The final agenda item of PI Planning is the Planning Retrospective . This is where the ART reflects on the PI Planning event itself and identifies improvements for the next planning session.

The SAFe 6.0 guidance states:

“The PI Planning event ends with a retrospective. Teams and stakeholders reflect on the process, identify improvements, and create actionable items for the next PI Planning.”

This ensures continuous improvement of the PI Planning process itself.

Surfacing risks (A), reviewing the final plan (B), and assigning Business Value (D) all happen earlier in the PI Planning agenda.

The retrospective is always the final step before closing the PI Planning event.

Personas are fictional characters that represent the different user types within a targeted demographic, attitude, and/or behavior set that might use a product or service 1 .  They are one of the practices used to understand the problem space during the discover phase of Design Thinking, as they help design thinkers empathize with the users and their needs, goals, and pain points 2 .  Personas also help define the problem statement in a human-centered manner and guide the ideation and prototyping phases 2 .  References :  Personas ,  Design Thinking

Iteration planning for Kanban teams is different from Scrum teams in that Kanban teams do not estimate their velocity, do not commit to service level agreements, and do not plan the Iteration in detail. Instead, Kanban teams use a flow-based process that allows them to pull work items from the backlog as they become available and deliver value continuously. However, Kanban teams still operate within the ART iteration cadence and often publish Iteration goals to align with the ART vision and objectives, as well as to communicate their priorities and dependencies to other teams and stakeholders.  References :  SAFe Team Kanban ,  Agile Iteration Planning Effectively

= Mindset and Principles is one of the three dimensions of Lean-Agile Leadership, along with Leading by Example and Leading the Change. Mindset and Principles refers to how leaders embed the Lean-Agile way of working in their beliefs, decisions, responses, and actions. Leaders model the expected norm throughout the organization by learning and applying the SAFe Core Values, Lean-Agile Mindset, and SAFe Principles.  References : =  Lean-Agile Leadership - Scaled Agile Framework ,  Exam Study Guide: SP (6.0) - SAFe® Practitioner

user business value and time criticality are components of Cost of Delay (CoD), which is a measure of the economic value of a job over time. CoD is used to prioritize jobs based on the Weighted Shortest Job First (WSJF) model, which is part of the SAFe methodology. CoD is calculated as the sum of three components: user/business value, time criticality, and risk reduction and/or opportunity enablement. User/business value indicates the relative importance and revenue impact of a job. Time criticality indicates the urgency and value decay of a job.  Risk reduction and/or opportunity enablement indicates the long-term benefits of a job 1 2 .  References :  1 :  WSJF - Scaled Agile Framework 2 :  WSJF = (Biz Value + Time Crit. + Risk Reduce) / Job Size

 SAFe recommends using a second operating system to deliver value by creating a dual operating system that consists of a Network and a Hierarchy. The Network is optimized for speed and adaptability, while the Hierarchy is optimized for efficiency and stability. The Network is composed of development value streams (DVSs) that are realized by product-focused Agile Release Trains (ARTs). The ARTs are cross-functional teams that work together to deliver software products on a regular schedule. The Hierarchy provides the necessary support and governance for the Network, such as operations, HR, finance, and compliance. By using a second operating system, SAFe enables business agility by allowing the organization to organize and reorganize around the flow of value, while maintaining the benefits and stability of the existing hierarchical structure.  References :  Business Agility ,  Principle #10 – Organize around value ,  How Does SAFe Enable Business Agility Through A Second Operating System ,  How does safe provide a second operating system that enables business agility

Reducing the batch sizes of work is critical to improving flow, as it enables faster delivery of value, lower risk, higher quality, and better feedback 1 .  Batch size is the amount of work that moves as a unit through the value stream 2 .  Smaller batches reduce the cycle time, the total time from the beginning to the end of the process to provide value to a customer 3 .  Smaller batches also reduce the variability and uncertainty in the system, leading to less waste and rework 2 .  SAFe provides several practices to reduce the batch sizes of work, such as using User Stories, Features, and Minimum Viable Products (MVPs) as units of work, applying Continuous Integration (CI) and Continuous Delivery (CD) pipelines, and limiting Work in Process (WIP) 1 .  References :  Accelerating Flow with SAFe ,  Make Value Flow without Interruptions ,  Optimize Flow

The Agile Manifesto is a set of values and principles that guide the software development process. One of the values is “responding to change over following a plan”. This means that the team values the customer’s needs and feedback over the plan and process. The team embraces change as an opportunity to deliver better solutions and adapts to changing requirements and priorities.  References :  The 4 Values and 12 Principles of the Agile Manifesto - Smartsheet ,  12 Principles Behind the Agile Manifesto | Agile Alliance

 Scrum is a framework that enables teams to deliver value in complex and uncertain environments. Scrum is based on the agile manifesto, which values individuals and interactions, working software, customer collaboration, and responding to change. Scrum consists of three roles (Product Owner, Scrum Master, and Developers), five events (Sprint Planning, Daily Scrum, Sprint Review, Sprint Retrospective, and Sprint), and three artifacts (Product Backlog, Sprint Backlog, and Increment). Scrum teams work in short iterations called Sprints, where they plan, execute, and deliver a potentially releasable product increment. Scrum teams inspect and adapt their process and product continuously, using empirical feedback and data. Scrum teams are self-organized, meaning they decide how to best accomplish their work, and cross-functional, meaning they have all the skills needed to create a product increment.

 This statement is one of the four values of the Agile Manifesto, which is a foundational document for the Agile movement and the SAFe framework. The value emphasizes the importance of working closely with the customers and stakeholders to deliver value and meet their needs, rather than relying on rigid and formal contracts that may not reflect the changing requirements and expectations.  References :  Agile Manifesto ,  The 4 Values and 12 Principles of the Agile Manifesto ,  Exam Study Guide: SP (6.0) - SAFe® Practitioner