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SAFe Program Consultant (SPC) 5 > Implementing SAFe > Flashcards

Implementing SAFe Flashcards

1
Q

Who facilitates team-level events?

A. The Scrum Master

B. The Release Train Engineer (RTE)

C. The Product Owner

D. The Agile Team

A

A. The Scrum Master

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2
Q

What are two benefits of ‘big room training’?

A. Easier to plan

B. Accelerated learning

C. Alignment to business objectives

D. Overall cost efficiency

E. Quicker to schedule

A

B + D

B. Accelerated learning
D. Overall cost efficiency

In some rollouts, training is performed team-by-team over time. That can sometimes be effective. However, a more accelerated approach is strongly recommended, which includes training all the team members at the same time. Big Room Training delivers the following benefits:

Accelerated learning – This training happens in two days, rather than over a period of months. That speeds up the timing and assimilation by all the members of the train, which accelerates the launch.

A common scaled Agile paradigm – All team members receive the same training, at the same time, from the same instructor. This eliminates the variability of different training sessions over time, by different instructors, using different courseware.

Cost-efficiency – One of the challenges with Agile implementation at scale has been the availability and expense of training. Talented, proven instructors are hard to find and not consistently available, and their value and cost are commensurately high. The Big Room approach is typically three to five times more cost-effective than individual team training.

Collective learning – There is no substitute for the learning experience of big room training. Face-to-face interaction is one of the critical ingredients of Agile at scale. Training everyone together starts building the social network that the ART relies upon and creates a far better experience than what can be accomplished when working separately from each other. There can be a transformative aspect to it, something you have to experience to believe.

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3
Q

When is the right time to create the role of the Solution Train Engineer (STE)?

A. When problems coordinating Agile Release Trains (ARTs) are identified in the Inspect and Adapt (I&A) event

B. When the second Value Stream is launched in a portfolio

C. When the first Agile Release Train (ART) is launched in a large Value Stream

D. When a large Value Stream has enough Agile Release Trains (ARTs) to launch a Solution Train

A

D. When a large Value Stream has enough Agile Release Trains (ARTs) to launch a Solution Train

Solution Trains allow businesses to build large and complex solutions, including cyber-physical systems (e.g., embedded systems) in a Lean-Agile manner. By aligning Agile Release Trains to a shared mission and coordinating the efforts of ARTs and Suppliers, the Solution Train helps manage the inherent risk and variability of large-scale solution development and requires the support of additional SAFe roles, artifacts, and events.

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4
Q

The benefit hypothesis justifies the Feature implementation cost, and what else?

A. It provides acceptance criteria

B. It provides architectural guidance

C. It provides a high-level estimate of complexity

D. It provides business perspective when making scope decisions

A

D. It provides business perspective when making scope decisions

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5
Q

During Program Increment (PI) Planning, what is the primary objective of the draft plan review?

A. To highlight challenges that management must address in the management review and problem solving meeting

B. To support a common mission set forth by Solution Management

C. To gain commitment for each team to incrementally deliver value

D. To align the Business Owners’ objectives to the release planning for the next PI

A

A. To highlight challenges that management must address in the management review and problem solving meeting

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6
Q

A new Agile Release Train (ART) is formed and Lee is the new coach. All members of the train are new to Agile. After 3 iterations Lee is hearing that many of the teams are having problems running their team events. What can she do to assist the teams?

A. Attend the Iteration Retrospectives as this will give her the most opportunity to help the teams

B. Immediately run another SAFe for Teams training to realign the teams around the SAFe events

C. Attend as many events as possible in the next Program Increment (PI) and attend more in the following PIs

D. Participate in the release management meeting to understand possible problems

A

A. Attend the Iteration Retrospectives as this will give her the most opportunity to help the teams

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7
Q

When calculating and assessing team Program Increment (PI) performance for the PI predictability measure, which statement is true about the actual total?

A. It includes miscellaneous work

B. It does not include uncommitted objectives

C. It does not include miscellaneous work

D. It includes uncommitted objectives

A

D. It includes uncommitted objectives

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8
Q

What are 3 parts to the Inspect and Adapt (I&A) event?

A. Questions and answers session

B. Problem-solving workshop

C. Review of the Agile transformation

D. Responsibilities and risks assessment

E. Quantitative measurement

F. Program Increment (PI) System Demo

A

B + E + F

B. Problem-solving workshop
E. Quantitative measurement
F. Program Increment (PI) System Demo

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9
Q

How can Essential SAFe be used to evaluate a Full SAFe implementation?

A. Customize Essential SAFe with constructs out of the full spanning palette

B. Customize Essential SAFe with constructs out of the Large Solution SAFe configuration

C. Verify that the Full SAFe implementation performs the elements of the Essential SAFe correctly

D. Customize Essential SAFe with constructs out of Full SAFe

A

C. Verify that the Full SAFe implementation performs the elements of the Essential SAFe correctly

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10
Q

What are the elements of the Agile Release Train (ART) quickstart approach?

A. Scrum Masters and Release Train Engineer (RTE) facilitate the launch, the Product Owner creates the backlog, Agile Teams commit to the work

B. SAFe for Teams training, Program Increment (PI) Planning, workshops

C. Identify the Product Owner, identify the Scrum Master, create the Program Increment backlog

D. SAFe Product Owner/Product Manager training, SAFe Scrum Master training, SAFe for Teams training

A

B. SAFe for Teams training, Program Increment (PI) Planning, workshops

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11
Q

The design of an Agile Release Train (ART) should remove what?

A. Geographic boundaries

B. Any hesitation employees might have about a Lean-Agile Mindset

C. Silos that inhibit flow

D. Budgetary restrictions

A

C. Silos that inhibit flow

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12
Q

There are multiple Agile Release Trains (ART) identified from the Value Stream and ART Identification Workshop. The ideal ART to launch first is found at the intersection of which converging factors?

A. Leadership support, low-hanging fruit, unclear products, and high-quality deliverables

B. Cooperation with operations, trained individuals, strong leaders, and time criticality

C. Leadership support, collaborating teams, clear products or Solution, and significant program challenge or opportunity

D. Bright spots, low dependencies, high-performing teams, and trained individuals

A

C. Leadership support, collaborating teams, clear products or Solution, and significant program challenge or opportunity

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13
Q

In Program Increment (PI) Planning, the final plan review is done by who?

A. Teams and Business Owners

B. Teams and coaches

C. Teams only

D. Business Owners and Scrum Masters

A

A. Teams and Business Owners

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14
Q

An Innovation and Planning (IP) Iteration allows time for which two activities?

A. For fixing deferred defects

B. For creating Strategic Themes for the upcoming Program Increment (PI) event

C. For innovation

D. For continuing education

E. For Architectural Runway implementation

A

C + D

C. For innovation

D. For continuing education

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15
Q

What is the final activity on day one of Program Increment (PI) Planning?

A. Final plan review

B. Draft plan review

C. Management review and problem-solving

D. Final scrum of scrums facilitated by the Release Train Engineer (RTE)

A

C. Management review and problem-solving

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16
Q

What is the benefit of timeboxing the preparation for the first Program Increment (PI) Planning event?

A. To have a known schedule

B. To minimize the expansion of work during preparation

C. To maximize the quality of the preparation

D. To assure people that they will have sustainable pace of work

A

B. To minimize the expansion of work during preparation

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17
Q

What is an aspect of systems thinking?

A. Mastery drives intrinsic motivation

B. The length of the queue impacts the wait time

C. Cadence makes routine everything that can be routine

D. Optimizing a component does not optimize the system

A

D. Optimizing a component does not optimize the system

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18
Q

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

A. Teams allow batch sizes across multiple intervals

B. Teams align their Iterations to the same schedule to support communication, coordination, and system integration

C. Teams meet twice every Program Increment (PI) to plan and schedule capacity

D. Teams decide their own Iteration length

A

B. Teams align their Iterations to the same schedule to support communication, coordination, and system integration

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19
Q

A problem-solving workshop focuses the Agile Release Train (ART) to take what action?

A. To build an Architectural Runway

B. To identify the root causes of the problems

C. To build the Continuous Delivery Pipeline

D. To deliver the Program Increment (PI) System Demo

A

B. To identify the root causes of the problems

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20
Q

Which 2 SAFe Program Consultant (SPC) resources are intended to aid in arriving at the SAFe tipping point?

A. The Introducing SAFe workshop

B. The Value Stream and ART Identification Workshop Toolkit

C. The Lean Agile Center of Excellence (LACE) toolkit

D. The SAFe Executive Workshop Toolkit

E. The SAFe Product Owner/Product Manager class

A

A + D

A. The Introducing SAFe workshop

D. The SAFe Executive Workshop Toolkit

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21
Q

Why might an organization choose to create a platform Agile Release Train (ART)?

A. To align with existing organizational structures

B. To support architectural robustness

C. To accelerate value delivery

D. To reduce dependencies

A

B. To support architectural robustness

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22
Q

What are 3 things an Agile Release Train (ART) needs for its launch readiness?

A. All managers names and titles

B. Facilities

C. Supplies

D. A customer list

E. Program roster

F. The portfolio canvas

A

B + C + E

B. Facilities

C. Supplies

E. Program roster

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23
Q

When should a Lean Portfolio be established?

A. When there are a minimum of six Agile Release Trains (ARTs) that require coordination

B. When required by management because it is better to operate in a completely decentralized environment

C. When it is part of training the executives

D. When the lack of communication between strategy and execution is hurting value delivery

A

D. When the lack of communication between strategy and execution is hurting value delivery

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24
Q

Which statement is true about multiple Agile Release Train (ART) rollouts?

A. ART rollouts should be incremental; one ART should start when another reaches a ‘sustain and improve’ status

B. System Teams should be limited to one ART for a Value Stream

C. ART rollouts can be done sequentially or in parallel

D. Only one ART should be rolled out at a time to limit work in process (WIP)

A

C. ART rollouts can be done sequentially or in parallel

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25
Q

What is the primary goal of decentralized decision-making?

A. Reduce Cost of Delay

B. Resolve dependencies

C. Minimize Work-in-Progress

D. Increase employee satisfaction

A

C. Minimize Work-in-Progress

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26
Q

What does SAFe Principle #3, “Assume variability; preserve options,” enable?

A. Better economic results

B. Specification traceability

C. Up front designs of systems

D. Stronger Definition of Done

A

A. Better economic results

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27
Q

What is a result of shorter queue lengths?

A. Lower quality

B. Increased risk

C. Less variability

D. Longer cycle times

A

C. Less variability

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28
Q

Which statement is most accurate about the Program Vision?

A. It expresses the strategic intent of the Program

B. It drives the allocation of budget for the Agile Release Train

C. It summarizes the team PI Objectives for the current Program Increment

D. It provides an outline of the Feature for the next three Program Increments

A

A. It expresses the strategic intent of the Program

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29
Q

What is the primary purpose of Strategic Themes?

A. Determine the order in which Epics should be executed

B. Drive incremental implementation across the enterprise

C. Connect the portfolio to the enterprise business strategy

D. Define the sequence of steps used to deliver value to the customer

A

C. Connect the portfolio to the enterprise business strategy

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30
Q

An Epic spanning 2 PI’s was approved for implementation. What is the optimum implementation path from a Lean-Agile perspective?

A. Implement the Epic across the same number of PIs as it took to develop

B. Report percentage completed to the key stakeholders at every PI boundary

C. Demonstrate the progress to the key stakeholders after two PIs and have them accept the epic

D. Demonstrate the progress to key stakeholders after first PI and make a decision how to proceed with the Epic in the 2nd PI

A

D. Demonstrate the progress to key stakeholders after first PI and make a decision how to proceed with the Epic in the 2nd PI

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31
Q

What is one key reason for keeping the test data for automated tests under version control?

A. For reporting and auditing purposes

B. Version control is required for quality standards

C. All enterprise assets must be under version control

D. If test data gets out of sync, automated tests may not properly execute

A

D. If test data gets out of sync, automated tests may not properly execute

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32
Q

Which one of the following is the ‘Goal’ of Lean?

A. Respect for people and culture

B. Sustainable shortest lead time, best quality and value

C. Relentless Improvement

D. Lean-Agile Leadership?

A

B. Sustainable shortest lead time, best quality and value

A Lean enterprise delivers value in the sustainable shortest lead time, while simultaneously providing the “best quality and value for people and society”.

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33
Q

How decentralized decision making helps?

A. Getting better economic value

B. Limiting WIP

C. Reducing Defects

D. Reducing risks

A

C. Reducing Defects

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34
Q

What is “build incrementally with fast, integrated learning”?

A. Delivering incremental value

B. phase gate approach

C. baseline requirement with epics

A

B. phase gate approach

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35
Q

What is the connection between feedback and optimum batch size?

A. Lack of feedback contributes to higher holding cost

B. Feedback and batch size are generally connected

C. Small batch sizes enable faster feedback with lower transaction costs

D. Large batches reduce transaction cost and provide a higher return on investment

A

A. Lack of feedback contributes to higher holding cost

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36
Q

What is used to describe Solution behaviors?

A. Benefits

B. Features

C. Capabilities

D. User Stories

A

C. Capabilities

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37
Q

What Definition of Done is required for the Iteration Review?

A. Release

B. Team Increment

C. System Increment

D. Solution Increment

A

B. Team Increment

38
Q

What backlog items are part of the Solution Backlog?

A. Benefits

B. Features

C. Capabilities

D. User Stories

A

C. Capabilities

39
Q

Which one of the following is the best way to build trust between management and team when a company is struggling to implement Agile, and management do not believe in estimates provided by the team?

A. Involve management and teams in PI Planning

B. Provide management with a detailed work breakdown structure and motivation for the estimates

C. Assign a liaison between management and the teams who will help manage expectations and facilitate status reporting

D. Have management estimate the work in parallel with teams

A

A. Involve management and teams in PI Planning

Involve management in the estimation process, by engaging in PI planning and Inspect and Adapt workshops. Agile believes in stakeholders and customer collaboration; engaging stakeholders can improve trust in agile ceremonies like demo and planning. Keeping things transparent to stakeholders also develop trust. Demos and objective evaluation of progress based on working software help in developing trust in estimation.

40
Q

What description best represents Capabilities as defined in SAFe?

A. Capabilities are simply a level of abstraction above Epics, exhibiting largely the same characteristics and practices

B. Capability is a different name for Features, one that is preferred by some organizations

C. Capabilities are simply a different kind of Epic, exhibiting largely the same characteristics and practices

D. Capabilities are simply a level of abstraction above Features, exhibiting largely the same characteristics and practices

A

D. Capabilities are simply a level of abstraction above Features, exhibiting largely the same characteristics and practices

41
Q

What activity calls for using ROAM technique?

A. Refining the Program Backlog

B. Managing the ART sync

C. Categorizing program risks during PI Planning

D. Managing teams by the Release Train Engineer

A

C. Categorizing program risks during PI Planning

42
Q

Why is Architectural Runway important (select 2)?

A. It supports a stable velocity

B. It provides the documentation on which Features and Capabilities are built

C. It iteratively evolves the architecture to meet changing needs

D. It allows for nontechnical changes

A

A + C

A. It supports a stable velocity

C. It iteratively evolves the architecture to meet changing needs

43
Q

What is the most effective way to train the System Team members to operate effectively as part of the train?

A. Have them attend Leading SAFe training and Scrum Master orientation

B. Have them attend Leading SAFe training

C. Have them attend SAFe for Teams training with all other teams on the train

D. Have them attend Implementing SAFe training with SPC certification

E. Have them review the SAFe Foundations presentation and provide on-the-job training

A

C. Have them attend SAFe for Teams training with all other teams on the train

44
Q

What are the primary responsibilities of Program Portfolio Management (PPM)?

A. Governance, strategy, and investment funding, program management

B. Program management, stakeholder management, PI Planning

C. Lightweight business case, Epic specification workshop, Budget allocation

D. Governance, investment funding, product strategy

A

A. Governance, strategy, and investment funding, program management

45
Q

What role would a traditional program manager most likely take on in SAFe?

A. Release Train Engineer or Value Stream Engineer

B. Scrum Master

C. Business Owner

D. Product Manager

A

A. Release Train Engineer or Value Stream Engineer

46
Q

What activity occurs during the program Inspect and Adapt workshop?

A. PI Predictability Measure update

B. Roadmap update

C. Team Iteration Demo

D. Biweekly System Demo

E. Iteration Metrics update

A

A. PI Predictability Measure update

47
Q

In SAFe, who owns the Vision for PI?

A. Product Owner

B. Business Owners

C. Scrum Master

D. COE

E. Product Management

A

B. Business Owners

48
Q

What are stretch objectives?

A. Objectives that are beyond the capacity of the team and so are uncommitted for the PI

B. Objectives that are part of the team’s capacity but not necessarily achievable during the PI

C. Objectives that are identified during the PI

D. Objectives that the business has promised to their Customers

A

B. Objectives that are part of the team’s capacity but not necessarily achievable during the PI

49
Q

What would you examine when identifying Value Streams in an enterprise moving to SAFe (select 2)?

A. The project cost accounting procedures in place

B. The internal departments which are supported

C. The number of ARTs which would be contained in the Portfolio

D. The current products which the company sells

A

B + D

B. The internal departments which are supported
D. The current products which the company sells

50
Q

The Portfolio Vision is an aggregation of every Agile Release Train’s Vision (TRUE or FALSE)?

A

FALSE

The Portfolio Vision is a description of the future state of a portfolio’s Value Streams and Solutions and describes how they will cooperate to achieve the portfolio’s objectives and the broader aim of the Enterprise.

51
Q

What applies to the Portfolio Backlog (select 2)?

A. The Portfolio Kanban holds Capabilities that are ready for implementation

B. Programs plan PIs so that they exhaust the Portfolio Backlog and only then work on their local priorities

C. It provides a low-cost holding area for approved Business and Enabler Epics

D. WSJF is used to prioritize Epis in the Portfolio Backlog

A

C + D

C. It provides a low-cost holding area for approved Business and Enabler Epics

D. WSJF is used to prioritize Epis in the Portfolio Backlog

52
Q

When does the System Demo happen?

A. After the Solution Demo, but before PI Planning

B. After every iteration. 3. on demand

C. After continuous integration

D. After Pre-PI Planning

A

B. After every iteration. 3. on demand

53
Q

Test automation is typically included in the Definition of Done (DoD) (TRUE or FALSE)?

A

FALSE

54
Q

When might Feature size not be a good substitute for the duration of WSJF?

A. The Feature did not originate from a Program Epic

B. The Feature involves a team or team members who represent a bottleneck

C. The Feature did not originate from a Value Stream Capability

D. The Feature involves a remote their-party vendor that has a formal scope-approval process

E. The Feature has not yet been broken down into user stories by the Product Owner

A

B + D

B. The Feature involves a team or team members who represent a bottleneck

D. The Feature involves a remote their-party vendor that has a formal scope-approval process

55
Q

Which of the following have acceptance criteria (select 3)?

A. Business Capabilities

B. Portfolio Enabler Epics

C. Strategic Themes

D. Enabler Features

E. Spikes

F. Program Epics

A

A + D + E

A. Business Capabilities

D. Enabler Features

E. Spikes

56
Q

Your organization decided to thoroughly implement the SAFe Principle, “Assume Variability; preserve options.” What is the optimum path for success?

A. Assume variability of scope and preserve options for the release date

B. Preserve flexibility in system functionality and design, but have fixed Solution intent

C. Assume variability of scope, but have fixed Solution Context

D. Preserve flexibility in both system functionality and design

A

D. Preserve flexibility in both system functionality and design

57
Q

What is the correct statement about Work in Process (WIP)?

A. The bigger the WIP, the richer the feedback

B. The amount of WIP is unrelated to utilization

C. Lower WIP limits foster collaboration

A

C. Lower WIP limits foster collaboration

58
Q

What does Little’s Law tell us?

A. The easiest way to achieve flow is to reduce queue lengths

B. The long queues help increase process efficiency

C. The easiest way to reduce waits is to increase the processing rate

D. The average wait time is dependent on the varying arrival rate of items coming into the queue

E. Single-piece flow is always best

A

A. The easiest way to achieve flow is to reduce queue lengths

59
Q

The Spanning Palette can apply to the Team Level (TRUE or FALSE).

A

TRUE

The Spanning Palette contains various roles and artifacts that may apply to a specific team, program, large solution, or portfolio context.

60
Q

Every Enabler Capability has an Enabler Epic as its parent (TRUE or FALSE).

A

FALSE

61
Q

ARTs that consist only of Feature teams do not require an Architecture Runway (TRUE or FALSE).

A

FALSE

62
Q

What does the SAFe budgeting model suggest?

A. Each Strategic Theme receives a budget allocation when Strategy Themes span portfolios

B. Epics, Features, and Stories are funded based on their size in normalized Story points, while teams area allocated to high-priority work as needed

C. Each Value Stream receives budget allocation as a whole; individual work is not specifically budgeted

D. Each team gets budget allocation and Features are funded according to their size in normalized Story points

A

D. Each team gets budget allocation and Features are funded according to their size in normalized Story points

63
Q

What would imply a change to the ART budget?

A. Extending the duration of a PI

B. Changing the total ART resources

C. Switching to a different PI cadence

D. Reducing the scope of a Program Epic

E. Prioritizing Features based on Cost of Delay

A

D. Reducing the scope of a Program Epic

64
Q

Which behaviors are typically associated with Lean-Agile Leaders (select 3)?

A. Establish clear objectives for managing

B. Develop Solutions

C. Protect subordinates from interference by outside stakeholders

D. Support decentralized decision-making

E. Emphasize lifelong learning

A

C + D + E

C. Protect subordinates from interference by outside stakeholders

D. Support decentralized decision-making

E. Emphasize lifelong learning

65
Q

SAFe uses Story points for estimating the size of Stories, Features, Capabilities, and Epics (TRUE or FALSE).

A

TRUE

66
Q

What is Cost of Delay?

A. Cost incurred when system integration appears too late in the PI

B. Opportunity cost and deferred revenue

C. Penalty for nonperformance

D. Cost of not addressing risk early on

A

B. Opportunity cost and deferred revenue

67
Q

What are legitimate examples of management as an enabling function, rather than as top-down control (select 4)?

A. Creating an environment of mutual influence

B. Communicating the Solution Vision with the Teams

C. Working with other departments to establish better communication among teams

D. Creating work breakdown structures

E. Assigning team members to handle external dependencies

F. Developing skills and career paths for team members

A

A + B + C + F

A. Creating an environment of mutual influence

B. Communicating the Solution Vision with the Teams

C. Working with other departments to establish better communication among teams

F. Developing skills and career paths for team members

68
Q

Capabilities are similar to Features and can be managed in the Program Backlog (TRUE or FALSE).

A

FALSE

69
Q

Lean-Agile Leaders _____________ (select 5).

A. Lead the teams

B. Proactively eliminate impediments

C. Run successful Agile Release Trains

D. Facilitate relentless improvement

E. Embrace the values of Lean

F. Manage the most critical day-to-day activities of team members

A

A, B, C, D, E

A. Lead the teams

B. Proactively eliminate impediments

C. Run successful Agile Release Trains

D. Facilitate relentless improvement

E. Embrace the values of Lean

70
Q

What factors favor centralized decision making (select 2)?

A. Infrequent decisions

B. Need for fast decision-making

C. Economies of scale

D. Appropriate authority level of the decision maker

E. High cost of delay

A

A + C

A. Infrequent decisions

C. Economies of scale

71
Q

What are the responsibilities of a Business Owner (select 2)?

A. Assign business value to Team Objectives during PI Planning

B. Participate in Post-PI Planning and assist trains in adjusting ART PI plans as needed

C. Assign business value to Epics and Features

D. Ensure that the Solution Demo occurs

E. Determine the product Roadmap

A

A + B

A. Assign business value to Team Objectives during PI Planning

B. Participate in Post-PI Planning and assist trains in adjusting ART PI plans as needed

72
Q

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).

A

FLASE

When a lot of people are involved, the development value stream must be split into multiple ARTs, as described in the next section, and form a Solution Train.

73
Q

What does innovation accounting mean?

A. Capitalizing the cost of software development using Story points

B. Defining, empirically measuring, and communicating the true progress of innovation

C. Demoing Stories that come out of the IP Iteration

D. Being sure to account for the investment in new product initiatives on a P&L

A

B. Defining, empirically measuring, and communicating the true progress of innovation

74
Q

What are the right scenarios for using SAFe Foundations Training Materials (select 2)?

A. Train Scrum Masters in servant leadership following “SAFe for Teams” training

B. Make an initial presentation on SAFe to the organization

C. Familiarize Release Train Engineer’s with the PI Planning process

D. Familiarize executives with SAFe

E. Train the teams prior to PI Planning

A

B + D

B. Make an initial presentation on SAFe to the organization

D. Familiarize executives with SAFe

75
Q

What steps in the Portfolio Kanban are most appropriate for running research spikes (select 2)?

A. Analysis-spikes help clarify feasibility

B. Implementing-teams perform spikes as usual

C. Funnel-understand whether the Epic makes sense

D. Portfolio Backlog-run a spike before pulling into development

A

A + C

A. Analysis-spikes help clarify feasibility

C. Funnel-understand whether the Epic makes sense

76
Q

If all Agile Release Trains in a Value Stream are organized around Capabilities, they don’t require cross-train coordination (TRUE or FALSE).

A

FALSE

77
Q

A Feature inherits its WSJF rank from its parent (TRUE or FALSE)

A

FALSE

78
Q

What is NOT a SAFe-recommended Metric?

A. Number of lines of code produced

B. Number of new test cases automated

C. Number of test cases produced

D. Percent of unit test coverage

E. Percent of user stories accepted by the Product Owner

F. Number of defects outstanding

A

A. Number of lines of code produced

79
Q

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 (select 2)?

A. Collect additional input from other stakeholders

B. Take time to provide more detailed specifications for each Epic

C. Use strategic themes to help the group understand how an Epic contributes to the realization of the enterprise business strategy

D. Change the scale for WSJF parameters

E. Split Epics into Capabilities, prioritize them, and combine those priorities back to the Epic level

A

B + C

B. Take time to provide more detailed specifications for each Epic

C. Use strategic themes to help the group understand how an Epic contributes to the realization of the enterprise business strategy

80
Q

What is the primary purpose of the management meeting at the end of Day 1 of PI Planning?

A. To assign business value to the teams’ draft of PI Objectives

B. To make adjustments to the PI scope and address program challenges

C. To design the next generation of the product

D. To evaluate the performance of teams

A

B. To make adjustments to the PI scope and address program challenges

81
Q

When is the Solution Demo conducted?

A. On demand

B. At the end of each Sprint

C. At the end of each PI

D. Mid-PI

A

C. At the end of each PI

82
Q

What contributes to establishing trust in SAFe?

A. Decentralization of control

B. Transparency

C. Reporting

D. U-curve optimization

E. Servant Leadership

A

B. Transparency

83
Q

Vikas is a new Solution architect and is trying to understand the Solution Context. What is the most important factor for him to consider?

A. The acceptance criteria for the Capabilities

B. Job sequencing for the Epics in the Value Stream Backlog

C. The Economic Framework for the Value Stream

D. The environment in which the Solution is deployed

A

D. The environment in which the Solution is deployed

84
Q

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.

A. Pick only those Epics that have clearly defined success criteria and might fit into the PI

B. Split Epics into Features and prioritize the Features to determine what should go into the PI

C. Split Epics into Features and use capacity allocation to determine what should go into the PI

D. Instead of planning just the upcoming PI, plan for a longer period to cover the full duration of the Program Epics

A

B. Split Epics into Features and prioritize the Features to determine what should go into the PI

85
Q

Enabler Features can contribute to the Architectural Runway and realize system Nonfunctional Requirements at the same time (TRUE or FALSE).

A

TRUE

86
Q

SAFe uses Kanban to manage flow at the Portfolio Level for the following reasons EXCEPT _____.

A. To ensure that the analysis and discovery work needed for the items are not time bound

B. To ensure that there is visibility and transparency

C. To capture all ideas in the funnel

D. To limit the number of initiatives under consideration

E. To ensure that portfolio items are delivered to the Program or Solution Backlogs every 2 weeks

A

E. To ensure that portfolio items are delivered to the Program or Solution Backlogs every 2 weeks

87
Q

What is the target percentage for the Program Predictability Measure?

A. < 50%

B. 50 - 75%

C. 80 - 100 %

D. 100%

E. None of the above

A

C. 80 - 100 %

88
Q

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?

A. Split the backlog items into smaller, more manageable pieces of work and rearrange them into real Features

B. Formulate business benefits for each backlog item. If not meaningful business benefits can be identified, its not a Feature and should be redefined

C. 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

D. Identify the associated Epics when formulating Features

A

A. Split the backlog items into smaller, more manageable pieces of work and rearrange them into real Features

89
Q

What concept is NOT one of the Core Values of SAFe?

A. Predictability

B. Alignment

C. Transparency

D. Built-In Quality

E. Program Execution

A

A. Predictability

90
Q

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 system thinking most effectively:

A. Involve representation of department teams in Iteration Planning and Demos

B. Make daily stand-ups more engaging and strictly time-boxed

C. Review the burn-down chart at each retrospective to improve team estimating

D. Increase unit test coverage

A

B. Make daily stand-ups more engaging and strictly time-boxed

91
Q

What statement is NOT part of the Agile Manifesto?

A. Working software over comprehensive documentation

B. Customer collaboration over contract negotiation

C. Working software is the primary measure of progress

D. Good architectures are built up front so that teams can focus on development

E. Continuous attention to technical excellence and design enhances agility

F. Business people and developers must work together daily throughout the project

A

D. Good architectures are built up front so that teams can focus on development

The above IS NOT part of the Agile Manifesto.

SAFe Program Consultant (SPC) 5 (4 decks)

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