SAFe Questions
A Feature inherits its WSJF rank from its parent. True or False
False
An Iteration is a specific type of Plan-Do-Check-Adjust learning cycle. True or False
True
What is the SAFe calculation for Weighted Shortest Job First? 1. (User/Business Value + Time Criticality + Opportunity Enablement/Risk Reduction)/Job Size. 2. (Risk Reduction/Opportunity Enablement + Time Criticality + Size)/Business Value. 3. (User/Business Value + Size + Risk Reduction/Opportunity Enablement)/Job Size. 4. (User/Business Value + Size + Risk Reduction/Opportunity Enablement)/Time.
1. (User/Business Value + Time Criticality + Opportunity Enablement/Risk Reduction)/Job Size.
Developing a framework for decision-making is tool for taking an economic view. True or False
True
Enabler Features can contribute to the Architectural Runway and realize system Nonfunctional Requirements at the same time. True or False
True
Enablers can build or enhance development infrastructure. True or False
True
Multiple ARTs in a Value Stream typically require coordination at the Value Stream Level. True or False
True
Once an Epic is approved, an Epic Owner tracks the Epic through implementation. True or False
True
SAFe uses Story points for estimating the size of Stories, Features, Capabilities, and Epics. True or False
True
The Spanning Palette can apply to the Team Level. True or False
True
ARTs that consist only of Feature teams do not require an Architectural Runway. True or False
False
Backlogs in SAFe behave just like queues. True or False
False
Iteration Goals have business value assigned by the Product Owner. True or False
False
Velocity is a good measure of team performance. True or False
False
What concept is NOT on of the Core Value of SAFe? 1. Predictability 2. Alignment 3. Transparency 4. Built-in Quality 5. Program execution
1. Predictability
Understanding the full Value Stream allows you to focus on the delays. True or False
True
What do Value Streams deliver? 1. Strategic Themes 2. Solutions 3. Agile Release Trains 4. Cyber-physical systems
2. Solutions
A Program Epic that originates from a Portfolio Epic takes precedence over all local priorities on that train. True or False
False
(Select 3) Enablers can be used for any activities that are necessary to support upcoming business features, but generally they fall in one of 3 categories: 1. Architecture 2. Team tasks 3. Exploration 4. Vertical slice of a feature 5. Infrastructure 6. New Capabilities
1. Architecture 3. Exploration 5. Infrastructure
How does a team calculate its initial velocity during its first PI Planning meeting when teams don't have historic data? 1. Assign 8 points per team member (not counting the Scrum Master and Product Owner) and subtract 1 point for each holiday or vacation day. 2. It is not recommended to calculate velocity until the team has completed its first PI. 3. Allow teams to establish their own velocity and then roll them up to calculate the velocity of the train. 4. Assign 10 points per team member (not counting the Scrum Master and Product Owner) and subtract 1 point for each holiday or vacation day.
1. Assign 8 points per team member (not counting the Scrum Master and Product Owner) and subtract 1 point for each holiday or vacation day.
(Select 3) You are invited to help a program where, even though not mandated by the external environment, management requires teams to make big, up-front, and detailed scope commitments for every release. What would you do to best coach the decision-makers? 1. Illustrate the power of feedback in content decision-making. 2. Emphasize the value of "Responding to change" from the Agile Manifesto. 3. Explain that too much up-front detail demotivates Product Owners as they have almost nothing to do thereafter. 4. Explain the "understand and exploit variability" principle or product development flow. 5. Explain why development doesn't need to commit to anything in Agile.
1. Illustrate the power of feedback in content decision-making. 2. Emphasize the value of "Responding to change" from the Agile Manifesto. 4. Explain the "understand and exploit variability" principle or product development flow.
(Select 2) What are the characteristics of queues and backlogs? 1. Queues are processed in the order in which items are entered. 2. Backlogs are continuously refined and can be re-prioritized. 3. Queues are continuously refined and cannot be re-prioritized. 4. Backlog items are estimated; queues are not.
1. Queues are processed in the order in which items are entered. 2. Backlogs are continuously refined and can be re-prioritized.
What is the purpose of Solution Intent? 1. Record and communicate the necessary requirements and design decisions. 2. Create a comprehensive design document for approval before development begins. 3. Provide an up-front and static definition of the system's design.
1. Record and communicate the necessary requirements and design decisions.
(Select 3) Who is typically involved in the ART Sync? 1. Scrum Masters 2. Product Owners 3. Business Owners 4. Release Train Engineer 5. Release Management 6. Solution Management
1. Scrum Masters 2. Product Owners 4. Release Train Engineer
What are appropriate aspects of the System Architect's role in SAFe? 1. Collaborate with Scrum Masters to establish the emergent design. 2. Collaborate with PMs, POs, and Agile Teams to establish the Architectural Runway. 3. Approve teams' increments into the mainline branch. 4. Approve all the design work of teams before they can implement their user stories. 5. Provide the designs behind each user story.
2. Collaborate with PMs, POs, and Agile Teams to establish the Architectural Runway.
In SAFe, Dunbar's number provides guidance for: 1. The number of members on a self-managing, self-organizing ART. 2. The maximum number of tasks in a Program Increment for optimal predictability. 3. The number of Stories created during PI Planning to enable commitment. 4. The percent utilization that enables a sustainable pace.
1. The number of members on a self-managing, self-organizing ART.
What is the ideal size of an ART? 1. <25 practitioners. 2. 25-50 practitioners. 3. 50-125 practitioners. 4. 126-200 practitioners. 5. Whatever the Value Stream requires.
3. 50-125 practitioners.
(Select 2) What is true about budgets in SAFe? 1. Budgets are allocated to projects. 2. Budgets are allocated to strategic themes. 3. Budgets are allocated to portfolios. 4. Budgets are allocated to teams. 5. Budgets are allocated to value streams.
3. Budgets are allocated to portfolios. 5. Budgets are allocated to value streams.
What is NOT the responsibility of the Enterprise Architect? 1. Synchronize the technology stack and infrastructure across Value Streams. 2. Drive the strategy for maintaining the Enterprise's architecture. 3. Define the Solution design for Agile Release Trains. 4. Facilitate reuse of ideas and proven design patterns.
3. Define the Solution design for Agile Release Trains.
(select 3) What does relentless improvement, as defined in SAFe, include? 1. Hold people accountable. 2. Hold employee reviews to provide fast feedback. 3. Optimize the whole. 4. Apply Lean problem-solving tools and techniques. 5. Reflect at key Milestones.
3. Optimize the whole. 4. Apply Lean problem-solving tools and techniques. 5. Reflect at key Milestones.
(Select 3) Which behaviors are typically associated with Lean-Agile Leaders? 1. Establish clear objectives for managing. 2. Develop Solutions. 3. Protect subordinates from interference by outside stakeholders. 4. Support decentralized decision-making. 5. Emphasize lifelong learning.
3. Protect subordinates from interference by outside stakeholders. 4. Support decentralized decision-making. 5. Emphasize lifelong learning.
Where are Capabilities managed? 1. In the Portfolio Kanban. 2. In the Value Stream planning board. 3. In the ART Kanban. 4. In the Value Stream Kanban.
4. In the Value Stream Kanban.
What is true about Epic implementation? 1. Once pulled into implementation, the Epic needs to be finished. 2. A budget reserve is established that can be used to fund Epics. 3. Agile Release Trains are empowered to decide whether or not they proceed with a Portfolio Epic. 4. Re-prioritization happens at every PI boundary, and the rest of the Epic can be postponed or canceled if there are more important new initiatives.
4. Re-prioritization happens at every PI boundary, and the rest of the Epic can be postponed or canceled if there are more important new initiatives.
A Program Epic requires budgetary approval and a lightweight business case only if it spans multiple PIs. True or False
False
Backlog items in an Expedite class of service can break WIP limits. True or False
True
Phase-gate Milestones are not a good predictor of project performance. True or False
True
Capabilities are similar to Features and can be managed in the Program Backlog. True or False
False
Cultural change must come before you start a SAFe implementation. True or False
False
Every Enabler Capability has an Enabler Epic as its parent. True or False
False
If a Value Stream is bigger than the recommended ART size, SAFe recommends splitting it by development process steps and organizing the trains around those steps respectively. True or False
False
If all Agile Release Trains in a Value Stream are organized around Capabilities, they don't require cross-train coordination. True or False
False
Leader as expert and leader as conductor can be appropriate leadership models. True or False
False
Test automation is typically included in the Definition of Done (DoD). True or False
False
The portfolio Vision is an aggregation of every Agile Release Train's Vision? True or False
False
WSJF is recommended for prioritizing the Team Backlog. True or False
False
(Select 2) What steps in the Portfolio Kanban are most appropriate for running research spikes? 1. Analysis-spikes help clarify feasibility. 2. Implementing-teams perform spikes as usual 3. Funnel-understand whether the Epic makes sense. 4. Portfolio Backlog-run a spike before pulling into development.
1. Analysis-spikes help clarify feasibility. 3. Funnel-understand whether the Epic makes sense.
(Select 2) What are the responsibilities of a Business Owner? 1. Assign business value to Team Objectives during PI Planning. 2. Participate in Post-PI Planning and assist trains in adjusting ART PI plans as needed. 3. Assign business value to Epics and Features. 4. Ensure that the Solution Demo occurs. 5. Determine the product Roadmap
1. Assign business value to Team Objectives during PI Planning. 2. Participate in Post-PI Planning and assist trains in adjusting ART PI plans as needed.
(Select 3) Which of the following have acceptance criteria? 1. Business Capabilities 2. Portfolio Enabler Epics 3. Strategic Themes 4. Enabler Features 5. Spikes 6. Program Epics
1. Business Capabilities 4. Enabler Features 5. Spikes
(Select 3) According to Lean thinking, how is fast and sustainable flow achieved? 1. By understanding the full Value Stream. 2. By constant reduction of delays. 3. By reducing batch sizes. 4. By applying subjective governance.
1. By understanding the full Value Stream. 2. By constant reduction of delays. 3. By reducing batch sizes.
(Select 2) What factors foster team "Ba"? 1. Decentralized decision-making. 2. Built-in instability. 3. Use of Feature Teams. 4. Dunbar's number
1. Decentralized decision-making. 2. Built-in instability.
What should a Supplier using a traditional methodology do when working with ARTs in a Value Stream? 1. Demonstrate working software at each Solution Demo. 2. Develop her own Vision and Roadmap. 3. Attend key Value Stream events.
1. Demonstrate working software at each Solution Demo.
What are the primary responsibilities of Program Portfolio Management (PPM)? 1. Governance, strategy and investment funding, program management. 2. Program management, stakeholder management, PI Planning. 3. Lightweight business case, Epic specification workshop, Budget allocation. 4. Governance, investment funding, product strategy.
1. Governance, strategy and investment funding, program management.
(Select 4) What are the 4 primary reasons why long queues are bad. 1. Higher variability 2. Decreased motivation 3. Less cross-training 4. More multitasking 5. Slower delivery 6. Lower quality
1. Higher variability 2. Decreased motivation 5. Slower delivery 6. Lower quality
(Select 2) What factors favor centralized decision-making? 1. Infrequent decisions. 2. Need for fast decision-making. 3. Economies of scale 4. Appropriate authority level of the decision maker. 5. High cost of delay
1. Infrequent decisions. 3. Economies of scale
(Select 2) Why is Architectural Runway important? 1. It supports a stable velocity. 2. It provides the documentation on which Features and Capabilities are built. 3. It iteratively evolves the architecture to meet changing needs. 4. It allows for nontechnical changes
1. It supports a stable velocity. 3. It iteratively evolves the architecture to meet changing needs.
What statement applies to Iteration Planning in SAFe? 1. Iteration Planning is required in every Iteration to enable fast learning cycles. 2. Teams that have no dependencies may choose not to do Iteration Planning once they have planned the PI. 3. Component teams require Iteration Planning in every Iteration, while Feature teams may or may not, based on dependencies. 4. Iteration Planning is required for all Iterations except for the first one, since there's nothing to cause a change in the PI plan yet. 5. When the teams define acceptance criteria during PI Planning, Iteration Planning is not strictly required during the PI.
1. Iteration Planning is required in every Iteration to enable fast learning cycles.
(Select 4) Lean-Agile Leaders ______________. 1. Lead the teams 2. Proactively eliminate impediments. 3. Run successful Agile Release Trains. 4. Facilitate relentless improvement 5. Embrace the values of Lean. 6. Manage the most critical day-to-day activities of team members.
1. Lead the teams 2. Proactively eliminate impediments. 4. Facilitate relentless improvement 5. Embrace the values of Lean.
(Select 3) Based on the work of Don Reinertsen, SAFe denotes five primary economic factors that can be used to consider the economic perspective of a particular investment. From the list below, choose three of those primary economic factors. 1. Lead time 2. Value stream budget 3. Return on Investment (ROI) 4. Risk 5. Development expense
1. Lead time 4. Risk 5. Development expense
What is NOT a SAFE-recommended Metric? 1. Number of lines of code produced. 2. Number of new test cases automated. 3. Number of test cases produced. 4. Percent of unit test coverage. 5. Percent of user stories accepted by the Product Owner. 6. Number of defects outstanding.
1. Number of lines of code produced.
What activity occurs during the program Inspect and Adapt workshop? 1. PI Predictability Measure update. 2. Roadmap update 3. Team Iteration Demo 4. Biweekly System Demo 5. Iteration Metrics update
1. PI Predictability Measure update.
(Select 2) The SAFe Economic Framework guides Value Stream investment decisions by: __________. 1. Prioritizing work by ROI. 2. Requiring lightweight business cases for Epics. 3. Empowering the Product Owners to sequence the Value Stream Backlog. 4. Finding Value Streams.
1. Prioritizing work by ROI. 4. Finding Value Streams.
(select 3) What are the 3 primary outputs of PI Planning? 1. Program board 2. Team PI Objectives 3. Top 10 Features 4. Vote of confidence/commitment 5. Portfolio Vision 6. Iteration Goals
1. Program board 2. Team PI Objectives 4. Vote of confidence/commitment
(Select 2) What activity does NOT happen on Day 1 of PI Planning? 1. ROAMing of risks. 2. Assignment of business value. 3. Management review and problem-solving meeting. 4. Team breakouts. 5. Hourly checkpoints.
1. ROAMing of risks. 2. Assignment of business value.
(Select 3) What are the primary reasons to limit WIP? 1. Reduce multiplexing 2. Decrease wait times 3. Expand context switching 4. Make it easier to visualize the important work 5. Increase throughput
1. Reduce multiplexing 2. Decrease wait times 5. Increase throughput
What role would a traditional program manager most likely take on in SAFe? 1. Release Train Engineer or Value Stream Engineer. 2. Scrum master 3. Business Owner 4. Product Manager
1. Release Train Engineer or Value Stream Engineer.
(Select 3) What primary roles are most responsible for ensuring successful execution at the Value Stream Level? 1. Solution Management 2. Value Stream Engineer 3. Solution Architect/Engineer 4. Customer 5. Release Management
1. Solution Management 2. Value Stream Engineer 3. Solution Architect/Engineer
You are working with an ART that is preparing for their first PI Planning event. All Features are formulated and ready for WSJF prioritization. However, when you look over the list of Features, it turns out that they are big tasks rather than Features. What technique would be useful to fix the list of backlog items to be able to apply WSJF? 1. Split the backlog items into smaller, more manageable pieces of work and rearrange them into real Features. 2. Formulate business benefits for each backlog item. If not meaningful business benefits can be identified, it's not a Feature and should be redefined. 3. Build explicit dependencies between backlog items. If B depends on A for completion, make sure that the opportunity enablement WSJF is a parameter of A. 4. Identify the associated Epics when formulating Features.
1. Split the backlog items into smaller, more manageable pieces of work and rearrange them into real Features.
(select 2) What are the benefits of cadence and synchronization? 1. Synchronization enables multiple perspectives to be understood, resolved, and integrated at the same time. 2. They enable systems builders to operate reliably and with certainty within a safety buffer. 3. Synchronization enables reduction in WIP. 4. Cadence limits variance. 5. Cadence enables variability and makes wait times predictable.
1. Synchronization enables multiple perspectives to be understood, resolved, and integrated at the same time. 4. Cadence limits variance.
You are at a retrospective meeting where a program is trying to address a long-existing problem: unreliable PI commitments. One of the participants suggests that they are working on too many things at a time. What aspect of the program cause uncontrollable amounts of work in process? 1. Teams don't do a good job of task-switching. 2. All program teams are cross-functional, and therefore every team spawns work in multiple areas at the same time. 3. Backlog items in the Program Backlog are not truly end-to-end Features; they look more like large chunks of work at different layers of the system.
1. Teams don't do a good job of task-switching.
What is NOT a good Definition of Done (DoD)? 1. The Customer is satisfied with the User Experience. 2. Nonfunctional Requirements are met. 3. Code is checked in and merged into main branch. 4. No must-fix defects exist. 5. All unit tests are passing. 6. Coding standards have been followed.
1. The Customer is satisfied with the User Experience.
What does Little's Law tells us? 1. The easiest way achieve flow is to reduce queue lengths. 2. Long queues help increase process efficiency. 3. The easiest way to reduce waits is to increase the processing rate. 4. The average wait time is dependent on the varying arrival rate of items coming into the queue. 5. Single-piece flow is always best.
1. The easiest way achieve flow is to reduce queue lengths.
When does the System Demo happen? 1. After the Solution Demo, but before PI Planning. 2. After every Iteration. 3. On demand. 4. After continuous integration. 5. After Pre-PI Planning.
2. After every Iteration.
In SAFe, who owns the Vision for a PI? 1. Product Owner 2. Business Owners 3. Scrum Master 4. COE 5. Product Management
2. Business Owners
(Select 4) What are legitimate examples of management as an enabling function, rather than as top-down control? 1. Assigning backlog items to team members. 2. Communicating the Solution Vision with the teams. 3. Working with other departments to establish better communication among teams. 4. Creating work breakdown structures. 5. Assigning team members to handle external dependencies. 6. Developing skills and career paths for team members. 7. Creating an environment of mutual influence.
2. Communicating the Solution Vision with the teams. 3. Working with other departments to establish better communication among teams. 6. Developing skills and career paths for team members. 7. Creating an environment of mutual influence.
What does innovation accounting mean? 1. Capitalizing the cost of software development using Story points. 2. Defining, empirically measuring, and communicating the true progress of innovation. 3. Demoing Stories that come out of the IP Iteration. 4. Being sure to account for the investment in new product initiatives on a P&L.
2. Defining, empirically measuring, and communicating the true progress of innovation.
(Select 3) What are three ways to coordinate across Value Streams? 1. Move teams across Value Streams to respond to changing business demands. 2. Establish Enterprise architecture. 3. Empower the Value Stream Engineer to coordinate all teams in the Value Stream. 4. Apply cadence and synchronization. 5. Fund the Portfolio, not the Value Streams. 6. Create a Portfolio Vision and Roadmap.
2. Establish Enterprise architecture. 4. Apply cadence and synchronization. 6. Create a Portfolio Vision and Roadmap.
(Select 3) What are typical Kanban classes of service for Agile Teams? 1. Funnel 2. Fixed date 3. Expedite 4. Standard 5. Accepted 6. Review
2. Fixed date 3. Expedite 4. Standard
A company is about to launch Agile Release Trains within a Value Stream that consists of 200 people, 90 of whom are in the U.S. working on the system's business logic and databases, and 110 of whom are in India working on the UI front end. What would be the most effective way to launch? 1. Launch it as two or more ARTs based on how the cost centers are defined. 2. Launch it as two distributed ARTs organized around end-to-end functionality. 3. Launch it as two geography-based ARTs, with one working on the UI and the other on business logic and databases. 4. Launch it as a single ART and then conduct Inspect & Adapt at the end of the PI to determine whether it needs to be split.
2. Launch it as two distributed ARTs organized around end-to-end functionality.
(Select 2) What are the right scenarios for using SAFe Foundations Training Materials? 1. Train Scrum Masters in servant leadership following "SAFe for Teams" training. 2. Make an initial presentation on SAFe to the organization. 3. Familiarize Release Train Engineers with the PI Planning process. 4. Familiarize executives with SAFe. 5. Train the teams prior to PI Planning.
2. Make an initial presentation on SAFe to the organization. 4. Familiarize executives with SAFe.
A Scrum Master asked you to help her use systems thinking to identify the backlog items that would improve the system as a whole. Select one item that uses systems thinking most effectively. 1. Involve representatives of department teams in Iteration Planning and Demos. 2. Make daily stand-ups more engaging and strictly timeboxed. 3. Review the burn-down chart at each retrospective to improve team estimating. 4. Increase unit test coverage.
2. Make daily stand-ups more engaging and strictly timeboxed.
(Select 2) What factors help unlock the intrinsic motivation of knowledge workers? 1. Individual and team performance incentives. 2. Making a contribution. 3. Ranking individuals for transparency in their contributions to the organization. 4. Well-structured MBOs so people know exactly what's expected of them. 5. Autonomy.
2. Making a contribution. 5. Autonomy.
(Select 2) What are the ways to evolve the Solution Intent from variable to fixed scope? 1. Creating work breakdown structures. 2. Modeling 3. Adapting WIP limits 4. Building prototypes
2. Modeling 4. Building prototypes
What are stretch objectives? 1. Objectives that are beyond the capacity of the team and so are uncommitted for the PI. 2. Objectives that are part of the team's capacity but not necessarily achievable during the PI. 3. Objectives that are identified during the PI. 4. Objectives that the business has promised to their Customers.
2. Objectives that are part of the team's capacity but not necessarily achievable during the PI.
What is Cost of Delay? 1. Cost incurred when system integration appears too late in the PI. 2. Opportunity cost and deferred revenue. 3. Penalty for nonperformance. 4. Cost of not addressing risk early on.
2. Opportunity cost and deferred revenue.
An Agile Release Train prepares for PI Planning. They have both Features and Program Epics among the desirable items for this PI. However, Product Management is stuck because some Epics are too big and won't fit in this PI. 1. Pick only those Epics that have clearly defined success criteria and might fit into the PI. 2. Split Epics into Features and prioritize the Features to determine what should go into the PI. 3. Split Epics into Features and use capacity allocation to determine what should go into the PI. 4. Instead of planning just the upcoming PI, plan for a longer period to cover the full duration of the Program Epics.
2. Split Epics into Features and prioritize the Features to determine what should go into the PI.
(Select 2) You are prioritizing Epics and the group cannot reach a consensus on WSJF parameters. What would be the best course of action to reduce inconsistencies? 1. Collect additional input from other stakeholders. 2. Take time to provide more detailed specifications for each Epic. 3. Use strategic themes to help the group understand how an Epic contributes to the realization of the enterprise business strategy. 4. Change the scale for WSJF parameters. 5. Split Epics into Capabilities, prioritize them, and combine those priorities back to the Epic level.
2. Take time to provide more detailed specifications for each Epic. 3. Use strategic themes to help the group understand how an Epic contributes to the realization of the enterprise business strategy.
(Select 2) When might Feature size not be a good substitute for the duration of WSJF? 1. The Feature did not originate from a Program Epic. 2. The Feature involves a team or team members who represent a bottleneck. 3. The Feature did not originate from a Value Stream Capability. 4. The Feature involves a remote third-party vendor that has a formal scope-approval process. 5. The Feature has not yet been broken down into user stories by the Product Owner.
2. The Feature involves a team or team members who represent a bottleneck. 4. The Feature involves a remote third-party vendor that has a formal scope-approval process.
(Select 2) What would you examine when identifying Value Streams in an enterprise moving to SAFe? 1. The project cost accounting procedures in place. 2. The internal departments which are supported. 3. The number of ARTs which would be contained in the Portfolio. 4. The current products which the company sells.
2. The internal departments which are supported. 4. The current products which the company sells.
What is the primary purpose of the management meeting at the end of Day 1 of PI Planning? 1. To assign business value to the teams' draft PI Objectives. 2. To make adjustments to the PI scope and address program challenges. 3. To design the next generation of the product. 4. To evaluate the performance of teams.
2. To make adjustments to the PI scope and address program challenges.
What contributes to establishing trust in SAFe? 1. Decentralization of control. 2. Transparency. 3. Reporting. 4. U-curve optimization. 5. Servant leadership.
2. Transparency.
What is the target percentage for the Program Predictability Measure? 1. <50% 2. 50-75% 3. 80-100% 4. 100% 5. None of the above.
3. 80-100%
When is the Solution Demo conducted? 1. On demand. 2. At the end of each Sprint. 3. At the end of each PI. 4. Mid-PI.
3. At the end of each PI.
What are the SAFe Core Values that typically resonate with executives when talking about SAFe? 1. Empowerment, self-managing teams, decentralization of control, value. 2. Built-in Quality, cadence, synchronization, trust. 3. Built-in Quality, program execution, alignment, transparency. 4. Lean Leadership, Built-in Quality, Agile Architecture, product flow.
3. Built-in Quality, program execution, alignment, transparency.
What activity calls for using ROAM technique? 1. Refining the Program Backlog. 2. Managing the ART sync. 3. Categorizing program risks during PI Planning. 4. Managing teams by the Release Train Engineer.
3. Categorizing program risks during PI Planning.
Why is capacity allocation important in SAFe? 1. So that team members collaborate better. 2. So that the team is able to meet its Iteration Goals. 3. So that teams continuously invest in the Architectural Runway. 4. It helps resolve conflicts between Feature teams and component teams. 5. So that the work can be better estimated.
4. It helps resolve conflicts between Feature teams and component teams.
What does the SAFe budgeting model suggest? 1. Each Strategic Theme receives a budget allocation when Strategic Themes span portfolios. 2. Epics, Features, and Stories are funded based on their size in normalized Story points, while teams are allocated to high-priority work as needed. 3. Each Value Stream receives budget allocation as a whole; individual work is not specifically budgeted. 4. Each team gets budget allocation and Features are funded according to their size in normalized Story points.
3. Each Value Stream receives budget allocation as a whole; individual work is not specifically budgeted.
What responsibilities are associated with the System Team? 1. Defining Solution architecture. 2. Creating new automated test scenarios. 3. End-to-end system testing. 4. Building and maintaining a production-equivalent staging environment. 5. Deploying to staging.
3. End-to-end system testing.
What is the most effective way to train the System Team members to operate effectively as part of the train? 1. Have them attend Leading SAFe training and Scrum Master orientation. 2. Have them attend Leading SAFe training. 3. Have them attend SAFe for Teams training with all other teams on the train. 4. Have them attend Implementing SAFe training with SPC certification. 5. Have them review the SAFe Foundations presentation and provide on-the-job training.
3. Have them attend SAFe for Teams training with all other teams on the train.
(Select 2) What are the 2 biggest reasons to reduce batch size? 1. Make it easier to assess the state of smaller batches. 2. Decrease stress on the system. 3. Increase throughput. 4. Produce less measurement overhead. 5. Increase delivery reliability.
3. Increase throughput. 5. Increase delivery reliability.
What is the key reason for deploying each team increment to the production-equivalent staging environment? 1. Teams can verify whether new functionality or Nonfunctional Requirements are compatible with the current production configuration. 2. It allows the System Team to test the deployability of the Solution. 3. It enable SAFe teams to Develop on Cadence and Release Any Time. 4. If something goes wrong with the production environment, teams can switch their staging to perform the role of production.
3. It enable SAFe teams to Develop on Cadence and Release Any Time.
(Select 2) What applies to the Portfolio Backlog? 1. The Portfolio Kanban holds Capabilities that are ready for implementation. 2. Programs plan PIs so that they exhaust the Portfolio Backlog and only then work on their local priorities. 3. It provides a low-cost holding area for approved Business and Enabler Epics. 4. WSJF is used to prioritize Epics in the Portfolio Backlog.
3. It provides a low-cost holding area for approved Business and Enabler Epics. 4. WSJF is used to prioritize Epics in the Portfolio Backlog.
What is the correct statement about Work in Process (WIP). 1. The bigger the WIP, the richer the feedback. 2. The amount of WIP is unrelated to utilization. 3. Lower WIP limits foster collaboration.
3. Lower WIP limits foster collaboration.
(Select 3) How do you demo a spike? 1. Spikes are strictly for internal learning of the team and do not need to be demoed. 2. Showing the functioning code in the production environment. 3. Showing the knowledge gained by the spike. 4. Showing a prototype produced for the spike. 5. Showing the quantitative data that will prove useful in developing future user stories.
3. Showing the knowledge gained by the spike. 4. Showing a prototype produced for the spike. 5. Showing the quantitative data that will prove useful in developing future user stories.
You are invited to help an Agile Release Train that has struggled through multiple PIs. They just finished the second Iteration in the current PI and have nothing to demonstrate at the System Demo. Program stakeholders are really concerned. What would you do? 1. Have every team demonstrate their team increment to the stakeholders separately in the team branch. 2. Find a vendor that specializes in integrating system increments form multiple teams. 3. Stop working on any new functionality and fully integrate and test the system; adjust scope based on learnings. 4. Re-plan the current PI: De-scope to leave enough time to integrate what you've built during the IP Iteration. 5. Re-architect the system so that there are no dependencies between the teams and integration is not needed.
3. Stop working on any new functionality and fully integrate and test the system; adjust scope based on learnings.
(Select 2) SAFe teams using Kanban are required to participate in which events? 1. Iteration Planning 2. Iteration Retrospective 3. System Demo 4. PI Planning
3. System Demo 4. PI Planning
Typically, SAFe prioritizes Capabilities based on which of the following? 1. Business value 2. CoD (Cost of Delay) 3. WSJF (Weighted Shortest Job First) 4. Capacity allocation according to budget
3. WSJF (Weighted Shortest Job First)
When is the best time to release a product or Solution to the marketplace? 1. At the end of the IP Iteration. 2. At each PI boundary, provided there are no PI defects. 3. Whenever it meets relevant governance and market criteria. 4. At quarterly boundaries.
3. Whenever it meets relevant governance and market criteria.
What description best represents Capabilities as defined in SAFe? 1. Capabilities are simply a level of abstraction above Epics, exhibiting largely the same characteristics and practices. 2. Capability is a different name for Features, one that is preferred by some organizations. 3. Capabilities are simply a different kind of Epic, exhibiting largely the same characteristics and practices. 4. Capabilities are simply a level or abstraction above Features, exhibiting largely the same characteristics and practices.
4. Capabilities are simply a level or abstraction above Features, exhibiting largely the same characteristics and practices.
(Select 2) What are questions commonly asked during the PI Planning management review and problem-solving meeting? 1. How do we increase team velocity? 2. Can we combine teams to decrease dependencies? 3. Do we need to extend the PI? 4. Dow we need to adjust scope? 5. Where are the bottlenecks?
4. Dow we need to adjust scope? 5. Where are the bottlenecks?
What statement is NOT part of the Agile Manifesto? 1. Working software over comprehensive documentation. 2. Customer collaboration over contract negotiation. 3. Working software is the primary measure of progress. 4. Good architectures are built up front so that teams can focus on development. 5. Continuous attention to technical excellence and design enhances agility. 6. Business people and developers must work together daily throughout the project.
4. Good architectures are built up front so that teams can focus on development.
The User Experience (UX) team does not believe in Agile development. They say, "We have to understand the full behavior of the eventual system in order to be able to define an effective user experience. We don't work in timeboxes. How would you respond? 1. User experience is indeed a different concept and the team should be exempt from working in Iterations. 2. Just like system architecture, the entire user experience should be fully designed before an implementation. 3. Since the team is working in timeboxes, this has been proven to be the most effective way to implement the user experience. 4. It's important to have an overall user experience vision before implementation, but the vision can be implemented iteratively for early feedback.
4. It's important to have an overall user experience vision before implementation, but the vision can be implemented iteratively for early feedback.
You organization decided to thoroughly implement the SAFe Principle "Assume variability; preserve options." What is the optimum path for success? 1. Assume variability of scope and preserve options for the release date. 2. Preserve flexibility in system functionality and design, but have fixed Solution intent. 3. Assume variability of scope, but have fixed Solution Context. 4. Preserve flexibility in both system functionality and design.
4. Preserve flexibility in both system functionality and design.
What would imply a change to the ART Budget? 1. Extending the duration of a PI. 2. Changing total ART resources 3. Switching to a different PI cadence. 4. Reducing the scope of a Program Epic. 5. Prioritizing Features based on Cost of Delay.
4. Reducing the scope of a Program Epic.
Vikas is a new Solution architect and is trying to understand the Solution Context. What is the most important factor for him to consider? 1. The acceptance Criteria for the Capabilities. 2. Job sequencing for the Epics in the Value Stream Backlog. 3. The Economic Framework for the Value Stream. 4. The environment in which the Solution is deployed.
4. The environment in which the Solution is deployed.
What is the primary role of a Scrum Master? 1. To write all the user stories so that the team can focus on coding and testing. 2. To task team members in the efficient manner possible based on their skills. 3. To provide management with status reports on the team's progress. 4. To use servant leadership to help the team perform at its best.
4. To use servant leadership to help the team perform at its best.
SAFe uses Kanban to manage flow at the Portfolio Level for the following reasons EXCEPT __________. 1. To ensure that the analysis and discovery work needed for the items are not time bound. 2. To ensure that there is visibility and transparency. 3. To capture all ideas in the funnel. 4. To limit the number of initiatives under consideration. 5. To ensure that portfolio items are delivered to the Program or Solution Backlogs every 2 weeks.
5. To ensure that portfolio items are delivered to the Program or Solution Backlogs every 2 weeks.
Who typically facilitates the ART Sync meeting? 1. Agile coach 2. Senior Scrum Master 3. Development manager or QA manager 4. Release Train Engineer 5. Value Stream Engineer
5. Value Stream Engineer
What is NOT a SAFe-recommended practice for DevOps? 1. Maintain development and test environments to better match production. 2. Deploy to staging every sprint. 3. Put everything under version control. 4. Start automating the actual deployment process. 5. Build and maintain a production-equivalent staging environment. 6. Continuously synchronize all Feature and team branches. 7. Create the ability to automatically build environments.
6. Continuously synchronize all Feature and team branches.
SAFe assumes that programs commit to the key priorities within the current PI and provide a forecast for a few subsequent PIs. True or False
True
