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