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NEW QUESTION # 135
What is the role of the Scrum Master?
- A. To facilitate Agile Release Train processes and Solution Train execution
- B. To coordinate Portfolio Epics through the Portfolio Kanban system
- C. To be a stakeholder who has the primary business and technical responsibility for fitness for u use
- D. To act as a servant leader who helps teams self-organize, self-manage, and deliver using ^ effective Agile practices
Answer: D
NEW QUESTION # 136
Which of the core competencies of the Lean Enterprise helps align strategy and execution?
- A. Lean Portfolio Management
- B. Organizational Agility
- C. Agile Product Delivery
- D. Team & Technical Agility
Answer: A
Explanation:
Explanation
= Lean Portfolio Management (LPM) is one of the seven core competencies of the Lean Enterprise that helps align strategy and execution. LPM enables enterprises to establish and communicate a set of strategic themes that provide business context for decision making and investment allocation. LPM also helps to apply Lean budgeting and guardrails to empower decentralized program execution and foster innovation. LPM also supports Agile portfolio operations and governance by providing the necessary visibility, coordination, and collaboration across the portfolio. References: = SAFe for Lean Enterprises, Lean Portfolio Management
NEW QUESTION # 137
What is considered an anti-pattern when assigning business values to team PI Objectives?
- A. Business Owners assign the business value for all teams on the ART.
- B. High business value is assigned to important Enabler work.
- C. Business values are assigned to uncommitted objectives.
- D. All PI Objectives are given a business value of 10.
Answer: D
Explanation:
Explanation
Assigning the same business value to all PI Objectives is an anti-pattern because it does not reflect the relative importance and priority of each objective. It also does not provide a clear guidance for trade-off decisions and impediment resolution. Business value should be assigned based on the expected benefits and outcomes of each objective, and it should be negotiated and agreed upon by the Business Owners and the teams. References: SAFe for Teams Student Workbook: materials and exercises from Lesson 4;
[v6.scaledagileframework.com/team-pi-objectives/]
NEW QUESTION # 138
What is an example of a program event?
- A. Scrum of scrums
- B. Innovation and Planning
- C. Iteration review
- D. Daily stand-up
Answer: B
Explanation:
Explanation
A program event is an event that involves all the teams in an Agile Release Train (ART) and occurs at the program level. According to the SAFe for Teams SP (6.0) handbook, there are three program events: PI Planning, System Demo, and Inspect and Adapt1. Innovation and Planning (IP) is also a program event, as it is a special iteration that occurs at the end of each Program Increment (PI) and provides time for the ART to innovate, plan, and improve2. Therefore, Innovation and Planning is an example of a program event. The other options are not program events, but team events, as they occur at the team level and involve only one agile team. Scrum of scrums, Iteration review, and Daily stand-up are team events that are part of the iteration execution cycle3. References: SAFe for Teams SP (6.0) - SAFe Practitioner handbook, Innovation and Planning Iteration - Scaled Agile Framework, Iteration Execution - Scaled Agile Framework
NEW QUESTION # 139
What is a major benefit of reducing batch size?
- A. Increases throughput
- B. Decreases stress on the system
- C. Increases visibility
- D. Increases work in process
Answer: A
Explanation:
Explanation
Reducing batch size is one of the key ways to improve flow in product development. Smaller batches move faster and more smoothly through the system, reducing cycle time, variability, and waste. Smaller batches also enable faster feedback and learning, which leads to higher quality and customer satisfaction. By reducing batch size, the system can deliver more value in a given time, which means increased throughput12.
References: Make Value Flow without Interruptions - Scaled Agile Framework, Principle #6 - Visualize and limit WIP, reduce batch sizes, and manage queue lengths - Scaled Agile Framework
NEW QUESTION # 140
What is one way to quickly address impediments to flow?
- A. Review burn-down charts
- B. Raise visibility of effects outside of ART control
- C. Wait for the next Inspect and Adapt event
- D. Identify them on the Planning Board
Answer: D
Explanation:
Explanation
One way to quickly address impediments to flow is to identify them on the Planning Board, which is a visual tool that shows the status of work items and dependencies in an iteration. By making impediments visible, the team can collaborate to resolve them and prevent them from blocking the delivery of value. The Planning Board also helps the team monitor their progress and adjust their plan as needed. References: Exam Study Guide: SP (6.0) - SAFe Practitioner, Planning the Iteration, [Visualize and Limit WIP, Reduce Batch Sizes, and Manage Queue Lengths]
NEW QUESTION # 141
A decrease in variability leads to an increase in what?
- A. Options
- B. Predictability
- C. Innovation
- D. Autonomy
Answer: B
Explanation:
Explanation
According to the SAFe for Teams SP (6.0) - SAFe Practitioner handbook and study guide, a decrease in variability leads to an increase in predictability. Variability is the degree of uncertainty or variation in the outcomes of a process or a system. High variability means that the outcomes are more likely to deviate from the expected or desired results, which makes them harder to plan and control. Low variability means that the outcomes are more consistent and closer to the expected or desired results, which makes them easier to plan and control. Predictability is the ability to forecast or anticipate the outcomes of a process or a system with a high degree of confidence and accuracy. High predictability means that the outcomes are more likely to match the forecasts or expectations, which reduces the risk of failure and increases the value delivery. Low predictability means that the outcomes are more likely to differ from the forecasts or expectations, which increases the risk of failure and decreases the value delivery. Therefore, a decrease in variability leads to an increase in predictability, as the outcomes become more stable and reliable. References: Exam Study Guide:
SP (6.0) - SAFe Practitioner, SAFe for Teams - Know Your Role on an Agile Team, Assume variability; preserve options - Scaled Agile Framework
NEW QUESTION # 142
What can be used as a template for putting SAFe into practice within an organization?
- A. SAFe Seven Core Competencies
- B. SAFe Lean-Agile Principles
- C. SAFe Implementation Roadmap
- D. SAFe Core values
Answer: C
Explanation:
Explanation
SAFe Implementation Roadmap is a template for putting SAFe into practice within an organization. It consists of an overview graphic and a 14-article series that describes a strategy and an ordered set of activities for successfully implementing SAFe. The roadmap is based on proven organizational change management strategies and successful adoption patterns from hundreds of the world's largest enterprises. The roadmap helps leaders and change agents to script the critical moves, create a sense of urgency, build a guiding coalition, form a strategic vision, enlist a volunteer army, enable action by removing barriers, generate short-term wins, sustain acceleration, and institute change. References: Implementation Roadmap - Scaled Agile Framework, SAFe for Teams - Know Your Role on an Agile Team | Scaled Agile
NEW QUESTION # 143
A SAFe Portfolio is a collection of what?
- A. Business units
- B. Solutions
- C. Functional teams
- D. Development Value Streams
Answer: D
Explanation:
Explanation
According to SAFe, a SAFe Portfolio is a set of value streams that delivers a continuous flow of valuable solutions to customers within a common funding and governance model. A SAFe portfolio aligns strategy to execution via a collection of Development Value Streams (DVS). Each DVS develops one or more Solutions necessary for the portfolio to accomplish its business mission and vision, operating under a shared governance model1. A DVS is a long-lived series of steps that an organization uses to deliver value to a customer or stakeholder2. A DVS can be internal or external, and it can span multiple ARTs and suppliers3. A DVS is not the same as a functional team, a solution, or a business unit, which are different ways of organizing work, products, or organizational structures. References: Portfolio - Scaled Agile Framework, Development Value Stream - Scaled Agile Framework, Value Stream - Scaled Agile Framework.
NEW QUESTION # 144
What is used to capture the current state of the Portfolio and provide input for defining the future state?
- A. Portfolio Canvas
- B. Portfolio Vision
- C. Portfolio Backlog
- D. Portfolio Kanban
Answer: A
Explanation:
Explanation
The Portfolio Canvas is a tool that defines the current state of the portfolio, as well as the future state vision, using the Business Model Canvas template1. It describes the development value streams, the solutions they deliver, the customers they serve, the budget allocated to each value stream, and other vital activities and events required to achieve the portfolio vision2. The Portfolio Canvas is used to capture and analyze the current state of the portfolio, as well as to generate and evaluate multiple future state scenarios, based on the SWOT and TOWS analysis2. The Portfolio Canvas provides input for defining the future state vision and the portfolio backlog2. References: Business Model Canvas, Portfolio Vision
NEW QUESTION # 145
On the seventh day of the Iteration, the team realizes that they will not complete 5 of the 13 Stories. The Product Owner (PO) says she cannot negotiate the scope of the remaining Stories any further. What is the PO's best course of action?
- A. Stop the current Iteration and plan a new Iteration with the new knowledge
- B. Defer acceptance testing to the next Iteration
- C. Communicate the status of the Iteration to all stakeholders
- D. Have an emergency Iteration Planning meeting
Answer: C
NEW QUESTION # 146
The Inspect and Adapt event always starts with which activity?
- A. Agreement on the problems to solve
- B. Retrospective and Problem Solving Workshop
- C. The PI System Demo
- D. Quantitative measurement
Answer: C
Explanation:
Explanation
= The Inspect and Adapt event is a significant event held at the end of each PI, where the current state of the Solution is demonstrated and evaluated. Teams then reflect and identify improvement backlog items via a structured problem-solving workshop1. The Inspect and Adapt event always starts with the PI System Demo, which is the first part of the event. The PI System Demo shows all the Features the ART has developed during the PI, and provides an opportunity for feedback from stakeholders and customers2. The PI System Demo is followed by quantitative and qualitative measurement, where the ART reviews the progress and performance of the PI, and evaluates the business value achieved3. The last part of the Inspect and Adapt event is the Retrospective and Problem Solving Workshop, where the ART identifies the root causes of the most critical issues and creates improvement backlog items4. References: = 1: Inspect and Adapt - Scaled Agile Framework1; 2: Inspect and Adapt - Scaled Agile Framework1; 3: Inspect and Adapt - Scaled Agile Framework1; 4: Inspect and Adapt - Scaled Agile Framework1
NEW QUESTION # 147
Which of the following SAFe Core Values involves coaching aspiring developers to grow their skillsets and fill new roles throughout the organization?
- A. Transparency
- B. Alignment
- C. Respect for People
- D. Built-In Quality
Answer: C
Explanation:
Explanation
Respect for People is one of the four SAFe Core Values that guide the behaviors and actions of everyone participating in a SAFe portfolio. Respect for People means that everyone is valued and deserves respect, regardless of their role, background, or experience. It also means that everyone is empowered to contribute, learn, and grow within the organization. Respect for People involves coaching aspiring developers to grow their skillsets and fill new roles throughout the organization, as well as providing them with opportunities for feedback, recognition, and career development. Respect for People also fosters a culture of trust, collaboration, and psychological safety, where people can express their ideas, opinions, and concerns without fear of judgment or retaliation. References: Core Values - Scaled Agile Framework, Respect for People - Scaled Agile Framework
NEW QUESTION # 148
Which of the following statements is true about Roadmaps?
- A. Provide a single planning horizon
- B. Are commitment
- C. Communicate intent
- D. Are only adjusted at PI boundaries
Answer: C
Explanation:
Explanation
Roadmaps are a visual tool that assists in the development and communication of planned deliverables, milestones, and investments over time and help distinguish different types of work1. Roadmaps are the glue that links strategy to execution and offer the ability to develop, evolve and adjust planned activities1. Roadmaps communicate intent, not commitment, as they are subject to change based on feedback, learning, and market conditions1. Roadmaps are not fixed at PI boundaries, but rather are updated frequently to reflect the current state of the solution and the environment1. Roadmaps provide multiple planning horizons, such as near-term, mid-term, and long-term, to show how the solution will evolve over time1. References: 1: Roadmap
NEW QUESTION # 149
What does the "C" represent in the CALMR approach to DevOps?
- A. Continuous Integration
- B. Cycle-time
- C. Completion
- D. Culture
Answer: D
Explanation:
Explanation
The "C" in the CALMR approach to DevOps represents culture. Culture is the first element of the CALMR mindset, which guides the ART toward achieving continuous value delivery by enhancing culture, automation, lean flow, measurement, and recovery1. Culture refers to the shared values, beliefs, and behaviors that support collaboration, communication, and continuous improvement among the development, operations, security, and other teams involved in the value stream2. Culture also includes respecting and empowering the people and teams, fostering a learning and growth mindset, and creating a customer-centric focus3. Culture is the foundation of DevOps, as it enables the alignment and integration of the technical and organizational aspects of DevOps4. The other options are not what the "C" stands for in the CALMR approach to DevOps, although they are related to other elements of the mindset. Completion is not a specific term in the CALMR approach, but it could be associated with measurement, which tracks the progress and outcomes of the value delivery.
Cycle-time is a metric that measures the time it takes to deliver value from idea to production, and it is influenced by lean flow, which optimizes the value stream and eliminates waste. Continuous integration is a technical practice that involves merging code changes frequently and automatically testing them, and it is part of automation, which reduces manual work and errors and accelerates feedback loops. References: CALMR - Scaled Agile Framework, The CALMR Approach to DevOps [Complete Guide] - KnowledgeHut, Core Values - Scaled Agile Framework, CALMS DevOps : Defining 5 DevOps Principles | Cprime
NEW QUESTION # 150
What do Strategic Themes influence directly?
- A. Organization of the ART
- B. Lean budget Guardrails
- C. Enterprise Strategy
- D. PI cadence
Answer: B
Explanation:
Explanation
Strategic Themes are portfolio-level business objectives that provide competitive differentiation and strategic advantage. They influence portfolio strategy and provide business context for portfolio decision-making1. Lean budget Guardrails are the spending policies and guidelines that enable decentralized decision-making and empowerment for value streams2. Strategic Themes affect the allocation of funds and resources to value streams, as well as the guidance for investments in existing and new solutions1. Therefore, Strategic Themes influence Lean budget Guardrails directly. References: Strategic Themes, Lean Budgets, Exam Study Guide: SP (6.0) - SAFe Practitioner
NEW QUESTION # 151
Which statement is a value from the Agile Manifesto?
- A. Responding to change over following a plan
- B. Build incrementally with fast, integrated learning cycles
- C. Respect for people and culture
- D. Working software is the primary measure of progress
Answer: A
Explanation:
Explanation
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
NEW QUESTION # 152
Which statement is true about the purpose of a work in process constraint?
- A. It encourages collaboration and enables flow
- B. It helps analyze, approve, and track Portfolio Epics and Enablers
- C. It captures where all new "big" ideas come from
- D. It identifies possible constraints for Solution completion
Answer: A
NEW QUESTION # 153
What is one of the six steps in the Problem Solving Workshop?
- A. Brainstorm possible failures
- B. Choose a problem to solve-agreement not required
- C. Identify the biggest root cause using the Pareto Analysis
- D. Apply root solution analysis
Answer: B
Explanation:
Explanation
he Problem Solving Workshop is a structured approach to identifying the root cause and actions to address systemic problems. It is part of the Inspect and Adapt event that occurs at the end of each Program Increment.
The six steps in the Problem Solving Workshop are:
Choose a problem to solve-agreement not required: The Release Train Engineer (RTE) facilitates a brainstorming session to generate a list of potential problems that affect the ART's performance. The participants use dot voting to prioritize the problems and select the most important one to solve.
Agreement is not required, as the majority vote determines the problem to focus on.
Perform root cause analysis: The RTE leads the team in applying the 'Five Whys' technique to drill down to the root cause of the problem. The team asks 'why' repeatedly until they reach a cause that is actionable and within their control.
Brainstorm solutions: The team generates a list of possible solutions to address the root cause. They use divergent thinking to come up with as many ideas as possible, without judging or evaluating them.
Decide on the best solution: The team uses convergent thinking to narrow down the list of solutions and select the best one. They can use criteria such as feasibility, impact, cost, and alignment with the SAFe Principles and Values to evaluate the solutions.
Define and visualize the improvement backlog items: The team defines the improvement backlog items that will implement the chosen solution. They write them in the format of 'As a [role], I can [action], so that [outcome]'. They also visualize the items on a Kanban board or a similar tool to track their progress and status.
Assign owners and agree on the SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals: The team assigns owners to each improvement backlog item and agrees on the SMART goals that will measure the success of the solution. They also define the acceptance criteria and the expected benefits of the improvement.
References: Inspect and Adapt - Scaled Agile Framework, Problem-solving workshop: Step-by-Step - Agilephoria, SAFe for Teams Student Workbook: materials and exercises from Lesson 7, Exam Study Guide:
SP (6.0) - SAFe Practitioner
NEW QUESTION # 154
What is the recommended size of an Agile Team?
- A. 8 - 12 people
- B. 3 - 5 people
- C. 5 - 11 people
- D. 10 - 15 people
Answer: C
Explanation:
Explanation
According to SAFe, an Agile team is a cross-functional group of 5-11 individuals who define, build, test, and deliver an increment of value in a short time box1. This size allows for enough diversity of skills and perspectives while still allowing for close collaboration and communication among team members. Larger teams tend to have more communication overhead, coordination challenges, and reduced productivity. Smaller teams may lack some of the necessary skills or perspectives to deliver value effectively. References: Agile Teams - Scaled Agile Framework, What is the Recommended Size of an Agile Team? - StuffSure, The Number 7: Why is it so important? - agile42
NEW QUESTION # 155
What is one benefit of Design Thinking?
- A. The Solution is actionable
- B. The Solution is accountable
- C. The Solution is reliable
- D. The Solution is sustainable
Answer: A
Explanation:
Explanation
Design Thinking is a methodology that helps teams solve complex problems and create innovative solutions that meet the needs and desires of the users. One of the benefits of Design Thinking is that it produces solutions that are actionable, meaning that they can be implemented and tested in the real world. Actionable solutions are based on a deep understanding of the problem, a wide range of possible ideas, and iterative prototyping and testing. Actionable solutions are also aligned with the vision, values, and goals of the organization and the stakeholders. References: What is Design Thinking?, Design thinking, explained, What is design thinking?
NEW QUESTION # 156
During the final plan review, ART PI risks are ROAM'ed. What do the letters in ROAM represent?
- A. Resolved, Owned, Active, Mitigated
- B. Resolved, Owned, Accepted, Mitigated
- C. Resolved, Owned, Approved, Mitigated
- D. Resolved, Owned, Assigned, Mitigated
Answer: B
Explanation:
Explanation
ROAM is an acronym that stands for Resolve, Own, Accept, and Mitigate, and it is a framework for making risks visible and actionable in SAFe. During the final plan review, teams present their PI plans and risks to the other teams and stakeholders, and then use the ROAM board to categorize and prioritize the risks. Resolved risks are no longer a threat, owned risks are assigned to a team member for further action, accepted risks are acknowledged but not addressed, and mitigated risks are reduced by a plan. ROAM helps teams collaborate and align on how to handle risks effectively and transparently. References: SAFe Roam Board for Risk Management | Miro, Managing Risks with ROAM in Agile - Planview Blog
NEW QUESTION # 157
Which activity happens in the Inspect and Adapt workshop?
- A. Refining the Program backlog
- B. A retrospective of the Iteration
- C. Planning the next PI
- D. A demo of the integrated system
Answer: D
Explanation:
Explanation
The Inspect and Adapt workshop is a significant event held at the end of each Program Increment (PI), where the current state of the Solution is demonstrated and evaluated by the Agile Release Train (ART) teams. The workshop consists of three parts: PI System Demo, Quantitative and qualitative measurement, and Retrospective and problem-solving workshop. The PI System Demo is the first part of the workshop, where the ART shows all the Features they have developed during the PI to the stakeholders and customers. The demo provides feedback on the value delivered and the quality of the solution. The other parts of the workshop focus on measuring the performance of the ART and identifying improvement actions for the next PI.
References: Inspect and Adapt, PI System Demo
NEW QUESTION # 158
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