SAFE 5.0 Test: 75 - What are the three primary keys to implementing flow? (Choose three.) Visualize and limit work in process (WIP) Address the systemic problems Increase capacity Manage queue lengths...




SAFE 5.0 Test:

75 - What are the three primary keys to implementing flow? (Choose three.)


Visualize and limit work in process (WIP)


Address the systemic problems


Increase capacity


Manage queue lengths


Reduce the batch sizes of work


Frequent context switching



76 - Why would an invitation-based implementation approach be used?


The steps are very clear and easy to implement across the Enterprise


This approach supports professional development and career development, concurrently


It engages people by allowing them to choose the implementation


This is 'SAFe out of the box' and requires little planning and setup within the Enterprise



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


 Train leaders and managers and then decide on the next steps


Launch one pilot Agile Release Train (ART) and then learn and adapt


Organize a Value Stream identification workshop to determine the dependencies and to synchronize the Agile Release Train (ART) launch


Propose a large preparation (teams, HR, organization) and then select a date to start the transformation



78 - Relentless improvement, as defined in the Scaled Agile Framework, includes which two activities? (Choose two.)


Applying Lean problem-solving tools and techniques


Building long-term relationships based on trust


Reflecting at key Milestones


Holding people accountable


Holding employee reviews to provide fast feedback



79 - Why is it important to start an Agile Release Train (ART) launch by setting the date for Program Increment (PI) Planning?


To communicate the date to the Lean-Agile Center of Excellence (LACE)


To book conference and meeting rooms well in advance


Because otherwise there is no forcing function


Because without the date it is not possible to know the length of Iterations and Program Increments (PIs)


80 - Ann is invited to help an Agile Release Train (ART) that has struggled through multiple Innovation and Planning (IP) Iterations. They just finished the second Iteration in the Program Increment (PI) and have nothing to demonstrate at the System Demo.




Program stakeholders are really concerned. What should Ann do?




Stop working on any new functionality and fully integrate and test the system; adjust scope based on learnings


Re-plan the current PI: De-scope to leave enough time to integrate what has been built during the IP Iteration


Have every team demonstrate their team increment to the stakeholders separately in the team branch


Re-architect the system so that there are no dependencies between the teams, and integration is not needed



 81 - What are two benefits of 'big room training'? (Choose two.)You have reached the max number of allowed answers


The Program Backlog can be ready for the training


It accelerates launch timelines


Smaller classrooms provide more efficient learning environments


Everyone on the train hears the same message


Leaders do not need to attend multiple times



 82 - At the end of Program Increment (PI) Planning after dependencies are resolved and risks are addressed, a confidence vote is taken. What is the default method used to vote?


Fist of five


Majority voting


Planning estimates


Planning poker



 83 - What occurs during the Agile Release Train (ART) Inspect and Adapt (I&A) event?


Program predictability measure update


Solution Demo


Iteration Review


Iteration Metrics update



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


It allows teams to commit, in advance, to no more than nine months of the Implementation Roadmap, making it more Agile


It creates a visible radiator for the Lean-Agile Center of Excellence's (LACE) daily stand-ups


This form of plan supports preserving options as an aspect of look-ahead planning


Organizations, including stakeholders, will more quickly acclimate to, and adopt, an orderly visual plan for transformation


It allows the teams to ensure executives are not over-controlling the implementation process



85 - What should be used to reinforce the basics in the accelerate step of the Implementation Roadmap?


Using advanced Lean-Agile techniques to build mastery


The ten critical Agile Release Train success factors


The Business Agility self-assessment


Applying learning across the Enterprise


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


It enables better exploration of customer needs


It can facilitate Program Increment (PI) Planning


It can help guide the transformation


It can solve problems between Product and Solution Management



90 - In a Lean-Agile Center of Excellence (LACE) an argument began between Lee, the Director of Software, and Clair, the Vice President of Human Resources.




Clair wants to launch an Efficiency Agile Release Train first since that product was crucial and has a long history of missed deliveries. Lee wants to start with the Simulator Agile Release Train since it is a high-performing group that can transition quickly to SAFe and present a short-term win. Who is right?




Lee is right because explicit requirements allow teams to coast and fail to reach their potential


Neither is right because the quality and correctness of requirements is independent of SAFe team maturity and excellence


The LACE does not participate in deciding what and how teams receive guidance and how they improve


Clair is correct because SAFe teams will self-organize and identify areas for improvement throughout their existence


91 - Time to market is too long and the team is unsure which part of the process is problematic. What should be done first?


Organize a Value Stream mapping workshop and confirm all key participants


Ask leadership for direction


Redo your Metrics and start reporting daily on progress and impediments


Redo your weighted shortest job first (WSJF) calculations and adjust as necessary



 92 - Who facilitates program-level events?


The Release Train Engineer (RTE)


The Solution Train Engineer (STE)


Product Management


The Product Owner



93 - What is this statement defining: "A series of activities that have proven to be effective in successfully implementing SAFe"?


The SAFe Implementation Roadmap


The Scaled Agile Framework


An Agile Release Train (ART)


The SAFe Lean-Agile Principles


94 - When the Lean-Agile Center of Excellence (LACE) acts as an Agile Team, which two team practices are they likely to use? (Choose two.)


Build Lean-Agile Budgets


Use test-driven development


Build a Lean portfolio


Run an Iteration Retrospective


Plan a Program Increment (PI)



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


Creating cross-functional teams


Allocating budgets to Agile Release Trains (ARTs)


Conducting a Program Increment (PI) Planning meeting


Using a Portfolio Kanban system



96 - 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?


Organizational Agility


Business Agility


Team and Technical Agility


Lean Portfolio Management



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


By using the SAFe Implementation Roadmap to script the way for change


By modeling SAFe's Lean-Agile Mindset, values, principles, and practices


By mastering the seven core competencies of the Lean Enterprise


By applying empathic design and focusing on Customer Centricity



 98 - 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.)




Emphasize the value of 'responding to change' from the Agile Manifesto


Explain the benefits of releasing at the end of the Program Increment (PI)


Explain that too much up-front detail demotivates Product Owners as they have almost nothing to do afterwards


Satisfy the immediate need and improve later


Explain the 'understand and exploit variability' principle of product development flow


Illustrate the power of feedback in content decision-making



 99 - How does SAFe describe Customer Centricity?


As a coaching style


As a relationship


As a behavior


As a mindset



100 - When is the ROAM technique used to categorize program risks?


At the Inspect & Adapt (I&A) event


At the Agile Release Train (ART) sync


At Program Increment (PI) Planning


At the Product Owner (PO) sync



 101 - 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.)




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


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


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


Coach the Scrum Masters by establishing a community of practice


 Attend the Release Management meeting to understand possible problems



102 - The accelerate step of the Implementation Roadmap is the beginning of another journey that is based on a foundation of what?


Customer Centricity


Relentless improvement


Agile Product Delivery


Continuous delivery



103 - What is one of the responsibilities of the SAFe Program Consultant (SPC) change agent?


Recommend and implement the Agile lifecycle management tool


Facilitate the Inspect & Adapt (I&A) event


Coach Release Train Engineers (RTEs) on their role


Select Iteration duration length for the Agile Release Train (ART)



104 - What is one issue when organizing around hierarchical functions?


It is not how value flows


It creates Agile business teams


It reduces political tensions


It moves the decision to where the information is



105 - What primary reason for change makes it easiest to drive a transformation across the Enterprise?


Following a market trend


A mission-critical application or Solution is jeopardizing the Enterprise's continued success


The competition has made this change


Leadership has mandated this change be completed as of a specific date



106 - Optimizing flow means identifying what?


Delays


Predictability issues of the train


Key performance indicators


Activities that lack innovation



 107 - What is the recommended order of classes and activities when launching an Agile Release Train (ART) using the quickstart approach?


SAFe for Teams, Program Increment (PI) Planning, SAFe workshops


Leading SAFe, SAFe for Teams, Program Increment (PI) Planning


Introduction to SAFe, SAFe for Teams, Program Increment (PI) Planning


SAFe Implementation Plan, SAFe for Teams, Program Increment (PI) Planning



 108 - Which legacy practice slows the move to Lean Portfolio Management?


Rolling-wave planning


Demand management


Centralized annual planning


Fact-based milestones



109 - An Inspect and Adapt (I&A) event is occurring and a program is trying to address a long-existing problem-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)?




All program teams are cross-functional so every team creates work in multiple areas at the same time


Items in the Program Backlog are large chunks of work at different layers of the system instead of true Features


Teams do not do a good job of task-switching


Stories are too small



110 - Why is it recommended to start with Essential SAFe?


Team- and program-level Agility need to be in place before portfolio practices can be implemented


A smaller number of teams is better when getting started


There are fewer Scrum Masters required


Two-week Iterations are easier to adopt



 111 - Which three actions are needed to launch an Agile Release Train (ART)? (Choose three.)


Decide Iteration and Program Increment cadence


Identify Shared Services


Have a strategy for unit testing and test automation


Identify the System Team


Identify who will set the business context


Identify the Release Train Engineer (RTE)



 112 - What is the foundation of the SAFe House of Lean?


Value


Leadership


Relentless improvement


Flow



113 - What is the right use for the Introducing SAFe resource?


Train Agile Teams before Program Increment (PI) Planning


Train Agile Release Train (ART) leadership before launching the ART


Introduce stakeholders to SAFe to drive interest in SAFe training


Train leaders and executives who do not have time for Leading SAFe



114 - What are the top two reasons for adopting Agile in an organization? (Choose two.)


To accelerate product delivery


To reduce risk by centralizing decision-making


To enhance the ability to manage changing priorities


To reduce project cost


To increase predictability by reducing changes



 115 - How does SAFe provide a second operating system that enables Business Agility?


By building up large departments and matrixed organizations to support rapid growth


By focusing on customers, products, innovation, and growth


By creating stability and hierarchy


By achieving economies of scale



116 - SAFe's first Lean-Agile Principle includes 'Deliver early and often' and what else?


Apply systems thinking


Apply cadence


Deliver value incrementally


Decentralize decision-making



117 - There are two Value Streams in SAFe. One is the Operational Value Stream. What is the other?


System Value Stream


Development Value Stream


Customer Centricity Value Stream


Release on Demand Value Stream



118 - Who is part of the development Value Stream?


Everyone in a Lean Enterprise


Everyone needed to build the systems that the operational Value Streams use


Everyone used to build the business Solutions that Customers use


Everyone who is part of the operational Value Stream



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


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


To help facilitate the first Program Increment (PI) Planning process


To have a better prepared initial Program Backlog for the first Program Increment (PI) Planning


Because training the leaders for the first time should not occur with the teams



120 - Which statement is a value from the Agile Manifesto?


Individuals and interactions over tools and documentation


Individuals and interactions over teams and contracts


Individuals and interactions over contract negotiation


Individuals and interactions over processes and tools



121 - What are two significant risks that can be understood from the program board? (Choose two.)


No work is planned for the Innovation and Planning (IP) Iteration


Team work in process (WIP) limits are being ignored


A Feature has an excess of dependencies and risks associated with it


Features are being delivered at the end of the last Iteration


Teams do not understand their Features and Epics



122 - What do Agile Release Trains (ARTs) realize?


Business Value Streams


Operational Value Streams


Development and operational Value Streams


Development Value Streams



 123 - Who is the content authority for an Agile Team?


The Product Owner


The subject matter expert


The Scrum Master


The Agile coach


124 - What is the target percentage for the program predictability measure?


90-100%


50-75%


70-80%


80-100%



125 - What are two areas of focus when coaching the Inspect and Adapt (I&A) event? (Choose two.)


Make sure all Scrum Masters are working as a single problem-solving team to surface and resolve systemic impediments


Verify that no two teams are working on the same problem during the problem-solving workshop


Prepare, in advance, the data for the quantitative section


If all key people cannot attend, delay the event as complete participation is key to its success


Make sure the event finishes with clear improvement items for the Program Backlog



 126 - What does Dunbar's number provide guidance for in the Scaled Agile Framework?


The maximum number of applications considered for one Value Stream


The minimum number of teams on an Agile Release Train (ART)


The ideal number of people who participate in Program Increment (PI) Planning


The number of members on a self-managing, self-organizing Agile Release Train (ART)



127 - Why launch an ART using the quickstart approach?


It makes it much clearer to stakeholders that waterfall is not a good investment


It reduces the number of Scrum Masters required to support SAFe teams


It increases engagement and focuses everyone all at once and with purpose and intent


It allows the teams to begin with Program Increment (PI) Planning and then reinforcing the knowledge by learning SAFe for Teams the next day



128 - Which two disciplines are necessary for a learning organization? (Choose two.)


Lean Budgets


Personal mastery


Design Thinking


Continuous Exploration


Mental models



129 - When calculating weighted shortest job first (WSJF), job size or duration is used as the denominator. What is the numerator?


Cycle time


Cost of delay


Lead time


Total cost of ownership



130 - Which two areas are part of the SAFe Core Values? (Choose two.)


Responding to change over following a plan


Program execution


Working software over comprehensive documentation


Transparency


Built-in questioning



131 - After launching the first Agile Release Train (ART), what should be the next train to launch?


A train in a different portfolio to spread the Lean-Agile Mindset across the Enterprise


A train that has considerable challenges regardless of where it is in the organization


A train in the same Value Stream to leverage the full flow of value


A train in a different Value Stream to start building the Lean portfolio


Dec 05, 2021
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