Up next in 10
How does Agile work when you need to coordinate across multiple teams, departments, or even entire enterprises? In this video, we focus on Scaled Agile Frameworks — a must-know topic for the PMP® exam and real-world project environments.
This is the fourth video in our 15-part Agile Review & Question series. You’ll learn the core principles of SAFe, Scrum of Scrums, LeSS, Disciplined Agile, and Crystal, and then test your knowledge with 10 challenging practice questions (Questions 31–40) with detailed explanations.
✅ You’ll learn how to:
• Apply Scaled Agile practices in exam scenarios and workplace projects
• Understand how frameworks like SAFe, LeSS, and Disciplined Agile differ
• Strengthen your ability to identify PMI-aligned solutions under exam conditions
By practicing with scenario-based questions, you’ll not only remember the frameworks, but you’ll also know how to apply them effectively in scaled environments.
Chapters:
0:00 Scaled Agile Frameworks Overview
3:03 Question 31
5:15 Question 32
7:23 Question 33
9:28 Question 34
11:25 Question 35
13:31 Question 36
15:33 Question 37
17:45 Question 38
Show More Show Less View Video Transcript
0:00
The topic we're about to cover is scaled
0:02
agile frameworks. How agile is applied
0:04
when multiple teams collaborate toward a
0:07
shared goal. As organizations grow,
0:10
agile isn't just about a single team
0:12
working in isolation. The PMP exam
0:15
expects you to understand how agile
0:17
scales across teams, departments,
0:20
portfolios, and entire enterprises and
0:23
how coordination, delivery, and
0:24
communication are managed in those
0:26
environments. In this section, we'll
0:29
focus on five key frameworks you need to
0:32
know. Safe, scrum of scrums, less,
0:35
disciplined agile, and crystal. Each one
0:38
approaches scaling differently, and each
0:40
has core ideas you'll want to remember
0:42
for the exam. Let's start with safe, the
0:45
scaled agile framework. It's the most
0:47
widely adopted scaling method,
0:49
especially in large enterprise
0:50
environments. SAFE introduces a layered
0:53
structure with team, program, and
0:55
portfolio levels to coordinate across
0:58
many agile teams. You'll want to
1:00
understand concepts like agile release
1:03
trains, program increment planning, and
1:05
roles such as the release train
1:07
engineer. What makes SAFE stand out is
1:09
how it connects daily agile work to
1:12
strategic business goals using value
1:14
streams and synchronized planning. Next
1:17
is Scrum of Scrums, a lightweight
1:19
coordination technique. Rather than
1:21
creating new roles or layers, each scrum
1:23
team selects a representative to join a
1:26
scrum of scrums meeting. They address
1:28
dependencies, blockers, and alignment
1:30
between teams. This approach preserves
1:32
the simplicity of scrum while providing
1:35
a way to scale coordination without
1:37
extra overhead. Then we have less or
1:40
large scale scrum. Less is all about
1:42
scaling scrum without scaling
1:44
complexity. Multiple teams share a
1:46
single product owner and one product
1:48
backlog. Teams still follow scrum
1:50
practices, but they do so together often
1:53
holding joint reviews and retrospectives
1:55
to ensure alignment. Less emphasizes
1:58
transparency, empirical process control
2:01
and lean thinking. Discipline agile or
2:04
DA is a toolkit rather than a framework.
2:07
It helps teams choose their way of
2:09
working based on their context.
2:11
Considering size, culture, risk, and
2:13
regulatory needs. DA combines guidance
2:16
from agile, lean, conbon, scrum, and
2:19
even traditional methods. You're not
2:21
told what to do. Instead, you're
2:23
supported in tailoring your approach
2:25
with flexibility and governance.
2:28
Finally, there's Crystal, a family of
2:30
agile methods that are tailored based on
2:32
team size and project criticality. For
2:34
example, Crystal Clear is great for
2:36
small colloccated teams with low risk,
2:39
while Crystal Orange or Red might be
2:40
used for larger, more complex efforts.
2:43
Crystal focuses on people and
2:45
communication rather than strict rules
2:47
or artifacts. It emphasizes frequent
2:49
delivery, face-to-face collaboration,
2:51
and adaptability to context. Now, we'll
2:54
go through 10 practice questions to help
2:56
you test your understanding of these
2:58
frameworks and how agile scales in real
3:00
world environments. Let's get started.
3:03
Question 31. An organization is
3:06
implementing safe to improve
3:08
coordination across agile teams.
3:10
Leadership wants to ensure that
3:12
strategic goals are consistently
3:13
translated into team level execution
3:16
without disrupting agile delivery
3:18
practices. What should the project
3:20
manager emphasize to support alignment
3:23
in the safe environment? A. Establishing
3:26
a consistent cadence and synchronizing
3:28
teams through agile release trains. B.
3:32
Coordinating work using a single product
3:34
backlog shared across all teams. C.
3:37
Empowering scrum masters to prioritize
3:39
work based on team capacity each sprint.
3:43
D. Allowing each team to tailor their
3:45
planning and governance approach based
3:47
on their context. You can pause the
3:50
video here if you need more time to work
3:52
on the question. The correct answer is
3:54
A. This question is testing your
3:57
understanding of how safe enables
3:59
enterprisewide coordination while
4:01
preserving agile values. The key
4:04
mechanism in safe that ensures alignment
4:06
is the agile release train which groups
4:09
multiple teams into a synchronized unit
4:11
operating on a shared cadence. This
4:14
cadence provides regular opportunities
4:16
to align goals, assess progress, and
4:18
adapt. Choice A is the best option
4:21
because arts and cadence-based planning
4:24
are foundational practices in safe to
4:26
synchronize delivery and align teams
4:29
with business goals. Choice B is
4:31
incorrect. A single shared backlog is a
4:34
hallmark of large-scale scrum, not safe.
4:37
Safe utilizes layered backlogs at the
4:39
team, program, and portfolio levels to
4:42
manage complexity. Choice C is
4:45
incorrect. Scrum masters help facilitate
4:48
team agility but do not own
4:50
prioritization. In safe prioritization
4:53
happens at the program level through PI
4:55
planning and is led by roles like the
4:58
product manager. Choice D is incorrect.
5:01
This reflects a concept more aligned
5:03
with disciplined agile which allows
5:05
tailoring per team. SAFE on the other
5:08
hand relies on standardized coordination
5:11
mechanisms for alignment. Let's move on
5:14
to the next question if you're ready.
5:16
Question 32. A large organization using
5:19
SAFE is preparing for the upcoming
5:22
program increment planning event. The
5:24
agile release train includes 10 teams
5:26
working on a shared product roadmap.
5:29
Some team members are questioning the
5:31
value of the event given the time
5:32
commitment. What should the project
5:34
manager do to reinforce the purpose of
5:36
program increment planning? A emphasize
5:40
that the main goal is to finalize scope
5:42
and timelines across all teams for the
5:44
next increment. B explain that the event
5:47
fosters alignment, transparency, and
5:50
risk mitigation through shared planning.
5:53
C. Reassure teams that any changes after
5:56
PI planning will be managed by the
5:58
release train engineer. D. Encourage
6:01
each team to define their own backlog
6:03
before the event to speed up the
6:04
planning process. You can pause the
6:07
video here if you need more time to work
6:08
on the question. The correct answer is
6:11
B. This question is testing your
6:14
understanding of why SAFE emphasizes
6:16
program increment planning as a critical
6:18
cadence-based event. PI planning isn't
6:21
just a coordination activity. It's
6:23
designed to align teams around shared
6:25
goals, surface risks early, and foster
6:28
collaboration at scale. This alignment
6:31
is key in large distributed agile
6:34
environments. Choice B is the best
6:36
option because it highlights the
6:38
strategic purpose of PI planning.
6:40
Alignment, transparency, and early risk
6:43
mitigation. These are core benefits that
6:45
make the time investment worthwhile.
6:48
Choice A is incorrect. While scope and
6:50
timelines are discussed during PI
6:53
planning, the goal is not to finalize
6:55
everything. Agile promotes adaptation
6:58
over rigid planning. Choice C is
7:01
incorrect. This downplays team
7:03
accountability. Managing change is a
7:06
shared responsibility across teams, not
7:08
just the release train engineer. Choice
7:11
D is incorrect. While team preparation
7:13
is valuable, defining team level
7:15
backlogs in isolation undermines the
7:17
shared planning and alignment PI
7:18
planning is meant to achieve. Let's move
7:21
on to the next question if you're ready.
7:23
Question 33. Multiple agile teams are
7:26
working on a shared product.
7:28
Dependencies between teams are creating
7:30
bottlenecks and duplicated effort. The
7:32
teams want a better way to identify and
7:34
manage cross teamam risks without
7:36
slowing down individual team delivery.
7:38
What should the project manager do to
7:41
improve coordination across teams? A.
7:44
Ask team leads to review
7:46
interdependencies at the end of each
7:48
sprint and document lessons learned. B.
7:51
Establish a scrum of scrums with
7:53
representatives from each team to share
7:55
progress and raise impediments.
7:58
C. Combine all teams into one larger
8:00
team with a shared product owner and
8:02
single backlog to reduce dependencies.
8:05
D. Schedule a full team sync across all
8:08
agile teams every other day to improve
8:11
transparency.
8:12
You can pause the video here if you need
8:14
more time to work on the question. The
8:17
correct answer is B. This question is
8:20
testing your knowledge of cross team
8:21
coordination mechanisms in multi-team
8:23
agile environments. When multiple scrum
8:26
teams are working on a shared product,
8:28
dependencies can lead to misalignment,
8:30
duplicated effort, or delays. The scrum
8:33
of scrums is specifically designed to
8:35
address this. Choice B is the best
8:38
option. The scrum of scrums allows teams
8:40
to maintain autonomy while coordinating
8:43
effectively. Representatives from each
8:45
team meet regularly to share updates,
8:47
surface risks, and manage dependencies,
8:50
all without disrupting each team's
8:52
workflow.
8:53
Choice A is incorrect. Reviewing
8:56
interdependencies after the sprint is
8:58
too late. Agile encourages addressing
9:00
blockers early and continuously, not
9:02
just during retrospectives.
9:04
Choice C is incorrect. This reflects a
9:07
concept from large-scale scrum, which
9:09
combines teams under one product owner
9:11
and backlog. However, it may reduce
9:13
autonomy and doesn't scale well for all
9:15
environments. Choice D is incorrect.
9:18
While transparency is important, syncing
9:20
all teams every other day can lead to
9:22
excessive coordination, overhead, and
9:24
slow down delivery. Let's move on to the
9:27
next question if you're ready. Question
9:29
34. An organization has three agile
9:32
teams working on the same product.
9:34
Leadership wants to scale agile while
9:37
keeping the structure lightweight,
9:38
avoiding additional roles or governance
9:41
layers. They prefer unified
9:42
prioritization and minimal duplication
9:44
of effort across teams. What is the most
9:47
appropriate approach the project manager
9:50
should recommend? A. Assign a dedicated
9:53
product owner to each team to manage its
9:55
individual backlog. B. Form an agile
9:58
release train and use PI planning to
10:01
align all teams every quarter. T create
10:04
crossf functional feature teams and
10:06
assign team specific goals through the
10:08
PMO. D. Use a single product owner and
10:12
shared product backlog to guide all
10:14
three teams collaboratively.
10:16
You can pause the video here if you need
10:18
more time to work on the question. The
10:20
correct answer is D. This question is
10:23
testing your ability to identify
10:24
framework traits based on desired
10:26
outcomes even when the framework isn't
10:28
named. The scenario describes a
10:30
preference for simplicity, minimal
10:32
overhead, and unified product direction.
10:35
All of which are core principles of
10:36
large-scale scrum. Choice D is the best
10:39
option because less promotes a single
10:41
product owner and one shared backlog
10:43
across all teams. This ensures
10:45
streamlined prioritization and efficient
10:47
coordination without adding roles or
10:49
bureaucracy. Choice A is incorrect.
10:53
Giving each team its own product owner
10:55
creates silos and diverging priorities
10:57
which less explicitly avoids. Choice B
11:01
is incorrect. that describes safe where
11:03
agile release trains and PI planning are
11:06
used. While useful in more complex
11:08
settings, this adds overhead the
11:10
organization wants to avoid. Choice C is
11:14
incorrect. Assigning goals through the
11:16
PMO introduces top- down control which
11:18
goes against the self-organizing nature
11:21
of agile and less. Let's move on to the
11:24
next question if you're ready. Question
11:26
35. A company is exploring ways to scale
11:29
agile and improve how teams select their
11:32
ways of working. They want to avoid
11:34
rigid one-sizefits-all practices and
11:37
instead encourage teams to make
11:39
contextsensitive
11:41
choices that reflect their unique needs.
11:45
What should the project manager do to
11:47
support this goal? A adopt safe to
11:50
provide a structured role-based
11:52
framework across all teams. B. Use Scrum
11:56
of Scrums to ensure each team
11:57
coordinates without altering their
11:59
workflows. C. Allow each team to define
12:02
its own approach using lightweight
12:04
people focused methods without guidance.
12:08
D. Guide teams to evaluate options using
12:10
a goal-driven approach that considers
12:12
their specific context. You can pause
12:15
the video here if you need more time to
12:16
work on the question. The correct answer
12:18
is D. This question is testing your
12:21
understanding of discipline agile, a
12:24
process decision framework that helps
12:25
teams choose their way of working.
12:28
Discipline agile doesn't prescribe a
12:30
fixed methodology. Instead, it provides
12:32
goal-based guidance to help teams make
12:35
informed choices based on their unique
12:37
situation. Choice D is the best option
12:40
because it reflects disciplined agile's
12:43
approach supporting decisionmaking by
12:45
helping teams evaluate trade-offs and
12:47
tailor their practices based on context.
12:50
Choice A is incorrect.
12:53
SAFE is a structured framework with
12:55
defined roles, layers, and ceremonies.
12:58
Helpful in some environments but not
13:00
ideal when the goal is flexibility and
13:03
contextspecific decisionmaking.
13:05
Choice B is incorrect. Scrum of scrums
13:08
helps with team coordination but doesn't
13:11
guide teams in selecting or evolving
13:13
their processes. Choice C is incorrect.
13:16
While Crystal promotes lightweight
13:18
people ccentric approaches, it doesn't
13:21
offer systematic guidance for evaluating
13:23
process decisions across varying team
13:26
contexts. Let's move on to the next
13:29
question if you're ready. Question 36. A
13:33
software development company wants to
13:35
adopt an agile approach that emphasizes
13:37
people and interactions while allowing
13:39
teams to tailor processes based on team
13:42
size and project criticality. They value
13:44
simplicity and favor minimal
13:46
documentation when possible. Which agile
13:49
approach best supports this need? A safe
13:52
because it provides detailed
13:54
documentation and coordination
13:55
structures. B less because it focuses on
13:59
alignment through shared product
14:01
ownership and scaled team events.
14:04
Crystal because it adapts practices
14:06
based on team size and project
14:08
complexity. Disciplined agile because it
14:11
provides teams with decision trees and
14:13
guidance on choosing their way of
14:15
working. You can pause the video here if
14:18
you need more time to work on the
14:19
question. The correct answer is C. This
14:23
question is testing your understanding
14:25
of Crystal, one of the lesserknown agile
14:27
frameworks that focuses on lightweight
14:30
people ccentric approaches. Crystal
14:32
recognizes that different teams need
14:34
different levels of process and
14:36
formality depending on the size of the
14:38
team and the criticality of the project.
14:41
It encourages tailoring and favors
14:43
simplicity and communication over rigid
14:46
structure. Choice C is the best option
14:49
because Crystal supports customization
14:51
while emphasizing individuals and
14:53
interactions aligning perfectly with the
14:56
needs described in the scenario. Choice
14:59
A is incorrect. SAFE provides structure
15:02
and coordination across large
15:03
organizations, but it's not lightweight
15:06
and involves considerable documentation
15:08
and defined roles. Choice B is
15:10
incorrect. less promotes team
15:12
coordination through shared backlog and
15:14
ownership, but it still follows a more
15:16
structured model than what the scenario
15:18
is asking for. Choice D is incorrect.
15:22
While disciplined agile helps teams
15:24
select their way of working, it includes
15:26
more decision-making structure and
15:28
formal guidance than the simplicity
15:29
desired here. Let's move on to the next
15:32
question if you're ready. Question 37. A
15:36
global enterprise is evaluating
15:37
different scaled agile frameworks. Their
15:40
primary goals are flexibility in
15:42
choosing team level practices,
15:44
minimizing role duplication and keeping
15:47
overhead light while still coordinating
15:49
across multiple teams.
15:51
What is the best action the project
15:53
manager should take? A recommend safe
15:56
because it provides a structured
15:58
portfolio layer and clearly defined
16:00
roles at all levels. B recommend less
16:04
because it encourages minimal roles,
16:06
shared backlogs, and team level
16:08
autonomy. C. Recommend disciplined agile
16:12
because it allows teams to choose their
16:14
way of working using guided process
16:16
decision tools. D. Recommend scrum of
16:20
scrums because it supports cross team
16:22
synchronization without requiring
16:24
structural changes. You can pause the
16:27
video here if you need more time to work
16:28
on the question. The correct answer is
16:31
C. This question is testing your ability
16:33
to evaluate scaled agile frameworks and
16:36
align them with organizational needs. In
16:38
this case, the company is looking for a
16:40
flexible, lightweight coordination
16:42
approach that allows individual teams to
16:44
choose their practices while minimizing
16:46
added roles or overhead. Choice C is the
16:49
best option because disciplined agile
16:52
provides a toolkit that guides teams to
16:54
select their way of working based on
16:57
context. It supports coordination
16:59
without imposing rigid roles or
17:01
centralized control, making it ideal for
17:04
organizations that value flexibility and
17:06
autonomy. Choice A is incorrect. SAFE
17:10
introduces defined roles and layers at
17:12
portfolio, program, and team levels,
17:15
increasing structure and overhead, which
17:18
contradicts the goal of simplicity.
17:20
Choice B is incorrect. While less
17:22
promotes shared backlogs and minimal
17:24
roles, it's less flexible than DA and
17:26
has a stricter structure that may not
17:28
fit all teams needs in a large diverse
17:30
enterprise. Choice D is incorrect. Scrum
17:34
Scrums helps coordinate teams, but it
17:36
lacks the broader decision-making
17:38
support or customization capabilities
17:40
that the scenario calls for. Let's move
17:43
on to the next question if you're ready.
17:45
Question 38. When an organization is
17:48
transitioning from a traditional
17:49
structure to agile at scale, teams have
17:52
different levels of agile experience and
17:54
the company operates in a regulated
17:56
industry that requires portfolio level
17:58
coordination and compliance tracking.
18:01
What is the best course of action for
18:03
the project manager? A. Adopt Crystal
18:06
because it allows each team to define
18:08
its own practices based on personality
18:10
and context. B. Adopt less because it
18:14
uses minimal roles and simplifies
18:16
scaling across teams. C. Use safe
18:19
because it provides portfolio alignment,
18:21
supports regulatory needs, and
18:23
accommodates different team maturities.
18:25
D. Use Scrum of Scrums because it helps
18:28
coordinate teams without requiring
18:30
changes to roles or structure. You can
18:33
pause the video here if you need more
18:35
time to work on the question. The
18:37
correct answer is C. This question is
18:40
testing your ability to evaluate which
18:42
scaled agile framework is best suited
18:44
for a complex organization that must
18:46
coordinate across multiple teams with
18:48
varying agile maturity and strict
18:50
regulatory requirements. Choice C is the
18:53
best option because safe scaled agile
18:56
framework is built for large complex
18:58
organizations. It provides portfolio
19:00
level alignment, integrates compliance
19:02
needs and offers a scalable structure
19:04
that accommodates teams at different
19:06
stages of agile adoption. Choice A is
19:09
incorrect. Crystal is lightweight and
19:12
highly adaptable, but relies on team
19:14
personality and informal coordination.
19:17
It lacks the governance and scalability
19:20
needed for a regulated enterprise.
19:22
Choice B is incorrect. Less works well
19:25
for smaller organizations that want
19:27
minimal overhead and shared backlogs,
19:29
but it doesn't offer the governance and
19:31
compliance structure required in
19:33
regulated industries. Choice D is
19:35
incorrect. Scrum of scrums is a
19:38
coordination technique rather than a
19:39
full framework. It doesn't provide the
19:42
enterprise level support or regulatory
19:44
scaffolding needed in this scenario.
19:47
Now, let's move on to the next question
19:49
if you're ready. Question 39. During a
19:52
program increment planning session
19:54
across multiple agile teams working in
19:56
different locations, several
19:58
participants express confusion about
20:00
priorities and dependencies. Some teams
20:02
are unclear about how their work aligns
20:04
with the broader objectives. What should
20:07
the project manager do to improve
20:09
collaboration and clarity in future
20:11
remote workshops? A. Use a shared
20:14
digital program board to visualize cross
20:17
team dependencies and objectives during
20:19
the session. B. Break the workshop into
20:22
multiple shorter sessions across time
20:24
zones to improve focus and accommodate
20:26
availability. C. Assign one facilitator
20:29
per team to manage presentations and
20:31
gather feedback ahead of time to
20:33
streamline participation. D. Assign a
20:36
representative from each time zone to
20:37
attend on behalf of others to simplify
20:40
scheduling and decisionmaking. You can
20:42
pause the video here if you need more
20:44
time to work on the question. The
20:46
correct answer is A. This question is
20:49
testing how well you understand
20:51
collaboration techniques in a scaled
20:53
agile environment, particularly when
20:55
teams are remote and must align during
20:57
major planning events like PI planning.
21:00
Choice A is the best option because
21:02
using a shared digital program board
21:04
improves transparency, visualizes
21:06
dependencies, and keeps everyone focused
21:08
on the broader program level objectives.
21:10
It supports effective alignment and
21:12
decision-making across teams, a key part
21:15
of successful remote safe practices.
21:18
Choice B is incorrect. While shorter
21:21
sessions may reduce fatigue, spreading a
21:23
PI planning event over multiple time
21:26
slots can fragment discussions and make
21:29
it harder to maintain realtime alignment
21:31
on priorities and dependencies. Choice C
21:34
is incorrect. Pre-gathering input and
21:36
using individual facilitators per team
21:39
can streamline logistics, but it risks
21:41
siloed planning and reduces the dynamic
21:44
interaction required to coordinate
21:46
across teams. Choice D is incorrect.
21:49
Having a representative attend on behalf
21:51
of others can simplify scheduling, but
21:53
it undermines inclusivity and shared
21:55
ownership, both of which are essential
21:56
to collaborative agile planning. Let's
21:59
move on to the next question if you're
22:01
ready. Question 40. A large organization
22:04
with siloed departments is transitioning
22:06
to agile. Leadership wants to improve
22:09
enterprise agility without enforcing a
22:11
single framework across all teams. Some
22:14
teams prefer scrum, others use conbon,
22:16
and several follow hybrid models based
22:19
on legacy processes.
22:21
What should the project manager do to
22:23
support the transition? A. Apply the
22:25
choose your wow principle to guide teams
22:27
in selecting their way of working based
22:29
on context. B. Standardize on scrum
22:33
across all teams to create consistency
22:36
and enable easier scaling. D. recommend
22:39
using safe to align team structures,
22:41
cadence, and planning across the
22:43
organization. D. Recommend that teams
22:45
follow a hybrid agile waterfall approach
22:48
to reduce resistance during transition.
22:51
You can pause the video here if you need
22:53
more time to work on the question. The
22:55
correct answer is a. This question tests
22:58
your understanding of discipline agile's
23:00
core principle process tailoring. The
23:03
idea behind DA is that there is no
23:05
oneizefits-all agile solution. Teams are
23:08
encouraged to make contextbased choices
23:10
to find and choose their best way of
23:12
working. Choice A is the best option
23:15
because it aligns with DA's flexible
23:17
approach to enterprise agility. It
23:19
empowers teams to make informed
23:21
decisions based on their unique needs,
23:23
which helps scale agility across complex
23:25
organizations without enforcing a rigid
23:27
framework. Choice B is incorrect. While
23:30
consistency can simplify coordination,
23:32
mandating scrum across all teams ignores
23:35
the varied needs and maturity levels of
23:37
different groups. It goes against DA's
23:39
belief in flexibility and situational
23:41
decision-making. Choice C is incorrect.
23:44
SAFE is a structured scaling framework.
23:47
While it might work for some
23:48
organizations, recommending it here
23:50
contradicts leadership's desire not to
23:52
enforce a single framework. Choice D is
23:56
incorrect. Suggesting a hybrid agile
23:58
waterfall model to reduce resistance may
24:01
seem pragmatic, but it delays meaningful
24:03
transformation and reinforces legacy
24:05
thinking. DA encourages informed,
24:08
purposeful adaptation, not fall back to
24:11
the status quo. Great job in finishing
24:14
all 10 scaled agile framework questions.
24:16
That's 40 agile questions mastered so
24:19
far. By the way, if you found this video
24:21
helpful, don't forget to like the video
24:24
and subscribe to our channel. Keep up
24:26
the momentum and continue building
24:28
confidence with each step. You're doing
24:30
an incredible job. Let's keep going and
24:32
I will see you in the next topic.