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Implementing Safe 6.0 > Practice Test > Flashcards

Practice Test Flashcards

1
Q

All, I was given a set of questions outside my control. I don’t necessarily agree with some of the selected answers on these questions and have tried to made note of some of them. Context for some of these questions are missing thereby multiple corrects answers are possible.

Use these questions to prepare yourself and do your own research to confirm answers. Feel free to email me with your findings (and reference sources) and I’ll be happy to augment the card with your findings.

PeterHiross@gmail.com

A

Use practice test to get a feel for the type of questions you may be asked on test.

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2
Q

Anchoring new behaviors in the culture is critical to sustaining change. In which step of the roadmap does this typically occur?
a) Train Team and Launch ART
b) Train Executives, Managers, and Leaders
c) Tipping Point
d) Accelerate

A

d) Accelerate

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3
Q

Which tool is used to manage the evolution of Capabilities?

a) The Solution Kanban
b) The Epic to Capabilities Funnel
c) The Program Backlog
d) The Capabilities Backlog

A

c) The Program Backlog

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4
Q

Juan is the coach of a new Agile Release Train (ART). All members of the train are new to Agile. After two Iterations Juan is hearing that most teams have problems running all of their team events. He does not have time to attend the events for all teams. What two things can he do? (Choose two.)

a) Attend the Iteration Retrospectives as this will give him the most opportunity to help
b) Attend as many events as possible in the first Program Increment (PI) and attend more in the following PIs
c) There is nothing to be done mid-PI; problems that are critical enough will be raised in the Inspect and Adapt (I&A) event and handled there
d) Attend the Release Management meeting to understand possible problems
e) Coach the Scrum Masters by establishing a community of practice

A

a) Attend the Iteration Retrospectives as this will give him the most opportunity to help.

b) Attend as many events as possible in the first Program Increment (PI) and attend more in the following PIs

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5
Q

What primary reason for change makes it easiest to drive a transformation across the Enterprise?
a) Following a market trend
b) Mission-critical application or Solution is jeopardizing the Enterprise’s continued success
c) Leadership has mandated this change be completed as of a specific date
d) The competition has made this change

A

b) mission-critical application or Solution is jeopardizing the Enterprise’s continued success

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6
Q

In order to leverage the full flow of value which option should be the next Agile Release Train (ART) to launch?

a) A train in the same value stream
b) The next train to volunteer
c) A train in a different value stream
d) A train in a different portfolio

A

b) The next train to volunteer

https://scaledagileframework.com/invitation-based-safe-implementation/

PAH: I disagree with the selected answer here. According to our course book 12-6 we should launch all ARTs in the value stream then move to the next value stream.

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7
Q

What are two ways Lean Budget Guardrails guide Value Stream investment decisions? (Choose two.)
a) By requiring approval of large Epics
b) By time criticality
c) By empowering the Product Owners to sequence the Solution Backlog
d) By establishing capacity allocation
e) By prioritizing work by return on investment

A

a) By requiring approval of large Epics
d) By establishing capacity allocation

https://scaledagileframework.com/guardrails/

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8
Q

7 When the Lean-Agile Center of Excellence (LACE) acts as an Agile Team, which two team practices are they likely to use? (Choose two.)
a) Build Lean-Agile Budgets
b) Plan a Program Increment (PI)
c) Run an Iteration Retrospective
d) Build a Lean portfolio
e) Use test-driven development

A

a) Build Lean-Agile Budgets
b) Plan a Program Increment (PI)
c) Run an Iteration Retrospective
d) Build a Lean portfolio
e) Use test-driven development

PAH: I disagree with above answers. LACE needs to act as an exemplary Agile team (key word practies); As such I would expect to see: b and c

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9
Q

8 What are the three primary keys to implementing flow? (Choose three.)
Manage queue lengths
Reduce the batch sizes of work
Reduce context switching
Increase capacity
Increase the processing rate
Visualize and limit work in process (WIP)

A

Manage queue lengths
Reduce the batch sizes of work
Reduce context switching
Increase capacity
Increase the processing rate
Visualize and limit work in process (WIP

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10
Q

9 What do Agile Release Trains (ARTs) realize?
Development and operational Value Streams
Business Value Streams
Development Value Streams
Operational Value Streams

A

Development and operational Value Streams
Business Value Streams
Development Value Streams
Operational Value Streams

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11
Q

11 What are two significant risks that can be understood from the program board? (Choose two.)
a) Teams do not understand their Features and Epics
b) Team work in process (WIP) limits are being ignored
c) Features are being delivered at the end of the last Iteration
d) No work is planned for the Innovation and Planning (IP) Iteration
e) Feature has an excess of dependencies and risks associated with it

A

a) Teams do not understand their Features and Epics
b) Team work in process (WIP) limits are being ignored
c) Features are being delivered at the end of the last Iteration
d) No work is planned for the Innovation and Planning (IP) Iteration
e) Feature has an excess of dependencies and risks associated with it

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12
Q

Which statement is a value from the Agile Manifesto?
a) Individuals and interactions over processes and tools
b) Customer collaboration over comprehensive documentation
c) Responding to change over contract negotiation
d) Working software over following a plan

A

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

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13
Q

Which statement is a value from the Agile Manifesto?
a) Individuals and interactions over processes and tools
b) Customer collaboration over comprehensive documentation
c) Responding to change over contract negotiation
d) Working software over following a plan

A

a) ** Individuals and interactions over processes and tools**
b) Customer collaboration over comprehensive documentation
c) Responding to change over contract negotiation
d) Working software over following a plan

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14
Q

What are two benefits of ‘big room training’? (Choose two.)
a) The Program Backlog can be ready for the training
b) It accelerates launch timelines
c) Leaders do not need to attend multiple times
d) Smaller classrooms provide more efficient learning environments
e) Everyone on the train hears the same message

A

a) The Program Backlog can be ready for the training
b) It accelerates launch timelines
c) Leaders do not need to attend multiple times
d) Smaller classrooms provide more efficient learning environments
e) Everyone on the train hears the same message

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15
Q

What is an example of applying cadence and synchronization in SAFe?
a) Conducting a System Demo
b) Creating cross-functional teams
c) Working in iterations
d) Using a Portfolio Kanban system

A

a) Conducting a System Demo
b) Creating cross-functional teams
c) Working in iterations
d) Using a Portfolio Kanban system

https://scaledagileframework.com/apply-cadence-synchronize-with-cross-do

PAH: By the same reference I believe the answer is C (not A)

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16
Q

Selecting the first ART for launch is an important step when creating an implementation plan. Which factors should be considered when deciding which ART to launch first?
a) Geographic distribution
b) Size of the ART
c) Significant program challenge or opportunity
d) Organizational change impact

A

a) Geographic distribution
b) Size of the ART
c) Significant program challenge or opportunity
d) Organizational change impact

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17
Q

Which legacy practice slows the move to Lean Portfolio Management?
a) Bringing the work to the people
b) Objective milestones
c) Demand management
d) Centralized work intake

A

Which legacy practice slows the move to Lean Portfolio Management?
a) Bringing the work to the people
b) Objective milestones
c) Demand management
d) Centralized work intake

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18
Q

Optimizing flow means identifying what?
a) Value streams
b) Delays
c) Key performance indicators
d) Predictability issues of the train

A

Optimizing flow means identifying what?
a) Value streams
b) Delays
c) Key performance indicators
d) Predictability issues of the train

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19
Q

Why is it important to set the date for the first PI Planning when preparing to launch an ART?
a) It helps to control the amount of work taken into the PI Planning event
b) It sets the priority of the preparation activities
c) It determines the length of the PIs
d) It acts as a forcing function

A

a) It helps to control the amount of work taken into the PI Planning event
b) It sets the priority of the preparation activities
c) It determines the length of the PIs
d)It acts as a forcing function

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20
Q

What are two areas of focus when coaching the Inspect and Adapt (I&A) event? (Choose two.)
a) Make sure all Scrum Masters are working as a single problem-solving team to surface and resolve systemic impediments
b) If all key people cannot attend, delay the event as complete participation is key to its success
c) Prepare, in advance, the data for the quantitative section
d) Make sure the event finishes with clear improvement items for the Program Backlog
e) Verify that no two teams are working on the same problem during the problem-solving workshop

A

a) Make sure all Scrum Masters are working as a single problem-solving team to surface and resolve systemic impediments
b) If all key people cannot attend, delay the event as complete participation is key to its success
c) Prepare, in advance, the data for the quantitative section
d) Make sure the event finishes with clear improvement items for the Program Backlo
e) Verify that no two teams are working on the same problem during the problem-solving workshop

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21
Q

What should be used to reinforce the basics in the accelerate step of the Implementation Roadmap?
a) Lean-Agile metrics
b) The ten critical success factors of Essential SAFe
c) Using advanced Lean-Agile techniques to build mastery
d) Applying learning across the Enterprise

A

a) Lean-Agile metrics
b) The ten critical success factors of Essential SAFe
c) Using advanced Lean-Agile techniques to build mastery
d) Applying learning across the Enterprise

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22
Q

Why launch an ART using the Quickstart approach?
a) It allows the teams to begin with Program Increment (PI) Planning and then reinforcing the knowledge by learning SAFe for Teams the next day
b) It makes it much clearer to stakeholders that waterfall is not a good investment
c) It increases engagement and focuses everyone all at once and with purpose and intent
d) It reduces the number of Scrum Masters required to support SAFe teams

A

Why launch an ART using the Quickstart approach?
a) It allows the teams to begin with Program Increment (PI) Planning and then reinforcing the knowledge by learning SAFe for Teams the next day
b) It makes it much clearer to stakeholders that waterfall is not a good investment
c) It increases engagement and focuses everyone all at once and with purpose and intent
d) It reduces the number of Scrum Masters required to support SAFe teams

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23
Q

Which three actions are needed to launch an Agile Release Train (ART)? (Choose three.)
a) Identify Shared Services
b) Have a strategy for unit testing and test automation
c) Identify the Release Train Engineer (RTE)
d) Identify who will set the business context
e) Identify the System Team
f) Decide Iteration andProgramIncrement cadence

A

a) Identify Shared Services
b) Have a strategy for unit testing and test automation
c) Identify the Release Train Engineer (RTE)
d) Identify who will set the business context
e) Identify the System Team
f) Decide Iteration andProgramIncrement cadence

PAH: Correct answer should be: c,d,f (see table 3)

https://scaledagileframework.com/prepare-for-art-launch/

PAH: System team & Shared service are not essential. See table 3 &4

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24
Q

What are three good key performance indicators to check the health of an Agile Release Train (ART)? (Choose three)
a) Number of commits per Iteration
b) Predictability measure
c) Solution velocity
d) Number of defects
e) Number of retrospectives held
f) Percent of Features accepted

A

a) Number of commits per Iteration
b) Predictability measure
c) Solution velocity
d) Number of defects
e) Number of retrospectives held
f) Percent of Features accepted

https://scaledagileframework.com/measure-and-grow/

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25
Q

When during PI Planning is the ROAM technique used to categorize program risks?
a) During the management review and problem-solving meeting
b) After the final plan review
c) During the draft plan review
e) During the final plan review

A

a) During the management review and problem-solving meeting
b) After the final plan review
c) During the draft plan review
e) During the final plan review

26
Q

How can an organization gain trust between the business and the development?
a) Deliver predictability
b) Give teams access to the Program Kanban
c) Pair up IT with Epic Owners for all IT meetings
d) Reduce the amount of Features

A

a) Deliver predictability
b) Give teams access to the Program Kanban
c) Pair up IT with Epic Owners for all IT meetings
d) Reduce the amount of Features

27
Q

Which three SAFe roles help coordinate between multiple Agile Release Trains (ARTs) within a Value Stream? (Choose three.)
a) Business Owner
b) Enterprise Architect
c) Release Train Engineer (RTE)
d) Solution Architect
e) Solution Management
f) Solution Train Engineer (STE)

A

a) Business Owner
b) Enterprise Architect
c) Release Train Engineer (RTE)
d) Solution Architect
e) Solution Management
f) Solution Train Engineer (STE)

28
Q

How does SAFe provide a second operating system that enables Business Agility?
a) By focusing on customers, products, innovation, and growth
b) By organizing the second operating system around operational value stream
c) By creating stability and hierarchy
d) By replacing the hierarchy with a network

A

a) By focusing on customers, products, innovation, and growth
b) By organizing the second operating system around operational value stream
c) By creating stability and hierarchy
d) By replacing the hierarchy with a network

PAH: Very tricky :-) From ref article below
However, SAFe creates a second virtual operating system organized around Development Value Streams instead of functional silos (or departments) to form the entrepreneurial network. ….
By organizing the second operating system around value streams instead of departments, SAFe offers a way for organizations to focus on customers, products, innovation, and growth in harmony with their existing hierarchical structure.

https://scaledagileframework.com/business-agility/

29
Q

What are two of the SAFe Core Values? (Choose two.)
a) Program execution
b) Transparency
c) Relentless Improvement
d) Quality
e) Customer Centricity

A

a) Program execution
b) Transparency
c) Relentless Improvement
d) Quality
e) Customer Centricity

PAH: Disagree. Believe Solution is b,c

https://scaledagileframework.com/safe-core-values/

30
Q

When should a Lean portfolio be established?
a) When we have a significant initiative to deliver
b) As part of the accelerate step on the Implementation Roadmap
c) When the lack of communication between strategy and execution is hurting value delivery
d) When there are multiple Agile Release Trains (ARTs) that require coordination

A

a) When we have a significant initiative to deliver
b) As part of the accelerate step on the Implementation Roadmap
c) When the lack of communication between strategy and execution is hurting value delivery
d) When there are multiple Agile Release Trains (ARTs) that require coordination

31
Q

SAFe’s first Lean-Agile Principle includes ‘Deliver early and often’ and what else?
a) Apply systems thinking
b) Apply cadence
c) Deliver value incrementally
d) Decentralize decision-making

A

SAFe’s first Lean-Agile Principle includes ‘Deliver early and often’ and what else?
a) Apply systems thinking
b) Apply cadence
c) Deliver value incrementally
d) Decentralize decision-making

PAH Don’t see the correct answer. Should be:
Deliver early and often
Apply an economic framework

Deliver value incrementall is Principle # 4 (Build incrementally with fast, integrated learning cycles)
economic framework contains four primary elements:
- Operating within lean budgets and guardrails
- Understanding solution economic trade-offs
- Leveraging suppliers
- Sequencing jobs for the maximum benefit

Don’t see any of the above either

32
Q

What responsibilities are associated with the System Team?
a) Defining Solution architecture
b) Building and maintaining a production-equivalent staging environment
c) Creating new automated test scenarios
d) End-to-end system testing

A

a) Defining Solution architecture
b) Building and maintaining a production-equivalent staging environment
c) Creating new automated test scenarios
d) End-to-end system testing

System Team does both c and d

33
Q

Which two disciplines are necessary for a learning organization? (Choose two.)
a) Mental models
b) Lean Budgets
c) Design Thinking
d) Continuous Exploration
e) Personal mastery

A

a) Mental models
b) Lean Budgets
c) Design Thinking
d) Continuous Exploration
e) Personal mastery

34
Q

What is the right use for the Introducing SAFe resource?
a) Train Agile Teams before Program Increment (PI) Planning
b) Train leaders and executives who do not have time for Leading SAFe
c) Train Agile Release Train (ART) leadership before launching the ART
d) Introduce stakeholders to SAFe to drive interest in SAFe training

A

a) Train Agile Teams before Program Increment (PI) Planning
b) Train leaders and executives who do not have time for Leading SAFe
c) Train Agile Release Train (ART) leadership before launching the ART
d) Introduce stakeholders to SAFe to drive interest in SAFe training

35
Q

There are two Value Streams in SAFe. One is the Operational Value Stream. What is the other?
a) Continuous Delivery Value Stream
b) Network Value Stream
c) Development Value Stream
d) Solution Value Stream

A

a) Continuous Delivery Value Stream
b) Network Value Stream
c) Development Value Stream
d) Solution Value Stream

36
Q

Time to market is too long and the team is unsure which part of the process is problematic. What should be done first?
a) Redo your Metrics and start reporting daily on progress and impediments
b) Ask leadership for direction
c) Organize a Value Stream mapping workshop and confirm all key participants
d) Redo your weighted shortest job first (WSJF) calculations and adjust as necessary

A

a) Redo your Metrics and start reporting daily on progress and impediments
b) Ask leadership for direction
c) Organize a Value Stream mapping workshop and confirm all key participants
d) Redo your weighted shortest job first (WSJF) calculations and adjust as necessary

37
Q

Niccolo is invited to help a program where, even though not mandated by the external environment, management requires teams to make big, up-front, and detailed scope commitments for every release. What three things can Niccolo do to best coach the decision-makers? (Choose three.)
a) Illustrate the power of feedback in content decision-making
b) Explain the ‘understand and exploit variability’ principle of product development flow
c) Emphasize the value of ‘responding to change’ from the Agile Manifesto
d) Satisfy the immediate need and improve later
e) Explain that too much up-front detail demotivates Product Owners as they have almost nothing to do afterwards
f) Explain the benefits of releasing at the end of the Program Increment (PI)

A

a) Illustrate the power of feedback in content decision-making
b) Explain the ‘understand and exploit variability’ principle of product development flow
c) Emphasize the value of ‘responding to change’ from the Agile Manifesto
d) x Satisfy the immediate need and improve later
e) x Explain that too much up-front detail demotivates Product Owners as they have almost nothing to do afterwards
f) x Explain the benefits of releasing at the end of the Program Increment (PI)

38
Q

Why is it recommended to start with Essential SAFe?
a) It prevents multiple ARTs from being launched in parallel
b) A smaller number of teams is better when getting started
c) Team and ART agility must be in place before portfolio practices can be implemented
d) It is adequate for the needs of most organizations

A

a) It prevents multiple ARTs from being launched in parallel
b) A smaller number of teams is better when getting started
c) Team and ART agility must be in place before portfolio practices can be implemented
d) It is adequate for the needs of most organizations

39
Q

Which activity typically takes place during the problem-solving meeting at the end of the first day of PI Planning?
a) Taking a confidence vote on the draft plans
b) Negotiating scope changes
c) Assigning business value to the teams’ draft PI Objectives
d) ROAMing risks

A

a) Taking a confidence vote on the draft plans
b) Negotiating scope changes
c) Assigning business value to the teams’ draft PI Objectives
d) ROAMing risk

40
Q

What is defined as the ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative business solutions?
a) Agile Product Delivery
b) Business Agility
c) Portfolio SAFe
d) Organizational Agility

A

a) Agile Product Delivery
b) Business Agility
c) Portfolio SAFe
d) Organizational Agility

41
Q

Who typically facilitates the Agile Release Train (ART) sync meeting?
a) Solution Train Engineer (STE)
b) Product Management
c) Agile Program Management Office (APMO)
d) Release Train Engineer (RTE)

A

a) Solution Train Engineer (STE)
b) Product Management
c) Agile Program Management Office (APMO)
d) Release Train Engineer (RTE)

42
Q

What does Dunbar’s number provide guidance for in the Scaled Agile Framework?
a) The number of teams on the ART
b) The number of people on an Agile Release Train (ART)
c) The number of people in a Development Value Stream
d) The size of a SAFe Portfolio

A

a) The number of teams on the ART
b) The number of people on an Agile Release Train (ART)
c) The number of people in a Development Value Stream
d) The size of a SAFe Portfolio

43
Q

What is the recommended order of classes and activities when launching an Agile Release Train (ART) using the quickstart approach?
a) Introduction to SAFe, SAFe for Teams, Program Increment (PI) Planning
b) SAFe Implementation Plan, SAFe for Teams, Program Increment (PI) Planning
c) Leading SAFe, SAFe for Teams, Program Increment (PI) Planning
d) SAFe for Teams, Program Increment (PI) Planning, SAFe workshops

A

a) Introduction to SAFe, SAFe for Teams, Program Increment (PI) Planning
b) SAFe Implementation Plan, SAFe for Teams, Program Increment (PI) Planning
c) Leading SAFe, SAFe for Teams, Program Increment (PI) Planning
d) SAFe for Teams, Program Increment (PI) Planning, SAFe workshops

44
Q

What is one issue when organizing around hierarchical functions?
a) It creates areas of specialization
b) It creates leaders at all levels
c) It moves the decisions to where the information is
d) It requires managers to coordinate the work

A

a) It creates areas of specializatio
b) It creates leaders at all levels
c) It moves the decisions to where the information is
d) It requires managers to coordinate the work

45
Q

What is one of the responsibilities of the SAFe Program Consultant (SPC) change agent?
a) Select Iteration duration length for the Agile Release Train (ART)
b) Recommend and implement the Agile lifecycle management tool
c) Facilitate the Inspect & Adapt (I&A) event
d) Coach Release Train Engineers (RTEs) on their role

A

a) Select Iteration duration length for the Agile Release Train (ART)
b) Recommend and implement the Agile lifecycle management tool
c) Facilitate the Inspect & Adapt (I&A) event
d) **Coach Release Train Engineers (RTEs) on their role **

46
Q

During the Inspect and Adapt (I&A) event, an organization is trying to address a long-existing problem of “unreliable Program Increment (PI) commitments”. One of the participants suggests that they are working on too many things at one time. What aspect of the program causes uncontrollable amounts of work in process (WIP)?

a) All program teams are cross-functional so every team creates work in multiple areas at the same time
b) Teams do not do a good job of task-switching
c) Items in the Program Backlog are large chunks of work at different layers of the system instead of true Features
d) Stories are too small

A

a) All program teams are cross-functional so every team creates work in multiple areas at the same time
b) Teams do not do a good job of task-switching
c) Items in the Program Backlog are large chunks of work at different layers of the system instead of true Features
d) Stories are too small

47
Q

Who Facilitates the Art events?
a) Product Management
b) The Lean-Agile Center of Excellence (LACE)
c) The Release Train Engineer (RTE)
d) The team of Scrum Masters

A

a) Product Management
b) The Lean-Agile Center of Excellence (LACE)
c) The Release Train Engineer (RTE
d) The team of Scrum Masters

48
Q

Who is part of the development Value Stream?
a) Everyone who delivers value using business solutions
b) Everyone who builds business Solutions that Customers use
d) Everyone who is part of the operational Value Stream
e) Everyone in a Lean Enterprise

A

a) Everyone who delivers value using business solutions
b) Everyone who builds business Solutions that Customers use
d) Everyone who is part of the operational Value Stream
e) Everyone in a Lean Enterprise

49
Q

What are the top two reasons for adopting Agile in an organization? (Choose two.)
a) To enhance the ability to manage changing priorities
b) To increase predictability by reducing changes
c) To accelerate product delivery
d) To reduce risk by centralizing decision-making
e) To reduce project cost

A

a) To enhance the ability to manage changing priorities
b) To increase predictability by reducing changes
c) To accelerate product delivery
d) To reduce risk by centralizing decision-making
e) To reduce project cost

50
Q

Ann is invited to help an Agile Release Train (ART) that is struggling. They just finished the second Iteration in the Program Increment (PI) and have nothing to demonstrate at the System Demo. What steps might Ann recommend?

a) Continue to work on new functionality and reserve time to fully integrate the system during the IP Iteration.
b) Re-architect the system so that there are no dependencies between the teams, and integration is not needed
c) Have every team demonstrate their team increment to the stakeholders separately in the team branch
d) Stop working on any new functionality and fully integrate and test the system; adjust scope based on learnings

A

a) Continue to work on new functionality and reserve time to fully integrate the system during the IP Iteration.
b) Re-architect the system so that there are no dependencies between the teams, and integration is not needed
c) Have every team demonstrate their team increment to the stakeholders separately in the team branch
d) Stop working on any new functionality and fully integrate and test the system; adjust scope based on learnings

51
Q

Which activity occurs during the Agile Release Train (ART) Inspect and Adapt (I&A) event?
a) Program predictability measure update
b) Iteration Metrics update
c) Solution Demo
d) Iteration Review

A

a) Program predictability measure update
b) Iteration Metrics update
c) Solution Demo
d) Iteration Review

52
Q

When calculating weighted shortest job first (WSJF), what is the numerator?
a) Cost of delay
b) job size
c) Queue length
d) Value

A

a) Cost of delay
b) job size
c) Queue length
d) Value

53
Q

Why is it important to train Product Owners and Product Management before launching the Agile Release Train (ART)?

a) To have a better prepared initial Program Backlog for the first Program Increment (PI) Planning
b) Because training the leaders for the first time should not occur with the teams
c) To help facilitate the first Program Increment (PI) Planning process
d) In a Lean environment of continuous delivery and flow of value, the focus is on execution so it is better to train before the launch

A

a) To have a better prepared initial Program Backlog for the first Program Increment (PI) Planning
b) Because training the leaders for the first time should not occur with the teams
c) To help facilitate the first Program Increment (PI) Planning process
d) In a Lean environment of continuous delivery and flow of value, the focus is on execution so it is better to train before the launch

54
Q

What are two reasons to manage an implementation plan as a Roadmap? (Choose two.)

a) It prevents the organization from looking too far into the future
b) It ensures that all the decisions around the implementation plan are centralized
c) Organizations, including stakeholders, will more quickly acclimate to, and adopt, an orderly visual plan for transformation
d) This approach supports preserving options
e) It allows the organization to plan their change activities to full capacity

A

a) It prevents the organization from looking too far into the future
b) It ensures that all the decisions around the implementation plan are centralized
c) Organizations, including stakeholders, will more quickly acclimate to, and adopt, an orderly visual plan for transformation
d) This approach supports preserving options
e) It allows the organization to plan their change activities to full capacity

PAH: I strongly considered ‘c’ as a viable option as it is discussed as part of limiting WIP but found no evidence that being visiable mean more likely to adopt.

https://scaledagileframework.com/create-the-implementation-plan/

55
Q

What is the call to action when promoting SAFe during a meeting with company executives?

a) Launch one pilot Agile Release Train (ART) and then learn and adapt
b) Train leaders and managers and then decide on the next steps
c) Propose a large preparation (teams, HR, organization) and then select a date to start the transformation
d) Organize a Value Stream identification workshop to determine the dependencies and to synchronize the Agile Release Train (ART) launch

A

a) Launch one pilot Agile Release Train (ART) and then learn and adapt
b) Train leaders and managers and then decide on the next steps
c) Propose a large preparation (teams, HR, organization) and then select a date to start the transformation
d) Organize a Value Stream identification workshop to determine the dependencies and to synchronize the Agile Release Train (ART) launch

https://scaledagileframework.com/train-executives-managers-and-leaders/

56
Q

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

a) By acting with honesty, integrity, and transparency
b) By mastering the seven core competencies of the Lean Enterprise
c) By adopting a growth mindset
d) By applying empathic design and focusing on Customer Centricity

A

a) By acting with honesty, integrity, and transparency
b) x By mastering the seven core competencies of the Lean Enterprise
c) By adopting a growth mindset
d) x By applying empathic design and focusing on Customer Centricity

57
Q

According to John Kotter, what is the importance of creating a powerful guiding coalition?

a) It can build connections between Business and IT
b) It enables better exploration of customer needs
c) It creates a cross-functional team
d) It can help guide the transformation

A

a) It can build connections between Business and IT
b) It enables better exploration of customer needs
c) It creates a cross-functional team
d) It can help guide the transformation

58
Q

What is this statement defining: “A series of activities that have proven to be effective in successfully implementing SAFe”?
a) Train everyone, launch ARTs
b) The SAFe Implementation Roadmap
c) Essential SAFe
d) The SAFe Quickstart Approach

A

a) x Train everyone, launch ARTs
b) The SAFe Implementation Roadmap
c) x Essential SAFe
d) The SAFe Quickstart Approach

PAH: b and d are very strong contenders. The keyword here is ‘successfully implementing SAFe’. d) quickstart focus on proven steps for lauching your first ART. Where as ‘b’ the implementation a more broader/encompassing plan that focuses on strategy for implementing SAFe

“Using SAFe Quickstart Approach, all teams on the ART are trained together, and the first Program Increment (PI) planning session is completed in just one week. …hundreds of rollouts have proven that this is the easiest and most pragmatic way to help 100-plus people transition to the new way of working.

“‘Implementation Roadmap’ consists of an overview graphic and a 14-article series that describes a strategy and an ordered set of activities for successfully implementing SAFe.”

WB 10-20

59
Q

What is the target percentage for the program predictability measure?
a) 80-100%
b) > 80%
c) 70-80%
d) 90-100%

A

a) 80-100%
b) > 80%
c) 70-80%
d) 90-100%

60
Q

Who is the content authority for an Agile Team?
a) The Scrum Master
b) The Product Owner
c) The System Architect
d) The Product Manager

A

a) The Scrum Master
b) The Product Owner
c) The System Architect
d) The Product Manager

Implementing Safe 6.0 (13 decks)

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