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SAFe Quiz Flashcards

1
Q

What are the three pillars of scrum?

A

Transparency, inspection, adaptation

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2
Q

There are two key elements of a Lean-Agile Mindset: Lean thinking and what else?

A

Embracing Agility

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3
Q

What are two critical areas that differentiate Agile from waterfall development? (Choose two.)

A
  • Incremental delivery of value

- Fast feedback

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4
Q

What is the recommended duration of an Iteration in SAFe?

A

Two weeks

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5
Q

What is the recommended frequency for PI Planning in SAFe?

A

Every 8 to 12 weeks

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6
Q

During PI Planning, who owns the planning of Stories into Iterations?

A

Agile Teams

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7
Q

In SAFe, which activity is a Scrum Master’s responsibility?

A

Coordinating with other teams

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8
Q

What is one responsibility of a SAFe Scrum Master?

A

Facilitating an effective team breakout session during PI Planning

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9
Q

Which meeting should the Scrum Master attend (not facilitate)?

A

Scrum of scrums

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10
Q

The skills of a good Scrum Master include which three attributes?

A

Communicate, coordinate, cooperate

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11
Q

An effective Scrum Master is a team-based servant leader who helps the team do what?

A

Embrace relentless improvement through Iteration retrospectives

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12
Q

How does an effective Scrum Master help the team improve on their journey towards technical excellence?

A

By focusing on the importance of Built-in Quality

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13
Q

Which statement is true about scrum?

A

It is a team-based framework

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14
Q

When does the Plan-Do-Check-Adjust cycle occur in Scrum?

A

Across all scrum events

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15
Q

What is the main reason why some teams never reach Stage 4 (Performing) in the stages of high performing teams?

A

Because no one guides them

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16
Q

Effective Scrum Masters apply which coaching behavior?

A

They encourage the team to learn from their mistakes

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17
Q

What is one example of a servant leader behavior pattern?

A

Understands and empathizes with others

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18
Q

What are two good Scrum Master facilitation practices? (Choose two.)

A
  • Ensure all voices are heard

- Create an environment of safety so that everyone feels comfortable contributing to the discussion;

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19
Q

Good coaches do not give people the answer, but instead they do what?

A

They guide people to the solution

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20
Q

Becoming a coach requires a shift from old behaviors to new ones. What are three examples of old behaviors? (Choose three.)

A
  • Focusing on deadlines
  • Driving towards specific outcomes
  • Fixing problems for the team
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21
Q

Which statement is true about teams?

A

Teams are more productive than the same number of individuals

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22
Q

According to the Five Dysfunctions of a Team, what is a team’s ultimate competitive advantage?

A

Teamwork

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23
Q

What is the basis for most team conflicts?

A

Assumptions that have not been discussed

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24
Q

Cadence and what other critical concept are the key constructs to delivering continuous value?

A

Synchronization

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25
Features lend themselves to the Lean UX process model. They include a description, a benefit hypothesis, and what else?
Acceptance criteria
26
Participating in PI Planning enables teams to gain alignment and commitment around a clear set of what?
PI objectives
27
The program board highlights Feature delivery dates, Milestones, and what else for teams on the Agile Release Train?
Dependencies
28
Each PI Planning meeting evolves over time, and ending PI Planning with a retrospective will help to do what?
Continuously improve the event
29
The business must depend on the team for what in order to do any meaningful planning?
Commitment to the plan
30
What are two common PI Planning anti-patterns? (Choose two.)
- Too much time is spent analyzing each Story | - Scrum Masters who work with multiple teams do not have time for their teams
31
During PI Planning, which two tasks are part of the Scrum Master's role in the first team breakout? (Choose two.)
- Facilitate the coordination with other teams for dependencies - Manage the timebox
32
Who commits to the Iteration goals at the end of Iteration planning?
The team
33
What is the name of the event where all team members determine how much of the team's backlog they can commit to delivering during an upcoming Iteration?
Iteration planning
34
Which type of Enabler does a System Architect review during a System Demo?
Enabler Features
35
Why do teams have an Iteration retrospective?
To adjust and identify ways to improve
36
Who can change the backlog during an Iteration?
Agile Team
37
Who is responsible for prioritizing the Iteration backlog?
The Product Owner
38
What is this statement describing? "Agile Teams continuously adapt to new circumstances and enhance the methods of value delivery."
Continuous Improvement
39
What is the purpose of the Plan-Do-Check-Adjust cycle as applied to Iterations?
To provide a regular, predictable development cadence to produce an increment of value.
40
Which three attributes summarize DevOps? (Choose three.)
- A mindset - A culture - A set of technical practices
41
In SAFe, who owns the decision for releasing changes into production?
Product Management
42
What are two anti-patterns for the IP Iteration? (Choose two.)
- To plan work for the IP Iteration during PI Planning | - To wait for the IP Iteration to fix defects
43
Which demo is performed in the IP Iteration?
The PI System Demo
44
When is one time a Scrum Master may be a participant rather than a facilitator?
When using ad hoc teams for Inspect and Adapt
45
How are the 5 Whys used?
To identify a root cause(s) of a problem
46
Which SAFe® Core Value focuses on continuous value delivery?
Program Execution
47
Everyone working toward a common goal via shared objectives is a way to achieve which SAFe Core Value?
Alignment
48
Collective ownership and standards are aspects of which SAFe® Core Value?
Built-in quality
49
Big visual information radiators that show clearly the work of teams across an organization is an example of which SAFe® Core Value?
Transparency
50
What are the SAFe® Core Values? (Choose four.)
- Transparency - Alignment - Built-in Quality - Program Execution
51
How can we achieve transparency?
- Visual graphs or displays - Demos - Honesty and open to admitting mistakes
52
Cadence
Alignment
53
Continuous integration
Built-in Quality
54
Shared Planning
Transparency
55
Teams organize around value
Program Execution
56
What is SAFe?
An organizational structure, where people are aligned around value and can be reorganized as needed when conditions shift.
57
Dual Operating System
The combination of the Value Stream Network (SAFe) & Functional Hierarchy (Waterfall)
58
Conways Law
Teams building a solution based on how they communicate (rather than value)
59
Unplanned Work
80% for most Iterations
60
What is business agility?
Business agility is the ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative business solutions.
61
7 Core Competencies = Business Agility
- Team and Technical Agility - Agile Product Delivery - Enterprise Solution Development - Lean Portfolio Management - Organizational Agility - Continuous Learning Culture - Lean-Agile Leadership
62
System Demo
Every Iteration, the ART demos the Integrated Solution across all teams in a System Demo
63
ART
Agile Release Train
64
Product Management
Vision and Backlog
65
System Architect
Architectural guidance
66
Inspect and Adapt
All teams meet to Retrospect
67
Enterprise Solution Delivery AKA Portfolio
For multiple ARTS for large, complex solutions
68
Solution Management (Enterprise Solution Delivery)
Content Authority across ARTS
69
Architecture Across ARTS (Enterprise Solution Delivery)
Architecture across ARTS
70
Solution Train Engineer (Enterprise Solution Delivery)
Solution Trains(s) events across ARTS
71
Implementation Road Map
The Roadmap is a schedule of events and Milestones that communicate planned Solution deliverables over a planning horizon.
72
Implementation Road Map
Describes the steps or “critical moves” and milestones an enterprise can take to implement SAFe in an orderly, reliable, and successful fashion.
73
Large Solution Leve SAFe
Is used for building complex solutions that require coordination across hundreds of people
74
Portfolio Level SAFe
Aligns strategy with execution and organizes solution development around the flow of value
75
Spanning Palette
Contains various roles and artifacts that may apply to one or more levels of SAFe®
76
Core Competencies
A set of related knowledge, skills, events, and behaviors which enable business agility
77
Foundation
Principles, values, mindset, leadership roles, and implementation guidance to drive change
78
PI Planning
Aligns the entire ART on a common vision and goal.
79
System Demo
Objective evidence provided by a working solution; the primary measure of progress.
80
Inspect and Adapt
Planned time to reflect, collect data, and solve problems.
81
IP Iteration
Dedicated time for innovation, continuing education, PI planning, and inspect and adapt.
82
Lean-Agile Leadership
Enterprise leaders take responsibility for Lean-Agile adoption and success.
83
What is the Scaled Agile Framework (SAFe)?
SAFe is the world’s leading framework for scaling Agile across the enterprise. It provides a knowledge base of proven, integrated principles and practices to support enterprise agility.
84
What are core competencies?
The core competencies are a set of related knowledge, skills, events, and behaviors, which together enable organizations to achieve business agility.
85
What are the 10 Critical ART Success Factors?
The minimum set of elements required to successfully deploy SAFe® across teams of teams.
86
A Fixed Mindset
Says you are the way you are. You are aware of your strengths and weaknesses and don't expect these to change.
87
A Growth Mindset
Says you can create change if you work hard, adapt to feedback, and implement strategies for personal development.
88
Value 1 of the SAFe House of Lean
Respect for people and culture
89
Value 2 of the SAFe House of Lean
Flow
90
Value 3 of the SAFe House of Lean
Innovation
91
Value 4 of the SAFe House of Lean
Relentless Improvement
92
Bottom bar of the SAFe House of Lean
Leadership
93
Individuals and interactions over
processes and tools
94
Working software over
comprehensive documentation
95
Customer collaboration over
contract negotiation
96
Responding to change over
following a plan

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