SAFe for Teams Certification Training (Scaled Agile)
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M1 — SAFe Context: Four Levels and the Lean-Agile Mindset
The four levels: team, program, large solution and portfolio
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The Lean-Agile mindset: what it asks of every person in the framework
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The Big Picture: the one diagram that explains where your team sits
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Agile Release Train: the teams that build one solution increment together
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Why scale exists: the dependencies a single team cannot resolve alone
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Choosing the right level of scope for a programme you are joining
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M2 — Core Values and the Lean-Agile Leadership Principles
The seven core values and the behaviour each one names in a team
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The ten Lean-Agile leadership principles and the question behind each
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Leadership at the team level: servant leadership inside an ART
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Leadership at the program level: running the train and the dependency network
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How values are used in reviews, assessments and the continuous improvement mindset
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A self-assessment: scoring your own team against values and principles
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M3 — The Team Level: Roles, Ceremonies and the Team Backlog
Team roles: team lead, product owner, system team and the agile teams
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The team backlog: where the work of one agile team lives and how it is groomed
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Features and enablers: the two kinds of backlog item in SAFe
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Stories, enablers and the split between build work and run work
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The agile team in an ART: dependencies on the system team and on other teams
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Writing a story that a program can size, split and sequence
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M4 — Running an Iteration: Planning, Daily Sync, Review and Retrospective
Iteration planning: the team commits to a slice and the rules of the sprint
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The daily sync: status, impediments and the plan for the day
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The iteration review with the product owner and the stakeholders
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The iteration retrospective and the improvement backlog it feeds
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Defect handling, work in progress limits and the definition of done
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The iteration burndown and the forecast the team gives the program
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M5 — Program Level: PI Planning and the Solution Backlog
The solution backlog: features, enablers and the sizing programs need
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PI planning: the two-day event that turns features into a program plan
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Program increments, the release train and the train cadence
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The release plan, release readiness and the confidence of the forecast
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Program risks, dependencies and interface management between teams
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System team: architecture, enablers and the integration needed to ship
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M6 — Large Solution and Portfolio Level
Large solution level: capabilities, value streams and the solution roadmap
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Solution management: what happens above the program and why it matters
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Portfolio level: strategic themes, investment horizons and the funding model
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Portfolio backlog, value streams and the epic that spans many capabilities
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Lean-Agile budgeting: funding by value rather than by project
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Knowing which level your decisions actually need to reach
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M7 — Product and Architecture Roles in a Scaled Programme
The product management role and the product vision it carries
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The product owner in SAFe and the backlog they are accountable for
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The system team, the solution architect and the enabling work they own
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The release train manager and the train events they run
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Stakeholder engagement at the program level and the feedback it returns
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Where the product owner and the system team disagree, and how it resolves
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M8 — Capstone: PI Planning Simulation and the Exam
Capstone: planning one program increment with two teams in the room
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Breaking a feature into stories and sizing them with the program team
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Running the iteration review and the retrospective inside a program
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Writing the program risk register for the dependencies you found
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Sitting a timed 45-question SAFe for Teams practice paper
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Defending your plan and your place in the train in a review meeting
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