Which Two Statements Are True About Uncommitted Objectives

Area 1: Business Agility

We are currently in which technological revolution?

⬜ Industrial Revolution ⬜ Age of Oil and Mass Production ⬜ Age of Software and Digital ⬜ Age of Steal and Heavy Engineering

Where we are in the age of software and digital?

⬜ Installation Period ⬜ Turning Point ⬜ Deployment Period ⬜ Exploration Period

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What is the primary goal of SAFe?

⬜ Organizing around value ⬜ Lean Portfolio Management ⬜ Business Agility ⬜ Customer centricity

The primary need for SAFe is to scale the idea of what?

⬜ Technical Solution Delivery ⬜ Organizational and Functional Alignment ⬜ Lean Portfolio Management ⬜ Business Agility

What is the ultimate goal of SAFe?

⬜ Faster Delivery ⬜ Servant Leadership ⬜ Delivering Continuous Value ⬜ Functional Teams

What is Business Agility?

⬜ Applying Lean-Agile principles and practices to the specification, development, deployment, operation, and evolution of the world’s largest and most sophisticated systems. ⬜ How Lean-thinking people and Agile Teams optimize their business processes, evolve strategy with clear and decisive new commitments, and quickly adapt the organization as needed to capitalize on new opportunities. ⬜ A customer-centric approach to defining, building, and releasing a continuous flow of valuable products and services to customers and users. ⬜ The ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative business Solutions.

Achieving the business agility using SAFe requires?

⬜ The network ⬜ The hierarchy ⬜ The dual operating system

Keeping the innovation and adaptation to market changes of the entrepreneurial network while leveraging the stability of the hierarchical system is a benefit of what?

⬜ Dual operating system ⬜ Customer centricity ⬜ Continuous learning culture ⬜ Functional silos

To compete in the age of software we need to?

⬜ Think only about the newer technologies ⬜ Balance the stability of hierarchy and Speed of innovation via Network ⬜ Discard hierarchy completely ⬜ Think only about speed of innovation

How does the second operating system in SAFe deliver value?

⬜ Organize development around the flow of value while maintaining the hierarchies ⬜ Build a small entrepreneurial network focused on the Customer in place of the existing hierarchies ⬜ Decide whether to apply a hierarchical or Value Stream organizational model across the Enterprise ⬜ Reorganize the hierarchies around the flow of value

How does SAFe provide a second operating system that enables Business Agility?

⬜ By achieving economies of scale ⬜ By focusing on customers, products, innovation, and growth ⬜ By building up large departments and matrixed organizations to support rapid growth ⬜ By creating stability and hierarchy

What are the top two reasons for adopting Agile in an organization? (Choose two.)

⬜ Accelerate product delivery ⬜ Reduce changes ⬜ Centralize decision-making ⬜ Enable changing priorities ⬜ Reduce project cost

What are the top two reasons for adopting Agile in an organization? (Choose two.)

⬜ Increase predictability by reducing changes ⬜ Reduce risk by centralizing decision-making ⬜ Enhance ability to manage changing priorities ⬜ Accelerate product delivery, Reduce project cost

What is one issue when organizing around hierarchical functions?

⬜ It moves the decision to where the information is ⬜ It reduces political tensions ⬜ It creates Agile business teams ⬜ It hinders the value flow

What is one issue to organize a system around functional silos?

⬜ They impede how value flows ⬜ Operational activities are not included ⬜ They do not provide development opportunities for employees ⬜ Corporate responsibilities are not a focus

Which SAFe Configuration provides the benefit of all seven core competencies?

⬜ Essential ⬜ Large Solution ⬜ Portfolio ⬜ Full

Which is NOT an element of SAFe Foundation?

⬜ Lean-Agile Mindset ⬜ Core Values ⬜ SAFe Principles ⬜ Core Competencies

A quantified way to measure your progress in SAFe is?

⬜ ROAMING ⬜ Measure and Grow ⬜ WSJF ⬜ Planning Poker

Which is NOT a SAFe measurement to evaluate the progress of Business Agility?

⬜ Outcomes ⬜ Flow ⬜ Competency ⬜ Demo

Area 2: SAFe Core Competencies

SAFe has the following 7 Core Competencies:-

1. Team and Technical Agility has 3 Dimensions:- -Agile Teams -Teams of Agile Teams (ART) -Built-In Quality
2. Agile Product Delivery has 3 Dimensions:- -Customer Centricity and Design Thinking -Develop on cadence and release on demand -DevOps and the Continuous Delivery Pipeline
3. Enterprise Solution Delivery has 3 Dimensions:- -Lean System Engineering -Coordinating Trains and Suppliers -Continually Evolve Live Systems
4. Lean Portfolio Management has 3 Dimensions:- -Strategy & Investment Funding -Agile Portfolio Operations -Lean Governance
5. Organizational Agility has 3 Dimensions:- -Lean-thinking People and Agile Teams -Lean Business Operations -Strategy Agility
6. Continuous Learning Culture has 3 Dimensions:- -Learning Organization -Innovation Culture -Relentless Improvement – Inspect & Adapt (I&A) – Plan Do Check Adjust
7. Lean-Agile Leadership has 3 Dimensions:- -Lean-Agile Mindset, Core Values, and SAFe Principles -Leading by Example -Leading Change

Reference: https://scaledagileframework.com/safe/

What are Lean Portfolio Management, Agile Product Delivery, and Lean-Agile Leadership called in SAFe?

⬜ Agile values ⬜ SAFe Lean-Agile Principles ⬜ SAFe Core Competencies ⬜ Steps in the Business Agility Value Stream

What is the foundation of SAFe core competencies?

⬜ Lean-Agile Leadership ⬜ Organizational Agility ⬜ Continuous Learning Culture ⬜ Team and Technical Agility

Who is at the center of the seven SAFe core competencies?

⬜ The Business ⬜ The Customer ⬜ The Agile Team ⬜ The Economic Benefit

Which core competency of the Lean Enterprise helps drive Built-In Quality practices?

⬜ Team and Technical Agility ⬜ DevOps and Release on Demand ⬜ Lean Portfolio Management ⬜ Business Solutions and Lean Systems Engineering

Which of the core competencies of the Lean Enterprise helps align strategy and execution?

⬜ Business Solutions and Lean Systems Engineering ⬜ Lean Portfolio Management ⬜ DevOps and Release on Demand ⬜ Team and Technical Agility

What is the dimension of Customer Centricity?

⬜ To interpret market rhythms ⬜ To understand the Customer’s needs ⬜ To build small, partial systems just in time ⬜ To design custom-built Customer Solutions

How does SAFe describe customer centricity?

⬜ As a set of practices employed to make products focused on the Customer ⬜ As a strategy to meet the needs of an ever-changing Customer market ⬜ As a mindset focused on Customer behaviors that produce the best innovations ⬜ As a way of working to include the Customer in daily work processes and planning

How many dimensions does the Agile product delivery competency have?

⬜ two ⬜ three ⬜ four ⬜ five

What are the three dimensions of Lean-Agile Leadership? (Choose three.)

⬜ Mindset and principles ⬜ Emotional intelligence ⬜ SAFe Core Values ⬜ Lead by example ⬜ Support organizational change ⬜ Lead the change

What is one of the dimensions of Lean-Agile Leadership?

⬜ Support organizational change ⬜ Relentless improvement ⬜ Emotional intelligence ⬜ Mindset and Principles

What must management do for a successful Agile transformation?

⬜ Send someone to represent management, and then delegate tasks to these individuals ⬜ Change Scrum Masters in the team every two weeks ⬜ Strive to think of adoption as an area they can control ⬜ Commit to quality and be the change agent in the system

What is one way Lean-Agile leaders lead by example?

⬜ By mastering the Seven Core Competencies of the Lean Enterprise ⬜ By modeling SAFe’s Lean-Agile Mindset, values, principles, and practices ⬜ By using the SAFe Implementation Roadmap to script the path for change ⬜ By applying empathic design and focus on Customer Centricity

Lifelong learning is a requirement for Lean-Agile Leaders, and it helps them do what?

⬜ Provide the personnel, resources, direction, and support to the Enterprise ⬜ Act as an effective enabler for teams ⬜ Demonstrate the values they want the teams to embody ⬜ Commit to quality and productivity

Area 3: Lean-Agile Mindset

Agile Manifesto Values:-

• Individuals and interactions over processes and tools
• Working software over comprehensive documentation
• Customer collaboration over contract negotiation
• Responding to change over following a plan

Reference: https://scaledagileframework.com/lean-agile-mindset/

Which statement is a value from the Agile Manifesto?

⬜ Customer collaboration over a constant indefinite pace ⬜ Customer collaboration over contract negotiation ⬜ Customer collaboration over Feature negotiation ⬜ Customer collaboration over ongoing internal conversation

Which statement is a value from the Agile Manifesto?

⬜ Responding to a plan over responding to customer collaboration ⬜ Responding to a plan over responding to change ⬜ Responding to change over following a system ⬜ Responding to change over following a plan

Which statement is a value from the Agile Manifesto?

⬜ Customer collaboration over a constant indefinite pace ⬜ Individuals and interactions over contract negotiation ⬜ Customer collaboration over following a plan ⬜ Individuals and interactions over processes and tools

Which statement is a value from the Agile Manifesto?

⬜ Respond to change ⬜ Respect for people and culture ⬜ Build incrementally with fast, integrated learning cycles ⬜ Limit work in process

Which statement is a principle of the Agile Manifesto?

⬜ Measure everything ⬜ Simplicity-the art of maximizing the amount of work not done-is essential ⬜ Visualize and limit WIP, reduce batch sizes, and manage queue lengths ⬜ Respect for people and culture

What is the goal of Lean Thinking?

⬜ Lean-Agile Leadership as an organizational culture ⬜ Deliver maximum Value with the shortest sustainable lead time ⬜ Aligning principles and values to a fixed cause ⬜ Building a Lean Mindset as opposed to a Fixed Mindset

What is the main focus point of Lean Thinking?

⬜ Ensuring respect for people and culture ⬜ Moving to an iterative development process ⬜ Implementing objective measures of progress ⬜ Reducing delays

The principle “precisely specify value by specific product” belongs to?

⬜ Lean Thinking ⬜ SAFe Principles ⬜ Agile Manifesto ⬜ SAFe Core Values

Area 4: SAFe Core Values

SAFe has the following four core values:-

1. Alignment
2. Transparency
3. Respect for people
4. Relentless improvement

What are two of the SAFe Core Values? (Choose two.)

⬜ Program execution ⬜ Transparency ⬜ Flow ⬜ Culture ⬜ Relentless improvement

What is one of the SAFe Core Values?

⬜ Flow ⬜ Transparency ⬜ Culture ⬜ Built-in quality

Which SAFe Core Value includes “use common terminology” and “understand your customer”?

⬜ Alignment ⬜ Respect for People ⬜ Relentless Improvement ⬜ Transparency

Which SAFe Core Value includes “create trust-based environment” and “learn from mistakes”?

⬜ Alignment ⬜ Respect for People ⬜ Relentless Improvement ⬜ Transparency

Which SAFe Core Value includes “build long-term partnership” and “value diversity”?

⬜ Alignment ⬜ Respect for People ⬜ Relentless Improvement ⬜ Transparency

Which SAFe Core Value focuses on the Customer being the consumer of the work?

⬜ Alignment ⬜ Respect for People ⬜ Relentless Improvement ⬜ Transparency

Which SAFe Core Value includes “build problem-solving culture” and “reflect and adapt” ?

⬜ Alignment ⬜ Respect for People ⬜ Relentless Improvement ⬜ Transparency

Which SAFe Core Value emphasize on Learning and Growth?

⬜ Alignment ⬜ Respect for People ⬜ Relentless Improvement ⬜ Transparency

How can trust be gained between the business and technology?

⬜ Maintain Iterations as a safe zone for the team ⬜ Release new value to production every day ⬜ Deliver predictably ⬜ Automate the delivery pipeline

Area 5: SAFe Lean-Agile Principles

1. Take an economic view
   1. Deliver Early and Often
   2. Apply a Comprehensive Economic Framework:- -Operate Within Lean Budgets and Guardrails -Understand Solution Economic Trade-Offs: Development expense, Lead time, Product cost, Value, and Risk -Leverage Suppliers -Sequencing Jobs for Maximum Benefit: Weighted Shortest Job First (MSJF)
2. Apply systems thinking
   1. The Solution Is a System -Optimizing a component does not optimize the whole system -For the system to behave well, teams must understand the intended behavior and architecture -The value of a system passes through its interconnections -A system can evolve no faster than its slowest integration point
   2. The Enterprise Building the System Is a System, Too
   3. Understand and Optimize the Full Development Value Stream
   4. Only Management Can Change the System
3. Assume variability; preserve options -Flexible requirements and design, the Cone of uncertainty, set-based over point-based approach
4. Build incrementally with fast, integrated learning cycles -PDCA = Plan – Do – Check – Adjust, The shorted the cycles, the faster the learning -Integration points control product development and reduce risk
5. Base milestones on objective evaluation of working systems -Phase-gate milestones force design decisions too early, false-positive feasibility, they assume a point Solution exists, huge batches and long queues, centralized requirements and design. -Use Objective milestones instead, PI System Demos, continuous, cost-effective adjustments towards an optimum Solution)
6. Make value flow without interruptions -Reduce batch size for higher predictability. Total cost = Holding cost + Transaction cost. Reducing transaction costs increases predictability, accelerates feedback, reduces rework, and lowers cost. -Little’s Law: Wq = Lq / Lambda, Average wait time = Average queue length / Average processing rate
7. Apply cadence, synchronize with cross-domain planning Cadence – converts unpredictable events into predictable occurrences and lowers cost, makes waiting times for new work predictable, supports regular planning and cross-functional coordination, limits batch sizes to a single interval, controls injection of new work, provides scheduled integration points; Synchronization – causes multiple events to happen simultaneously, facilitates cross-functional trade-offs, provides routine dependency management, supports full system integration and assessment, provides multiple feedback perspectives
8. Unlock the intrinsic motivation of knowledge workers -Workers are most qualified to make decisions about how to perform their work -The workers must be heard and respected for management to lead effectively -Knowledge workers must manage themselves. They need autonomy -Continuing innovation must be part of the work, the tasks, and the responsibilities of knowledge workers. -Unlocking intrinsic motivation with autonomy, mastery, and purpose
9. Decentralize decision-making Centralize – Infrequent, Long-lasting, Significant economies of scale Decentralize – Frequent, Time critical, Requires local information
10. Organize around value -Value doesn’t follow silos -Organize around Development Value Streams.

Reference: https://scaledagileframework.com/safe-lean-agile-principles/

Which SAFe Lean-Agile Principle includes “deliver early and often”?

⬜ Take an economic view ⬜ Build incrementally with fast, integrated learning cycles ⬜ Organize around value ⬜ Make value flow without interruptions

SAFe’s first Lean-Agile Principle includes “Deliver early and often” and what else?

⬜ Decentralize decision-making ⬜ Apply cadence ⬜ Apply systems thinking ⬜ Apply a Comprehensive Economic Framework

In the economic framework, how are development expense, lead time, product cost, value and risk used?

⬜ To take into account sunk costs ⬜ To recover money already spent ⬜ To limit work in process (WIP) ⬜ To understand solution tradeoffs

Which is an aspect of system thinking?

⬜ Mastery drives intrinsic motivation ⬜ Optimizing a component does not optimize the whole system ⬜ Cadence makes routine that which is routine ⬜ The length of the queue impacts the wait time

Which two are primary aspects of system thinking? (Choose two)

⬜ Mastery drives intrinsic motivation ⬜ Optimize the full Value Stream ⬜ Agile Release Train (ART) is a System ⬜ The Solution itself is a System ⬜ The System is composed of People

Which is not a true statement about system thinking?

⬜ Optimizing a component of the system optimizes the whole system ⬜ For the system to behave well as a system, a higher-level understanding of behavior and architecture is required ⬜ The value of a system passes through its interconnections ⬜ A system can evolve no faster than its slowest integration point

You’re working on a complex multi-component software project and would like to control the variability of the development process. What SAFe mechanism can you employ?

⬜ Integration points ⬜ Stand-up meetings ⬜ Detailed upfront planning ⬜ Decentralized decision making

What is the principal advantage of using objective evaluation of working systems as milestones in the Scaled Agile Framework?

⬜ Centralized decisions regarding design and requirements ⬜ Increased system performance ⬜ Significantly lower solution bug rate ⬜ Risk mitigation

In the Kanban boards some steps have work in process (WIP) limits. Why is this necessary?

⬜ To enable multitasking ⬜ To ensure large queues are not being built ⬜ To help Continuous Deployment ⬜ To keep timebox goals

Which statement is true about batch size?

⬜ Large batch sizes limit the ability to preserve options ⬜ When stories are broken into tasks it means there are small batch sizes ⬜ Large batch sizes ensure time for built-in quality ⬜ When there is flow it means there are small batch sizes

Which statement is true about batch size?

⬜ When Stories are broken into tasks it means there are small batch sizes ⬜ The handoff batch should be made as large as possible ⬜ Large batch sizes ensure time for built-in quality ⬜ Large batch sizes increase variability

If small batches go through the system faster with lower variability, then which two statements are true about batch size? (Choose two.)

⬜ Good infrastructure enables large batches ⬜ Proximity (co-location) enables small batch size ⬜ Batch sizes cannot influence our behavior ⬜ Severe project slippage is the most likely result of large batches ⬜ Low utilization increases variability

You’re managing a team that has embodied SAFe. It takes about 5 days for each of your internal clients’ requests for a feature to be answered by the development lead and, on average, only about 2 days to implement a feature. The testing team also takes another day, but the handover from development to testing takes two days per feature request. What’s the immediate SAFe tip you would implement to ensure that value is delivered sooner?

⬜ Remove, or minimize, the implementation time. ⬜ Remove the development lead and educate a self-organizing team. ⬜ Have the developers carry out the testing of their own work and remove the testing team completely. ⬜ Remove, or minimize, the request wait time and the testing handover time.

SAFe is a flow-based system. Which is not a property of a flow system?

⬜ Batch ⬜ Queue ⬜ Work in process (WIP) ⬜ Retro

What should the team focus on to optimize flow?

⬜ Cost ⬜ Requests ⬜ Delays ⬜ Results

Optimizing flow means identifying what?

⬜ Key performance indicators ⬜ Delays ⬜ Predictability issues of the train ⬜ Activities that lack innovation

What are the three flow accelerators for making value flow without interruptions? (Choose three.)

⬜ Reduce Queue Length ⬜ Frequent context switching ⬜ Increase capacity ⬜ Address the systemic problems ⬜ Work in Smaller Batches ⬜ Visualize and limit work in process (WIP)

When using the Scaled Agile Framework, what is one benefit of adding synchronization to the cadence of multiple teams?

⬜ System-wide development variability is reduced to zero ⬜ System-wide demos are possible since all the team demos happen at the same time ⬜ Each team will work faster since they all start at the same time ⬜ Overall work-in-progress is reduced

What is an example of applying cadence-based synchronization in SAFe?

⬜ Teams decide their own Iteration length ⬜ Teams align their Iterations to the same schedule to support communication, coordination, and system integration ⬜ Teams allow batch sizes across multiple intervals ⬜ Teams meet twice every Program Increment (PI) to plan and schedule capacity

Each team is “sprinting” on a cadence in a SAFe Agile Release Train, which adds synchronization to this cadence?

⬜ Backlog refinement ⬜ Routine System Demos ⬜ Innovation and Planning (IP) iteration ⬜ ART Sync

What benefit does cadence-based planning and development provide?

⬜ Limits WIP ⬜ Limits variability ⬜ Synchronization ⬜ Causes multiple events to occur at the same time

Peter Drucker defines knowledge workers as individuals who know more about the work they perform than who?

⬜ Their coworkers ⬜ Their team ⬜ Their organization ⬜ Their bosses

What else does the SAFe principle, unlock the intrinsic motivation of knowledge workers, require besides purpose and mastery?

⬜ Transparency ⬜ Innovation ⬜ Incentive-based compensation ⬜ Autonomy

What is one benefit of unlocking the intrinsic motivation of knowledge workers?

⬜ To centralize decision-making ⬜ To provide autonomy with purpose, mission, and minimum constraints ⬜ To lower work in process (WIP) limits ⬜ To strive to achieve a state of continuous flow

What else does the SAFe Lean-Agile principle, unlock the intrinsic motivation of knowledge workers, require besides purpose and autonomy?

⬜ Innovation ⬜ Transparency ⬜ Mastery ⬜ Incentive-based compensation

Which is not an extrinsic motivation factor?

⬜ Compensation ⬜ Recognition ⬜ Stacked Ranking ⬜ Promotion Opportunities

What is the biggest benefit of decentralized decision-making?

⬜ Ensuring strategic decisions are not made in a vacuum ⬜ Delivering value in the shortest sustainable lead time ⬜ Creating better visualization ⬜ Removing accountability from leaders

When should a decision be decentralized?

⬜ If it’s long-lasting ⬜ If it requires local information ⬜ If it provides large economies of scale ⬜ If it’s infrequent

Which two types of decisions should remain centralized even in a decentralized decision-making environment? (Choose two.)

⬜ Decisions that are made frequently ⬜ Decisions that come with a high cost of delay ⬜ Decisions that require local information ⬜ Decisions that deliver large and broad economic benefits ⬜ Decisions unlikely to change in the short term

Which type of decision should remain centralized even in a decentralized decision-making environment?

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⬜ Decisions that come with a high cost of delay ⬜ Decisions that require local information ⬜ Decisions that are made frequently ⬜ Decisions that deliver large and broad economic benefits

Which is an example of a decision that should remain centralized even in a decentralized decision-making environment?

⬜ Team and ART Backlog ⬜ Point release to Customer ⬜ Feature Criteria ⬜ Compensation Strategy

Which is an example of a decision that should be decentralized?

⬜ Internationalization Strategy ⬜ Common technology platform ⬜ Team and ART Backlog ⬜ Compensation Strategy

Which SAFe Lean-Agile Principle includes the critical part of “delaying decisions to the last responsible moment”?

⬜ Make value flow without interruptions ⬜ Assume variability; preserve options ⬜ Build incrementally with fast, integrated learning cycles ⬜ Base milestones on objective evaluation of working systems

According to the SAFe Lean-Agile Principle #10, what should the Enterprise do when markets and customers demand change?

⬜ Recognize the network to address emerging opportunities ⬜ Apply development cadence and synchronization to operate effectively and manage uncertainty ⬜ Create a reliable decision-making framework to empower employees ⬜ Create a new Portfolio to manage the change

What is the basic building block when organizing around value?

⬜ Agile Teams ⬜ Hierarchies ⬜ Individuals ⬜ Agile Release Trains

Area 6: Cross-functional Agile Teams

How do you describe a cross-functional Agile Team?

⬜ They release customer products to production continuously ⬜ They deliver value every 6 weeks ⬜ They are optimized for communication and delivery of value ⬜ They are made up of individuals, each of whom can define, develop, test, and deploy the system

What are two ways to describe a cross-functional Agile Team? (Choose two.)

⬜ They are optimized for communication and delivery of value ⬜ They deliver value every six weeks ⬜ They are made up of members, each of whom can define, develop, test, and deploy the system ⬜ They can define, build, and test an increment of value ⬜ They release customer products to production continuously

When working with the team backlog, what is the specific function of the Product Owner?

⬜ Helping surface problems with the current plan. ⬜ Investing all their time in developing specific acceptance tests. ⬜ Holding all features that are planned to be delivered by an ART. ⬜ Protecting the team from the problem of multiple stakeholders.

Which does NOT come under Product Owner responsibility?

⬜ Connecting with the Customer ⬜ Contributing to the Vision and Roadmap ⬜ Managing and Prioritize the Team Backlog ⬜ Facilitate PI Planning

Product Management has content authority over the Program Backlog. What do Product Owners have content authority over?

⬜ Value Streams ⬜ Portfolio Backlog ⬜ Portfolio Vision ⬜ Team Backlog

Who acts as a customer proxy for Agile teams?

⬜ The Scrum Master ⬜ The Product Owner ⬜ The Release Train Engineer ⬜ The Business Analyst

The Scrum Master is what above all else? (Choose two.)

⬜ A Servant Leader ⬜ A Team Coach ⬜ A SAFe Agilist ⬜ A Lean-Agile Leader

Which activity is a Scrum Master’s responsibility?

⬜ Coaching the Release Train Engineer(s) ⬜ Owning the Daily stand-up ⬜ Coaching the Agile team ⬜ Prioritizing the Team Backlog

What is part of the role of the Scrum Master?

⬜ To prioritize and identify what is ready for Iteration Planning ⬜ To escalate ART impediments ⬜ To understand Customer needs ⬜ To facilitate the team events

Which two behaviors should a SAFe scrum master represent as a Coach? (Choose two.)

⬜ Be a facilitator ⬜ Focus on deadlines and technical options ⬜ Drive towards specific outcomes ⬜ Provide subject matter expertise ⬜ Develop team skillsets

What falls outside the Scrum Master’s responsibility?

⬜ Facilitating the Innovation and Planning event ⬜ Facilitating team events ⬜ Attending Scrum of scrums ⬜ Estimating stories for the team

What is a characteristic of an effective Scrum Master?

⬜ Supports the autonomy of the team ⬜ Articulates Architectural solutions ⬜ Is a technical expert ⬜ Understands customer needs

What is the focus of the Team Sync?

⬜ PI objectives versus outcomes ⬜ Progress towards the Iteration and PI goals ⬜ Scrum Master goals versus Development Team goals ⬜ Plan objectives versus Program Owner objectives

Why do teams have an Iteration Retrospective?

⬜ To iterate on stories ⬜ To identify acceptance criteria ⬜ To adjust and identify ways to improve ⬜ To evaluate metrics

You want to store, version, and index binary software artifacts. What type of tool do you use?

⬜ Code Repository ⬜ Linter ⬜ Artifact Management Repository ⬜ Code Generator

Which team type is organized to deliver the value directly to the customer?

⬜ Stream-aligned team ⬜ Platform team ⬜ Complicated subsystem team ⬜ Enabling team

Which team type is organized to build the internal and supporting services to reduce the cognitive load?

⬜ Stream-aligned team ⬜ Platform team ⬜ Complicated subsystem team ⬜ Enabling team

Which team type is organized to build and maintain a part of the system?

⬜ Stream-aligned team ⬜ Platform team ⬜ Complicated subsystem team ⬜ Enabling team

Which team type is organized to assist other teams with specialized capabilities and help them become more proficient in new technologies?

⬜ Stream-aligned team ⬜ Platform team ⬜ Complicated subsystem team ⬜ Enabling team

Area 7: Agile Release Train (ART)

The Agile Release Train uses which type of teams to get work done?

⬜ Solution teams ⬜ Phased-review-process teams ⬜ Management teams ⬜ Cross-functional teams

What are two of the Agile Release Train Sync meetings? (Choose two.)

⬜ PO Sync ⬜ System Demo ⬜ Solution Demo ⬜ Coach Sync ⬜ Inspect and Adapt

What is one of the Agile Release Train sync meetings?

⬜ Solution Demo ⬜ Coach Sync ⬜ Iteration Retrospective ⬜ Iteration Review

Who facilitates the PO Sync meeting?

⬜ Release Train Engineer ⬜ Product Owner ⬜ Business Owner ⬜ Scrum Master

What is the primary purpose of PO Sync meeting?

⬜ To build PI Objectives and improve alignment ⬜ To align with Coach Sync participants on the status of the PI ⬜ To assess the progress of the PI and adjust scope and priorities as needed ⬜ To conduct backlog refinement

Who facilitates the Coach Sync meeting?

⬜ Release Train Engineer ⬜ Product Owner ⬜ Business Owner ⬜ Scrum Master

Which statement is true about ART events?

⬜ The daily stand-up is an ART event that requires the scrum of scrums and Program Owner sync involvement in the closed-loop system ⬜ The Inspect and Adapt is the only ART event required to create a closed-loop system ⬜ Team events run inside the ART events, and the ART events create a closed-loop system ⬜ ART events run inside the team events, and the team events create a closed-loop system

Which is not an ART event?

⬜ System Demo ⬜ Inspect and Adapt ⬜ PI Planning ⬜ Retro

Which role serves as a servant leader for the Agile Release Train?

⬜ Business Owner ⬜ Release Train Engineer ⬜ Agile Coach ⬜ Scrum Master

Who acts as the ‘Chief Scrum Master’ for the Agile Release Train?

⬜ Scrum Master ⬜ Business Owner ⬜ Product Manager ⬜ Release Train Engineer

Which role defines the Nonfunctional Requirements (NFRs) in ART?

⬜ Scrum Master ⬜ Release Train Engineer ⬜ Product Manager ⬜ System Architect

Which role serves as a critical guardrail for the ART’s budgetary spending?

⬜ Scrum Master ⬜ Release Train Engineer ⬜ Product Manager ⬜ Business Owner

The Agile Release Train passes through four steps to deliver Solutions which include: defining new functionality, building, validating, and what else?

⬜ Completing phase-gate steps ⬜ Releasing ⬜ Regulatory compliance ⬜ DevOps testing

What do Shared Services represent?

⬜ A future view of the solution to be developed, reflecting customer and stakeholder needs. ⬜ A community of practice is an informal group of team members and other experts. ⬜ A team that provides assistance in building and using the continuous delivery pipeline. ⬜ The specialty roles, people, and services required for the success of an Agile Release Train or Solution Train.

You need someone in your organization who will be the authority on the ART backlog and is the internal voice of the Customer. What SAFe Program-level role must you fill?

⬜ Customer Support Representative ⬜ Product Owner ⬜ Release Train Engineer ⬜ Product Management

What is part of the role of Product Management?

⬜ Managing and Prioritizing the ART Backlog ⬜ Managing and Prioritizing the Team Backlog ⬜ Managing and Prioritizing the Solution Train Backlog ⬜ Managing and Prioritizing the Portfolio Backlog

What is the main reason for System Demo?

⬜ To provide an optional quality check ⬜ To enable faster feedback by integration across teams ⬜ To fulfill SAFe PI Planning requirement ⬜ To allow product owner to provide feedback on team increment

What is the best measure of progress for complex system development?

⬜ Inspect and Adapt ⬜ System Demo ⬜ Prioritized backlog ⬜ Iteration Review

How often should System Demos occur in the default SAFe cadence?

⬜ Every 4 weeks ⬜ When requested ⬜ Weekly ⬜ Every 2 week

How often should a System Demo occur?

⬜ Every Release ⬜ Every Week ⬜ Every Month ⬜ Every Iteration

If a program repeatedly shows separate Feature branches rather than a true System Demo, which practice should be reviewed to address the issue?

⬜ Test first ⬜ Roadmap creation ⬜ Continuous Integration ⬜ Scrum of scrums

During Inspect and Adapt, teams identified a large number of action items aimed at solving their biggest problem as a train. How should the team proceed?

⬜ Load all improvement items into the Program Backlog to ensure the problem is documented and solved ⬜ Select an improvement item using WSJF ⬜ Identify two or three improvement items and load them into the Program Backlog ⬜ Keep all the items and if there is extra capacity in the PI, load as many as will fit into the Program Backlog

Which one is part of the Inspect and Adapt (I&A) event?

⬜ PI System Demo ⬜ PI Planning ⬜ Iteration Demo ⬜ Iteration Review

Which is NOT a part of the Inspect and Adapt (I&A) event?

⬜ PI System Demo ⬜ PI Planning ⬜ Quantitative and qualitative measurement ⬜ Retrospective and problem-solving workshop

What is the first step of the problem-solving workshop in the Inspect and Adapt event?

⬜ Restate the new problem for the biggest root cause ⬜ Identify the biggest root cause ⬜ Perform a root-cause analysis ⬜ Agree on the problem(s) to solve

What is the outcome of the problem-solving workshop in the Inspect and Adapt event?

⬜ Improvement Backlog Items ⬜ Team Backlog ⬜ PI Objectives ⬜ Enabler Stories

What are two reasons the 5 Whys technique is effective in performing root cause analysis in the Inspect and Adapt (I&A) event? (Choose two.)

⬜ It allows for assumptions and logic traps ⬜ It is an effective way for the team to collaborate ⬜ It allows problems of a similar nature to be combined into groups ⬜ It reveals the nature of the problem by repeating “why” five times ⬜ It explores the cause-and-effect relationship underlying a particular problem

When the 5 Whys technique is used?

⬜ To identify the root cause of the problem ⬜ To define the acceptance criteria of a Story ⬜ To brainstorm on the customer journey ⬜ To define the requirements of MVP

Which statement is true about the Innovation and Planning (IP) Iteration?

⬜ It is used annually when the team needs to refocus on work processes ⬜ It is used as a weekly sync point between the Scrum Masters ⬜ Without the IP Iteration, there is a risk that the ’tyranny of the urgent’ outweighs all innovation activities ⬜ The Scrum Master can decide if the IP Iteration is necessary

What is the recommended way to express a Feature?

⬜ Name, Benefit hypothesis, and Acceptance criteria ⬜ Lean business case ⬜ Name, Problem statement, and Definition of done ⬜ Name, Non-Functional Requirements, and Architecture

Area 8: Solution Train

Who is responsible for the Solution Backlog?

⬜ Product Owners ⬜ Solution Train Engineer ⬜ Product Management ⬜ Solution Management

Which role accepts capabilities as complete?

⬜ Solution Management ⬜ Product Management ⬜ Solution Architect ⬜ Solution Train Engineer

Which two statements describe a Capability? (Choose two.)

⬜ It is maintained in the Portfolio Backlog ⬜ It must be structured to fit within a single PI ⬜ It is written using a phrase, benefit hypothesis, and acceptance criteria ⬜ It remains complete and becomes a Feature for implementation ⬜ It is developed and approved without any dependency on the Solution Kanban

Which statement describes the connection between Features and Capabilities in a large Solution?

⬜ Some Features may not have parent Capabilities ⬜ There cannot be more than 5 Features for each ⬜ Some Capabilities may not have child Features ⬜ Every Feature has a parent Capability

Area 9: Built-in Quality

Which basic Agile quality practice reduces bottlenecks and ensures consistency?

⬜ Establish flow ⬜ Peer-review and pairing ⬜ Collective ownership and standards ⬜ Definition of done

Which two quality practices apply to Agile teams? (Choose two.)

⬜ Providing architectural runway ⬜ Peer review and pairing ⬜ Decentralized decision-making ⬜ Using nonfunctional requirements ⬜ Establishing flow

Area 10: Design Thinking

Design Thinking identifies at least four new ways to measure success. What are two of those ways? (Choose two.)

⬜ Reliability ⬜ Scalability ⬜ Marketability ⬜ Sustainability ⬜ Desirability

What are the 4 D’s associated with the Core Design Thinking process that appears as a ‘Double Diamond’?

⬜ Discover, Define, Develop, Deliver ⬜ Define, Direct, Design, Deliver ⬜ Discover, Direct, Design, Deliver ⬜ Define, Direct, Develop, Deliver

What is one of the tools associated with Design Thinking?

⬜ Set-based design ⬜ Empathy Maps ⬜ Portfolio Canvas ⬜ Behavior-driven development

Which is a design thinking tool that promotes customer identification by helping teams develop a deep, shared understanding of others?

⬜ Personas ⬜ Customer Journey Map ⬜ Story Map ⬜ Empathy Maps

Which tool is used to illustrate the high-level user experience in Design Thinking?

⬜ Benefit-feature Matrix ⬜ Empathy Maps ⬜ Customer Journey Map ⬜ Story Map

Which design thinking tool is useful to create features that include workflow?

⬜ Prototype ⬜ Story Map ⬜ Portfolio canvas ⬜ Benefit-feature Matrix

Area 11: WSJF

Weighted Shortest Job First gives preference to jobs with which two characteristics? (Choose two.)

⬜ Higher Cost of Delay ⬜ Lower Cost of Delay ⬜ Fixed date ⬜ Shorter duration ⬜ Revenue impact

User business value and time criticality are components of what?

⬜ Story point estimation ⬜ Product Vision ⬜ Cost of Delay ⬜ Feature Acceptance Criteria

Given the equal Cost of Delay (CoD), which job should do first based on Job Duration (JD)?

⬜ CoD = $$, JD = 1 day ⬜ CoD = $$, JD = 3 days ⬜ CoD = $$, JD = 10 days ⬜ CoD = $$, JD = 1 month

Given the equal Job Duration (JD), which job should do first based on Cost of Delay (CoD)?

⬜ CoD = $$$$, JD = 3 days ⬜ CoD = $$$, JD = 3 days ⬜ CoD = $$, JD = 3 days ⬜ CoD = $, JD = 3 days

WSJF is particularly not useful to prioritize what?

⬜ Team Backlog ⬜ Portfolio Backlog ⬜ Solution Backlog ⬜ ART Backlog

Area 12: PI Planning

PI Planning aligns all the teams on the ART to a shared mission and vision.

⬜ True ⬜ False

What is the example of applying cadence and synchronization in SAFe?

⬜ Creating cross-functional ARTs and Agile teams ⬜ Allocating budgets to Value Streams ⬜ Using a Portfolio Kanban system ⬜ Conducting a PI Planning event

When is a Pre-PI Planning event needed?

⬜ When there is only one day to run PI Planning, so more time is needed to prepare to run it effectively ⬜ When Product Owners and Scrum Masters need to coordinate dependencies within the Agile Release Train ⬜ When multiple Agile Release Trains working on the same Solution need to align and coordinate ⬜ When teams cannot identify and estimate Stories in PI Planning and need more time to prepare

What are the two inputs to PI Planning? (Choose two.)

⬜ Vision ⬜ Ready user stories ⬜ Program Roadmap ⬜ Top-10 Features list ⬜ A set of PI Objectives

A successful PI planning event delivers which primary outputs? (Choose two.)

⬜ Roadmap and Vision ⬜ Business Context ⬜ Committed PI objectives ⬜ ART planning board ⬜ Scope

What is the recommended timeframe for cadence-based PI Planning?

⬜ 4-6 weeks ⬜ 6-8 weeks ⬜ 8-12 weeks ⬜ 12-16 weeks

What is found on the ART Planning board?

⬜ Features ⬜ User Stories ⬜ Tasks ⬜ Epics

The ART Planning board shows which two items? (Choose two.)

⬜ Epics ⬜ Capacity and Load ⬜ Features ⬜ Significant Dependencies ⬜ Risks

Which three items are found on an ART Planning board? (Choose three.)

⬜ Significant Dependencies ⬜ Milestones or Events ⬜ Tasks ⬜ Backlog items ⬜ Features ⬜ User Stories

You can find the Features and Milestones on the ART Planning board, what else?

⬜ Requirements ⬜ Dependencies ⬜ Risk ⬜ Objectives

What are two problems that can be understood from the ART Planning Board? (Choose two.)

⬜ Events for future PI ⬜ Too many dependencies leading to a single milestone ⬜ Too much Work-in-Process in one Iteration ⬜ Too many Features are placed in a team’s swim lane with no strings ⬜ A significant dependency leading to a Feature

When looking at an ART Planning Board, what does it mean when a feature is placed in a team’s swim lane with no strings?

⬜ That the feature can be completed independently from the other teams ⬜ That all the risks have been ROAMed ⬜ That the team has little confidence it will happen ⬜ That the feature should be completed before any other feature

Who has content authority to make decisions at the User Story level during Program Increment (PI) Planning?

⬜ Scrum Masters ⬜ Agile Team ⬜ Product Owner ⬜ Release Train Engineer

What does the Product Owner do as part of the prep work for iteration planning?

Read more : Which Of The Following Is A Component Of A Team

⬜ They collaborate with their team to detail stories with acceptance criteria and acceptance tests. ⬜ They review and reprioritize the backlog. ⬜ They elaborate backlogs into user stories for implementation. ⬜ They build, edit, and maintain the team backlog.

Who owns the Feature priorities during the PI Planning?

⬜ Business Owner ⬜ Product Management ⬜ Release Train Engineer ⬜ Solution Architect/Engineer

Whose active participation in the PI Planning event provides an essential Guardrail on budgetary spending?

⬜ Business Owner ⬜ Product Management ⬜ Product Owner ⬜ Solution Architect/Engineer

Who assigns business value (BV) to the team PI Objectives?

⬜ Release Train Engineer ⬜ Product Owner ⬜ Business Owner ⬜ Scrum Master

Who decides the Team PI Objective Business Value scoring after negotiation?

⬜ The RTE ⬜ The Agile Team ⬜ Business Owner ⬜ Product Management

Why do Business Owners assign business value to team PI Objectives? (Choose two.)

⬜ To determine the highest value using WSJF ⬜ To ensure the teams do not work on architectural Enablers ⬜ To provide guidance on the business value of the team objectives ⬜ To override the decisions made in WSJF prioritization ⬜ To empower teams to make decisions around work ⬜ To determine what the teams should work on first

What is considered an anti-pattern when assigning business values to team PI Objectives?

⬜ Business Owners assigning the business value ⬜ Assigning business values to uncommitted objectives ⬜ All PI Objectives are given a value of 10 ⬜ Business Owners assign high values to important Enabler work

During PI Planning, which two tasks are part of the Scrum Master’s role in the first team breakout? (Choose two.)

⬜ Review and Reprioritize the team backlog as part of the preparatory work for the second team breakout ⬜ Facilitate the coordination with other teams for dependencies ⬜ Provide clarifications necessary to assist the team with their story estimating and sequencing ⬜ Identify as many risks and dependencies as possible for the management review ⬜ Be involved in the program backlog refinement and preparation

Which two statements are true about uncommitted objectives? (Choose two.)

⬜ The work to deliver the uncommitted objectives is not planned into the iterations during PI Planning ⬜ Uncommitted objectives are extra things the team can do in case they have time ⬜ Uncommitted objectives are not included in the team’s commitment ⬜ Uncommitted objectives do not get assigned a planned business value score ⬜ Uncommitted objectives help improve predictability

Which statement applies to uncommitted objectives?

⬜ They are items the team has high confidence in ⬜ They are extra things teams can do if they have time ⬜ They are counted when calculating load ⬜ They are included in the commitment

Which statement correctly describes one aspect of the team’s commitment at the end of PI Planning?

⬜ A team commits only to the PI Objectives with the highest business value ⬜ A team does not commit to uncommitted objectives ⬜ A team commits to all the Features they put on the program board ⬜ A team commits to all the Stories they put on their PI plan

Which is not a valid reason to move a PI Objective to uncommitted?

⬜ Dependencies with another team or supplier that cannot be guaranteed ⬜ The team has little to no experience with functionality of this type ⬜ There are a large number of critical objectives that the business depends on, and the team is already loaded close to full capacity. ⬜ There is an objective with low business value

During the final plan review, ART PI risks are ROAM’ed. What do the letters in ROAM represent?

⬜ Resolved, Owned, Assigned, Mitigated ⬜ Resolved, Owned, Accepted, Mitigated ⬜ Resolved, Owned, Approved, Mitigated ⬜ Resolved, Owned, Active, Mitigated

During the final plan review, team categorize the ART PI Risk as Resolved?

⬜ when the teams agree that the risk is no longer a concern ⬜ when the team identify a plan to reduce the impact of the risk ⬜ when someone takes the responsibity to own the risk ⬜ All of the above

During the PI Planning event when are planning adjustments agreed upon?

⬜ During breakout sessions ⬜ During the management review and problem-solving meeting ⬜ During the Coach sync ⬜ During the draft plan review

Which of the below statement about draft plan review is NOT True?

⬜ Entire ART is present during Draft Plan review ⬜ Initial PI Objectives in the Draft Plan do not include ‘uncommitted objectives’ ⬜ Draft Plan review usually happens on Day 1 of PI planning ⬜ ART planning board is used for the Draft Plan review

On day two of PI Planning, management presents adjustments based on the previous day’s management review and problem-solving meeting. What is one possible type of adjustment they could make?

⬜ Change a team’s plan ⬜ Create new User Stories ⬜ Adjust business priorities ⬜ Adjust the length of the PI

On day two of PI Planning, adjustments are made by the group based on the previous day’s management review and problem-solving meeting. What are three possible types of changes? (Choose three.)

⬜ Adjustment to PI Objectives ⬜ User Stories ⬜ Planning requirements reset ⬜ Movement of people ⬜ Changes to scope

Why is a confidence vote held at the end of PI Planning?

⬜ To remove the risks for the PI ⬜ To build shared commitment to the Program plan ⬜ To ensure that Business Owners accept the plan ⬜ To hold the team accountable if the Agile Release Train does not deliver on its commitment

A confidence vote is taken at the end of PI Planning after dependencies are resolved and risks are addressed. What best describes the process of the confidence vote?

⬜ Each person votes ⬜ The managers vote ⬜ The teams and the ARTs vote ⬜ The business owners vote

At the end of PI Planning after dependencies are resolved and risks are addressed, a confidence vote is taken. What is the default method used to vote?

⬜ A vote by team then a vote of every person for the train ⬜ A vote by every person then normalized for the train ⬜ A vote by team normalized for the train ⬜ A single vote by every person for the train

Teams make their PI objectives SMART, what SMART stands for?

⬜ Specific, Measurable, Achievable, Realistic, Time-Bound ⬜ Strategic, Maintainable, Achievable, Realistic, Testable ⬜ Specific, Measurable, Achievable, Reusable, Testable ⬜ Strategic, Maintainable, Achievable, Realistic, Time-Bound

During PI planning, what are two key purposes of the hourly Scrum of Scrums checkpoint meeting? (Choose two.)

⬜ To help keep teams on track ⬜ To support early identification of risk ⬜ To align milestones with PI objectives ⬜ To keep stretch objectives within scope ⬜ To ensure PI objectives have direct user value

Area 13: Continuous Delivery Pipelines with DevOps

What represents the workflow, activities, and automation needed to deliver new functionality more frequently?

⬜ The Portfolio Kanban ⬜ The Lean budget Guradrails ⬜ The PI Planning process ⬜ The Continuous Delivery Pipeline

What is an explanation of the Continuous Delivery Pipeline at the Scaled Agile Framework Program Level?

⬜ It encompasses everything needed to go from untested software artifacts to tested software artifacts. ⬜ It encompasses everything needed to provide a continuous stream of value to clients. ⬜ It encompasses everything needed to deploy working software artifacts from a test environment to a production environment. ⬜ It encompasses everything needed to go from source code to working software artifacts.

What is SAFe’s release strategy?

⬜ Release on demand ⬜ Release continuously ⬜ Release every Program Increment ⬜ Release on cadence

What is one component of the Continuous Delivery Pipeline?

⬜ Continuous Planning ⬜ Continuous Improvement ⬜ Continuous Cadence ⬜ Continuous Exploration

What are the three components of the Continuous Delivery Pipeline? (Choose three.)

⬜ Continuous Planning ⬜ Continuous Improvement ⬜ Continuous Integration ⬜ Continuous Cadence ⬜ Continuous Deployment ⬜ Continuous Exploration

Deploy, verify, monitor, and respond are all activities of what?

⬜ Continuous Integration ⬜ Continuous Deployment ⬜ Continuous Exploration ⬜ Release on Demand

Why is it important to decouple deployment from release?

⬜ To remove the need to respond quickly to production issues ⬜ To allow inspection of Agile maturity based on different cycle times ⬜ To make deploying of assets a business decision ⬜ To enable releasing functionality on demand to meet business needs

When is the best time to release software in SAFe?

⬜ After every PI ⬜ After every Iteration ⬜ As soon as the software meets the Solution Definition of Done ⬜ Whenever the Business needs it

Who owns the decision to release the changes into Production in SAFe 6.0?

⬜ Solution Owner ⬜ System Architect ⬜ Release Train Engineer ⬜ Product Management

What do feature toggles enable?

⬜ Continuous Deployment ⬜ Scheduled Release ⬜ Automated Testing ⬜ Release on Demand

What best describes the DevOps?

⬜ A high-performing DevOps Team ⬜ Combine Deployment and Releases ⬜ Strong organizational structure ⬜ A culture, a mindset and a set of technical practices

Which statement is true about DevOps?

⬜ DevOps is an approach to bridge the gap between development and operations ⬜ DevOps automation of testing reduces the holding cost ⬜ Measurements are not a top priority for DevOps ⬜ Lean-Agile principles are not necessary for a successful DevOps implementation

What is one key purpose of DevOps?

⬜ DevOps joins development and operations to enable continuous delivery ⬜ DevOps enables continuous release by building a scalable Continuous Delivery Pipeline ⬜ DevOps focuses on a set of practices applied to large systems ⬜ DevOps focuses on automating the delivery pipeline to reduce transaction cost

Which statement is true when continuously deploying using a DevOps model?

⬜ It alleviates the reliance on the skill sets of Agile teams ⬜ It increases the transaction cost ⬜ It lessens the severity and frequency of release failures ⬜ It ensures that changes deployed to production are always immediately available to end-users

What does SAFe’s CALMR approach apply to?

⬜ PI Planning ⬜ DevOps ⬜ Economic Framework ⬜ Continuous Deployment

How does “C” in CALMR approach to DevOps help to organize around value and deliver continuous value?

⬜ By automating the continuous delivery pipeline ⬜ By Measuring the flow, quality & value ⬜ By creating a culture of shared responsibility ⬜ By accelerating delivery using lean flow

Which of the below is not part of the CALMR approach to DevOps?

⬜ Automation ⬜ Measurement ⬜ Continuous Improvement ⬜ Lean Flow

Area 14: Lean Portfolio Management

A SAFe Portfolio is a collection of what?

⬜ Development Value Streams ⬜ Solutions ⬜ Functional teams ⬜ Business units

You need someone on your team who will work across value streams and programs to help provide the strategic technical direction that can optimize portfolio outcomes. What portfolio level must you fill?

⬜ Scrum Master ⬜ Lean Portfolio Management ⬜ Epic Owners ⬜ Enterprise Architect

What is one output of enterprise strategy formulation?

⬜ Portfolio Budgets ⬜ Portfolio Governance ⬜ Portfolio Vision ⬜ Portfolio Canvas

Which option is a Scaled Agile Framework Portfolio-level highlight?

⬜ Lean Budgets ⬜ Program Increment ⬜ Economic Framework ⬜ Solution Intent

Which phase of the Portfolio Kanban is used to capture all the new big business or technology ideas?

⬜ Funnel ⬜ Reviewing ⬜ Analyzing ⬜ Ready

Which phase of the Portfolio Kanban is used to estimate the preliminary cost of the epic and define its intent and definition?

⬜ Funnel ⬜ Reviewing ⬜ Analyzing ⬜ Ready

In which phase of Portfolio Kanban, LPM makes a go/no-go decision of an Epic for implementation?

⬜ Funnel ⬜ Reviewing ⬜ Analyzing ⬜ Ready

In which phase of Portfolio Kanban, Epics are approved and sequenced using WSJF?

⬜ Funnel ⬜ Reviewing ⬜ Analyzing ⬜ Ready

The analyzing step of the Portfolio Kanban system has a new Epic with a completed Lean business case. What best describes the next step for the Epic?

⬜ It will remain in the analyzing step until one or more Agile Release Trains have the capacity to implement it ⬜ It will be implemented once the Epic Owner approves the Lean business case ⬜ It will be moved to the ready state in the Portfolio Kanban if it receives a ‘go’ decision from Lean Portfolio Management ⬜ It will be implemented if it has the highest weighted shortest job first (WSJF) ranking

What Portfolio-level highlight has the role of describing the purpose of the Scaled Agile Framework portfolio?

⬜ Portfolio Retrospective ⬜ Portfolio Value Stream ⬜ Portfolio Canvas ⬜ Portfolio Kanban

What is used to capture the current state of the Portfolio and a primer to the future state?

⬜ Portfolio Canvas ⬜ Portfolio Backlog ⬜ Portfolio Kanban ⬜ Portfolio Vision

Which brings structure to analysis and decision-making around Epics?

⬜ Portfolio Canvas ⬜ Portfolio Backlog ⬜ Portfolio Kanban ⬜ Portfolio Vision

How is the flow of Portfolio Epics managed?

⬜ In the Program Kanban ⬜ In the Portfolio Backlog ⬜ In the Program Backlog ⬜ In the Portfolio Kanban

What is a minimum viable product (MVP)?

⬜ A minimal product that can be built to achieve market dominance ⬜ A minimal Story a team can deliver in an Iteration ⬜ A prototype that can be used to explore user needs ⬜ A minimal version of a new product used to test a hypothesis

What portfolio-level role takes responsibility for coordinating portfolio Epics through the Portfolio Kanban system?

⬜ Epic Owners ⬜ Enabler Epic ⬜ Lean Portfolio Management ⬜ Enterprise Architect

Who is responsible for managing the Portfolio Kanban?

⬜ Release Train Engineer ⬜ Solution Management ⬜ Product Management ⬜ Lean Portfolio Management

What is one example of differentiating business objectives?

⬜ Solution Intent ⬜ Enterprise Goals ⬜ Strategic Themes ⬜ Portfolio Vision

Which statement accurately characterizes Strategic Themes?

⬜ They are business objectives that connect the SAFe portfolio to the Enterprise business strategy ⬜ They are a high-level summary of each program’s Vision and are updated after every PI ⬜ They are requirements that span Agile Release Trains but must fit within a single Program Increment ⬜ They are large initiatives managed in the Portfolio Kanban that require weighted shortest job first prioritization and a lightweight business case

What is used to brainstorm potential Portfolio future states?

⬜ KPIs and Lean budget Guardrails ⬜ Epics and Enablers ⬜ SWOT and TOWS ⬜ Enterprise business drivers

What is one of the Lean budget Guardrail?

⬜ Learning Milestones as objective measurements ⬜ Spending caps for each Agile Release Train ⬜ Participatory budgeting ⬜ Continuous Business Owner engagement

What is one component of a Guardrail in Lean Portfolio Management?

⬜ Allocation of centralized vs decentralized decisions in the Enterprise ⬜ Capacity allocation to optimize value and solution integrity ⬜ Participatory budgeting forums that lead to Value Stream budget changes ⬜ Determining if business needs meet the Portfolio Threshold

Which Lean budget Guardrail helps ensure the appropriate allocation of budgets to balance near-term opportunities with long-term strategy and growth?

⬜ Applying capacity allocation ⬜ Coutinuous Business Owner engagement ⬜ Guiding investments by horizon ⬜ Approving significant initiatives

Which two practices, together pave the path of architecture runway? (Choose two.)

⬜ Intentional architecture ⬜ Emergent design ⬜ Strategic architecure ⬜ Conventional design

You are trying to coordinate the architectural runway through different layers, You want to increase velocity in your portfolio. What could you do to accomplish this?

⬜ Follow built-in quality practices ⬜ Implement enablers ⬜ Implement epics ⬜ Follow QMS guidelines

What is the recommended frequency for updating Lean budget distribution?

⬜ Every iteration ⬜ Annually ⬜ On demand ⬜ Twice annually

Area 15: SAFe Implementation Roadmap

SAFe Implementation Roadmap has the following 13 Steps:-

1. Reaching the Tipping Point
2. Train Lean-Agile Change Agents
3. Create a Lean-Agile Center of Excellence
4. Train Executives, Managers, and Leaders
5. Lead in the Digital Age
6. Organize Around Value
7. Create the Implementation Plan
8. Prepare for ART Launch
9. Train Teams and Launch ART
10. Coach ART Execution
11. Launch More ARTs and Value Streams
12. Enhance the Portfolio
13. Accelerate

Reference: https://scaledagileframework.com/implementation-roadmap/

What can be used as a template for putting SAFe into practice within an organization?

⬜ SAFe Principles ⬜ SAFe Core Values ⬜ SAFe Implementation Roadmap ⬜ SAFe Competencies

Which pathway would a LACE use on the Agile growth lifecycle?

⬜ The 7 Core Competencies of Business Agility ⬜ The SAFe Implementation Roadmap ⬜ Agile Maturity Roadmaps ⬜ The Scaled Agile Framework

Which is NOT a responsibility of LACE?

⬜ Supporting Lean Portfolio Management ⬜ Managing the Transformation Backlog ⬜ Managing the Portfolio Backlog ⬜ Coaching Leadership

What is this statement defining: “A series of activities that have proven to be effective in successfully implementing SAFe”?

⬜ SAFe Principles ⬜ SAFe Core Values ⬜ SAFe Implementation Roadmap ⬜ SAFe House of Lean

What can be used to script the change to SAFe?

⬜ The Implementation Roadmap ⬜ The Program Kanban ⬜ The Lean-Agile Center of Excellence (LACE) charter ⬜ The portfolio canvas

What is the first step of the SAFe Implementation Roadmap?

⬜ Reach the tipping point ⬜ Create the Implementation Plan ⬜ Prepare for ART Launch ⬜ Coach ART Execution

What are the first three steps of the SAFe Implementation Roadmap?

⬜ Train Lean-Agile change agents, train executives, managers and leaders, and then prepare for Agile Release Train launch ⬜ Reach the tipping point, Train Lean-Agile change agents, and then train the identified support personnel ⬜ Charter a Lean-Agile Center of Excellence, Train Lean-Agile change agents, and then train executives, managers and leaders ⬜ Reach the tipping point, train Lean-Agile change agents, and then train executives, managers and leaders

What are the last three steps of the SAFe Implementation Roadmap?

⬜ Train Lean-Agile change agents, extend to the portfolio, accelerate ⬜ Launch trains, coach Agile Release Train execution, train executives and managers ⬜ Train Lean-Agile change agents, identify Value Streams and Agile Release Trains, extend to the portfolio ⬜ Launch more Agile Release Trains and Value Streams, extend to the portfolio, accelerate

A Team has just adopted the SAFe Implementation Roadmap and is in the process of training executives, managers, and leaders. What is their next step?

⬜ Lead in the Digital Age ⬜ Create the Implementation Plan ⬜ Prepare for ART Launch ⬜ Coach ART Execution

Which implementation step follows Coach ART Execution on the SAFe Implementation Roadmap?

⬜ Launch more ARTs and Value Streams ⬜ Train Executives, Leaders, and Managers ⬜ Accelerate ⬜ Organize around value

An Enterprise has just adopted the SAFe Implementation Roadmap and is in the process of training executives, managers, and leaders. What is their next step?

⬜ Train the leaders in Portfolio and Product Management to solve problems before fixing symptoms ⬜ Perform process mapping on the current state ⬜ Train Lean-Agile change agents to push out the roadmap and build consensus ⬜ Identify Value Streams and Agile Release Trains to start alignment of the organization

When should new approaches be anchored in an organization’s culture?

⬜ Culture change needs to happen before the SAFe implementation can begin ⬜ Culture change comes right after a sense of urgency is created in the organization ⬜ Culture should not be changed because SAFe respects the current culture ⬜ Culture change comes last as a result of changing work habits

What is the last step in Kotter’s approach to change management?

⬜ Institute Change ⬜ Sustain Acceleration ⬜ Create A Sense of Urgency ⬜ Generate short-term wins

Implementing SAFe requires buy-in from all levels of the organization. What level of leadership is most important for effecting cultural change?

⬜ Release Train Engineers ⬜ Solution Management ⬜ Product Owners ⬜ Executive Management

When does a Roadmap become a queue?

⬜ When it is longer than one Program Increment ⬜ When it is fully committed ⬜ When it includes no commitments ⬜ When it contains Features and not Epics

What does the Program Roadmap do in the Scaled Agile Framework?

⬜ It provides visibility into the Portfolio Epics being implemented in the next year ⬜ It describes technical dependencies between Features ⬜ It communicates the delivery of Features over a near term timeline ⬜ It describes the program commitment for the current and next two Program Increments

Which is not a roadmap defined by SAFe?

⬜ PI Roadmap ⬜ Solution Roadmap ⬜ Portfolio Roadmap ⬜ ART Roadmap

What is the recommended time horizon of the PI Roadmap?

⬜ 1-3 years ⬜ 6-9 months ⬜ 3-4 weeks ⬜ 3-4 months

Source: https://t-tees.com
Category: WHICH