The correct answer is D. Flow, quality, and value should be measured in a CALMR approach to

DevOps. The CALMR approach to DevOps is a mindset that guides the ARTs toward achieving

continuous value delivery by enhancing culture, automation, lean flow, measurement, and recovery.

Measurement is one of the key elements of the CALMR approach, as it provides data and feedback to

monitor and improve the performance and outcomes of the solution delivery process. Measurement

involves collecting and analyzing metrics that reflect the flow, quality, and value of the solution, such

as:

Flow metrics – Flow metrics measure the efficiency and reliability of the delivery process, such as

lead time, cycle time, throughput, work in progress, and flow efficiency. Flow metrics help to identify

and eliminate waste and bottlenecks in the value stream, and to optimize the flow of value to the

customer.

Quality metrics – Quality metrics measure the functionality and stability of the solution, such as

defect rate, defect density, defect leakage, mean time to detect, mean time to resolve, and test

coverage. Quality metrics help to ensure that the solution meets the functional and nonfunctional

requirements and standards, and to detect and resolve any issues or defects as early as possible.

Value metrics – Value metrics measure the outcomes and benefits of the solution, such as customer

satisfaction, retention, engagement, revenue, and net promoter score. Value metrics help to

evaluate the validity of the hypotheses and assumptions about the customer value proposition, and

to guide the decision making and prioritization of the features12

According to the SAFe DevOps Practitioner 6.0 study guide and handbook, value flows through

Continuous Integration in the Continuous Delivery Pipeline. This aspect involves merging code

changes from multiple developers into a shared repository and running automated tests to ensure

quality and functionality. The handbook states that "Continuous Integration is the process of merging

code changes from multiple developers into a shared repository and running automated tests to

ensure quality and functionality."1 Therefore, Continuous Integration enables teams to deliver value

faster and more reliably by reducing integration errors and conflicts.

According to the SAFe DevOps Practitioner 6.0 study guide1, root cause analysis is a technique that

helps identify and eliminate the underlying causes of problems or defects in the Solution. Root cause

analysis can be used to address impediments to continuous delivery by finding and fixing the root

causes of issues such as delays, rework, waste, and errors. Root cause analysis can be performed

during various phases of the PI, such as during the Iteration Retrospective, during the management

review and problem-solving portion of PI Planning, or during Inspect & Adapt (I&A). However, the

most effective time to use root cause analysis is during I&A, which is a significant event held at the

end of each PI, where the current state of the Solution is demonstrated and evaluated. Teams then

reflect and identify improvement backlog items via a structured problem-solving workshop. The

result is a set of improvement backlog items that go into the ART Backlog for the next PI Planning

event. Therefore, root cause analysis can help teams address impediments to continuous delivery by

improving their performance and quality in the next PI.

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.

The recommended way to prioritize improvement items for the DevOps transformation is to use

Weighted Shortest Job First (WSJF). WSJF is a prioritization model that considers the cost of delay, job

size, and economic value of each improvement item. It helps to identify the most urgent and

valuable items that can be delivered in the shortest amount of time

:

According to the SAFe DevOps Practitioner 6.0 study guide1, one of the top advantages of mapping

the current state of the delivery pipeline is to achieve a collective understanding and consensus

around problems. Mapping the current state of the delivery pipeline is a technique that helps teams

visualize and analyze their current processes, practices, and performance. Mapping the current state

of the delivery pipeline enables teams to identify pain points, inefficiencies, and opportunities for

improvement. Mapping the current state of the delivery pipeline also fosters collaboration,

communication, and alignment among team members and stakeholders. By mapping the current

state of the delivery pipeline, teams can gain a shared vision of their current situation, challenges,

and goals. This can help them to reach a collective understanding and consensus around problems

that need to be solved or opportunities that need to be pursued. Therefore, mapping the current

state of the delivery pipeline is an advantage that can improve team cohesion and decision making.

According to the SAFe DevOps Practitioner 6.0 study guide1, when responding to production issues,

the DevOps teams should coordinate with each other and with the SRE teams and System teams. The

DevOps teams are responsible for developing, building, integrating, testing, deploying, and

monitoring the Solution, while the SRE teams and System teams are responsible for ensuring the

reliability, availability, security, and performance of the Solution in production. The Ops teams are

responsible for managing the infrastructure and services that support the Solution in production.

Therefore, all three groups of teams should work together to resolve production issues effectively.

Two of the technical practices that focus on Built-in Quality are pair work and test-driven

development. Pair work is a collaborative technique where two developers work together on the

same code, one writing the code and the other reviewing it. Pair work improves the quality of the

code by reducing defects, increasing knowledge sharing, and enhancing creativity and problem-

solving. Test-driven development (TDD) is a practice where developers write automated tests before

writing the code, and then refactor the code until it passes the tests. TDD ensures that the code

meets the requirements and specifications, as well as improves the design, readability, and

maintainability of the code

The purpose of a minimum viable product is to validate the hypothesis. A minimum viable product

(MVP) is an early and minimal version of a new product or solution used to prove or disprove an epic

hypothesis. An epic is a significant solution development initiative that requires the definition and

approval of an MVP. An epic hypothesis is a statement that describes the expected outcome, benefit,

and value of an epic. The MVP is the smallest possible solution that can be used to test the epic

hypothesis with real customers or users, and to gather feedback and data. The MVP helps reduce the

risk of investing in a solution that nobody wants or needs, and enables faster learning and

adaptation. The MVP is not the final product or solution, but rather a starting point for further

development and improvement