Most Recent Scaled Agile SAFe-DevOps Exam Dumps

The DevOps Health Radar aligns the four aspects of the Continuous Delivery Pipeline to four stakeholder concerns: alignment, quality, time-to-market, and business value. The DevOps Health Radar is a tool that helps Agile Release Trains (ARTs) and Solution Trains assess their ability to Release on Demand, which is the process of delivering value to customers whenever there is a business need. The DevOps Health Radar consists of four dimensions that correspond to the four aspects of the Continuous Delivery Pipeline: Continuous Exploration (CE), Continuous Integration (CI), Continuous Deployment (CD), and Release on Demand. Each dimension has four sub-dimensions that reflect the key practices and capabilities that enable the flow of value. The DevOps Health Radar helps the ARTs and Solution Trains to measure their maturity in each sub-dimension, using a scale of Sit, Crawl, Walk, Run, or Fly. The DevOps Health Radar also helps the ARTs and Solution Trains to identify the gaps and improvement opportunities in their DevOps practices, and to prioritize the next steps toward achieving higher levels of maturity. The DevOps Health Radar aligns the four aspects of the Continuous Delivery Pipeline to four stakeholder concerns, as shown in Figure 1:

Alignment -- Alignment is the concern of ensuring that the solution is aligned with the customer needs, market opportunities, and strategic goals of the enterprise. Alignment is achieved by applying the CE aspect, which involves exploring the market and customer problems, defining a vision, roadmap, and set of features for the solution, and validating the assumptions and hypotheses with customer feedback and data.

Quality -- Quality is the concern of ensuring that the solution meets the functional and nonfunctional requirements and standards, and that it does not introduce any defects or vulnerabilities. Quality is achieved by applying the CI aspect, which involves developing, testing, integrating, and validating new functionality in preparation for deployment and release.

Time-to-market -- Time-to-market is the concern of ensuring that the solution can be delivered and deployed to the production environment as fast and as frequently as possible, without compromising quality or security. Time-to-market is achieved by applying the CD aspect, which involves automating and streamlining the deployment process, and ensuring the stability and reliability of the production environment.

Business value -- Business value is the concern of ensuring that the solution delivers the expected outcomes and benefits to the customer and the enterprise, and that it can be adapted and improved based on the changing needs and feedback. Business value is achieved by applying the Release on Demand aspect, which involves releasing new functionality to the customer incrementally or immediately, based on the market demand, and measuring and learning from the results12

1: https://scaledagileframework.com/blog/assess-your-devops-health-with-the-safe-devops-radar/ 2: https://support.scaledagile.com/s/article/Exam-Study-Guide-SDP-6-0-SAFe-for-DevOps

According to the SAFe DevOps Practitioner 6.0 study guide and handbook, the statement that illustrates the biggest bottleneck is B. WT = 10 days, AT = 0.5 day, %C&A = 100%. This means that the value stream has the longest lead time (WT), the shortest actual time (AT), and the highest relative economic value (C&A). These are the three metrics that are used to measure and optimize the value stream performance.The handbook states that 'The three metrics used to measure and optimize value stream performance are WT, AT, and %C&A.'1Therefore, a bigger bottleneck indicates a lower value stream efficiency and a higher waste or inefficiency.

The Release on Demand aspect enables the key business objective of delivering business value to customers. Release on Demand is the process by which features deployed into production are released incrementally or immediately to customers based on market demand. It is the final aspect of the Continuous Delivery Pipeline (CDP) in SAFe DevOps, which enables the delivery of value to the end user as fast as possible, based on market demand. The decision of what and when to release is a critical economic driver that requires careful consideration of the customer needs, market rhythms, and economic outcomes. Release on Demand is decoupled from the Continuous Deployment activity, which automates the migration of new functionality from a staging environment to production, where it is made available for release. Release on Demand involves four activities: release, stabilize and operate, measure, and learn.These activities help to deliver the solution to end users, ensure the solution is working well from a functional and nonfunctional perspective, quantify the value delivered by the solution, and collect feedback and prepare for the next loop through the CDP3

According to the SAFe DevOps Practitioner 6.0 study guide1, feature toggles are useful for decoupling deployment from release. Feature toggles are a technique that allows code to be turned ''on'' or ''off'' without needing additional deployment. Feature toggles enable teams to experiment with different features, validate their assumptions, and learn from their failures without affecting the rest of the system. Feature toggles also help teams to reduce the risk of deploying faulty or incomplete code, as well as to optimize the performance and resource consumption of the system.Therefore, feature toggles are useful for decoupling deployment from release, which is an aspect of the Continuous Delivery Pipeline that releases new functionality immediately or incrementally based on business and customer needs2.

gemba walks are an important competency in support of the Collaborate and Research activity of the DevOps Health Radar. Collaborate and Research is the process of creating alignment on what needs to be built, synthesizing Solution ideas into ART Backlog Features, and utilizing WSJF to prioritize a DevOps backlog. Gemba walks are a technique where the product team observes how stakeholders execute the specific activities in their operational value streams to identify opportunities for relentless improvement. Gemba walks help the product team understand the customer needs, market problems, and solution requirements from the perspective of those who deliver value to customers. Therefore, gemba walks are essential for collaborating and researching with stakeholders and validating or invalidating hypotheses.