes:

92 | © Scaled Agile, Inc.

3.3 Finalize plans and establish business value

Make planning adjustments

► Based on the previous day's management

review and problem-solving meeting,
adjustments are discussed.

► Possible changes:
- Business priorities

- Adjustment to Vision

- Changes to scope

- Realignment of work and teams

SCALED AGILE · Cl Scaled Agile . Inc. 126

Notes:

Team breakout #2
Based on new knowledge (and a good night 's sleep) , teams work to create their final plans .

► In the second team breakout, Business

Owners circulate and assign business value
to Pl Objectives from low (1) to high (10) Team A
Pl Objectives BV
► Teams finalize the Program Increment plan Proof of concept with 10
mock sounds

► Teams also consolidate program risks, Help with radar POC 4

impediments , and dependencies Decide to create or buy

engine noises
3

Uncommitted
► Uncommitted objectives provide the capacity
Proof of concept with
and guard band needed to increase cadence- real sounds
7

based delivery reliability

SCALED AGILE • Cl Scale d Agile.Inc . 127

Notes:

93 | © Scaled Agile, Inc.

3.3 Finalize plans and establish business value

Duration

Activity: Setting business value ~

~

The instructor will demonstrate assigning business

value for one team's objectives .
Team A
► Step 1: Bring the Business Owners to one team's Pl Objectives BV
draft plans Proof of concept with 10
mock sounds

► Step 2: The Business Owners will set value on a Help with radar POC 4

Decide to create or buy 3

scale of 1 - 10 for each identified objective engine noises

Uncommitted
► Step 3: Observe the discussion that would take Proof of concept with 7
real sounds
place, illustrating the larger purposes and thought
processes around assigning business value
SCALED AGILE · Cl Scaled Agile.Inc . 128

Notes:

Duration

Discussion: Facilitating team breakout #2 ~

~

Scenario: During the second team breakout, the Business Owners

come to your team. The team has picked up several items that are
meant to reduce technical debt and build a testing automation
infrastructure. As the Business Owners are from the business side of
the Enterprise, they rank all of these objectives as 4 or lower. You can
see that the team becomes upset.

► As a class, discuss the following:

- What can the Scrum Master do?
- How can the Scrum Master help avoid this problem before it happens?

SCALED AGILE • Cl Scaled Agile.Inc . 129

Notes:

94 | © Scaled Agile, Inc.

3.3 Finalize plans and establish business value

Pl Planning output: The program board

Iteration 1.1 Iteration 1.2 Iteration 1.3 Iteration 1.4 Iteration 1.5 (IP) Pl 2 >>>
Milestones/
Events A program Milestone or event is happening
Unicorns in Iteration 1.3 (e.g., a trade show , market
release , etc .).
Dolphins

Bears

-
Eagles This Feature cannot be delivered until
multiple teams complete their
Iguanas dependencies .
Antelope

Tarantulas
A Feature placed in a team 's swim lane

..
Needs UX Help with no strings means that it can be
completed independently of other
Needs Sys
Arch Help teams .

Blue = Significant Orange = Milestone/ Red String = A dependencyrequiringStories

= Features
Dependency Event or otherdependenciesto be completedbefore
the Feature can be completed

SCALED AGILE · Cl Scaled Agile.Inc. 130

Notes:

95 | © Scaled Agile, Inc.

 3.4 Review final plans and commit to a set of PI Objectives

3.4 R eview final plans and commit to a s et of PI Objecti ves

3.4 Review final plans and commit to a set of Pl

Objectives

SCALED AGILE ·

Notes:

Final plan review

Teams and Business Owners peer-review all final plans.

Final plan
review agenda:

1. Changes to capacity
and load
2. Final Pl Objectives
with business value
3. Program risks and
impediments
4. Q&A session
Final plan review
Used with permission of SE/ Global Wealth Services

SCALED AGI LE · Cl Scaled Agile . Inc. 132

Notes:

96 | © Scaled Agile, Inc.

3.4 Review final plans and commit to a set of PI Objectives

Building the final plan

► Final plans are collected at the

front of the room

► Final plans are reviewed by all

teams

► Business Owners are asked

whether they accept the plan

► If so, the team's plan and program

risk sheet are brought to the front
of the room

► If not, the plans stay in place, and

A team 's final plan
the team continues planning after
the review Used with permission of Discount Tire Corpora tion

SCALED AGILE · Cl Scaled Agile.Inc. 133

Notes:

Addressing program risks

After all plans have been presented, remaining

program risks and impediments are discussed and
categorized.
Q esolved (:) wned
ROAMing risks:

Resolved - Has been addressed. No longer a

concern .

Owned - Someone has taken responsibility.

Accepted - Nothing more can be done. If risk occurs ,

release may be compromised.

Mitigated - Team has plan to adjust as necessary.

SCALED AGILE • Cl Scaled Agile.Inc . 134

Notes:

97 | © Scaled Agile, Inc.

3.4 Review final plans and commit to a set of PI Objectives

Duration

Activity: Manage program risks ~

~

The instructor will demonstrate ROAMing one to two

risks for one team.

► Step 1: Pick one to two risk examples. Q eso lved (:) wned

► Step 2: Read them in front of all teams and

stakeholders .

► Step 3: Ask if anyone can own, help mitigate, or

resolve the risks. Otherwise, accept as is.

► Step 4: Put each risk into a corresponding

quadrant of the ROAM sheet for the program.

SCALED AGILE · Cl Scaled Agile.Inc . 135

Notes:

Confidence vote: Team and program

After dependencies are resolved and risks are addressed, a

confidence vote is taken by the team and program.

A commitment with two parts:

1. Teams agree to do everything in their power to meet the agreed-to
objectives

2. In the event that fact patterns dictate that it is simply not achievable , teams
agree to escalate immediately so that corrective action can be taken

SCALED AGILE •
,,..I ,,.u
• •
No confidenc e

Cl Scaled Agile.Inc .
Little confidenc e Good confidenc e
I
High confidence
•
Very high confidence

136

Notes:

98 | © Scaled Agile, Inc.

3.4 Review final plans and commit to a set of PI Objectives

Run a planning meeting retrospective

The Pl planning event will evolve over time. Ending with a

retrospective will help continuously improve it.

The Planning Meeting

retrospective

1. What went well ,...

2. What didn't

3. What we can do
better next time

A Team's Retrospective

SCALED AGILE · Cl Scaled Agile.Inc. 137

Notes:

RTE takeaway: Integrated Pl Objectives

Program Pl objectives
are the synthesis of each
team's Pl objectives.
Deliver basic search, sort, and

,...
view of books in inventory
Deliver basic shopping cart ,
purchase, and shipping options
Deliver investor demo at start
of Iteration 3

r Team A
One-click search 10
BV
I
r TeamB
Purchase books
BV
10
I
TeamC
Allow users to
BV
8
TeamD
Provide book
BV
10
for books by title , via various credit createcomments detail to web
author , genre card types on books they've users
Allow customers purchased
Support Investor 9 8 Allow registered 8
demo by start of to choose their Support Investor 9 usersto manage
Iteration 3 optimal shipping demo by start of their profile
option Iteration 3
Support Investor 9
Drag & drop 3 Support Investor 9 Implement type- 3
columns by demo by start of
demo by start of ahead using index Iteration 3
attribute Iteration 3 from search

SCALED AGILE • Cl Sealed Agile.In c. 138

Notes:

99 | © Scaled Agile, Inc.

3.4 Review final plans and commit to a set of PI Objectives

Duration

Discussion: Simulation debriefing ~

~

► Step 1: Think about your

experience during the Pl
Planning simulation.

► Step 2: Share the most

exciting moments and some
new insights. What have you
learned?

SCALED AGILE · Cl Scaled Agile.Inc. 139

Notes:

100 | © Scaled Agile, Inc.

 3.5 Facilitate an effective PI Planning

3.5 F acilitate an effec ti ve PI Pl anning

3.5 Facilitate an effective Pl Planning event

SCALED AGILE .

Notes:

101 | © Scaled Agile, Inc.

3.5 Facilitate an effective PI Planning

Duration

Video: Pl Planningevent: DistributedTeams ~

~

SCALED AGILE · Cl Scaled Agile.Inc . 141

Notes:

1~
~
Video link: https://vimeo.com/356905542/2dca13969f

102 | © Scaled Agile, Inc.

3.5 Facilitate an effective PI Planning

Duration

Discussion: Facilitating Pl Planning ~

~

► Step 1: With the class discuss:

- What challenges do you see coming up during Pl Planning?

- How can you, in the role of the Scrum Master, help solve these challenges?

► Step 2: Share your ideas

SCALED AGILE · Cl Scaled Agile.Inc. 142

Notes:

The Scrum Master 's role in Pl Planning

Best approaches Common anti-patterns

Maintain the timebox Pressure is put on the team to overcommit

Make sure the team builds a plan they can

Team under commits due to fear of failure
commit to
Ensure that the team is honest in their Over planning ahead of time to make ii more
confidence vote efficient loses the essence of Pl Planning
Facilitate coordination with other teams but don't
do it for the team The plan , rather than the alignment ,
Act as a request buffer for a team that has a lot becomes the goal
of dependencies

Manage the program board

Facilitate the retrospective

SCALED AGILE • Cl Scaled Agile.Inc. 143

Notes:

103 | © Scaled Agile, Inc.

3.5 Facilitate an effective PI Planning

Share

Action Plan: Being a Scrum Master during Pl ~

Planning event ~
► Step 1: Locate the Scrum Master
Action Plan section in your
workbooks

► Step 2: Reflect on your role as a

Scrum Master during Pl Planning
- Think about a feature for your team
- What approaches might you take to
break the feature into stories?
- What other steps will you take to prepare
your team for Pl Planning?

► Step 3: Share one of your insights

with the class
SCALED AGILE · Cl Scaled Agile.Inc . 144

Notes:

104 | © Scaled Agile, Inc.

 SAFe® Scrum Master Action Plan

Reflect on your role as a Scrum Master during PI Planning. Think about

Lesson 3: a feature for your team. What approaches might you take to break the
Experiencing PI Planning feature into stories?

What other steps will you take to prepare your team for PI Planning?

© SCALED AGILE, INC.

3.5 Facilitate an effective PI Planning

Lesson review

In this lesson you:

► Experienced Pl Planning

► Created and reviewed draft Pl Plans

► Finalized plans and established business value

► Reviewed final plans and committed to a set of Pl Objectives

► Explored the Scrum Master's role in facilitating effective Pl

Planning

SCALED AGILE · Cl Scaled Agile . Inc. 145

Notes:

106 | © Scaled Agile, Inc.

Lesson 3 notes

Enter your notes below:

Reminder: If using a digital workbook, save your PDF often so you don't lose any of your notes.
This page intentionally left blank.

108 | © Scaled Agile, Inc.

Lesson 4
Facilitating Iteration Execution

Learning Objectives:
4.1 Plan the Iteration
4.2 Track the Iteration progress
4.3 Refine the Backlog
4.4 Facilitate the Iteration Review
4.5 Facilitate relentless improvement
4.6 Support DevOps and Release on Demand

SAFe® Course Attending this course gives students access to the

SAFe Scrum Master exam and related preparation materials

109 | © Scaled Agile, Inc.

 4.1 Plan the Iteration

4.1 Pl an the Iteration

4.1 Plan the Iteration

SCALED AGILE .

Notes:

110 | © Scaled Agile, Inc.

4.1 Plan the Iteration

Duration

Video: Running an Effective SAFe Iteration ~

Planning Meeting ~

Running an Effective
SAFe®lteration, nning Meeting

SCALED AGIL H
Provider of SAFe·

SCALED AGILE · Cl Scaled Agile.Inc. 147

Notes:

Ir-vi
~
Video link: https://vimeo.com/299054038/ae429609f1

111 | © Scaled Agile, Inc.

4.1 Plan the Iteration

Iteration planning flow

0 Establishing capacity -
i=
~
-- ■--
·-

0 Story analysis and estimating Iteration Planning

• Timebox: Four

0 Detailing Stories
hours or less

• This meeting is by
and for the team

0 Developing Iteration goals • SMEs may attend

as required

0 Committing to Iteration goals

SCALED AGILE · Cl Scaled Agile.Inc. 148

Notes:

Establishing capacity

► Team applies capacity allocation to the Team Backlog

► Team quantifies capacity to perform work in the upcoming Iteration

► Each team member determines their availability, acknowledging

time off and other potential duties

► The PO in collaboration with the teams select the highest priority

backlog items for each 'slice' of the capacity allocation to
implement in an Iteration

SCALED AGILE • Cl Scaled Agile.Inc. 149

Notes:

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4.1 Plan the Iteration

Story analysis and estimating

► The Product Owner presents Stories in

order of priority

► Each Story
- Is discussed and analyzed by the team

- Has its acceptance criteria defined and refined I

- Is estimated U
► The process continues until the estimation
of the Stories has reached the capacity of
the team
SCALED AGILE · Cl Scaled Agile.Inc . 150

Notes:

Detailing Stories

Detailing Stories is mostly used by new

teams. Team members discuss:

► Who would be the best person to

accomplish it

► How long would it take to accomplish,

approximately

► What are the dependencies it may have to

other Stories

SCALED AGILE • Cl Scaled Agile.Inc . 151

Notes:

113 | © Scaled Agile, Inc.

4.1 Plan the Iteration

Iteration goals

► Iteration goals provide clarity,

commitment, and management
information. Iteration goals examp le

► They serve three purposes: 1. Finalize and push last name

search and first name
morphology
► Align team members to a
common purpose 2. Index 80% of remaining data
3. Other Stories:
► Align Agile Teams to Pl , Establish search replication
Objectives and manage validation protocol
dependencies , Refactor artifact dictionary
schema -
► Provide continuous - I

management information
SCALED AGILE · Cl Scaled Agile.Inc . 152

Notes:

Commit to the Iteration goals

A team meets its commitment:

By doing everything they said they would do,
- or-
in the event that it is not feasible , they must immediately raise the concern

Commitment Adaptability
Too much holding to a Too little commitment can
commitment can lead to lead to unpredictability and
burnout, inflexibility, and lack of focus on results.
quality problems.

Team commitments are not just to do the work .

They are committed to other teams , the program , and the stakeholders .

SCALED AGILE • Cl Scaled Agile.Inc . 153

Notes:

114 | © Scaled Agile, Inc.

4.1 Plan the Iteration

Duration

Activity: Iteration Planning ~

~

► Step 1: Select a Scrum Master for your team

► Step 2: Review the Team Backlog in your workbook

► Step 3: As a team, plan how you will execute an Iteration

► Step 4: As a Scrum Master, facilitate the Iteration planning for the

team

► Step 5: Outline your Iteration plan

SCALED AGILE · Cl Scaled Agile.Inc . 154

Notes:

115 | © Scaled Agile, Inc.

4.1 Plan the Iteration

TeamBacklog

No. Size Req. Backlog Item

1 X Estimate the number of slides in the course .

2 Calculate the square root of 54,289 without a computer or calculator.

Add the following numbers with a calculator and be sure the answer is correct:
3
1,2,3,5,8, 13,20,40, 100.

4 Accurately count the number of slides in the course.

Introduce yourself to every person on your Scrum team and write down their
5
children's names.

Add the following numbers without a calculator and be certain the answer is
6
correct : 1,2,3,5,8, 13,21,40, 100.

7 X Calculate how tall your Scrum team is when each member is stacked vertically .

Write a program, without Excel, that accepts 10 numbers from a user and
8
displays the total as each number is entered.

Calculate the distance between the two members of the team who live furthest
9
apart .

10 Calculate the total number of letters in everyone's name on the team .

11 Estimate the snowfall in Oulu, Finland th is winter in cent imeters .

Estimate the number of words in the workbook without using an automated

12
word count.

13 Estimate the cubic meters of snowfall in Oulu, Finland this winter .

Obtain an accurate count of the number of words in the course workbook

14
without using an automated word count..

Create a list of all the team members' names, and their children's names, in
15 X
reverse alphabetical order.

116 | © Scaled Agile, Inc.

4.1 Plan the Iteration

The Scrum Master's role in Iteration Planning

Best approaches Common anti-patterns

Maintain timebox Delving too deep into technical discussions

Ensure that the team commits to the Iteration Commitment is unrealistic

goals

Verify that the PO or other managers don't Capacity and load are exactly the same
influence the team to overcommit

Challenge the team to exceed their previous Scrum Master is more focused on a technical
accomplishments role than a facilitator 's role

Ensure that improvement items from the The team under commits due to fear of failure
retrospective are put into effect

Ensure time is allocated for technical debt

No time is reserved for support activities
activities

SCALED AGILE · Cl Scaled Agile.Inc. 155

Notes:

117 | © Scaled Agile, Inc.

 4.2 Track the Iteration progress

4.2 Trac k the Iter ation progress

4.2 Track the Iteration progress

SCALED AGILE .

Notes:

118 | © Scaled Agile, Inc.

4.2 Track the Iteration progress

Duration

Video: Running an Effective SAFe Daily ~

Stand-up ~

Running an Effective
SAFe®Dai- tand-up
SCALED AGILE .
Provider of SAFe·

SCALED AGILE · Cl Scaled Agile.Inc. 157

Notes:

Ir-vi
~
Video link: https://vimeo.com/289123257/0de749d63e

119 | © Scaled Agile, Inc.

4.2 Track the Iteration progress

Daily stand-up patterns

Basic daily stand-up

The meet-after agenda
meeting agenda
Each person answers: 1. Review topics the Scrum Master
1. What did I do yesterday to advance wrote on the meet-after board .
the iteration goals? 2. Involvedpartiesdiscuss, uninvolved
2. What will I do today to advance the people leave.
iteration goals?
3. Are there any impediments that will
prevent the team from meeting the
iteration goals?

SCALED AGILE · Cl Scaled Agile.Inc . 158

Notes:

Daily stand-up anti-patterns

Poor daily stand-ups may be a symptom of a deeper problem that requires

a more systematic approach.
Potential root causes:

► Poor collaboration of the team members during the Iteration (e.g., Vijay
does not know and doesn't care about what Ken is working on and vice
versa)

► Lack of collective code ownership

► Infrequent verification and integration during the Iteration (e.g., we are
working on something, and we think it's good)

► Perpetual, unresolved conflict within the team

SCALED AGILE • Cl Scaled Agile.Inc . 159

Notes:

120 | © Scaled Agile, Inc.

4.2 Track the Iteration progress

Activity: Facilitating the daily stand-up ~rj)

~~
► Step 1: Choose a Scrum Master and have him/her read your
team project

► Step 2: Pick up a secret identity card but don't show it to others

► Step 3: Run a daily stand-up playing your role as assigned by the

card
-
,:," S.C..t ldtllhly G<umpyP,oouc10w ... ,

vou·,,111t91VmpyP1och>etOwt1tr
You•,e,;or,11.nllydi.. pPOiffltllWllhl ...
l••m·• PfOllltH and I•~-.,.. QPponitn ily lo
me1111ont11etyo,,,1hln~1hey~n1nd

►
- If the Scrum Master calls you on your specific behavior, you can stop

Step 4: Share your experience with the class:

-
,:,"
Soc rot Identity

SK.rtl ldtnhly
Cord

Oomine1rin9 GuHI

You"fatMOvffdomineanr,ggueoi
nod11ectroleonllleleamYou,1touklttll
111t1Hmlhttyou ·,,,g11est
. Youl'lan

TrytOH~tio.
olll,.,.tl•on•nd~r .. lyl>oglllettttn\ion

- Scrum Master, how was it for you?

- Team members , what insights do you have for the Scrum Master?

- How can we deal with those behaviors when they come up in daily stand-
up meetings?

SCALED AGILE · Cl Scaled Agile.Inc . 160

Notes:

121 | © Scaled Agile, Inc.

 Guess the Identity at DSU

Instructions: Use the space within each secret identify card on this page to guess
who is playing which identity during the mock DSU.

Secret Identity Card Secret Identity Card

Secret Identity: Curious Developer Secret Identity: Shy Team Member

You’re an overly curious developer, and you You’re the shy person on the team, you only
have a follow up question to every statement say the minimum necessary. Try using one
of every team member. word sentences and short words. Only talk
when directly asked.

Who am I? Who am I?

Secret Identity Card Secret Identity Card

Secret Identity: Grumpy Product Owner Secret Identity: Busy Team Member

You’re the grumpy Product Owner. You’re too busy to be in the daily meeting.
You’re constantly disappointed with the team's Constantly engaged with your mobile device
progress and take the opportunity to mention and barely paying attention to what others
that you think they can and should do more. are saying.

Who am I? Who am I?

Secret Identity Card Secret Identity Card

Secret Identity: Domineering Guest Secret Identity: Team Member in a Hurry

You’re the over domineering guest. You have no You have to leave early. Excuse yourself
direct role on the team. You should tell the team midway through the meeting and leave.
that you’re a guest. Try to ask a lot of questions You may stay nearby to listen, but may
and generally hog the attention. not participate.

Who am I? Who am I?
4.2 Track the Iteration progress

Using the team board to track progress

The board acts as a big visible information radiator (BVIR).

Wed . Thurs. Fri. Mon. Tues. Fri. Mon. Tues.

FIMFMIF Development Accepted

t-
ofo,
t-
of"'
r;?t:'I\ t-
of~
t-
of., t-
of"'
i!~~
t-
of.,
t-
of ..

How is this team doing? How do you know that?

SCALED AGILE · Cl Scaled Agile.Inc. 161

Notes:

Setting WIP limits

WIP limits match demand to capacity and improve the flow of work.
When a step reaches its WIP limit no more work is pulled into that
step.

·-
i
5 : 3
Not Started Development Accepted
I
I
0~ I
qo, I o~
rf~~ : ~<>:,

0~ I
q" I
I
§' I §'
q., : r;:rv
;,f~ cf~v,
§'
cif<o

SCALED AGILE • Cl Scaled Agile.Inc. 162

Notes:

123 | © Scaled Agile, Inc.

4.2 Track the Iteration progress

Activity: Work in process (WIP) constraints ~~

~~

► Step 1: Considering the big visible information

radiator (BVIR), discuss:
- What would be the effect of a 3-Story WIPconstraint on
development and testing?
M·Ml+lall:IM
► Step 2: Consider the scenario: You're a
developer and you just finished Story 6. What
would you do if: /.,
- There is no WIPconstraint?

- The 3-Story WIPconstraint is in place?

- Which scenario has the highest throughput?

SCALED AGILE · Cl Scaled Agile.Inc . 163

Notes:

Iteration burn-down

► Many scrum teams use Iteration burn-down charts

► Burn-downs count the remaining effort (Stories,

It e ration Burn Down
tasks, etc.)

► As we don't advocate tasks in SAFe, we prefer

burn-ups and CFDs

► Burn-down charts provide several other

challenges: 1211 IV> 12112 12/'I] 12/14 l2/'IS 12116 12119 12/20 12/21

- Focus on tasks completed vs Stories completed

- Hard to distinguish between work added and not done

SCALED AGILE • Cl Scaled Agile.Inc . 164

Notes:

124 | © Scaled Agile, Inc.

4.2 Track the Iteration progress

Example burn-up charts

40 50
35 40

I
30
25 30
20 20
15
10 10
5
0
0
~ N ... <O ,._ a, e
., ., "'., ., "'., ., ., "'., ., .,
.,
>, >,

0
>,

0
>, >,

0
>, >,

0
>,

0
>,

0
>,

0
>,

0 0 0 0

50 30
25

~
20
30
40 / 15
20
10
10 5
0
>, >,
...
>, >, >,
,._
>,
a,
>,
e
., ., "'., ., "'., ., ., "'., ., .,
~ N <O
>, >, >,

0 0 0 0 0 0 0 0 0 0

SCALED AGILE · Cl Scaled Agile.Inc . 165

Notes:

Activity: Iteration Execution ~i>

~~

► Step 1: Execute the Iteration that you planned earlier by completing

as many backlog items as possible

► Step 2: Select a Scrum Master and a Product Owner

- Important: As a Scrum Master, ensure you are available to the team. As a PO
make, sure to refer to the "Acceptance Criteria for Product Owners Only''
handout from the instructor.

► Step 3: Share your experience with the class

SCALED AGILE • Cl Scaled Agile.Inc . 166

Notes:

125 | © Scaled Agile, Inc.

4.2 Track the Iteration progress

The Scrum Master's role in tracking Iteration progress

Best approaches Common anti-patterns

Facilitate mid-Pl re-planning Team gets no input from scrum of scrums

Encourage the team to point out as early as Teams are unwilling to change or add objectives
possible if they think they will miss Iteration goals
mid-Pl
or Pl Objectives . Communicate to and from the
scrum of scrums
Scrum Master does all of the synchronization, so
Encourage the use of engineering practices the team is incapable of doing it themselves

Make sure defects are not pushed to the IP

Iteration

Facilitate preparation for the next Pl

Support release activities

SCALED AGILE · Cl Scaled Agile.Inc . 167

Notes:

126 | © Scaled Agile, Inc.

 4.3 Refine the Backlog

4.3 R efine the Bac klog

4.3 Refine the Backlog

SCALED AGILE .

Notes:

Discussion: Backlog refinement ~~

~~

► Step 1: As a group, discuss the split in responsibility for backlog

refinement between the Product Owner and the Scrum Master:
- How can you, as the Scrum Master, help facilitate this process?

- A common problem is that the Agile Teams are spending too much time
refining Stories. How would you facilitate finding a solution to this problem?

- What should the Scrum Master do if a Story does not have acceptance
criteria?

► Step 2: Share with the class

SCALED AGILE · Cl Scaled Agile.Inc . 169

Notes:

127 | © Scaled Agile, Inc.

4.3 Refine the Backlog

The backlog refinement event

► Timebox : 1 - 2 hours weekly Sample Backlog Refinement

Event Agenda
► Helps the team reconsider new 1.The PO presents the set of candidate Stories for
Stories prior to Iteration planning the next Iteration
2. The team discusses whether the set of candidate
► Provides time to identify Stories should be reduced or increased ; Stories
are added or removed
dependencies and issues that could
3. The PO guides the team through the candidate
impactthe next Iteration Storiesone by one:
a) The team discusses each Story , estimates
► Ensures that we have a ready backlog it , and splits it if necessary

for Iteration Planning b) The PO clarifies or supplements the

acceptancecriteria
c) The team identifies dependencies on other
► Agile Team members are in teams
attendance and actively engaged; 4. Actionitemsare summarizedfor all Stories
subject matter experts and other that stillrequireexternal inputor action

teams' members are invited as

needed

SCALED AGILE · Cl Scaled Agile.Inc . 170

Notes:

The Scrum Master's role in backlog refinement

Best approaches Common anti-patterns

Maintain timeboxes Arriving to the Iteration with non-ready Stories

Maintain the right level of a deep backlog vs

ready backlog for two Iterations Not doing the backlog refinement consistently

Make sure all the team members participate Team sees Stories for the first time during
Iteration or Pl Planning

Invite the right subject matter experts

Feature estimations impact Story estimation

Hold the event at regular intervals

SCALED AGILE • Cl Scaled Agile.Inc . 171

Notes:

128 | © Scaled Agile, Inc.

 4.4 Facilitate the Iteration Review

4.4 F acilitate the Iterati on R eview

4.4 Facilitate the Iteration Review

SCALED AGILE .

Notes:

The Iteration Review

► Provides the true measure of

progress by showing working
software functionality, hardware Demonstrating a working,
tested team increment
components, etc.

► Preparation for the review starts

with planning

► Teams demonstrate every Story,

spike, refactor, and NFR Working software,
other components

► Attendees are the team and its

stakeholders

SCALED AGILE · Cl Scaled Agile.Inc . 173

Notes:

129 | © Scaled Agile, Inc.

4.4 Facilitate the Iteration Review

Duration

Video: Run an Effective SAFe Iteration ~

Review Meeting ~

How to Run an Effective

SAFe®Iteration Review Meeting

SCALED AGILE f •
Provider of SAFe·

SCALED AGILE · Cl Scaled Agile.Inc . 174

Notes:

1~
~
Video link: https://vimeo.com/309353242/e486372f18

130 | © Scaled Agile, Inc.

4.4 Facilitate the Iteration Review

Iteration Review guidelines

► Timebox: 1 to 2 hours.
Sample Iteration Review Agenda
► Preparation: Review
1. Review business context and
preparation should be limited Iteration goals
to 1 to 2 hours. Minimize 2. Demo and solicit feedback for
presentation. Work from the each story, spike,
refactor, and NFR
repository of Stories.
3. Discuss Stories not completed
and why
► Attendees: If a major
4. Identify risks and impediments
stakeholder cannot attend,
5. Revise Team Backlog and
the Product Owner should team Pl Objectives as needed
follow up individually.

SCALED AGILE · Cl Scaled Agile.Inc . 175

Notes:

Two views from the Iteration review

The Iteration review provides two views into the program, based on a
working system:

► 1. How we did in the Iteration

► 2. How we are doing in the Pl

,
How we did in the Iteration: How we're doing in the Pl:

► Did we meet the goal? ► Review of Pl Objectives

► Story-by-Story review ► Review of remaining Pl scope

and reprioritizing if necessary

SCALED AGILE • Cl Scaled Agile.Inc . 176

Notes:

131 | © Scaled Agile, Inc.

4.4 Facilitate the Iteration Review

The Scrum Master's role in the Team and System Demos

Best approaches Common anti-patterns

Begin to consider how and what to demo in

A lot of time is spent preparing for the demo
Iteration Planning
Demo is mainly talk/slides as opposed to
Make sure the right participants are present
working software and/or hardware
Ensure that the team celebrates its PO sees things for the first time in the
accomplishments and that stakeholders Team Demo
acknowledge them
System Demo is not done because 'the Team
Make sure different team members have the Demo is enough'
opportunity to demo
Team members are not invited to the System
Demo to save time
Ensure that the team is ready for the System
Demos that are not interesting or relevant to
Demo and coordinates with the System Team
ART stakeholders

SCALED AGILE · Cl Scaled Agile.Inc. 177

Notes:

132 | © Scaled Agile, Inc.

 4.5 Facilitate relentless improvement

4.5 F acilitate relentl ess improvement

4.5 Facilitate relentless improvement

SCALED AGILE ·

Notes:

Relentless improvement

Agile Teams continuously adapt to new

circumstances and improve the methods of value
delivery.
► Understand where you are

► Foster the culture of improving everywhere

► Use retrospectives as summary points but not
as limitations

► Support continuous learning

► Actively engage with other Scrum Masters to

drive improvement on the ART
SCALED AGILE · Cl Scaled Agile.Inc. 179

Notes:

133 | © Scaled Agile, Inc.

4.5 Facilitate relentless improvement

Duration

Video: How to Run an Effective SAFe ~

Iteration Retrospective ~

SCALED AGILE · Cl Scaled Agile.Inc . 180

Notes:

1~
~
Video link: https://vimeo.com/289517223/5216eafd10

134 | © Scaled Agile, Inc.

4.5 Facilitate relentless improvement

Improving everywhere

Ask questions to reflect and Examples

address every area that surfaces Move from manual to automated testing
as a constraint to the team's
performance. Communication with remote teams, subject matter
experts, etc.

The team 's skill set

Preparing and running the demo

Nonfunctional requirements (NFR) testing

More efficient and disciplined design sessions

SCALED AGILE · Cl Scaled Agile.Inc. 181

Notes:

Iteration metrics

Functionality
# Stories (loaded at beginning of Iteration)
rire• Quality and test automation
% SC with test available/test automated

# accepted Stories (defined, built , tested, and Defect count at start of Iteration
accepted)
Defect count at end of Iteration
% accepted
# new test cases
# not accepted (not achieved within the Iteration)
# new test cases automated
# pushed to next Iteration (rescheduled in next
# new manual test cases
Iteration)
Total automated tests
# not accepted : deferred to later date
Total manual tests
# not accepted : deleted from backlog
% tests automated
# added (during Iteration; should
typically be 0) Unit test coverage percentage

SCALED AGILE • Cl Scaled Agile.Inc . 182

Notes:

135 | © Scaled Agile, Inc.

4.5 Facilitate relentless improvement

Iteration Retrospective

► Timebox: 1 to 1.5 hours.

► Attendees: Just the Agile Team. Sample Agenda

Part 1 : Quantitative
► Preparation: Pick 1 - 2 things that 1. Review the improvement backlog
can be done better or preserved in items targeted for this Iteration . Were
the next Iteration. Enter they all accomplished?
improvement items into the Team 2. Did the team meet the goals (yes/no)?
Backlog 3. Collect and review the agreed to
Iteration print Metrics
At regular intervals, the team reflects Part 2: Qualitative
on how to become more effective, 1. What went well?
then tunes and adjusts its behavior 2. What didn't?
accordingly. 3. What we can do better next time?
What can we preserve?
- Agile Manifesto
SCALED AGILE · Cl Scaled Agile.Inc . 183

Notes:

Creative Iteration Retrospectives

Create three Has someone

columns helped you Write one word
and have an or helped the to describe the
open team?Show Iteration
discussion appreciation

Individually Rate the Iteration

write sticky on a scale of
notes & then 1-5 and then
find patterns brainstorm how
as a group to make the next
Iteration a 5

SCALED AGILE • Cl Scaled Agile.Inc . 184

Notes:

136 | © Scaled Agile, Inc.

4.5 Facilitate relentless improvement

Activity:Tune and adjust ~i)

~~
Use a sailboat as a metaphor for the team . Just like the sailboat , there are things that slow
our team down and things that propel it forward .

► Step 1: Draw a sailboat with an anchor . By the anchor, draw the things that slow the
team down (impediments) .

► Step 2: Around the sails , draw things that propel the team forward .

► Step 3: Present your poster to the class and discuss how your team can tune and
adjust:
- What' s working well (what are the propelling forces )?
- What isn't working (what are the anchors )?

- What can we do better next time (how can we tune and adjust )?

SCALED AGILE · Cl Scaled Agile.Inc. 185

Notes:

The Scrum Master's role in the improvement

Best approaches Common anti-patterns

Encourage improvement between retrospectives The only focus is on what to improve and not
what to preserve

Coach the team on problem-solving techniques

Focus on problems that are outside of the team's
control
Retrospective :
Start by reviewing the results of the
previous retrospective
Make sure each person speaks Failure to achieve results
Make sure the event ends with actionable
improvement backlog items .
Write down what people are saying exactly Inviting people outside the team (especially
Take program concerns to the RTE management) to the retrospective

SCALED AGILE • Cl Scaled Agile.Inc . 186

Notes:

137 | © Scaled Agile, Inc.

 4.6 Support DevOps and Release on Demand

4.6 Support D evOps and R eleas e on Demand

4.6 Support DevOps and Release on Demand

SCALED AGILE .

Notes:

138 | © Scaled Agile, Inc.

4.6 Support DevOps and Release on Demand

Duration

Video: What is DevOps? ~

~

SCALED AGILE · Cl Scaled Agile.Inc. 188

Notes:

Ir-vi
~
Video link: https://vimeo.com/342037390/3a25026214

139 | © Scaled Agile, Inc.

4.6 Support DevOps and Release on Demand

What is DevOps?

Operations

Busine ss

Maximum Maximum Working together for

Speed Stability speed and stability

SCALED AGILE · Cl Scaled Agile.Inc . 189

Notes:

DevOps enables continuous delivery and Release on Demand

► f ultureEstablish a culture of shared

responsibility for development ,
deployment, and operations.

► ~utomation Automate the Continuous

Delivery Pipeline .

► _beanflow Keep batch sizes small , limit

WIP, and provide extreme visibility.

► Measurement Measure the flow through

the pipeline . Implement application
telemetry.

► Recovery Architect and enable low risk

releases. Establish fast recovery, fast
reversion, and fast fix-forward.

SCALED AGILE • Cl Scaled Agile.Inc . 190

Notes:

140 | © Scaled Agile, Inc.

4.6 Support DevOps and Release on Demand

Activity: Supporting DevOps and Release on

Demand
~i)
~~

► Step 1: Think about the five concepts necessary for DevOps: culture,
automation, lean flow, measurement, and recovery. What might be some
challenges associated with them?

► Step 2: Draw the CALMR approach and for three to five of the concepts
write:
- As a Scrum Master, how would you support each concept?

- What are some of the tools and techniques you can use to support the team
applying those concepts?

► Step 3: Share with the class

SCALED AGILE · Cl Scaled Agile.Inc . 191

Notes:

Duration

Taking Action: Facilitating Iteration execution ~

~
► Step 1: Locate the Scrum Master Action
Plan section in your workbook

► Step 2: Add some techniques for

planning and reviewing the Iteration by
reflecting on:
- How will you measure and track iteration
progress?
- What techniques will you use for facilitating
the events during the iteration?
- What approaches will you use to avoid anti-
patterns?

► Step 3: Share one of your insights with

the class
SCALED AGILE • Cl Scaled Agile.Inc . 192

Notes:

141 | © Scaled Agile, Inc.

 SAFe® Scrum Master Action Plan

How will you measure and track iteration progress?

Lesson 4:
Facilitating Iteration
Execution

What techniques will you use for facilitating the events during the
iteration?

What approaches will you use to avoid anti-patterns?

© SCALED AGILE, INC.

4.6 Support DevOps and Release on Demand

Lesson review

In this lesson you:

► Planned the Iteration

► Tracked the Iteration progress

► Refined the backlog

► Explored how to facilitate the Iteration Review

► Discussed how to relentlessly improve

► Discussed ways for supporting DevOps and Release on Demand

SCALED AGILE · Cl Scaled Agile.Inc. 193

Notes:

143 | © Scaled Agile, Inc.

Lesson 4 notes

Enter your notes below:

Reminder: If using a digital workbook, save your PDF often so you don't lose any of your notes.
Lesson 5
Finishing the PI

Learning Objectives:
5.1 Coach the IP Iteration
5.2 Prepare the team for the Inspect and Adapt event

SAFe® Course Attending this course gives students access to the

SAFe Scrum Master exam and related preparation materials

145 | © Scaled Agile, Inc.

 5.1 Coach the IP Iteration

5.1 C oac h the IP Iterati on

5.1 Coach the IP Iteration

SCALED AGILE .

Notes:

Innovation and Planning Iteration

Definitions

Innovation: Opportunity for innovation spikes,

Provide sufficient capacity hackathons, and infrastructure improvements
margin to enable cadence. Planning: Provides for cadence-based planning
and is an estimating guard band for cadence-
based delivery
- Don Reinertsen,
Principles of Product Common anti-patterns
Development Flow
Planning work for the IP Iteration in Pl Planning

Leaving testing or bug fixing to the IP Iteration

Leaving integration of the whole system to the IP

Iteration

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Notes:

146 | © Scaled Agile, Inc.

5.1 Coach the IP Iteration

Example IP Iteration calendar

__ , __ , __ , -- • __ ,

__ , __ , __ ,, __ ,, __ ,,

■ ■
.

---

SCALED AGILE · Cl Scaled Agile.Inc.

=• 196

Notes:

Without the IP Iteration ...

► Lack of delivery capacity buffer impacts

predictability

► Little innovation, tyranny of the urgent

► Technical debt grows uncontrollably

► People burn out

► No time for teams to plan, demo, or improve

together

SCALED AGILE • Cl Scaled Agile.Inc. 197

Notes:

147 | © Scaled Agile, Inc.

 5.2 Prepare the team for the Inspect and Adapt event

5.2 Pr epar e the team for the Inspect and Adapt event

5.2 Prepare the team for the Inspect and Adapt

event

SCALED AGILE .

Notes:

Improving results with Inspect and Adapt event

Three parts of Inspect and Adapt:

rf
Problem-solving workshop ,e. ..::..
·~· -·---=--·=--c--=
_...L

-= ~
Ll=:.::::.:::.IEIIIED!E!!
~~-=iii!fiis
Timebox: 3 - 4 hours per Pl
Attendees: Teams and stakeholders

SCALED AGI L E · Cl Scaled Agile.Inc. 199

Notes:

148 | © Scaled Agile, Inc.

5.2 Prepare the team for the Inspect and Adapt event

1. Pl System Demo

► At the end of the Pl, teams

demonstrate the current state of the
Solution to the appropriate stakeholders.

► Often led by Product Management, POs,

and the System Team

► Attended by Business Owners, ART

stakeholders, Product Management, RTE,
Scrum Masters, and teams

SCALED AGILE · Cl Scaled Agi le. Inc. 200

Notes:

Program performance reporting

As part of the Pl System Demo, teams compare planned vs actual business value.

► Teams meet with their Ob jecti ves fo r Pl 3

~~
Busine ss Value

-Pi.n -Actua l

Business Owners to self- • Structu red locations and

valid atio n o f locat ions
7 7

assess the business value • Build and de monstrate a proof

o f co ncep t fo r con text images
8 8

they achieved for each • Impl ement neg ative t riang ulatio n
by: tags, co mpa nies and peo ple
8 6

objective • Spee d up ind e xing by 50% 10 5

• Ind ex 1.2 bi llion more web pag es 10 8

► Each team's planned vs • Extract and bu ild URLabst racts

Uncom mitted Object ives
'----'
7 7

actual business value is then • Fuzzy search by full name 7 0

.. Improve tag qu ality to 80% 4 4

rolled up to the program relevance
-
'------'
-
Tota ls : so 45
predictability measure. % A ch iev e m e nt : 90 %

SCALED AGILE • Cl Scaled Agile. Inc . 201

Notes:

149 | © Scaled Agile, Inc.

5.2 Prepare the team for the Inspect and Adapt event

2. Quantitative measurement

The Pl predictability measu re shows whether achievements fall into an acceptable process control band .

Program Pred ictability Measure

120
• Target : Effective process
contro l range
100
.,
"C
• Predictabi lity sufficient
.,> to run the business
:.c
,,
u 80
<
.,"'> • Handles common
variations
'£., 60
1i' '' • Special causes may still
0
E 40 '' cause excess variat ion

E
Ol '
~ 20
Team A : Out -of-control development
Team B: Con trolled deve lopmen t
Program (ART)
0
Pl 1 Pl2 Pl3 Pl4 PIS

SCALED AGILE · Cl Scaled Agile.Inc. 202

Notes:

150 | © Scaled Agile, Inc.

5.2 Prepare the team for the Inspect and Adapt event

Duration

Video: Inspect & Adapt: The Problem-

Solving Workshop and Root Cause Analysis @ '
-

SCALED AGILE · Cl Scaled Agile.Inc. 203

Notes:

Ir-vi
~
Video link: https://vimeo.com/351693849/062b04103d

151 | © Scaled Agile, Inc.

5.2 Prepare the team for the Inspect and Adapt event

3. The problem-solving workshop

Teams conduct a short retrospective, then systematically address the larger impediments that are limiting
velocity.

Agree on the Apply root-cause analysis Identify the biggest root-cause

problem to solve (and S Whys) using Paret o analysis

-
-
r__
. '

·~~<--:-777

Restate the new pro blem fo r Identify improvement

Brainstorm solutions

..
the big g est root-cause backlog items

SCALED AGILE ·
-
Cl Scaled Agile.Inc.
~
'
000
.. '
I I
NFRs

204

Notes:

The Scrum Master's role in Inspect and Adapt

Best approaches Common anti-patterns

Facilitate the team preparation for the Pl System

Demo Only the PO presents in the Pl System Demo

Provide data
No actionable improvement Features are created

Facilitate one of the teams in the problem-solving

workshop
Improvement items don't enter the Pl Planning
Help the RTE make sure improvement items are process
included during the Pl

If using ad hoc teams for the l&A, then Scrum Improvement items are not demoed in the Pl
Masters may be participants rather than
System Demo
facilitators

SCALED AGILE • Cl Scaled Agile.Inc. 205

Notes:

152 | © Scaled Agile, Inc.

5.2 Prepare the team for the Inspect and Adapt event

Duration

TakingAction:Finishingthe Pl ~
~
► Step 1: Locate the Scrum Master Action
Plan section in your workbooks

► Step 2: Add more tools and techniques to

your action plan by reflecting on the
following:

Why is the IP Iteration important and how will

you coach for an innovative IP Iteration?

How will you prepare for the Pl System Demo?

How will you plan for the problem-solving

workshop?

► Step 3: Share one of your insights with the

class

SCALED AGILE · Cl Scaled Agile.Inc. 206

Notes:

153 | © Scaled Agile, Inc.

 SAFe® Scrum Master Action Plan

Why is the IP Iteration important and how will you coach for an
Lesson 5: innovative IP Iteration?
Finishing the PI

I
Objectives for Pl 1 BV AV
,
1. Show routing calculations between
the 5 most frequent destinations 10
2. Navigate autonomously from
distribution center to the most 8
frequent destination
3. Para llel park for a delivery
4. Return to the distribution center 10
after delivery
5. Include traffic data in route plann ing
6. Recall a delivery that is already in 7
progress
7. Reduce GPS signal loss by 25 % 5
Uncommitted Object ives
8. Demonstrate real-time rerouting
to avoid delays (e .g ., accident , 5
construction )

How will you prepare for the PI System Demo?

How will you plan for the problem-solving workshop?

© SCALED AGILE, INC.

5.2 Prepare the team for the Inspect and Adapt event

Lesson review

In this lesson you:

► Explored how to coach the IP Iteration

► Discussed how to prepare the team for the Inspect and Adapt
event

SCALED AGILE · Cl Scaled Agile.Inc. 207

Notes:

155 | © Scaled Agile, Inc.

Lesson 5 notes

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Lesson 6
Becoming a Certified SAFe
Scrum Master

Learning Objectives:
6.1 Becoming a Certified SAFe Scrum Master

SAFe® Course Attending this course gives students access to the

SAFe Scrum Master exam and related preparation materials

157 | © Scaled Agile, Inc.

 6.1 Becoming a Certified SAFe Scrum Master

6.1 Bec oming a C ertifi ed SAFe Scr um M aster

Make the most of your learning

..-im,·. Access the SAFe Community Platform

Mange your member profile, access videos and training resources, join Communities of Practice, and more.

Prepare Yourself
Access your learning plan featuring your digital workbook , study materials, and certification practice test

. rs;]' . Become a Certified SAFe Professional

. W1: Get certified to validate your know ledge, expand your professional capabi lities, and open the door to new career opportunities.

::_
°&·.
. Access SAFe Content and Tools
Access professional development resources and your trainer enablement plan to teach SAFe instructor•led courses.

• Po·. Collaborate in real time with your team and others

·..oi'li ·' Choose from ready-made templates to easily set up events like Pl Planning and retrospectives-al l with SAFe Collaborate.

:'(e) , Showcase SAFe Credentials

Display your digital badge to promote your SAFe capabilities and proficiencies throughout your career.

SCALED AGILE · Cl Scaled Agile.Inc. 208

Notes:

158 | © Scaled Agile, Inc.

6.1 Becoming a Certified SAFe Scrum Master

Duration

Video: Become a Certified SAFe ~

Professional ~

Continue to build on the foundation

of SAFe learning you began in class
by studying and taking the
certification exam.

Earning this certification

demonstrates and establishes your
new knowledge.

Certification details at:

https://bit.ly/2zCu2pa
SCALED AGILE · Cl Scaled Agile.Inc. 209

Notes:

Ir-vi
~
Video link: https://vimeo.com/307578726

About SAFe certification: https://www.scaledagile.com/certifications/about-safe-

certification/

159 | © Scaled Agile, Inc.

6.1 Becoming a Certified SAFe Scrum Master

Duration

Video: Welcome to the SAFe Community ~

Platform ~

Want to learn more about the next

steps on your SAFe Journey?

Access the SAFe Community

Platform and discover all the
SAFe resources available for your
use!

SCALED AGILE · Cl Scaled Agile.Inc. 210

Notes:

1~
~
Video link: https://vimeo.com/286920560

160 | © Scaled Agile, Inc.

6.1 Becoming a Certified SAFe Scrum Master

Certification Exam Sample Questions

These sample questions provide examples of the format and type of questions to
expect on the exam (these are not the actual exam questions). Performance on the
sample questions is NOT an indicator of the performance on the exam, and it should
NOT be considered an assessment tool. A web-enabled version of the sample
questions are now available in a flashcard style format (internet required). Use the
link below to access the sample question bank and begin preparing for certification.

To get started:
1. Click the link below
2. A browser window will open with the sample questions site
3. Click "Start"
4. Use the left-side menu to scroll and select your course
5. Click "Start" to access the sample questions

Sample questions: http://bit.ly/3aqpP4O

161 | © Scaled Agile, Inc.

Lesson 6 notes

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Appendix 1
Glossary

SAFe Glossary:
(g?/J
~

Visit the Scaled Agile Framework site

(https://v5.scaledagileframework.com/glossary/) to download glossaries
translated into other languages

163 | © Scaled Agile, Inc.