Which of the following events does SAFe recommend running regularly throughout the PI?
ART Sync
Design Sync
Business Owner Sync
Product Sync
ART Sync is an event that SAFe recommends running regularly throughout the PI. ART Sync is a weekly meeting that brings together the key roles of the Agile Release Train (ART), such as the Release Train Engineer (RTE), the Product Management, the System Architect/Engineer, the Business Owners, and the Scrum Masters. The purpose of ART Sync is to review the progress and status of the ART, identify and resolve impediments and dependencies, coordinate cross-team and cross-ART activities, and align on the vision and objectives of the PI. ART Sync helps the ART maintain alignment, collaboration, and synchronization, and enables fast feedback and continuous improvement. References: ART Sync - Scaled Agile Framework, SAFe for Teams Student Workbook: materials and exercises from Lesson 6
What is one recommended way of splitting Features into Stories during a PI Planning event?
Develop the user interface (UI) with sample business logic and database access and then add the actual functionality behind the UI
Implement the database structure first and then implement the business logic and user interface
Develop the functionality first and then test it on a second pass
Implement the simplest variant of the functionality first and then implement the rest as an enhancement
One of the recommended ways of splitting Features into Stories during a PI Planning event is to use the horizontal slicing technique, which means implementing the simplest variant of the functionality first and then adding more complexity and variations as enhancements. This technique helps to deliver value incrementally, reduce risk, and enable fast feedback and learning. Horizontal slicing also supports the application of the Minimum Viable Product (MVP) and Minimum Marketable Feature (MMF) concepts, which aim to deliver the smallest amount of functionality that can provide value and validate assumptions. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Feature, Story
Team A has seven developers that can define and build any application the organization requires. Team A works with another team to test and deploy their work. Can Team A be considered a high-functioning Agile Team?
Yes, because they can build any application the organization requires
No, because they are not cross-functional
No, because they have fewer than ten developers
Yes, because they use another team to deploy
A high-functioning Agile Team is a cross-functional group of typically ten or fewer individuals with all the skills necessary to define, build, test, and deliver value to their customer1. Team A is not cross-functional because they depend on another team to test and deploy their work, which creates handoffs and delays in the value delivery process. A cross-functional team should be able to perform all the activities required to deliver a potentially releasable increment of value in each iteration2. Team A should collaborate with the other team to integrate their testing and deployment capabilities and form a single Agile Team that can deliver value independently. References: Agile Teams - Scaled Agile Framework, 7 Qualities of High-Performing Agile Teams | AgileConnection
What is one of the six steps in the Problem Solving Workshop?
Apply root solution analysis
Brainstorm possible failures
Identify the biggest root cause using the Pareto Analysis
Choose a problem to solve—agreement not required
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:
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
What does the Continuous Delivery Pipeline enable?
Continuous refactoring
Delivery of large batches
Ongoing learning
Increased technical debt
The Continuous Delivery Pipeline enables ongoing learning by providing fast and frequent feedback loops throughout the value delivery process. The pipeline consists of four aspects: Continuous Exploration, Continuous Integration, Continuous Deployment, and Release on Demand, each of which supports the validation of assumptions, hypotheses, and outcomes. By applying the Lean Startup cycle of Build-Measure-Learn, the pipeline allows the organization to test and learn from the market, the customers, and the users, and to adapt and improve the solutions accordingly. The pipeline also fosters a culture of innovation and experimentation, where teams can explore new ideas and opportunities, and learn from failures and mistakes. References: Continuous Delivery Pipeline - Scaled Agile Framework, Build-Measure-Learn - Scaled Agile Framework
The Agile Release Train aligns teams to a common mission using a single Vision and what else?
Program Backlog
Release on Demand
Weighted shortest job first
Team Backlogs
The Agile Release Train (ART) is a long-lived team of Agile teams that incrementally develops, delivers, and often operates one or more solutions in a value stream1. The ART aligns teams to a common mission using a single Vision and a Program Backlog. The Vision is a description of the future state of the solution under development. It reflects customer and stakeholder needs, as well as the features and capabilities planned for the solution2. The Program Backlog is the single source of truth for the upcoming features of the system. It contains the enablers necessary to build the Architectural Runway, as well as the user and business features that deliver customer value3. The Vision and the Program Backlog provide the context and the content for the ART to plan, commit, develop, and deploy together. References: Agile Release Train - Scaled Agile Framework, Vision - Scaled Agile Framework, Program Backlog - Scaled Agile Framework
What represents the workflow, activities, and automation needed to deliver new functionality more frequently?
Portfolio Kanban
The Lean budget Guardrails
The Continuous Delivery Pipeline
The PI Planning process
The Continuous Delivery Pipeline represents the workflow, activities, and automation needed to deliver new functionality more frequently. It consists of four elements: Continuous Exploration, Continuous Integration, Continuous Deployment, and Release on Demand. The pipeline enables faster value delivery, higher quality, and lower risk. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Continuous Delivery Pipeline, Lesson 4: Deliver Value
Which practices are demonstrated during the Inspect and Adapt event?
New start, job sequence, funnel, and enable
Reflect, problem solve, and identify improvement actions
Move forward, analyze future Stories, integrate, and iterate
Forward focus, develop, cross-domain plan, and expedite execution
The Inspect and Adapt event 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 train. Teams then reflect and identify improvement backlog items via a structured, problem-solving workshop. The Inspect and Adapt event consists of three parts: PI System Demo, Quantitative and qualitative measurement, and Retrospective and problem-solving workshop. The last part is where the practices of reflection, problem solving, and identifying improvement actions are demonstrated. The teams use a root cause analysis technique, such as the Five Whys, to identify the most critical impediments that impact their performance and quality. They then brainstorm and prioritize improvement actions that address the root causes and create SMART (Specific, Measurable, Achievable, Relevant, and Time-bound) goals for implementing them in the next PI. The improvement actions are added to the Program Backlog and reviewed in the next PI Planning event. References: = Inspect and Adapt - Scaled Agile Framework, Scaled Agile Framework: Understand SAFe and Its 4 Core Values
How does a team demonstrate progress?
By presenting status slides
By having the Product Owner verbally communicate to the stakeholders
By showing the actual working product
By showing screen shots of the product
According to the SAFe for Teams SP (6.0) - SAFe Practitioner handbook and study guide, one of the core values of SAFe is alignment, which means that everyone involved in the solution development has a common understanding of the vision, strategy, and goals. To achieve alignment, teams need to demonstrate progress by showing the actual working product to the stakeholders and getting feedback. This is done through the sync events such as the Team Demo and the System Demo, where teams showcase the features and stories they have completed in the iteration or the PI. By showing the actual working product, teams can validate their assumptions, measure the value delivered, and identify improvement opportunities. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, SAFe® for Teams - Know Your Role on an Agile Team, SAFe for Teams | SAFe Practitioner (SP) Certification
Who decides the Team PI Objective Business Value scoring after negotiation?
The Agile Team
The RTE
Business Owner
Product Management
Business Owners are key ART stakeholders who have the primary business and technical responsibility for return on investment (ROI), governance, and compliance. They evaluate the fitness for use and actively participate in ART events and solution development. They also use a scale of 1 (lowest) to 10 (highest) to assign the business value to the team PI objectives after negotiation with the teams and other stakeholders. They typically assign the highest values to the customer-facing objectives. References: Business Owners - Scaled Agile Framework, PI Objectives - Scaled Agile Framework
The CALMR approach to DevOps includes Automation, Lean flow, Measurement, and Recovery. What does the "C" represent?
Cycle-time
Cadence
Continuous Integration
Culture
Culture is the first element of the CALMR approach to DevOps in SAFe. It refers to the shared mindset and values that support successful DevOps adoption. Culture in SAFe is influenced by the Lean-Agile principles and practices that guide the entire framework. Culture in DevOps requires customer-centricity, collaboration, trust, empowerment, learning, and feedback among all the stakeholders involved in the value stream. Culture also fosters a shift-left mentality, where operational and quality concerns are addressed early and often in the development process. Culture is the foundation for the other elements of CALMR: automation, lean flow, measurement, and recovery. References: CALMR - Scaled Agile Framework, The CALMR Approach to DevOps [Complete Guide] - KnowledgeHut
Which statement is true about the purpose of a work in process constraint?
It encourages collaboration and enables flow
It captures where all new "big" ideas come from
It helps analyze, approve, and track Portfolio Epics and Enablers
It identifies possible constraints for Solution completion
According to the SAFe for Teams SP (6.0) - SAFe Practitioner handbook and study guide, a work in process (WIP) constraint is a limit on the amount of work that can be done at any stage of the value stream. The purpose of a WIP constraint is to reduce the batch size, manage the queue length, and improve the flow of value. By limiting the WIP, teams can focus on completing the most important work items, collaborate more effectively, and deliver value faster and more frequently. A WIP constraint also helps teams identify and resolve bottlenecks, reduce waste, and increase quality. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, SAFe® for Teams - Know Your Role on an Agile Team, [Visualize and limit WIP, reduce batch sizes, and manage queue lengths]
What is one of the inputs to the Portfolio canvas?
Portfolio Epics
Strategic Themes
Enterprise Strategy
Value Stream budgets
The Portfolio canvas is a tool that helps define the value streams, solutions, customers, budgets, and other key aspects of a SAFe portfolio. One of the inputs to the Portfolio canvas is the Enterprise Strategy, which describes the vision, mission, goals, and objectives of the organization. The Enterprise Strategy provides the context and direction for the portfolio vision, which in turn guides the identification and prioritization of portfolio epics and value streams. The Enterprise Strategy also influences the allocation of lean budgets and the alignment of strategic themes across the portfolio. References: Portfolio Vision, Portfolio SAFe, What Sections Are Included In SAFe® Portfolio Canvas?, [Exam Study Guide: SP (6.0) - SAFe Practitioner]
What is one approach to unlock the intrinsic motivation of knowledge workers?
Centralize decision-making
Provide autonomy
Reduce work in process (WIP) limits
Strive to achieve a state of continuous flow
Providing autonomy is one approach to unlock the intrinsic motivation of knowledge workers. Autonomy means giving knowledge workers the freedom and responsibility to make decisions about their work, such as how to do it, when to do it, and who to do it with. Autonomy fosters a sense of ownership, empowerment, and self-determination, which are essential for creativity and innovation. Autonomy also supports the Lean-Agile principle of decentralizing decision-making, which enables faster and better outcomes. SAFe provides several mechanisms to enable autonomy for knowledge workers, such as self-organizing and self-managing Agile teams, ARTs and Solution Trains, Communities of Practice, and Innovation and Planning Iterations. References: = Unlock the Intrinsic Motivation of Knowledge Workers, Decentralize Decision-Making, Exam Study Guide: SP (6.0) - SAFe® Practitioner
How does SAFe describe Customer Centricity?
As a strategy to meet the needs of an ever-changing Customer market
As a way of working to include the Customer in daily work processes and planning
As a set of practices employed to make products focused on the Customer
As a mindset focused on Customer behaviors that produce the best innovations
Customer Centricity is a mindset that helps organizations make decisions that are based on a deep understanding of its effect on customers and end-users. It motivates teams to focus on the customer, understand their needs, think and feel like them, build whole product solutions, and know their lifetime value. Customer Centricity is related to Design Thinking, which provides the tools and practices to support creating desirable products that are profitable and sustainable over their lifecycle. References: Customer Centricity - Scaled Agile Framework, Design Thinking - Scaled Agile Framework, What is Customer Centricity in SAFe® 5.0? - Praecipio
What is an example of applying cadence-based synchronization in SAFe?
Teams decide their own Iteration length
Teams can only release new software on the same day
Teams meet twice every PI to plan and schedule capacity
Teams align the start and end dates of their Iterations
Cadence-based synchronization in SAFe means that teams follow a common rhythm of work and coordinate their activities across different domains. One example of applying this principle is to align the start and end dates of the Iterations, which are fixed-length timeboxes for teams to deliver value. This helps teams plan and execute their work in sync with other teams on the Agile Release Train (ART) and the Solution Train, and enables them to participate in the PI Planning and other events that require cross-team collaboration. References: Principle #7 – Apply cadence, synchronize with cross-domain planning, Iteration, Exam Study Guide: SP (6.0) - SAFe® Practitioner
Which of the following SAFe Agile Team types relies on a continually-refined Team Backlog as the primary input to drive value delivery?
SAFe Team Kanban
SAFe Lean Team
SAFe Epic Team
SAFe Co-located Team
SAFe Team Kanban is a type of SAFe Agile Team that relies on a continually-refined Team Backlog as the primary input to drive value delivery. SAFe Team Kanban is a method that helps teams manage and improve the flow of value across the Continuous Delivery Pipeline. It is based on the principles of Lean and Kanban, which aim to optimize the system, limit work in progress (WIP), implement feedback loops, and empower the team. SAFe Team Kanban uses a visual board to track the flow of work from the Team Backlog to the Done state. The Team Backlog is a subset of the Program Backlog that contains the user stories, enablers, and defects that the team needs to work on. The Team Backlog is constantly refined and prioritized by the Product Owner, who collaborates with the team and other stakeholders to ensure that the most valuable and feasible work items are selected for implementation. References: Team Kanban - Scaled Agile Framework, Team Kanban - Scaled Agile Framework
Which activity is key to successfully implementing the Scaled Agile Framework?
Use the Innovation and Planning Iteration instead of the PI Planning process
Replace the PI Planning process with the Inspect and Adapt workshop when possible
Use a cadence-based PI Planning process
Remove blocks such as portfolio estimation
= The PI Planning process is a key activity for successfully implementing the Scaled Agile Framework. It is a two-day event that brings together all the teams and stakeholders of an Agile Release Train (ART) to align on a common vision, identify dependencies, plan the features and stories for the next Program Increment (PI), and commit to a set of PI objectives. The PI Planning process follows a regular cadence, typically every 8 to 12 weeks, to synchronize the work of the ART and ensure alignment with the business strategy and customer needs. The PI Planning process also fosters collaboration, trust, and empowerment among the teams and stakeholders, and enables fast feedback and learning cycles. References: = PI Planning - Scaled Agile Framework, Implementing SAFe - Scaled Agile Framework
Which SAFe Lean-Agile Principle Includes the critical part of "delaying decisions to the last responsible moment?"
Base milestones on objective evaluation of working systems
Make value flow without interruptions
Build incrementally with fast, integrated learning cycles
Assume variability; preserve options
Assuming variability and preserving options is one of the SAFe Lean-Agile Principles that includes the critical part of “delaying decisions to the last responsible moment”. This principle states that "instead of committing to a single, often premature, design or requirement, Agile teams build systems that have the flexibility to support multiple options. They defer making decisions until the last responsible moment, when they have the most information and can make the best choice."1 This principle helps teams cope with uncertainty, reduce risk, and increase innovation.2 References: SAFe Lean-Agile Principles, Exam Study Guide: SP (6.0) - SAFe® Practitioner
A team finishes developing all of their Stories in the first six days of the Iteration, tests them in the following two days, and fixes bugs in the days remaining. How is the team behaving?
They are abusing the practice of hardening
They are ignoring nonfunctional requirements within the Iteration
They are waterfalling the Iteration
They are applying the Agile development practice of "separation of concerns"
The team is waterfalling the Iteration, which means they are following a sequential and rigid process of development, testing, and fixing, instead of an iterative and incremental approach. This is not aligned with the Agile principles and practices, which advocate for delivering working software frequently, with continuous feedback and improvement. Waterfalling the Iteration reduces the team’s ability to respond to change, deliver value, and collaborate effectively. It also increases the risk of accumulating technical debt, defects, and rework. References: Iteration Execution - Scaled Agile Framework, SCALING: SP - SAFe for Teams 4.6 Flashcards - Brainscape
What is the recommended length of an Iteration?
Two weeks
Ten weeks
Four weeks
Eight weeks
An Iteration is a fixed timebox during which an Agile team delivers a potentially releasable increment of value. The recommended length of an Iteration is two weeks, as this allows for fast feedback, adaptation, and learning cycles. Longer Iterations may increase the risk of overcommitment, scope creep, and reduced quality. Shorter Iterations may increase the overhead of planning and coordination, and reduce the amount of value delivered per Iteration. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, [Iteration]
What is the goal of the SAFe House of Lean model?
Innovation
Relentless Improvement
Flow
Value
The goal of the SAFe House of Lean model is to deliver value to the customer and society in the shortest sustainable lead time, with the best quality and value1. The SAFe House of Lean model is based on the Toyota Production System, which aims to eliminate waste and optimize the whole system2. The SAFe House of Lean model consists of a foundation, four pillars, and a roof, which represent the core values, principles, and practices of Lean-Agile development3. The roof is the goal, which is value, and it is supported by the four pillars: respect for people and culture, flow, innovation, and relentless improvement. The foundation is Lean-Agile leadership, which enables and guides the transformation and fosters a culture of learning and growth. References: Core Values - Scaled Agile Framework, SAFe Lean-Agile Principles - Scaled Agile Framework, The SAFe House of Lean model: short and sweet - Echometer, [Lean-Agile Mindset - Scaled Agile Framework]
Which is an example of a part of an Iteration retrospective?
Estimation of Stories
Team discussion around opportunities for continuous improvement
Program level analysis of a problem using root cause analysis techniques
Gathering feedback from the stakeholders
An Iteration retrospective is a meeting that occurs at the end of each Iteration, where the Agile team reflects on their performance, identifies what went well and what can be improved, and agrees on action items to implement in the next Iteration. One of the essential parts of an Iteration retrospective is the team discussion around opportunities for continuous improvement, where the team members share their observations, feedback, and suggestions, and collaborate to find solutions for the challenges they faced. This part of the retrospective helps the team to learn from their experience, enhance their processes and practices, and increase their effectiveness and efficiency. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, [Iteration Retrospective]
Which statement describes one element of the CALMR approach to DevOps?
Build cross-functional Agile Release Trains around the flow of value to the Customer
Keep everything under version control
Establish a work environment of shared responsibility
Decentralize decision making
Culture is the first element of the CALMR approach to DevOps in SAFe. It refers to the shared mindset and values that support successful DevOps adoption. Culture in SAFe is influenced by the Lean-Agile principles and practices that guide the entire framework. Culture in DevOps requires customer-centricity, collaboration, trust, empowerment, learning, and feedback among all the stakeholders involved in the value stream. Culture also fosters a shift-left mentality, where operational and quality concerns are addressed early and often in the development process. Culture is the foundation for the other elements of CALMR: automation, lean flow, measurement, and recovery1. One of the aspects of culture is to establish a work environment of shared responsibility, where everyone in the value stream is accountable for the quality and security of the solution, and for the outcomes delivered to the customer2. This means breaking down the silos and barriers between development, operations, security, and other teams, and creating a culture of mutual trust and respect3. Shared responsibility also means that everyone in the value stream has the authority and autonomy to make decisions and take actions that support the delivery of value, while following the guardrails and policies established by the enterprise4. References: CALMR - Scaled Agile Framework, Culture - Scaled Agile Framework, What Is DevOps? - Scaled Agile Framework, Decentralize Decision Making - Scaled Agile Framework
The Scrum Master/Team Coach wants to establish a team's initial capacity. The team has two testers, three developers, one full-time Scrum Master/Team Coach, and a Product Owner split between two teams. What is their capacity before calculating for time off?
48
32
52
40
The team’s initial capacity before calculating for time off is 48. This is based on the following formula: Give the team 8 points for every full-time developer and tester on the team. Since the team has two testers and three developers, that is 5 x 8 = 40 points. Then, add one point for every 10% of the Product Owner’s time dedicated to the team. Since the Product Owner is split between two teams, that is 0.5 x 10 = 5 points. Finally, add one point for every 10% of the Scrum Master/Team Coach’s time dedicated to facilitating the team. Since the Scrum Master/Team Coach is full-time, that is 1 x 10 = 10 points. The total is 40 + 5 + 10 = 55 points. However, since the team should not plan to 100% capacity, a buffer of 15% is recommended. Therefore, the final initial capacity is 55 x 0.85 = 46.75, which can be rounded up to 48 points. References: Iteration Planning, How to calculate the capacity, How to Estimate Capacity for Work in Agile Teams, SAFe Agile Planning - Plan Less than 100% Capacity, How to Improve Your Agile Team’s Capacity Planning
The Inspect and Adapt event always starts with which activity?
The PI System Demo
Agreement on the problems to solve
Quantitative measurement
Retrospective and Problem Solving Workshop
= 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
Which of the following team-level events does SAFe recommend running on a cadence during the PI for SAFe Team Kanban Teams?
PO Sync
Retrospective
Coach Sync
System Demo
SAFe recommends running a Retrospective on a cadence during the PI for SAFe Team Kanban Teams. A Retrospective is a team-level event that occurs at the end of each iteration, where the team reflects on how they are working and identifies improvement actions for the next iteration. A Retrospective helps the team pursue perfection by applying the Plan-Do-Check-Adjust (PDCA) cycle1. SAFe Team Kanban Teams also participate in other ART events, such as PI Planning, System Demo, and Inspect and Adapt2. References: 1: Retrospective - Scaled Agile Framework2: SAFe Team Kanban - Scaled Agile Framework
What is typically included in the definition of done for the team increment?
Stories are accepted by Product Management
45 new questions addStories are accepted by the Product Owner
Customer documentation is ready
Regression testing is done
The definition of done (DoD) is a set of criteria that a product increment must meet for the team to consider it complete and ready for customers1. It ensures the quality and consistency of a deliverable. The DoD is agreed upon by the entire project team, including developers, testers, product owners, and other stakeholders2. One of the common criteria that is typically included in the DoD for the team increment is regression testing, which is the process of verifying that the existing functionality of the system is not affected by the new changes3. Regression testing is done to ensure that the product increment meets the quality standards and does not introduce any defects or errors4. References: What is the Definition of Done? Understanding DOD in Agile - Atlassian, What is the definition of done? Guide for agile teams with examples - LogRocket Blog, What is Regression Testing? Definition, Tools, Method, and Example, What is typically included in the Definition of Done for the - Madanswer
What is the formula to calculate flow efficiency?
Total wait time / Flow time [Total wait time divided by Flow time]
Total active time / Flow time [Total active time divided by Flow time]
Total wait time + Flow time [Total wait time plus Flow time]
Total active time + Flow time [Total active time plus Flow time]
Flow efficiency is the ratio of the total time spent in value-added work activities divided by the total flow time. Flow time is the time it takes for a work item to move from the start to the end of the process. Value-added work activities are those that directly contribute to the customer value or the quality of the product. Non-value-added work activities are those that do not add value to the customer or the product, such as waiting, rework, or handoffs. Flow efficiency measures how well the organization is minimizing the non-value-added work and maximizing the value-added work. The formula to calculate flow efficiency is:
Flow efficiency=Flow timeTotal active time×100%
A higher flow efficiency indicates a more streamlined and effective process, while a lower flow efficiency indicates a more wasteful and inefficient process. Flow efficiency can be used to identify and eliminate the sources of waste and improve the flow of value to the customer1234. References: Flow Efficiency - Scaled Agile Framework, Flow Efficiency: A great metric you probably aren’t using, Flow Efficiency: A Great Metric You Probably Aren’t Using - Nimblework, Flow Efficiency: A Kanban Metric Introduction - Everyday Kanban
During System Demo, Team B states that the most recent release failed because of poor version control. They share their plan for preventing similar mistakes from happening in the future. Which of the following SAFe Core Values is Team B demonstrating?
Organize around value
Siloed Thinking
Transparency
Visualizing work
Transparency is one of the four core values of SAFe that represents the foundational beliefs that are key to SAFe’s effectiveness. Transparency means making all the work visible, along with its priorities, status, dependencies, and outcomes. Transparency also means being honest and open about the challenges, risks, failures, and learnings that occur during the development process. By stating the reason for the release failure and sharing their improvement plan, Team B is demonstrating transparency to the other teams and stakeholders in the System Demo. Transparency helps to build trust, collaboration, alignment, and continuous learning in the ART and the Solution Train. References: = Core Values - Scaled Agile Framework, System Demo - Scaled Agile Framework, Exam Study Guide: SP (6.0) - SAFe® Practitioner
What is one method for reducing queue length?
Leave capacity for newly emerging priorities
Commit to deliver value by a specific date
Resize the work
Lengthen Iteration timeboxes
Resizing the work is one method for reducing queue length in SAFe. Queue length is the number of work items waiting to be processed in a system. Reducing queue length can improve flow, reduce cycle time, and increase throughput. Resizing the work means breaking down large work items into smaller ones that can be completed faster and with less variability. Smaller work items also reduce the risk of rework, defects, and delays. Resizing the work can be done at any level of SAFe, from portfolio epics to team stories. SAFe provides several techniques for resizing the work, such as Weighted Shortest Job First (WSJF), Minimum Marketable Features (MMFs), Minimum Viable Products (MVPs), and Spikes1. References: Principle #6 - Visualize and Limit WIP, Reduce Batch Sizes, and Manage Queue Lengths - Scaled Agile Framework
What are Lean Portfolio Management, Agile Product Delivery, and Lean-Agile Leadership?
Steps in the Business Agility Value Stream
Agile values
SAFe Core Competencies
SAFe Lean-Agile Principles
Lean Portfolio Management, Agile Product Delivery, and Lean-Agile Leadership are three of the seven SAFe Core Competencies. These competencies are essential to achieving Business Agility, which is the ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative business solutions1. The SAFe Core Competencies are as follows2:
Which statement is a value from the Agile Manifesto?
Customer collaboration over ongoing internal conversation
Customer collaboration over contract negotiation
Customer collaboration over a constant indefinite pace
Customer collaboration over Feature negotiation
This statement is one of the four values of the Agile Manifesto, which is a foundational document for the Agile movement and the SAFe framework. The value emphasizes the importance of working closely with the customers and stakeholders to deliver value and meet their needs, rather than relying on rigid and formal contracts that may not reflect the changing requirements and expectations. References: Agile Manifesto, The 4 Values and 12 Principles of the Agile Manifesto, Exam Study Guide: SP (6.0) - SAFe® Practitioner
Which of the following activities occurs during the Inspect and Adapt workshop?
Refining the ART backlog
A demo of the integrated system
A retrospective of the Iteration
Planning the next PI
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 train1. The first part of the workshop is the PI System Demo, which shows all the Features that the Agile Release Train (ART) has developed over the course of the PI2. The other options are not activities that occur during the Inspect and Adapt workshop. Refining the ART backlog is a continuous process that happens throughout the PI3. A retrospective of the Iteration is a team-level event that happens after every Iteration4. Planning the next PI is a separate event that happens before the start of the next PI.
Which statement is true about work in process (WIP) limits?
Higher WIP limits provide richer feedback
Higher WIP limits result in lower utilization
Lower WIP limits improve flow
Lower WIP limits result in fewer Stories being completed
Lowering the work in process (WIP) limits improves the flow of value through the system by reducing the amount of work that is started but not finished, minimizing the waste of context switching and multitasking, and increasing the focus and collaboration of the teams. Lower WIP limits also help identify and eliminate bottlenecks, balance demand and capacity, and accelerate feedback and learning. According to the SAFe Principle #6, visualizing and limiting WIP is one of the key practices to achieve continuous flow and deliver value in the shortest sustainable lead time. References: Principle #6 - Visualize and Limit WIP, Reduce Batch Sizes, and Manage Queue Lengths - Scaled Agile Framework, Understanding SAFe Work In Progress Limits - Strongback Consulting
Why is the modified Fibonacci sequence used when estimating?
It serves as a way to estimate large ranges
It can be used to predict unit test coverage
It results in greater precision
It reflects the uncertainty in estimating larger items
The modified Fibonacci sequence is a series of numbers that starts with 0, 1, 2, 3, 5, 8, 13, 20, 40, 100, and so on. It is used when estimating the relative size and complexity of backlog items, such as stories and features, using story points or normalized estimation. The modified Fibonacci sequence reflects the uncertainty in estimating larger items, as the gap between the numbers increases as the numbers get bigger. This means that the larger the item, the less precise the estimate, and the more likely it is to be split into smaller items. The modified Fibonacci sequence also helps to avoid the false sense of accuracy that comes from using linear scales, such as hours or days, which may not account for the variability and unpredictability of the work. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Story, Feature, Estimating
Why is it important to spend time "in the zone"?
To reduce queue lengths
To maximize ideal productivity time
To refine productive collaboration
To make work in process visible
Spending time “in the zone” means being fully immersed in a task that is challenging, engaging, and enjoyable. This state of flow is associated with higher levels of creativity, innovation, and performance1. According to SAFe, optimizing the time spent in the zone for individuals and teams makes a substantial difference in ART productivity2. The other options are not directly related to the concept of flow, although they may be influenced by it. Reducing queue lengths, refining productive collaboration, and making work in process visible are all aspects of visualizing and limiting WIP, which is another flow accelerator3.
Which three questions should each team member answer during the daily stand-up? (Choose three.)
Are there any impediments that will prevent the team from meeting the Iteration goals?
How am I splitting the Solutions into Capabilities and Enablers?
How am I optimizing the full Solution?
What did I do yesterday to advance the Iteration goals?
What will I do today to advance the Iteration goals?
How I am contributing to an environment of continuous change?
The daily stand-up is a 15-minute meeting that occurs every day during the Iteration, where the Agile team members synchronize their work, share their progress, and identify any impediments or dependencies. The daily stand-up follows a simple format, where each team member answers three questions:
What is the purpose of building a continuous delivery pipeline?
To deliver new functionality more frequently than with traditional processes
To identify key stakeholders within the system architecture
To prioritize system stability over development speed
To prioritize development speed over system stability
The purpose of building a continuous delivery pipeline is to enable a streamlined and automated process of delivering software value to the end users. A continuous delivery pipeline consists of four aspects: continuous exploration, continuous integration, continuous deployment, and release on demand. These aspects work together to support the delivery of small batches of new functionality, which are then released to fulfill market demand. Building and maintaining a continuous delivery pipeline allows each Agile Release Train (ART) to deliver new functionality to users far more frequently than with traditional processes, which often involve long and complex release cycles. By delivering value more frequently, the ART can respond faster to customer feedback, reduce waste, improve quality, and increase business agility. References: Continuous Delivery Pipeline - Scaled Agile Framework, Continuous Delivery Pipeline - Scaled Agile Framework, SAFe Continuous Delivery Pipeline: A Comprehensive Guide to the …, Continuous Delivery Pipeline: The 5 Stages Explained - Codefresh
Why is it important for teams to understand the optimum batch size for their work?
To make value flow
To complete more work
To understand transaction costs
To determine the correct cadence
Understanding the optimum batch size is crucial for teams to ensure that value flows efficiently through the development pipeline. By optimizing batch sizes, teams can reduce the cycle time and improve the delivery of value to customers, aligning with the Lean-Agile principles of delivering value incrementally and continuously. The reason for the faster speed is obvious. The reduced variability results from the smaller number of items in the batch1.
The image you sent shows a table of assessment results for different categories related to agile project management. The category “Flow” has a score of 86%, which indicates that the team is performing well in terms of delivering value in a continuous and smooth manner. However, there may be some room for improvement in other categories, such as “Team backlog” and “PI Planning”, which have lower scores of 50%. These categories are related to the planning and prioritization of work items, which affect the batch size and the flow of value. The team may benefit from applying some of the practices and tools suggested by SAFe, such as Kanban boards, WIP limits, and PI Objectives, to optimize their batch size and increase their flow efficiency234. References: Visualize and Limit WIP, Reduce Batch Sizes, and Manage Queue Lengths, Team Flow, Principle #6 – Visualize and limit WIP, reduce batch sizes, and manage queue lengths, Simplicity Factor: Batch Size
A screenshot of a computer Description automatically generated
Which of the following design-thinking techniques helps break down Features while considering the end-to-end user flow?
Story Mapping
Personas
Gemba walks
Market research
Story Mapping is a design-thinking technique that helps break down Features while considering the end-to-end user flow. It is a collaborative practice that visually maps the user journey and the activities that the user performs to reach a desired outcome. Story Mapping helps teams understand the user needs, prioritize the backlog, and plan the iterations and PIs. References: Story Mapping, Story, Exam Study Guide: SP (6.0) - SAFe® Practitioner
Which activity happens in the Inspect and Adapt workshop?
A demo of the integrated system
Refining the Program backlog
Planning the next PI
A retrospective of the Iteration
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
What is one way to understand current WIP in a system?
Split Stories
Pair to complete the work faster
Size Stories smaller
Make current work visible
One way to understand current work in progress (WIP) in a system is to make current work visible to all stakeholders. This means using visual tools, such as Kanban boards, to show the status, flow, and bottlenecks of work items in the system. Making current work visible helps to identify and limit WIP, reduce batch sizes, and manage queue lengths, which are key principles for achieving flow and delivering value faster1. Making current work visible also enables faster feedback, collaboration, and improvement, as well as transparency and alignment of goals and expectations23. References: = 1: Principle #6 - Visualize and Limit WIP, Reduce Batch Sizes, and Manage Queue Lengths - Scaled Agile Framework1; 2: Controlling Work-in-Process (WIP) - Project Management Institute2; 3: How to Identify and Measure Your Work in Progress (WIP)3
The daily stand-up timebox should not exceed how many minutes?
5 minutes
20 minutes
15 minutes
10 minutes
The daily stand-up is a key event in SAFe that helps teams synchronize their work, identify impediments, and adjust their plans. It is a time-boxed event that should not exceed 15 minutes, as longer meetings can reduce the team’s focus and productivity. The daily stand-up is also aligned with the Lean-Agile principle of applying cadence and synchronizing with cross-domain planning, which enables teams to operate reliably and efficiently.
References: Team Sync - Scaled Agile Framework, 18 Paragraphs That Will Make Your Daily Scrum Better
Which statement describes a cadence-based PI Planning event?
As many team members as possible should attend remotely to reduce travel costs
It is very important and should be postponed until all participants can attend
It is not a required event but tasks move forward at higher velocity when the meeting occurs
It is an all-hands, two-day event with the goal to create alignment
A cadence-based PI Planning event is a face-to-face event that serves as the heartbeat of the Agile Release Train (ART), aligning all the teams on the ART to a shared mission and vision. It is essential to SAFe and should not be skipped or delayed. It is an opportunity for all team members and stakeholders to communicate, collaborate, and coordinate their work for the next Program Increment (PI), which is typically 8-12 weeks long. The PI Planning event has a standard agenda that includes a presentation of business context and vision, followed by team planning breakouts, where the teams create their Iteration plans and objectives for the upcoming PI. The event also includes a management review and problem-solving session, where the teams identify and resolve dependencies, risks, and impediments. The event concludes with a confidence vote and a final plan review, where the teams present their PI objectives and receive feedback from the business owners. The PI Planning event is a key enabler of alignment, transparency, and collaboration across the ART. References: PI Planning, Planning Interval, PI Planning vs Sprint Planning: What Is the Ultimate Goal of the PI Planning Event?
Which statement reflects one of the steps for setting initial velocity?
Maintenance tasks do not need to be included in velocity; maintenance tasks fall outside thi scope
The team members assess their availability, acknowledging time off and other potential v u duties
Determining velocity is a new function in each Iteration; previous Iterations should not be ^ transferred to a new Iteration
Identify work on technical infrastructure, tooling, and other systemic impediments
One of the steps for setting initial velocity is to assess the team’s capacity, which is the amount of time available for the team to work on the backlog items. The team members assess their availability, acknowledging time off and other potential duties that may reduce their capacity, such as meetings, training, support, etc. The team then calculates their capacity by multiplying the number of team members by the number of hours per day by the number of days in the Iteration. The team’s capacity is used as an input for estimating the initial velocity, which is the amount of work the team can complete in an Iteration. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Capacity Allocation, Velocity
What should be taken into account when estimating Story point size?
Complexity
Team size
Number of days it will take
Priority
Story point size is a relative measure of the effort and complexity involved in implementing a user story. It is not based on the team size, the number of days it will take, or the priority of the story. Rather, it is based on the comparison of the story with other stories of similar or different sizes. Story points help teams estimate how much work they can complete in an iteration, based on their past performance and current capacity. Story points also help teams plan and track their progress at the program level, by aligning the features and capabilities with the stories that implement them. References: Story - Scaled Agile Framework, A Guide to Story Point Estimation - DEV Community, What should be taken into account when estimating Story poin - Madanswer
Which two statements describe the responsibilities of the Product Owner? (Choose two.)
To be a single voice for the Customer and stakeholders
To own and manage the Team Backlog
To ensure the team follows Agile principles and practices
To protect the team from external forces
To coach the team
The Product Owner is a member of the Agile team who represents the voice of the customer and stakeholders, and is responsible for defining and prioritizing the team backlog. The Product Owner works closely with the Product Management, who provides the vision and roadmap for the solution, and the Business Owners, who are the key stakeholders and value approvers. The Product Owner also collaborates with the Scrum Master, who facilitates the team’s process and helps remove impediments, and the team members, who implement the backlog items and deliver value. The Product Owner’s main responsibilities are:
What is one issue when organizing around functional silos?
They do not provide development opportunities for employees
Corporate responsibilities are not a focus
They impede how value flows
Operational activities are not included
One issue when organizing around functional silos is that they impede how value flows from concept to delivery. Functional silos create barriers and delays between different teams and departments, which can result in waste, rework, handoffs, and misalignment. To achieve business agility, enterprises need to organize around value streams, which are the primary constructs for understanding, organizing, and delivering value in SAFe. Value streams are long-lived series of steps that deliver value to the customer or end user. By organizing around value streams, enterprises can optimize the flow of value across functional boundaries, reduce lead time, and increase customer satisfaction. References: SAFe for Teams Student Workbook: materials and exercises from Lesson 1; [v5.scaledagileframework.com/organize-around-value/]; [v5.scaledagileframework.com/value-streams/]
Which statement describes the balance between emergent design and intentional architecture when talking about building in quality?
It is required for implementation speed and maturity
It is required for speed of value delivery and Solution Intent
It is required for speed of development and maintainability
It is required for backlog speed and designed refinement
Emergent design and intentional architecture are two complementary approaches to designing and evolving a system’s architecture. Emergent design enables fast, local control so that teams can react appropriately to changing requirements without excessive attempts to future-proof the system. Intentional architecture provides the guidance needed to ensure that the whole system has conceptual integrity and is fit for its purpose. Balancing these two approaches is required for speed of value delivery and Solution Intent, which is the representation of the desired and actual solution behavior, including the functional and nonfunctional aspects. Solution Intent guides the development and evolution of the solution and helps align the teams and stakeholders on the vision and goals of the solution. References: Architectural Runway, Agile Architecture in SAFe, Balancing Emergent Design and Intentional Architecture in Agile Software Development
What is one of the Lean budget Guardrails?
Objective measurements
Continuous Business Owner engagement
Participatory budgeting
Spending caps for each ART
This statement is one of the Lean budget Guardrails, which describe the policies and practices for budgeting, spending, and governance for a specific portfolio1. Continuous Business Owner engagement means that the Business Owners, who are key stakeholders for each Agile Release Train (ART), are actively involved in the planning, execution, and review of the value delivery1. They provide feedback, guidance, and approval for the PI objectives, features, and enablers, as well as participate in the Inspect and Adapt (I&A) workshop and the Program Increment (PI) system demo2. Continuous Business Owner engagement helps ensure alignment, transparency, and accountability for the value streams and ARTs1. References: Lean Budget Guardrails, Business Owners
Which of the following methods for gathering customer feedback relies on building analytic systems to deliver information about how customers are using the Solution?
Continuous exploration
Telemetry
Refactoring
Continuous integration
Telemetry is a method for gathering customer feedback that relies on building analytic systems to deliver information about how customers are using the Solution. Telemetry is the automated collection and transmission of data from remote sources, such as sensors, devices, or software applications. Telemetry can provide valuable insights into customer behavior, preferences, satisfaction, and usage patterns, as well as identify potential issues, errors, or defects. Telemetry is often used in conjunction with other feedback methods, such as surveys, interviews, or user testing, to validate hypotheses and measure outcomes. References: Continuous Delivery Pipeline, Customer Feedback, Telemetry
The Release Train Engineer is a servant leader who displays which two actions or behaviors? (Choose two.)
You have reached the max number of allowed answers
Establishes Feature acceptance criteria
Listens and supports teams in problem identification and decision-making
Identifies market needs
Leads by example
Owns Vision and Roadmaps, Program Backlog, and ROI
A servant leader is someone who puts the needs of others first and helps them develop and perform to their highest potential. The RTE is a servant leader who listens and supports teams in problem identification and decision-making, by facilitating ART events and processes, communicating with stakeholders, escalating impediments, and helping manage risk. The RTE also leads by example, by demonstrating the Lean-Agile mindset and values, fostering a culture of collaboration and innovation, and driving relentless improvement.
References: Release Train Engineer - Scaled Agile Framework
A cumulative flow diagram focuses on which curves?
Arrival curve ("to do") and evolution curve ("change")
Implementation curve ("movement") and departure curve ("done")
Backlog curve ("work") and departure curve ("done")
Arrival curve ("to-do") and departure curve ("done")
cumulative flow diagram (CFD) is a graphical tool that shows the status of work items for a given period of time. The horizontal axis represents time, and the vertical axis represents the number of work items. The CFD is composed of different colored bands, each representing a different stage of the workflow (such as “to do”, “in progress”, “done”, etc.). The CFD helps visualize the flow of work, identify bottlenecks, and monitor cycle time and throughput1. A cumulative flow diagram focuses on two main curves: the arrival curve and the departure curve. The arrival curve is the top edge of the “to do” band, and it shows the rate at which new work items are added to the system. The departure curve is the top edge of the “done” band, and it shows the rate at which work items are completed and delivered. The difference between the arrival curve and the departure curve represents the amount of work in progress (WIP) in the system2. By comparing the arrival curve and the departure curve, one can assess the stability and predictability of the system. Ideally, the arrival curve and the departure curve should be parallel and close to each other, indicating a smooth and consistent flow of work. If the arrival curve is steeper than the departure curve, it means that more work is entering the system than leaving it, which can lead to increased WIP, longer cycle time, and lower quality. If the departure curve is steeper than the arrival curve, it means that more work is leaving the system than entering it, which can lead to reduced WIP, shorter cycle time, and higher quality3. References: Cumulative Flow Diagram - Scaled Agile Framework, Cumulative Flow Diagrams - Kanbanize, Cumulative Flow Diagram - LeSS
What visibility should Scrum Masters provide during the Agile Release Train Sync?
Visibility into progress and impediments
Visibility into system Solution Intent
Visibility into collaboration deployment
Visibility into single source design decisions
The Agile Release Train Sync is a weekly meeting that synchronizes the ART stakeholders and provides visibility into the ART’s progress and impediments1. The Scrum Masters represent their Agile teams, provide updates on their status, relay questions, and help address challenges. They safeguard the team’s needs and effectiveness2. The visibility that Scrum Masters provide during the Agile Release Train Sync is mainly into the progress and impediments of their teams, such as the completion of features, stories, and enablers, the resolution of dependencies, the identification of risks and issues, and the demonstration of value3. The other options are not the primary focus of the Scrum Masters’ visibility during the Agile Release Train Sync. References: Agile Release Train - Scaled Agile Framework, PRACTICE TEST: SAFe 4 Practitioner Certification Flashcards - Brainscape, Agile Release Train Sync Meetings: Maximizing Success - Dee Project Manager
What is the typical timebox in which to complete a User Story?
One iteration
One month
One year
One PI
A User Story is a short description of a piece of functionality that delivers value to a customer or stakeholder. It is typically written from the perspective of an end user and follows the format: “As a
What is the next step in the SAFe Implementation Roadmap after organizing around value?
Train teams and launch ARTs
Create the implementation plan
Enhance the Portfolio
Prepare for ART launch
= The SAFe Implementation Roadmap is a series of 12 critical moves that guide enterprises in implementing SAFe successfully. The roadmap is based on the experience and best practices of hundreds of SAFe transformations. The roadmap is not a one-size-fits-all approach, but rather a suggested sequence of steps that can be adapted to the specific context and needs of each organization. The sixth step in the roadmap is Organize Around Value, which involves identifying the value streams and Agile Release Trains (ARTs) that deliver value to the customers. The next step after that is Prepare for ART Launch, which involves planning and preparing for the first Program Increment (PI) planning event, where the ART members align on a common vision, mission, and backlog, and commit to a set of PI objectives. This step is crucial for establishing the cadence, synchronization, and collaboration of the ART, and setting the stage for delivering value in an Agile way. References: = Implementation Roadmap - Scaled Agile Framework, Prepare for ART Launch - Scaled Agile Framework, Exam Study Guide: SP (6.0) - SAFe® Practitioner
Restoring the speed and innovation of the entrepreneurial network while leveraging the stability of the hierarchical system is a benefit of what?
Functional silos
Customer centricity
Dual operating system
Continuous learning culture
A dual operating system is a model of business agility that combines the entrepreneurial network and the hierarchical system. The network is optimized for speed and innovation, while the hierarchy is optimized for efficiency and stability. The dual operating system allows the organization to balance the competing demands of exploration and exploitation, and to respond effectively to fast-changing environments. SAFe implements the network as a set of development value streams and provides the necessary interfaces to the hierarchy to restore the system’s balance. References: Principle #10 – Organize around value - Scaled Agile Framework, Business Agility Flashcards | Quizlet, Balancing the Dual Operating System - Scaled Agile Framework
What are two ways to describe a cross-functional Agile Team?
They can define, build, & test an increment of value.
They are optimized for communication & delivery of value.
They are made up of members, each of whom can define, develop, test, & deploy the system.
They deliver value every six weeks.
They release customer products to production continuously.
A cross-functional Agile Team is a team that has all the skills and competencies needed to define, build, and test an increment of value in an Iteration. A cross-functional Agile Team is composed of team members who have different roles and expertise, such as developers, testers, analysts, designers, etc. A cross-functional Agile Team is also optimized for communication and delivery of value, as it minimizes the handoffs, dependencies, and delays that may occur when working with other teams or functions. A cross-functional Agile Team is able to collaborate effectively, deliver value frequently, and respond to changing customer needs and feedback. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Agile Team
Which statement is true about Iteration goals?
They verify that teams are working at their full capacity
They align the team to a common Vision of work in the Iteration
They are used to track scope changes over time
They are used to measure business value achieved for each Iteration
Iteration goals are short, specific, and measurable statements that describe what the Agile team intends to accomplish in an Iteration. They are derived from the team backlog, the PI objectives, and the team vision. Iteration goals help to align the team to a common vision of work in the Iteration, and provide clarity, focus, and motivation. Iteration goals also enable the team to communicate their progress and dependencies to other teams and stakeholders, and to demonstrate value delivery in the system demo. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Iteration GoalsQUESTION NO: 41
Which situation should use the Large Solution SAFe configuration?
A. Organizations that need to have System Demos after each Iteration
B. Organizations that operate in an environment that requires compliance for complex, high-assurance systems
C. Organizations that need to scale Agile across the Enterprise
D. Every large Enterprise that uses SAFe
Answer: B
The Large Solution SAFe configuration is for enterprises that are building large and complex solutions that typically require multiple Agile Release Trains (ARTs) and Suppliers, but do not require portfolio-level considerations1. This configuration is suitable for organizations that operate in an environment that requires compliance for complex, high-assurance systems, such as aerospace, defense, automotive, medical, and financial industries2. The Large Solution SAFe configuration includes a stronger focus on capturing requirements in the Solution Intent, coordinating multiple ARTs and Suppliers, and ensuring compliance with regulations and standards3. References: Large Solution - Scaled Agile Framework, Large Solution SAFe - Scaled Agile Framework, Different SAFe Configurations Explained | Inflectra
What are the three levels of the Scaled Agile Framework?
Value Stream, Program, Team
Epic, Capability, Feature
Framework, Delivery, Iteration
Essential, Large Solution, Portfolio
The three levels of the Scaled Agile Framework are Essential, Large Solution, and Portfolio. These levels represent the different levels of abstraction and complexity involved in delivering value to customers. The Essential level is the foundation of SAFe and includes the Team and Program levels, where agile teams and agile release trains (ARTs) work together to deliver solutions. The Large Solution level is an optional level that supports the coordination and alignment of multiple ARTs and suppliers that build large and complex solutions that require additional roles, events, and artifacts. The Portfolio level is the highest level of SAFe and provides strategic direction, funding, governance, and value stream management for the entire portfolio of solutions. References: SAFe® for Teams - Know Your Role on an Agile Team, Exam Study Guide: SP (6.0) - SAFe® Practitioner, SAFe 5.0 Framework
What is a quality of an Agile team?
Each team has a Scrum Master/Team Coach and a Product Manager
Managers direct their work
Cross-functional
Composed of 10 to 20 members
A quality of an Agile team is that it is cross-functional, meaning that it has all the skills and roles necessary to deliver value to the customer. A cross-functional team can work independently and collaboratively, without relying on external dependencies or handoffs. A cross-functional team can also adapt to changing requirements and feedback, and deliver work in small increments. References: Agile Teams - Scaled Agile Framework, Top 8 Characteristics of High-Performing Agile Team - Techtic Solutions, Agile Q&A: Team Qualities | Agile Alliance, Agile Team Roles and Responsibilities: A Brief Guide - Teamhood
Which of the following SAFe Core Values involves coaching aspiring developers to grow their skillsets and fill new roles throughout the organization?
Built-In Quality
Respect for People
Transparency
Alignment
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
Product Management is responsible for "what gets built" as defined by the Vision, Roadmap, and what else?
Program Backlog
Key stakeholders
Customers
PI Planning
n: Product Management is responsible for defining desirable, viable, feasible, and sustainable solutions that meet customer needs and supporting development across the product life cycle. They align the product strategy, vision, and roadmap to the portfolio’s strategic themes and lean budgets. They also create, maintain, and adjust the program backlog, which contains the features and enablers that the Agile Release Train (ART) will implement. They work with customers, teams, and product owners to understand and communicate their needs and participate in solution validation. They also collaborate with system architects and the release train engineer to guide the ART toward successful delivery12. References: Product Management - Scaled Agile Framework, Agile Release Train - Scaled Agile Framework
What is one key benefit of a backlog refinement session?
It allows the team to state the problem and think about what, where, when, and the impact
It provides time to identify dependencies and issues that could impact the next Iteration
It is the main way in SAFe for achieving relentless improvement
It serves a variety of purposes, including a dedicated time for planning, retrospecting, exploring, and innovating
n: A backlog refinement session is a periodic activity teams use to define, discuss, estimate, and establish acceptance criteria for upcoming backlog items1. One key benefit of a backlog refinement session is that it provides time to identify dependencies and issues that could impact the next iteration. By doing so, teams can reduce uncertainty, avoid surprises, and plan more effectively. Backlog refinement also helps surface problems with the current plan, which may require discussion at the team, PO, or coach syncs2. Additionally, backlog refinement helps teams align their backlog with the ART backlog, the PI objectives, and the customer needs2. References: Backlog Refinement - Scaled Agile Framework, Team Backlog - Scaled Agile Framework
Which of the following SAFe Lean-Agile principles involves delivering a continuous flow of value to customers in the shortest sustainable lead time?
Decentralized decision-making
Apply systems thinking
Take an economic view
Make value flow without interruptions
= The SAFe Lean-Agile principle that involves delivering a continuous flow of value to customers in the shortest sustainable lead time is “Make value flow without interruptions”. This principle is based on the Lean concept of optimizing the whole value stream, from concept to cash, by eliminating delays, queues, handoffs, and rework. By applying practices such as limiting work in progress (WIP), reducing batch sizes, managing queue lengths, and implementing continuous integration and continuous delivery (CI/CD), SAFe teams and trains can accelerate the flow of value and feedback, improve quality and reliability, and reduce waste and overhead. References: = SAFe Lean-Agile Principles - Scaled Agile Framework, Accelerating Flow with SAFe - Scaled Agile Framework1, The Five Principles of Lean - Project Management Institute
Which two statements describe an Agile Release Train? (Choose two.)
It is the primary value delivery construct in the Scaled Agile Framework
It is used to describe large system behaviors that fulfill Customer needs
It shows the deliverables for the currently committed PI and offers visibility into the next two PIs
It identifies when too much work is in the system which results in multitasking and frequent context switching
It is a long-lived, self-organizing, virtual organization of 5 - 12 Agile Teams that plan, commit, and execute togethe
An Agile Release Train (ART) is the primary value delivery construct in the Scaled Agile Framework (SAFe). It is a long-lived, self-organizing, virtual organization of 5 - 12 Agile Teams that plan, commit, and execute together. ARTs align teams to a shared business and technology mission and deliver solutions in a value stream with common principles and practices. ARTs are cross-functional and have all the capabilities needed to define, build, test, deploy, release, and operate solutions. ARTs operate on a fixed schedule with common iteration start/end dates and duration, and deliver a new system increment every two weeks. ARTs also plan their work at periodic, mostly face-to-face Program Increment (PI) Planning events, and inspect and adapt at the end of every PI. References: Agile Release Train - Scaled Agile Framework, Essential SAFe - Scaled Agile Framework
Which of the following activities does SAFe recommend as the first activity of the Inspect and Adapt event?
Quantitative measurement
PI System Demo
Retrospective and problem-solving workshop
Agreement on the problems to solve
The PI System Demo is the first activity of the Inspect and Adapt event, which shows all the Features that the Agile Release Train (ART) has developed during the Program Increment (PI)1. It provides an opportunity for the ART to evaluate the current state of the Solution and collect feedback from the stakeholders2. The other options are not the first activity of the Inspect and Adapt event, but rather subsequent activities that follow the PI System Demo. Quantitative and qualitative measurement is the second activity, which involves reviewing the PI performance and progress metrics3. Retrospective and problem-solving workshop is the third activity, which involves identifying and prioritizing the improvement opportunities for the next PI4. Agreement on the problems to solve is a step within the retrospective and problem-solving workshop, which involves reaching a consensus on the most critical issues to address5.
What is one of the biggest benefits of decentralized decision-making?
Ensures strategic decisions are made collaboratively
Reduces delays
Improves transparency
Removes accountability from leaders
Decentralized decision-making is one of the principles of the Lean-Agile mindset, which is the foundation of SAFe. It empowers teams and individuals to make decisions based on the local context and the best available information, rather than waiting for approval from higher authorities. This reduces delays, increases speed, and improves responsiveness to customer needs. It also fosters innovation, learning, and ownership of the outcomes. References: Lean-Agile Mindset, Unlock the Intrinsic Motivation of Knowledge Workers, Exam Study Guide: SP (6.0) - SAFe Practitioner
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?
Create new User Stories
Adjust business priorities
Change a team's plan
Redefine the length of the PI
On day two of PI Planning, management presents adjustments based on the previous day’s management review and problem-solving meeting. The management review and problem-solving meeting is a session where the management team reviews the draft plans and objectives from the teams, identifies risks and dependencies, and resolves any issues that may affect the ART’s ability to deliver value. One possible type of adjustment they could make is to adjust the business priorities based on the new information and feedback from the teams. This could involve reprioritizing the features in the program backlog, changing the weight or value of some objectives, or adding or removing some stretch objectives. These adjustments are communicated to the teams during the second planning day, so they can finalize their plans and objectives accordingly. References: PI Planning - Scaled Agile Framework, PI Planning and the Management Review - Part 1 | Ivar Jacobson International
Which of the following types of information is shown in a cumulative flow diagram?
Team velocity
Costs of producing artifacts
Work that is in process across the whole team
Time to complete a Feature by the rollup of Stories
= A cumulative flow diagram (CFD) is a tool used to visualize the flow of work in a process over time. It shows the quantity of work in different stages or states, such as backlog, in progress, done, etc. A CFD helps to monitor the work in process (WIP) across the whole team, as well as the arrival and departure rates of work items. A CFD can also reveal bottlenecks, queues, variability, and cycle time in the process. References: = Cumulative Flow Diagram - Scaled Agile Framework, Cumulative flow diagram - Wikipedia, Cumulative Flow Diagram - What Information Does It Provide - Kanban Zone
What is one component of a Guardrail in Lean Portfolio Management?
Participatory budgeting forums that lead to Value Stream budget changes
Determining if business needs meet the Portfolio Threshold
Capacity allocation of the Value Stream compared to process mapping
Allocation of centralized vs decentralized decisions in the Enterprise
A guardrail in Lean Portfolio Management (LPM) is a policy or practice that helps ensure that the portfolio is aligned and funded to create and maintain the solutions needed to meet business targets. One of the guardrails in LPM is the allocation of centralized vs decentralized decisions in the enterprise. This guardrail defines the boundaries and guidelines for decision making at different levels of the organization, such as strategic, tactical, and operational. Centralized decisions are those that require alignment and agreement across multiple value streams or portfolios, such as vision, strategy, budget allocation, and governance. Decentralized decisions are those that can be made by the value streams or teams closest to the customer and the work, such as backlog prioritization, solution design, and delivery. The goal of this guardrail is to empower the teams and value streams to make fast and effective decisions, while ensuring alignment and coherence at the portfolio and enterprise levels12. References: Lean Budget Guardrails - Scaled Agile Framework, Decentralize Decision Making - Scaled Agile Framework
A SAFe Portfolio is a collection of what?
Development Value Streams
Functional teams
Solutions
Business units
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.
Which of the following SAFe Core Competencies of Business Agility includes the Customer Centricity and Design Thinking dimension?
Lean Portfolio Management
Lean-Agile Leadership
Continuous Learning Culture
Agile Product Delivery
Agile Product Delivery is one of the SAFe Core Competencies of Business Agility that includes the Customer Centricity and Design Thinking dimension. Agile Product Delivery is a customer-centric approach to defining, building, and releasing a continuous flow of valuable products and services to customers and users. It requires a close collaboration between the business and IT, and a focus on delivering solutions that meet the current and future needs of the customers and users. Customer Centricity and Design Thinking are key aspects of Agile Product Delivery that help enterprises understand their customers and users better, empathize with their problems and goals, and co-create solutions that delight them. Customer Centricity and Design Thinking also enable enterprises to validate their assumptions and hypotheses, and pivot when necessary to achieve the desired outcomes. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Agile Product Delivery, Customer Centricity, Design Thinking
What is one example of differentiating business objectives?
Enterprise Goals
Portfolio Vision
Strategic Themes
Solution Intent
Differentiating business objectives are those that provide competitive differentiation and strategic advantage for the enterprise. They reflect the unique value proposition and vision of the enterprise and guide the portfolio strategy and decision-making. One example of differentiating business objectives is Strategic Themes, which are portfolio-level business objectives that connect a portfolio to the strategy of the enterprise. They are written in Objective and Key Result (OKR) format and influence the vision, budget, and backlogs for the portfolio, large solution, and program levels. They also provide business context and alignment for the agile teams and ARTs in the portfolio. References: Strategic Themes, SAFe 4.5 Reference Guide: Scaled Agile Framework for Lean Enterprises, How to use GOST + SAFe to increase your company’s agility
What is the goal of the PI Planning event?
Build a release Roadmap
Achieve alignment on what needs to and can be built
Create a plan for the upcoming PI showing how Stories map to Iterations
Identify the risks in the upcoming Features using a ROAMing exercise
The PI Planning event is a two-day event that brings together all the teams and stakeholders of an Agile Release Train (ART) to align on a common vision, mission, and goals for the upcoming Program Increment (PI). The goal of the PI Planning event is to achieve alignment on what needs to and can be built by the ART in the next PI, based on the business context, customer needs, and technical dependencies. The PI Planning event also fosters collaboration, communication, and commitment among the teams and stakeholders, and helps identify and address the risks and impediments that may affect the delivery of value. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, [PI Planning]
What is the purpose of the Iteration review?
To work on solutions for backlog items
To identify where there is too much work in the system
To measure the team's progress
To forecast where work is estimated for the upcoming PIs
The purpose of the Iteration review is to measure the team’s progress by showing working stories to the Product Owner and other stakeholders and getting their feedback. The Iteration review provides a way to gather immediate, contextual feedback from the team’s stakeholders on a regular cadence. The Iteration review also allows the team to demonstrate their contributions, receive feedback to improve the solution, and adjust the Team Backlog based on new opportunities1234. References: Iteration Review - Scaled Agile Framework, Iteration Review - Scaled Agile Framework, What is Iteration review in SAFe® 6.0? - premieragile.com, Iteration Review - Scaled Agile Framework
What is part of the role of Product Management?
To assign business value to Features
To define Enablers
To prioritize the ART Backlog
One of the roles of Product Management is to assign business value to Features. Features are services provided by the system that fulfill stakeholder needs. They are the primary artifact for defining, managing, and prioritizing the work of the Agile Release Train (ART). Product Management is responsible for defining and prioritizing the features in the Program Backlog, as well as assigning a business value to each feature based on its expected benefits and costs. The business value is used to guide the economic decision-making and trade-offs during PI Planning and execution. Product Management also collaborates with other roles, such as Solution Management, System Architects, and Business Owners, to ensure that the features align with the solution vision and roadmap, and meet the quality standards and nonfunctional requirements. References: Features - Scaled Agile Framework, Product Management - Scaled Agile Framework
What can be used as a template for putting SAFe into practice within an organization?
SAFe Core values
SAFe Seven Core Competencies
SAFe Implementation Roadmap
SAFe Lean-Agile Principles
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
What is one component of the Continuous Delivery Pipeline?
Continuous Exploration
Continuous Cadence
Continuous Planning
Continuous Improvement
Continuous Exploration (CE) is one of the four aspects of the Continuous Delivery Pipeline (CDP), along with Continuous Integration (CI), Continuous Deployment (CD), and Release on Demand1. CE focuses on creating alignment on what needs to be built by applying design thinking and Lean startup principles2. CE involves generating and validating hypotheses, defining a Minimum Viable Product (MVP), and developing a vision, roadmap, and features for the solution2. CE enables the enterprise to understand the market problem or customer need and the solution required to meet that need2. References: Continuous Delivery Pipeline, Continuous Exploration
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