4 core values

Architectural runway

SAFe house of lean (roof, foundation & 4 pillars)
Roof
Foundation
4 pillars

3 dimensions/parts of lean agile leadership
Mindset & principles
Lead by example
lead change

5 behaviors of a leader
Know what authenticity means
Emotional intelligence
3
4
5

Lean portfolio management
Aligns strategy/business and execution by applying lean and systems thinking

Lean budget and guard rails
Funding governance practices increase development throughput while maintaining financial and fitness for use governance (support budgets)

Team and technical agility core competency (core comps?)
Has built in quality (which means?)

Implementation roadmap: what do you do first?

Implementation roadmap: what do you do after training leads
ID value streams and ARTs

Implementation roadmap: what do you do after launching ARTs
launch more ARTs in the same value stream to continue/accelerate flow of value

What is the tipping point?

What is needed to implement change/transformation
Forcing function (which is?…)

Role of business owner…
Adds value to team PI objectives?

Role of SPC (article, be familiar…)
Coaches RTE roles
Coaches ART execution…

What 3 things are needed to launch an ART?
(What’s on the ART checklist?)
1
2
3

Lean portfolio management and budgeting empowers stakeholders to
adapt the current backlog and roadmap context (lesson 5)

What are dunbar’s numbers? (pg.230)

of members on a self managing, self organizing ART

ARTs are most efficient with how many people? (range)
50-125 people

Whats on the agenda during an I&A (Inspect & Adapt)

1. PI system demo
2. Quant qual measurement or program predictability measure update
3. Problem solving workshop
   …?

SAFe defines relentless improvement as…
applying lean problem solving tools and techniques, and reflecting at key milestones

Know the agile manifesto
…

How does SAFe extend the agile manifesto foundation to the level of team of teams
By promoting face to face conversations across the teams

What are principles 1-5 of lean?
…

Forcing function is used to start…
PI planning date

What are principles 6-10 of lean? (most important)

What is principle 10 of lean?
…organizing around value

What is the use of foundations? (?)
Train agile teams before PI planning

What are 2 ways to evolve the solution intent from variable to fixed? (pg. 286+)
Trade studies and modeling

What is the Kanban solution?
A tool used to manage capabilities evolution

What happens after the analyzing stage?
Program management approves and then places in actual backlog

The program predictability measure looks for what range?
80-100%

What is little’s law?
Reduce queue lengths (faster processing time, shorter queue lengths)

To leverage the full flow of a value stream, where do you launch an additional ART?
In the same value stream

PI planning SAFe article…

Logistics readiness?

Purpose of PI planning review
Make adjustments to PI scope and make program adjustments

The program board helps show
dependencies between teams, milestones, and features

How is a confidence vote done?
Fist of five, each team votes, then repeated for entire ART with everyone voting

What do you do if your time to market is too long? Team says the process is problematic?
Organize a VSM (Value Stream Map) workshop

If an argument begins in LACE, what will happen
ARTs facing significant challenges will improve

During I&A, a problem of PI commitments was found. How do you solve uncontrollable amounts of WIP?
Make smaller features/stories (batch sizing)

New team members to Agile are having problems running events. What can SPC do?
Attend retrospectives
Coach with a community of practice
Facilitate training???

Essential SAFe is…
The team and program agility needed before portfolio practices can be implemented.
Provides adequate for needs of most orgs.

Implementation roadmap: What is the call to action for promoting SAFe with execs?
Train leaders and managers step

What 2 significant risks can be understood from the program board?
Team WIP limits
If a feature has an excess of dependencies and risks associated with it

When LACE acts as an agile team, which practices will they be likely to use?
Iteration retrospective
Use test driven development
Daily standup

As an SPC coaching I&A, make sure scrum masters…
are working as a single problem solving team

After final PI plan review is when you…
groom the risks??

Why do you start a business transformation?
A mission critical solution (or app) is jeopardizing the enterprises continued success (the burning platform)

Why is quickstarting an ART an effective approach?
Increases engagement
Focuses everyone all at once

What activities are included in the quickstart approach?
Training (SAFe for Teams)
PI planning
Workshops (SAFe)

If a team has produced nothing for the product demo…
Stop working on new functionality, adjust scope based on learning

Possible problems to address when coaching an ART sync
Features keep moving to next iteration with nothing being removed from PI
All time is spent focused on current PI with no time spent planning the next PI

What is the ART sync?

Top 2 reasons for adopting SAFe
Accelerate product delivery
Business agility, (enhance ability to manage changing priorities)

Centralized annual planning is
The no bueno traditional approach to lean portfolio management

John Carter taught that
a guiding coalition helps…guide the transformation

Relentless improvement accelerates…
??? the step of implementation in the beginning of another journey…

You can gain trust between the business and development teams by
being predictable in delivery

Customer centricity is a
mindset

Every person that builds a solution should be
part of the development value stream
(not the operational value stream)

What does the Workshop toolkit do?

What does the Ready checklist toolkit do?

What does the SAFe toolkit do?

What does the Essential SAFe (for execs) toolkit do?

What does the LPM execution toolkit do?

What does the I&A toolkit do?

What does the PI Planning toolkit do?

To achieve meaningful and lasting change, author John P. Kotter notes that a _ is needed
“sufficiently powerful guiding coalition” of stakeholders

A powerful guiding coalition requires 4 things:

• Leaders who set vision, show the way, remove impediments
• Practitioners, managers, change agents to implement prcs changes
• organizational credibility to be taken seriously
• expertise to make fast, intelligent decisions

values of the agile manifesto
Inidivudals and interactions over processes and tools; working software over comprehensive documentation; customer collaboration over contract negotiation; responding to change over following a plan

How many principles of the agile manifesto are there?
12

(Agile principle) what is highest priority?
Satisfy customer through early and continuous delivery of valuable software

(Agile principle) what do agile processes harness for the customer’s competitive advantage?
Change / welcome changing requirements

(Agile principle) when should working software be delivered?
Frequently- couple weeks to a couple months with preference for shorter timescale

(Agile principle) who must work together throughout the project? With what frequency?
Business people and developers- daily!

(Agile principle) around whom should we build projects?
Motivated people- give them environment, support, and trust needed to get the job done

(Agile principle) what’s the most efficient and effective method of conveying information to and within a development team?
Face to face conversation

(Agile principle) what is the primary measure of progress?
Working software

(Agile principle) what do agile processes promote?
Sustainable development. Sponsors, developers and users should be able to maintain a constant pace indefinitely

(Agile principle) what enhances agility?
Continuous attention to technical excellence and good design

(Agile principle) what is essential to maximize in agile processes?
Simplicity! The art of work not done

(Agile principle) what emerges from self organizing teams?
The best architectures, requirements and designs

(Agile principle) what must teams do at regular intervals?
Reflect on how to become more effective- tune and adjust behavior accordingly

What is the House of Lean?
Goal (roof): Value, Foundation: Leadership, (pillars): Respect for People and culture, Product Development Flow, Innovation, relentless improvement

(House of lean) key principles of flow
Understanding full value stream, visualizing and limiting WIP, reducing batch sizes, managing queue lengths, eliminating waste and removing delays

What is gemba?
A go-see where the products and solutions are created and used (no useful improvement was ever invented at a desk)

(House of lean) What are key parts of relentless improvement?
Optimize the whole, it parts of an org and dev process; reinforce problem solving mindset of org; apply retrospectives at key milestones; apply lean tools and techniques to determine fact based root cause of problems,; base improvements on facts

What is the spanning palette?
In SAFe, the various roles and artifacts and roles that may apply to a specific team, ART, large solution or portfolio context. Can be small or large and configurable based on needs of the org.

How many elements are in the spanning palette?
8

What elements are in the spanning palette?
Vision, roadmap, milestones, shared services, COP (community of practice), system team, lean UX, metrics

What are the 10 SAFe lean agile principles?
1-Take an economic view; 2- apply systems thinking; 3- assume variability and preserve options; 4- build incrementally with fast, integrated learning cycles; 5- base milestones on objective evaluation of working systems; 6- visualize and limit Work in Progress, reduce batch sizes and manage queue lengths; 7- apply cadence- synchronize with cross domain planning; 8- unlock the motivation of knowledge workers; 9- decentralize decision-making; 10- organize around value

What is PI planning?
Provides opp for biz and technical arms of a solution to be integrated and evaluated in one time (~6 times) on a cadence

What are 3 primary purposes of PI planning?
1- milestone to assess current state of a solution; 2- realigns all stakeholders to a shared tech and biz vision; 3- teams plan and commit to next PI.

What are SAFe core values?
Alignment, quality, transparency, program execution

What are the three types of culture in organizations?
Pathological, bureaucratic, generative

What are the characteristics of a generative culture?
Authenticity, emotional intelligence, lifelong learning, growing others, decentralized decision making

How big are agile teams?
5-11 people

What is an agile team comprised of?
Team members, plus a product owner (manages backlog with eye on customer needs); plus a scrum master (team coach removing impediments, keeping flow, strives at relentless improvement)

How is a user story framed
As a (user role), I want (activity) to, so that (business value)

What comprises an agile team backlog?
User and enabler stories

What do enabler stories do?
Describe work needed to build architectural runway for dev and delivery of future business features

What is scrum?
Lightweight, team-based process fostering fast feedback and quick iterative dev of a solution (teams define, build, test and maybe even deploy in fast sprints)

In what time increments do agile teams work?
1-2 weeks

How do agile teams estimate their work?
With story points – a single number representing combo of qualities: volume, complexity, knowledge, uncertainty. They are measured relative to each other.

What happens during PI planning?
An agile team reviews and estimates stories, defines acceptance criteria, splits into smaller stories as needed, determines what they can deliver during iteration based on story points, commits to iteration goals

What is DSU?
Daily stand up employed by agile teams during an iteration period to remove blockers and reports on advancement in iteration goals

What happens at the end of an iteration period?
iteration review (team demo of software), and team retrospective

How large is an agile release train?
50-125 people

What is the mission of the agile release train?
They develop, deliver and (maybe) operate one or more solutions, based around a common business and technology mission centered on value

Who facilitates Agile Release Train execution?
Agile teams, plus: Release train engineer, product management, system architect/ engineering, business owners, customers, (sometimes: system teams and shared services)

What is the continuous delivery pipeline?
Agile teams use it to ensure flow: new pieces of functionality are ushered through from ideation to on-demand release of value to the customer. Small features go through this pipeline to provide feedback and allow course correction

Agile Definition of done
Acceptance criteria have been met, tests are automated, all tests have been passed, NFRs have been met, no must fix defects, relevant documentation updated. These DOD agreements line teams around what quality means and how it is built into the solution.

What are the three dimensions of agile product delivery?
1- customer centricity and design thinking, 2- develop on cadence, release on demand, 3- dev ops and the continuous delivery pipeline

What are the three core elements of the continuous delivery pipeline?
Continuous exploration, continuous integration, continuous deployment- as realized by an Agile Release Train

What is customer centricity ask of teams?
Focus on the customer, understand the customer’s needs, think and feel like the customer, build whole product solutions, create customer lifetime value

How does design thinking measure success of products or solutions?
Desirability, feasibility, viability, sustainability

What are the three main activities in design thinking?
Understand the problem (discover, define), design the right solution (develop, design), validate that the solution is sustainable (returns more than cost to dev and maintain)

Empathy maps
In design thinking, it’s A way to better understand a users needs and mindset when interacting with a new interface or system- (who, what they do; hear, see, needs, think/ feel, say?)

What are the start and end points in a value stream?
Start with a customer need, and end in cash

What are customer journey maps?
Illustrate Customer experiences that they have as we navigate a product from first engagement to achieving their objectives

What are user story maps?
Establish a relationship between user activities and features and user stories – help organize and prioritize stories

What are program increments?
Larger time box (8-12 wks) / planning interval that consists of multiple iterations during with an ART delivers incremental value in form of working, tested solutions. 3-5 development iterations in one PI followed by one IP (innovation and planning) iteration

What is a program backlog?
It defines the work of a train, consists of features intended to address user needs and deliver biz benefits. Comprised of features and benefit hypotheses

Who is responsible for developing and maintaining the backlog?
The product manager

How does SAFe prioritize the program backlog?
Weighted shortest job first

What is weighted shortest job first?
Cost of Delay / job duration (SAFe uses relative job size as a proxy for duration).

What are the three components used to quantify cost of delay?
User business value + time criticality + risk reduction and opportunity enablement

What is the Fibonacci sequence?
this is the series of numbers in which the first two terms are 0 and 1 and each number that follows it eh sum of the previous two. Used as a measure of relativity in agile.

,1,1,2,3,5,8,13,21..

When does a PI planning event occur?
Over two days, usually during the IP iteration of a PI

What does a day 1 agenda of PI planning typically comprise?
Business context (biz owner or at exec), product vision (by upcoming features, presented by PM), architecture vision and dev practices (systems architect/ engineering or cto), planning context (RTE), team breakouts (capacity, backlog, plans, for each iteration), draft plan review, mgmt review and problem solving

What is a program board?
Used during PI planning, visualizes and tracks dependencies and oops to eliminate or reduce them

Day 2 PI planning agenda?
Planning adjustments (mgmt), team breakouts (finalize objectives for PI), final plan review and lunch, program risks (ID problems, apply ROAM), confidence vote (fist of 5), plan rework (if needed), planning retrospective and moving forward (led by RTE)

What are ART syncs?
RTE facilitates weekly scrum and scrums and PO syncs – sometimes together, sometimes apart

What is a system demo?
Occurs every two week to provide integrated view of all teams’ work delivered by ART over past iteration (fact based measure of system level progress and velocity within the PI). Everyone up to execs attend and give feedback

What is the innovation and planning iteration?
It is an estimating buffer for meeting PI objectives and provides time for innovation, continuing education, PI planning and inspect and adapt events

What is ‘inspect & adapt’?
Happens at end of PI during IP iteration where current state of solution is demo’d and evaluated by ART. The adapt part is ID’ing improvement backlog via workshop/ restrospective

What does SMART stand for?
Scientific, measurable, achievable, realistic, time-bound

What aid DevOps?
Aligns dev, ops, biz, info security, alert by sharing work and responsibility for accelerating delivery

What is the CALMR approach?
The 5 concepts of dev ops: culture (of shared responsibility), automation (of continuous delivery pipeline), lean flow (accelerates delivery), measurement (of everything), recovery (enables low risk releases)

What must management do for a successful Agile transformation?
Commit to quality and be the change agent in the system

How does SAFe provide a second operating system that enables Business Agility?
By focusing on customers, products, innovation, and growth

What is Business Agility?
The ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative business Solutions.

What are the last three steps of the SAFe Implementation Roadmap?
Launch more Agile Release Trains and Value Streams, extend to the portfolio, accelerate

What can be used as a template for putting SAFe into practice within an organization?
SAFe Implementation Roadmap

Which of the core competencies of the Lean Enterprise helps align strategy and execution?
lean portfolio management

What is the foundation of the SAFe House of Lean?
Leadership

The House of Lean is a classic metaphor describing the mindset essential for Lean thinking. Which one of the four pillars advocates a ‘Go See’ mindset?
Innovation

Which statement fits with the SAFe Core Value of Built-in Quality?
You cannot scale crappy code

Which statement is a value from the Agile Manifesto?
respond to change

When basing decisions on economics, how are lead time, product cost, value, and development expense used?
To identify different parameters of the economic framework

Which is an aspect of systems thinking?
Optimizing a component does not optimize the system

What are the three primary keys to implementing flow? (Choose three.)
Reduce the batch sizes of work;Visualize and limit work in process (WIP);Manage queue lengths;

What is an example of applying cadence-based synchronization in SAFe?
Teams align their iterations to the same schedule to support communication, coordination, and system integration

What is one benefit of unlocking the intrinsic motivation of knowledge workers?
To provide autonomy with purpose, mission, and minimum constraints

What is the biggest benefit of decentralized decision-making?
delivering value in shortest sustainable lead time

What is the basic building block when organizing around value?
Agile Teams

What is one issue when organizing around hierarchical functions?
It is not how value flows

The Agile Release Train uses which type of teams to get work done?
Cross-functional teams

Product Management has content authority over the Program Backlog. What do Product Owners have content authority over?
Team Backlog

What is part of the role of Product Management?
To prioritize the Program Backlog

Which two quality practices apply to Agile teams? (Choose two.)
???

Design Thinking identifies at least four new ways to measure success. What are two of those ways? (Choose two.)
Desirability;Sustainability Desirable – Do customers and users want the solution? Feasible – Can we deliver the right solution through a combination of build, buy, partner, or acquire endeavors/activities?
Viable – Is the way we build and offer the solution creating more value than cost? For example, in a for-profit enterprise, are we profitable?
Sustainable – Are we proactively managing our solution to account for its expected product-market lifecycle?© Scaled Agile, Inc.Include this copyright notice with the copied content.Read the FAQs on how to use SAFe content and trademarks

What is the impact of Customer Centricity?
to understand the customer’s needs

Which statement correctly describes one aspect of the team’s commitment at the end of PI Planning?
A team does not commit to uncommitted objectives

Which two statements are true about uncommitted objectives? (Choose two.)
Uncommitted objectives help improve the predictability of delivering business value since they are not included in the team’s commitment or counted against teams in the program predictability measure. Uncommitted objectives are used to identify work that can be variable within the scope of a PI

What is considered an anti-pattern when assigning business values to team PI Objectives?
All PI Objectives are given a value of 10

On day two of PI Planning, management presents adjustments based on the previous day’s management review and problem solving meeting. What is one possible type of adjustment they could make?
Adjust business priorities

What is found on a program board?
Features

Who has content authority to make decisions at the User Story level during Program Increment (PI) Planning?
Product Owner

In the Program Kanban some steps have work in process (WIP) limits. Why is this necessary?
To ensure large queues are not being built

What is one of the Agile Release Train sync meetings?
The Agile Release Train meeting (Art-Sync) helps to follow up the progress of the program and to solve important problems (impediments). The following is handled in this meeting: Global progress on objectives and features. Risks and issues that need to be escalated to other teams or to the program level. Ans: scrum of scrums

Which statement is true about the Innovation and Planning (IP) Iteration?
Without the IP Iteration, there is a risk that the ‘tyranny of the urgent’ outweighs all innovation activities

What is one component of the Continuous Delivery Pipeline?
Continuous Exploration (CE), Continuous Integration (CI), Continuous Deployment (CD), and Release on Demand.

Which statement is true about DevOps?
Devops is an approach to bridge the gap between development and operations

If a program repeatedly shows separate Feature branches rather than a true System Demo, which practice should be reviewed to address the issue?
Continuous Integration

What is the best measure of progress for complex system development?
System Demo

What can be used to capture the current state of the portfolio?
The current state canvas represents the as-is state for the portfolio, enabling alignment of the organization on its structure, purpose, and status. One way to capture the current state is to assemble one or more teams to create a shared understanding. The team should include the Agile Release Train (ART) and value stream Business Owners, Lean Portfolio Management (LPM), Epic Owners, Architects. RTEs, Product and Solution Managers, Product Owners and other portfolio stakeholders© Scaled Agile, Inc.Include this copyright notice with the copied content.Read the FAQs on how to use SAFe content and trademarks here:https://www.scaledagile.com/about/about-us/permissions-faq/Explore Training at:https://www.scaledagile.com/training/calendar/

Which statement accurately characterizes Strategic Themes?
They are business objectives that connect the SAFe portfolio to the Enterprise business strategy

What is a minimum viable product?
A minimal version of a new product used to test a hypothesis

How is the flow of Portfolio Epics managed?
Portfolio epics are made visible, developed, and managed through the Portfolio Kanban system where they proceed through various states of maturity until they’re approved or rejected. Before being committed to implementation, epics require analysis. Epic Owners take responsibility for the critical collaborations required for this task, while Enterprise Architects typically shepherd the enabler epics that support the technical considerations for business epics.© Scaled Agile, Inc.Include this copyright notice with the copied content.Read the FAQs on how to use SAFe content and trademarks. Ans: portfolio kanban

What is the last step in Kotter’s approach to change management?
1: Create Urgency.
2: Form a Powerful Coalition
3: Create a Vision for Change.
4: Communicate the Vision
5: Remove Obstacles
6: Create Short-Term Wins
7: Build on the Change
8: Anchor the Changes in Corporate Culture

What can be used to script the change to SAFe?
The Implementation Roadmap

What is one Guardrail on Lean Budget spend?
Learning Milestones as objective measurements
Participatory budgeting
Spending caps for each Agile Release Train
Continuous Business Owner engagement
Continuous Business Owner engagement

Core Competencies of the Lean Enterprise
Lean-Agile Leadership
Team and Technical Agility
DevOps and Release on Demand
Business Solutions and Lean Systems Engineering
Lean Portfolio Management

SAFe Configurations
Full
Large Solution
Portfolio
Essential

SAFe Core Values
Alignment
Transparency
Built-in Quality
Program Execution

Steps of SAFe Implementation Roadmap
Reaching the Tipping Point
Train Lean-Agile Change Agents
Train Executives, Managers, and Leaders
Create a Lean-Agile Center of Excellence
Identify Value Streams and ARTs
Create the Implementation Plan
Prepare for ART Launch
Train Teams and Launch the ART
Coach ART Execution
Launch More ARTs and Value Streams
Extend to the Portfolio
Sustain and Improve

Why SAFe?
Engagement
Time-to-Market
Quality
Productivity

Pillars of SAFe House of Lean
Respect for people and culture
Flow
Innovation
Relentless improvement

What is the purpose of the House of Lean?
To deliver value in the shortest sustainable lead time.

Value Statements of Agile Manifesto
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan

Principles of Agile Manifesto

• Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
• Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage.
• Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
• Business people and developers must work together daily throughout the project.
• Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
• The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
• Working software is the primary measure of progress.
• Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
• Continuous attention to technical excellence and good design enhances agility.
• Simplicity–the art of maximizing the amount of work not done–is essential.
• The best architectures, requirements, and designs emerge from self-organizing teams.
• At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

SAFe Lean-Agile Principles

• Take an economic view
• Apply systems thinking
• Assume variability; preserve options
• Build incrementally with fast, integrated learning cycles
• Base milestones on objective evaluation of working systems
• Visualize and limit WIP, reduce batch sizes and manage queue lengths
• Apply cadence, synchronize with cross-domain planning
• Unlock the intrinsic motivation of knowledge workers
• Decentralize decision-making

If you only quantify one thing, what should it be?
The cost of delay

What are the top and bottom curves of the cone of uncertainty?
Top: Flexible specifications
Bottom: Design sets

What does PDCA stand for?
Plan
Do
Check
Adjust

Why do phase gate milestones cause problems in traditional waterfall development?
They fix requirements and designs too early, which result in adjustments being too late or to costly.

What do large batch sizes increase?
Variability

High utilization causes what?
Increased variability

Which is the most important batch?
The handoff batch

Higher transaction costs result in what?
Higher optimum batch size

Higher holding costs result in what?
Lower optimum batch size

Reducing transaction costs does what two things?
Reduces total costs
Shifts optimum batch size lower

Reducing batch size does what four things?
Increases predictability
Accelerates feedback
Reduces rework
Lowers cost

Automation reduces what?
Transaction cost

Smaller batches reduces what?
Holding cost

Long queues create what 5 things?
Longer lead times
Increased risk
More variability
Lower quality
Less motivation

What is Little’s Law?
Average wait time = average queue length / average processing time

According to Little’s Law, which two things decrease wait?
Faster processing time
Shorter queue lengths

What are the benefits of cadence?

• Converts unpredictable events into predictable ones and lowers cost
• Makes waiting times for new work predictable
• Supports regular planning and cross-functional coordination
• Limits batch sizes to a single interval
• Controls injection of new work
• Provides scheduled integration points

What are the benefits of synchronization
Causes multiple events to happen at the same time
Facilitates cross-functional tradeoffs
Provides routing dependency management
Supports full system and integration assessment
Provides multiple feedback perspectives

What is the definition of a knowledge worker?
A worker who knows more about the work they perform than their bosses

What are the types of decisions to centralize?
Infrequent
Long-lasting
Significant economies of scale

What are the types of decisions to de-centralize?
Frequent
Time critical
Require local information

Value Stream
The sequence of steps to deliver value to the customer

Find the kidney
A thinking tool to identify the value stream within which to build one or more agile release trains

Key Roles of the Dev Team
Create and refine user stories and acceptance criteria
Define, build, test, and deliver stories
Develop and commit to Team PI Objectives and Iteration plans

Key Roles of the Product Owner
Defines and accepts stories
Acts as the customer for developer questions
Works with Product Management to plan Program Increments

Key Roles of the Scrum Master
Coach Agile team and facilitate team meetings
Removes impediments; protects team from outside influence
Attends Scrum of Scrum meetings

What are the dimensions of Built-in Quality?
Flow
Architecture & Design Quality
Code Quality
System Quality
Release Quality

Size of Agile Release Train
5-12 teams
50-125 individuals

Release Train Engineer
Chief Scrum Master for the ART

System Architect/Engineering
Provides architectural guidance and technical enablement to the teams on the train

Business Owners
The key stakeholders on the agile release train

Product Management
Owns, defines and prioritizes the Program Backlog

System Team
Provides process and tools to integrate and evaluate assets early and often

What is the duration and timing of PI Planning?
Two days every 8-12 weeks (10 weeks is typical)

What are the inputs and outputs of PI Planning?
Inputs: Business Context, Vision & Roadmap, and top 10 features
Outputs: Committed PI Objectives and Program Board

Team Objectives
Business summaries of what each team intends to deliver in the upcoming PI

Stretch objectives help improve what?
The predictability of delivering business value

Size of a feature
Fits into one PI for one ART

Size of a story
Fits into one iteration for one team

What is velocity?
The sum of the points for all the completed stories that met the definition of done in that iteration.

What is capacity?
The portion of the team’s velocity that is actually available for any given iteration.

Define ROAM
Resolved
Owned
Accepted
Mitigated

What are the Program PI Objectives?
A synthesis of each team’s PI objectives

Business benefits of PI Planning

• Establishing face-to-face communication across all team members and stakeholders
• Building the social network the ART depends upon
• Aligning development to business goals with the business context, Vision, and Team and Program PI objectives
• Identifying dependencies and fostering cross-team and cross-ART collaboration
• Providing the opportunity for ‘just the right amount’ of architecture and Lean User Experience (UX) guidance
• Matching demand to capacity, eliminating excess Work in Process (WIP)
• Fast decision-making

Elements of continuous delivery pipeline
Continuous Exploration
Continuous Integration
Continuous Deployment

ART Sync is composed of what two ceremonies?
Scrum of Scrums
Product Owner Sync

DevOps definition
An agile approach to bridge the gap between development and operations to deliver value faster and more reliably

CALMR Approach to DevOps
Culture
Automation
Lean flow
Measurement
Recovery

When prioritizing the backlog what items do you give preference to?
Higher cost of delay
Shorter duration

Weighted Shortest Job First (WSJF)
WSJF = Cost of Delay / Job size

Elements of Continuous Exploration
Hypothesize
Collaborate and research
Architect
Synthesize

Elements of Continuous Integration
Develop
Build
Test end-to-end
Stage

A full system demo should occur how often?
Every two weeks

Elements of Continuous Deployment
Deploy
Verify
Monitor
Respond

Architectural Runway
Consists of the existing code, components and technical infrastructure necessary to support implementation of prioritized, near-term features, without excessive redesign and delay.

Innovation and Planning (IP) Iteration facilitates what things?
Reliability
Program Increment readiness
Planning
Innovation

Components of Inspect & Adapt
PI System Demo
Quantitative Measurement
Problem-Solving Workshop

Risks of not having an IP Iteration

• Lack of delivery capacity buffer
• Little innovation, tyranny of the urgent
• Technical debt grows
• People burn out
• No time for teams to plan, demo or improve together

Solution Intent
Single source of truth as the intended and actual behavior of the Solution

Practices of building large solutions with SAFe

• Build solution components and capabilities with ART’s
• Build and integrate the solution with a Solution Train
• Capture and refine systems specifications as fixed/variable solution intent
• Apply multiple planning horizons
• Architect for scale, modularity, release-ability, and serviceability
• Manage the supply chain with systems of systems thinking
• Apply “continue-ish” integration
• Continually address compliance concerns

Solution Roadmap
Multi-year vision, milestones, events and roadmap

Goals of Model-based Systems Engineering
Explore alternatives and learn faster
Support compliance and impact analysis
Generate documentation
Build model quality in

Components of solution intent
Specifications
Design
Tests

Solution
Products, services, or systems delivered to the customer, whether internal or external to the enterprise

Solution Context
Identifies critical aspects of the operational environment for a Solution. It provides an essential understating of requirements, usage, installation, operation, and support of the solution itself. Also heavily influences opportunities and constraints for Release on Demand.

Components of Lean Portfolio Management (LPM)
1 Strategy & Investment Funding
2 Agile Portfolio Operations
3 Lean Governance

Options to organize SAFe Portfolios
One Portfolio per Line of Business (LoB)
Logical groups of products

Horizons for guiding investments
1 Core businesses
2 Emerging opportunities
3 Ideas down the road

Parts of SAFe investment horizon model
Evaluating
Emerging
Investing
Extracting
Retiring

What do we fund?
Value Streams

Functions of strategy & investment funding
Connect the portfolio to the enterprise strategy
Maintain the portfolio vision
Fund value streams
Establish portfolio flow

Primary roles at SAFe portfolio level
Lean Portfolio Management
Epic owners
Enterprise architects

Strategic themes
Differentiating, specific, and itemized business objectives that connect a portfolio to the strategy of the enterprise

What tool does the LPM use to envision the future state?
SWOT Analysis

Portfolio canvas
Describes how a portfolio of solutions creates, delivers and captures value for an organization

Portfolio kanban
A method used to visualize and manage the analysis, prioritization and flow of portfolio epics from ideation to implementation and completion

Process states of portfolio kanban
1 Funnel
2 Reviewing
3 Analyzing
4 Portfolio backlog
5 Implementing
6 Done

When is an epic considered done?
When the epic hypothesis is proven or disproven

What is the definition of a Minimum Viable Product?
The smallest portion of the epic needed to understand whether the epic hypothesis is validated.

Leading Indicators
Actionable metrics focused on measuring specific early outcomes using objective data

Net Promoter Score (NPS)
The degree to which current customers will recommend a product, service, or company.
NPS = Promoters [9-10] – Detractors [0-6]

Parts of epic hypothesis statement
Value statement
Business outcome hypothesis
Leading indicators
Non-functional requirements (NFR’s)

What are some of the results of project-based, cost center budgeting
Slow, complex budgeting process
Leads to utilization-based planning and execution
Slow program throughput
Moving people to the work (BAD)

Why fund value streams?
No costly and delay-inducing project cost variance analyses
No resource reassignments
No blame game for project overruns

Lean budget guardrails
Guiding investments by horizon
Utilize capacity allocation
Approve Epic initiatives
Continuous business owner engagement

Key responsibilities of Agile Portfolio Operations
Coordinate Value Streams
Support program execution
Drive operational excellence

Key responsibilities of Lean Governance
Forecast and budget dynamically
Measure Lean portfolio performance
Coordinate continuous compliance

What is the recommended frequency that the LPM should adjust value stream budgets?
Twice per year

Kotter’s 8 steps for leading organizational change

1. Establish a sense of urgency
2. Create the guiding coalition
3. Develop a vision and strategy
4. Communicate the change vision
5. Empower the broad-based action
6. Generate short-term wins
7. Consolidate gains and produce more change
8. Anchor new approaches in the culture

What system is the SAFe Implementation Roadmap based on?
John Kotter’s 8 Steps for Leading Organizational Change

Tipping point
The point at which the overriding momentum is to change, rather than resist it

Primary reasons for reaching the tipping point
1 Burning platform
2 Proactive leadership

SAFe Guiding Coalition members
SPC’s
Trained Lean-Agile leaders
Lean Agile Center of Excellence (LACE)

What makes an effective guiding coalition?
Enough powerful people to drive change
Expertise to make informed & quick decisions
Credibility
Vision and implementation

How should a Lean Agile Center of Excellence organize?
As an Agile team

SAFe Program Consultants (SPC)
Change agents who combine their technical knowledge of SAFe with an intrinsic motivation to improve their company’s software and systems development processes. They play a critical role in successfully implementing SAFe, and are now represented as part of the SAFe Foundation.

Recommended number of SPC’s
3-5 per 100 developers

Why organize around value?
1 Fewer hand-offs, faster delivery
2 Easier to build in quality
3 Built-in alignment between business and IT
4 Optimizing the system as a whole

Operational Value Streams
Deliver end customer value

Development Value Streams
Build the systems and capabilities that enable operational value streams

Steps for identifying value streams
1 Identify an Operational Value Stream
2 Identify the systems which support the Operational Value Stream
3 Identify the people who develop the systems
4 Identify Development Value Streams that build these systems
5 Realize Value Streams into ART’s

Dunbar’s number
A suggested cognitive limit (100-125) to the number of people with whom one can maintain stable social relationships

Feature trains are optimized for what?
Speed

Subsystem trains are optimized for what?
Architectural robustness

Platform ART
A release train organized around a common platform or framework used by the rest of the ART’s in the Value Stream

Qualities of an Opportunistic ART
Leadership support
Clear products or solutions
Collaborating teams
Significant challenge or opportunity

Value Stream Canvas
High level view of the development value stream, the operational VS they support, how they function and their key stakeholders

Forcing function
A commitment that forces a sequence of actions to happen – useful to start your train

What is the minimum time to launch an ART?
6 weeks
Recommended 2-3 months

Benefits of big room training
Accelerated learning
Common scaled Agile paradigm
Cost efficiency

Quickstart approach to ART Launch
Mon-Tue: SAFe for Teams
Wed-Thu: PI Planning
Fri: Workshops

What are suggested courses while coaching a new ART?
SAFe Agile Software Engineering
SAFE DevOps

Parts of Inspect & Adapt (I&A)
1 PI System Demo
2 Quantitative measurements
3 Retro and problem-solving workshop

What factors do we use to rate team PI objectives?
Timeliness
Content
Quality

Anatomy of a well-defined problem
What
When
Where
Impact

What are two tools used during the problem-solving workshop?
Five why’s
Pareto analysis

States of the SAFe Implementation Railway
1 Input Funnel
2 Transformation Backlog
3 Tracks & stations
4 Sustain & improve

Community of Practice (CoP)
A group of people who share a concern or passion for something they do and learn how to do it better as they interact regularly

Characteristics of Communities of Practice
Domain – what we care about
Practice – what we do together about it
Community – who cares about it

Benefits of Communities of Practice
Improve business outcomes
Develop organizational capabilities
Improve experience of work
Foster professional development

Essential SAFe elements
1 Lean-Agile principles
2 Real Agile teams and trains
3 Cadence and synchronization
4 PI Planning
5 DevOps and Release-on-demand
6 System demo
7 Inspect & Adapt
8 IP Iteration
9 Architectural runway
10 Lean-Agile leadership

What are the SAFe Core Values?
Built-in Quality, Program Execution, Alignment, Transparency

What are two reasons Agile development is more beneficial than waterfall development? (Choose two.)
It increases productivity and employee engagement;It allows businesses to deliver value to the market more quickly;

What are the three levels of the Scaled Agile Framework?
Essential, Large Solution, Portfolio

Which factor helps unlock the intrinsic motivation of knowledge workers?

What is the goal of the SAFe House of Lean model?
Value

How does relentless improvement support value in the SAFe House of Lean?
It optimizes the whole

What is one of the typical Kanban classes of service for Agile teams?
Fixed-date

What is the purpose of the Iteration review?
To measure the team’s progress by showing working Stories to the stakeholders and getting feedback from them

What is the role of the Scrum Master?
To act as a servant leader who helps teams self-organize, self-manage, and deliver using effective Agile practices

Why do Lean-Agile leaders try to connect the silos of business, system engineering, hardware, software, test, and quality assurance?
To align around value

When should a complicated subsystem team be used?
To provide deep specialty skills and expertise around a specific subsystem

Which two statements describe the responsibilities of the Product Owner? (Choose two.)
To be a single voice for the Customer and stakeholders; To own and manage the Team Backlog;

Which responsibility belongs to the Product Owner in the team?
To sequence backlog items to program priorities, events, and dependencies

What is the recommended size of an Agile Team?
5 – 11 people

The Agile Release Train aligns teams to a common mission using a single Vision and what else?
Program Backlog

What is the role of the System Architect/Engineer?
To guide the teams and support the Architectural Runway

What is the role of the Release Train Engineer?
To serve as the Scrum Master for the Agile Release Train

Why is the modified Fibonacci sequence used when estimating?
It reflects the uncertainty in estimating larger items

The “3 Cs” is a popular guideline for writing user stories. What does each of the three Cs represent? (Choose three.)
Conversation; Confirmation; Card;

What replaces detailed requirements documents?
Stories

What is an example of a modified Fibonacci sequence?
…5, 8, 13, 20, 40…

James is a Product Owner. It is day seven of the Iteration and his team tells him that they may miss their Iteration commitment. What should James do?
support pulling a Story that has not been started yet

Which statement is true about Iteration planning for Kanban teams?
Kanban teams publish Iteration goals

Which statement reflects one of the steps for setting initial velocity?
The team members assess their availability, acknowledging time off and other potential duties

During Iteration execution, a team’s velocity tends to be most affected by what?
Changing team size, team makeup, and technical context

Which statement is true about work in process (WIP) limits?
Lower WIP limits improve flow

A cumulative flow diagram focuses on which curves?
Arrival curve (“to-do”) and departure curve (“done”)

How can a technical exploration Enabler be demonstrated?
Show the knowledge gained by the exploration

Quality is first and foremost a function of what in a Lean-Agile concept?
Culture of shared responsibility

What is critical to successfully implementing quality in a Lean-Agile environment?
Making quality everyone’s responsibility

What is the benefit of separating release elements from the Solution?
It allows the release of different Solution elements at different times

Which statement describes one element of the CALMR approach to DevOps?
Establish a work environment of shared responsibility

Which three questions should each team member answer during the daily stand-up? (Choose three.)
What did I do yesterday to advance the Iteration goals?
What will I do today to advance the Iteration goals?
Are there any impediments that will prevent the team from meeting the Iteration goals?;

What is typically included in the definition of done for the team increment?
Stories are accepted by the Product Owner

Which two views does the Iteration review provide into the program? (Choose two.)
How the team did on the Iteration How the team is doing on the Program Increment

An Agile Team collects the Iteration Metrics they have agreed upon during which part of the team retrospective?
During the quantitative part of the team retrospective

Which statement is true about the PI Planning event?
It involves everyone in the program over a two-day period

Which activity is key to successfully implementing the Scaled Agile Framework?
Use a cadence-based PI Planning process

Which statement describes a cadence-based PI Planning event?
It is an all-hands, two-day event with the goal to create alignment

What is an example of an ART event?
Scrum of scrums

What visibility should Scrum Masters provide during the Agile Release Train Sync?
Visibility into progress and impediments

Iteration planning, Iteration review, and backlog refinement are examples of which type of event?
Team Event

The Inspect and Adapt event always starts with which activity?
The PI System Demo

Which practices are demonstrated during the Inspect and Adapt event?
Reflect, problem solve, and identify improvement actions

If the PI System Demo shows the current state of the Solution, then who is this demo intended for?
The Business Owners

Which is NOT a core competency of Business Agility?
1 continuous learning culture
2 customer centricity
3 organizational agility
4 agile product delivery
2 Customer Centricity.
Because this is dimension for Competency “Agile Product Delivery”.

Without _, Enterprises simply cannot respond suciently to the challengesand opportunities of today’s market changes:
1 Organizational Agility
2Enterprise Solution Deliver
3 Team and Technical Agility
4 Agile Product Delivery
Organizational Agility.

_ is the way a portfolio evaluates their progress in Business Agility.
1 Inspect and Adapt
2 Measure and Grow
3 Innovative Culture
4 Customer Centricity and Design Thinking.
Measure and Grow.

Cadence and Synchronization help reduce uncertainty and manage what?
1 Product management
2 Capacity allocation
3 Other commitments
4 The variability in research and development
The variability in research and development.

The goal of Lean is to deliver the maximum customer value in the shortest sustainable lead time while providing what else?
1 Significant team contributions
2 The highest Possible quality
3 Improved Capacity allocation
4 A Continuous Delivery Pipeline
The highest Possible quality.

What is a major benefit of the reducing batch size?
1 Increase throughput
2 Increase velocity
3 Decrease stress on the system
4 Increase work in process
Increase throughput.

An effective SAFe Scrum Master elevates people problems with strict confidence to the appropriate levels when necessary, but only after what has happened?
1 They have repeatedly directed the team member to take appropriate action.
2 A team member consistently disagrees with the Scrum Master.
3 The team consistently fails to meet consecutive PI goals.
4 Coaching and internal processes have failed to achieve the objective.
Coaching and internal processes have failed to achieve the objective.

What are two good scrum master facilitation practices? (Choose 2 Ans.)
1 Create an environment of safety so that everyone feels comfortable contributing to the discussion
2 Allow unproductive conflict to encourage open communication
3 Allow for deep meaningful conversations even if it is outside the scope of the agenda
4 Ensure all voices are heard
5 Do not enforce accountability as it creates an environment of distrust.

• Create an environment of safety so that everyone feels comfortable contributing to the discussion.
• Do not enforce accountability as it creates an environment of distrust.

What are two common anti-patterns during PI Planning ? (Choose 2 Ans.)
1 The Team Backlog is applied to a very targeted part of the organization
2 A detailed plan becomes the goal, rather than alignment
3 The team determines where changes should be targeted
4 Pressure is put on teams to overcommit

• A detailed plan becomes the goal, rather than alignment.
• Pressure is put on teams to overcommit.

What is an IP Iteration anti-pattern?
1 Identify opportunities for innovation spikes or hackathons
2 Identify infrastructure improvements
3 Plan work for the IP Iteration during PI Planning
4 Allow for cadence-based planning
Plan work for the IP Iteration during PI Planning.

Participating in PI planning enables teams to gain alignment and commitment around a clear set of what?
1 Team dependencies
2 Prioritized objectives
3 User stories
4 Features and benefits
Prioritized objectives.

_ is a design thinking tool that helps the teams develop deep and shared understanding of the customer
1 empathy map
2 story map
3 journey map
4 persona
empathy map.

_ is a template for identifying a specific SAFe portfolio
Portfolio Canvas
Epic Hypothesis Statement
Value Stream Canvas
ART Canvas
Portfolio Canvas.

_ represents those core businesses that provide the greatest profits and cash flow
Horizon 0
Horizon 1
Horizon 2
Horizon 3
Horizon 1.

Portfolio Canvas provides context for decision-making, inputs to the Vision, budget, and backlogs
1 true
2 false
True.

_ analysis focuses on action and is used to identify strategic options, Epics and other artifacts to create a better future state
1 Portfolio
2 SWOT
3 Strategic theme
4 TOWS
TOWS.

__ provides a transparent and quantitative basis for economic decision-making
1 Minimum Viable Product (MVP)
2 Portfolio Kanban
3 Lean Business Case
4 Epic Hypothesis Statement
Portfolio Kanban.

__ describe the early measures that will help predict the business outcomes
1 Leading Indicators
2 The Epic value statements
3 Business outcome hypothesis
4 Non-Functional Requirements (NFR)
Leading Indicators.

__ is NOT a Lean Budget Guardrail
1 Apply Investment Horizons
2 Ignore Sunk Costs
3 Approve Epic initiatives
4 Continuous Business Owner engagement
Ignore Sunk Costs.

Generative Culture is a __ culture
1 Power-oriented
2 Rule-oriented
3 Collaboration-tolerated
4 Performance-oriented
Performance-oriented.

In which stage of the implementation roadmap, SAFe recommends the lean portfolio collaborators to get trained on the Lean Portfolio Management (LPM) function
1 – Train Lean-Agile Change Agents
2 – Train Executives, Managers, and Leaders
3 – Prepare for ART Launch
4 – Launch more ARTs and Value Streams
Train Executives, Managers, and Leaders.

John P. Kotter in his “Leading Change” book mentions the following are the keys to leading a successful change (select all that apply)
1 Establish a sense of urgency
2 Develop the vision and strategy
3 Generate short-term wins
4 Anchor new approaches

• Establish a sense of urgency.
• Develop the vision and strategy.
• Generate short-term wins.
• Anchor new approaches.
  Full list:

1. Establishing a sense of urgency.
2. Creating the guiding coalition.
3. Developing a vision and strategy.
4. Communicating the change vision.
5. Empowering employees for broad-based action.
6. Generating short-term wins.
7. Consolidating gains and producing more change.
8. Anchoring new approaches in the culture.

Agile teams are cross-functional, so that they
1 Can deliver value independently
2 Don’t need external QA teams
3 Don’t need external system teams
4 Don’t need a scrum master or product owner
Can deliver value independently.

Which is a correct statement regarding an enterprise’ dual operating system:
1 Efficiency and stability is provided by the entrepreneurial network
2 Speed and innovation is provided by the entrepreneurial network
3 Business agility doesn’t need the hierarchical system
4 Value Stream Network overrides Functional Hierarchy
Speed and innovation is provided by the entrepreneurial network.

_ requires technical agility and a business-level commitment to product and Value Stream thinking
1 Team and Technical Agility
2 Business Agility
3 Agile Product Delivery
4 Business Solutions Delivery
Business Agility.

Lean-agile leaders entertain _ by empowering individuals and teams to reach their highest potential.
1 A lean mindset
2 An adaptive mindset
3 A fixed mindset
4 A growth mindset
A growth mindset.

Market value of a feature __ over time
1 Increases
2 Stays the same
3 Accumulates
4 Decreases
Decreases.

__ helps with design flexibility to support changing requirements
1 Point-based design
2 Emergent architecture
3 Set-based design
4 Intentional design
Set-based design.

Which is NOT a correct statement?
1 The shorter the cycle, the faster the learning
2 Integration points control product development
3 Integration points increase risk
4 Integration points accelerate learning
Integration points increase risk.

__ facilitate learning and allow for continuous, cost-effective adjustment towards an optimum solution
1 Phase-gate milestones
2 PI system demos
3 Design completion milestones
4 Deployment milestones
PI system demos.

As per Little’s law, which is NOT a correct statement?
1 Faster processing time decreases wait
2 Shorter queue lengths decrease wait time
3 Large batches control wait times
4 WIP limits control wait times
Large batches control wait times.

Which of the following decisions must be de-centralized?
1 Long-lasting
2 Time critical
3 Significant economies of scale
4 Infrequent
Time critical.

Which operating system does SAFe represent?
1 The network
2 The hierarchy
3 The dual operating system
☑ The network

What is the ultimate goal of SAFe?
Faster Delivery
Servant Leadership
Delivering Value
Functional Teams
☑ Delivering Value

The primary need for SAFe is to scale the idea of what?
1 Technical Solution Delivery
2 Organizational and Functional Alignment
3 Lean Portfolio Management
4 Business Agility
☑ Business Agility

What are the top two reasons for adopting Agile in an organization? (Choose two.)
1 Accelerate product delivery
2Reduce changes
3 Centralize decision-making
4 Enable changing priorities
5 Reduce project cost
☑ Accelerate product delivery.
☑ Enable changing priorities.

When should new approaches be anchored in an organization’s culture?
1 Culture should not be changed because SAFe respects current culture
2 Culture change needs to happen before the SAFe implementation can begin
3 Culture change comes last as a result of changing work habits
4 Culture change comes right after a sense of urgency is created in the organization
☑ Culture change comes last as a result of changing work habits

What is one output of enterprise strategy formulation?
1 Portfolio Budgets
2 Portfolio Governance
3 Portfolio Vision
4 Portfolio Canvas
☑ Portfolio Budgets

What is the biggest benefit of decentralized decision-making?
1 Ensuring strategic decisions are not made in a vacuum
2 Delivering value in the shortest sustainable lead time
3 Creating better visualization
4 Removing accountability from leaders
☑ Delivering value in the shortest sustainable lead time.

When should a decision be decentralized?
1 If it’s long lasting
2 If it requires local information
3 If it provides large economies of scale
4 If it’s infrequent
☑ If it requires local information

Which two types of decisions should remain centralized even in a decentralized decision-making environment? (Choose two.)
1 Decisions that are made frequently
2 Decisions that come with a high cost of delay
3 Decisions that require local information
4 Decisions that deliver large and broad economic benefits
5 Decisions unlikely to change in the short term
☑ Decisions that deliver large and broad economic benefits
☑ Decisions unlikely to change in the short term

How does Decentralized decision making Help?
1 Limiting WIP
2 Reducing risks
3 Getting better Economic Value
4 Reducing Defects
☑ Getting better Economic Value

Which two quality practices apply to Agile teams? (Choose two.)
1 Providing architectural runway
2 Peer review and pairing
3 Decentralized decision-making
4 Using nonfunctional requirements
5 Establishing flow
☑ Peer review and pairing
☑ Establishing flow

What are two ways to describe a cross-functional Agile Team? (Choose two.)
1 They are optimized for communication and delivery of value
2 They deliver value every six weeks
3 They are made up of members, each of whom can define, develop, test, and deploy the system
4 They can define, build, and test an increment of value
5 They release customer products to production continuously
☑ They are optimized for communication and delivery of value
☑ They can define, build, and test an increment of value

Which three items are found on a Program board? (Choose three.)
1 Significant dependencies
2 Milestones
3 Tasks
4 Backlog items
5 Features
6 User Stories
☑ Significant dependencies
☑ Milestones
☑ Features

What are two problems that can be understood from the Program Board? (Choose two.)
1 Events for future PI
2 Too many dependencies leading to a single program milestone
3 Too much Work-in-Process in one Iteration
4 Too many Features are placed in a team’s swim lane with no strings
5 A significant dependency leading to a Feature
☑ Too many dependencies leading to a single program milestone
☑ A significant dependency leading to a Feature

When looking at a Program Board, what does it mean when a feature is placed in a team’s swim lane with no strings?
1 That the feature can be completed independent from the other teams
2 That all the risks have been ROAMed
3 That the team has little confidence it will happen
4 That the feature should be completed before any other feature
☑ That the feature can be completed independent from the other teams
?№
What are two of the Agile Release Train Sync meetings? (Choose two.)
1 Product Owner Sync
2 System Demo
3 Solution Demo
4 Scrum of Scrums
5 Inspect and Adapt ☑ Product Owner Sync
☑ Scrum of Scrums

Which statement is true about ART events?
1 The daily stand-up is an ART event that requires the scrum of scrums and Program Owner sync involvement in the closed-loop system
2 The Inspect and Adapt is the only ART event required to create a closed-loop system
3 Team events run inside the ART events, and the ART events create a closed-loop system
4 ART events run inside the team events, and the team events create a closed-loop system
☑ Team events run inside the ART events, and the ART events create a closed-loop system

Who assign business value (BV) to the team PI Objectives?
1 Release Train Engineer
2 Product Owner
3 Business Owner
4 Scrum Master
☑ Business Owner

Who decides the Team PI Objective Business Value scoring after negotiation?
1 Product Manager
2 The Agile Team
3 The Scrum Team
4 Business Owner
☑ Business Owner

Why do Business Owners assign business value to team PI Objectives?
1 To determine the highest value using WSJF
2 To ensure the teams do not work on architectural Enablers
3 To provide guidance on the business value of the team objectives
4 To override the decisions made in WSJF prioritization
☑ To provide guidance on the business value of the team objectives

Which team type is ‘organized to assist other teams with specialized capabilities and help them become more proficient in new technologies’?
1 Stream-aligned team
2 Platform team
3 Complicated subsystem team
4 Enabling team
☑ Enabling team

Who is responsible for the Solution Backlog?
1 Product Owners
2 Solution Train Engineer
3 Product Management
4 Solution Management
☑ Solution Management

Which role accepts Capabilities as complete?
1 Solution Management
2 Product Management
3 Solution Architect/Engineer
4 Solution Train Engineer
☑ Solution Management

What portfolio-level role takes responsibility for coordinating portfolio Epics through the Portfolio Kanban system?
1 Epic Owners
2 Enabler Epic
3 Lean Portfolio Management
4 Enterprise Architect
☑ Epic Owners

The analyzing step of the Portfolio Kanban system has a new Epic with a completed Lean business case. What best describes the next step for the Epic?
1 It will be implemented if it has the highest weighted shortest job first (WSJF) ranking
2 It will remain in the analyzing step until one or more Agile Release Trains have the capacity to implement it
3 It will be moved to the Portfolio Backlog if it receives a ‘go’ decision from Lean Portfolio Management
4 It will be implemented once the Lean business case is approved by the Epic Owner
☑ It will be moved to the Portfolio Backlog if it receives a ‘go’ decision from Lean Portfolio Management

What Portfolio-level highlight has the role of describing the purpose of the Scaled Agile Framework portfolio?
1 Portfolio Retrospective
2 Portfolio Value Stream
3 Portfolio Canvas
4 Portfolio Kanban
☑ Portfolio Canvas

What is used to capture the current state of the Portfolio and a primer to the future state?
1 Portfolio Canvas
2 Portfolio Backlog
3 Portfolio Kanban
4 Portfolio Vision
☑ Portfolio Canvas

How is the flow of Portfolio Epics managed?
1 In the Program Kanban
2 In the Portfolio Backlog
3 In the Program Backlog
4 In the Portfolio Kanban
☑ In the Portfolio Kanban

Which option is a Scaled Agile Framework Portfolio-level highlight?
1 Lean Budgets
2 Program Increment
3 Economic Framework
4 Solution Intent
☑ Lean Budgets

When using the Scaled Agile Framework, what is one benefit of adding synchronization to the cadence of multiple teams?
1 System-wide development variability is reduced to zero
2 System-wide demos are possible since all the team demos happen at the same time
3 Each team will work faster since they all start at the same time
4 Overall work-in-progress is reduced
☑ System-wide demos are possible since all the team demos happen at the same time

You’re managing a team which has embodied SAFe. It takes about 5 days for each of your internal clients’ requests for a feature to be answered by the development lead and, on average, only about 2 days to implement a feature. The testing team also takes another day, but the handover from development to testing takes two days per feature request. What’s the immediate SAFe tip you would implement in order to ensure that value is delivered sooner?
1 Remove, or minimize, the implementation time.
2 Remove the development lead and educate a self-organizing team.
3 Have the developers carry out the testing of their own work and remove the testing team completely.
4 Remove, or minimize, the request wait time and the testing handover time.
☑ Remove, or minimize, the request wait time and the testing handover time.

You want to store, version, and index binary software artifacts. What type of tool do you use?
1 Code Repository
2 Linter
3 Artifact Management Repository
4 Code Generator
☑ Artifact Management Repository

What does the Continuous Delivery Pipeline enable?
1 Continuous refactoring
2 Ongoing learning
3 Increased technical debt
4 Delivery of large batches
What does the Continuous Delivery Pipeline enable?
☑ Ongoing learning

Why is it important to decouple deployment from release?
1 To remove the need to respond quickly to production issues
2 To allow inspection of Agile maturity based on different cycle times
3 To make deploying of assets a business decision
4 To enable releasing functionality on demand to meet business needs
☑ To enable releasing functionality on demand to meet business needs

You’re working on a complex multi-component software project and would like to control the variability of the development process. What SAFe mechanism can you employ?
1 Integration points
2 Stand-up meetings
3 Detailed upfront planning
4 Decentralized decision making
☑ Integration points

You are trying to coordinate the architectural runway through different layers, You want to increase velocity in your portfolio. What could you do to accomplish this?
1 Follow built-in quality practices
2 Implement enablers
3 Implement epics
4 Follow QMS guidelines
☑ Implement enablers

What is the principal advantage of using objective evaluation of working systems as milestones in the Scaled Agile Framework?
1 Centralized decisions regarding design and requirements
2 Increased system performance
3 Significantly lower solution bug rate
4 Risk mitigation
☑ Risk mitigation

When working with the team backlog, what is the specific function of the Product Owner?
1 Helping surface problems with the current plan.
2 Investing all their time in developing specific acceptance tests.
3 Holding all features that are planned to be delivered by an ART.
4 Protecting the team from the problem of multiple stakeholders.
☑ Protecting the team from the problem of multiple stakeholders.

You are an advocate for the Scaled Agile Framework in your organization and are trying to convince your organization that it is in need of change. What type of view could you take to help accomplish your goal?
1 An immediate view
2 An economic view
3 A pragmatic view
4 A business view
☑ An economic view

What is one benefit of unlocking the intrinsic motivation of knowledge workers?
1 To centralize decision-making
2 To provide autonomy with purpose, mission, and minimum constraints
3 To lower work in process (WIP) limits
4 To strive to achieve a state of continuous flow
☑ To provide autonomy with purpose, mission, and minimum constraints

When does a Roadmap become a queue?
1 When it is longer than one Program Increment
2 When it is fully committed
3 When it includes no commitments
4 When it contains Features and not Epics
☑ When it is fully committed

What are the first three steps of the SAFe Implementation Roadmap?
1 Train Lean-Agile change agents, train executives, managers and leaders, and then prepare for Agile Release Train launch
2 Reach the tipping point, Train Lean-Agile change agents, and then train the identified support personnel
3 Charter a Lean-Agile Center of Excellence, Train Lean-Agile change agents, and then train executives, managers and leaders
4 Reach the tipping point, train Lean-Agile change agents, and then train executives, managers and leaders
☑ Reach the tipping point, train Lean-Agile change agents, and then train executives, managers and leaders

What are the last three steps of the SAFe Implementation Roadmap?
1 Train Lean-Agile change agents, extend to the portfolio, accelerate
2 Launch trains, coach Agile Release Train execution, train executives and managers
3 Train Lean-Agile change agents, identify Value Streams and Agile Release Trains, extend to the portfolio
4 Launch more Agile Release Trains and Value Streams, extend to the portfolio, accelerate
☑ Launch more Agile Release Trains and Value Streams, extend to the portfolio, accelerate

A Team has just adopted the SAFe Implementation Roadmap and is in the process of training executives, managers, and leaders. What is their next step?
1 Identify Value Stream and Agile Release train
2 Create the Implementation Plan
3 Prepare for ART Launch
4 Coach ART Execution
☑ Identify Value Stream and Agile Release train

Which statement is true about a Value Stream that successfully uses Devops?
1 It has a technology stack without legacy code
2 It has objective measurements with automation
3 It has a closed loop process of learning
4 It has a lower threshold of defects approved to production
☑ It has a closed loop process of learning

When basing decisions on economics, how are lead time, product cost, value, and development expense used?
1 To limit work in process (WIP) through the system
2 To identify different parameters of the economic framework
3 To take into account sunk costs
4 To recover money already spent
☑ To identify different parameters of the economic framework

What is considered an anti-pattern when assigning business values to team PI Objectives?
1 Business Owners assigning the business value
2 Assigning business values to uncommitted objectives
3 All PI Objectives are given a value of 10
4 Business Owners assign high values to important Enabler work
All PI Objectives are given a value of 10

What are the three primary keys to implementing flow? (Choose three.)
1 Manage queue lengths
2 Frequent context switching
3 Increase capacity
4 Address the systemic problems
5 Reduce the batch sizes of work
6 Visualize and limit work in process (WIP)
☑ Manage queue lengths
☑ Reduce the batch sizes of work
☑ Visualize and limit work in process (WIP)

What should the team focus on in order to optimize flow?
1 Cost
2 Requests
3 Delays
4 Results
☑ Delays

What is the impact of Customer Centricity?
1 To interpret market rhythms
2 To understand the Customer’s needs
3 To build small, partial systems just in time
4 To design custom-built Customer Solutions
☑ To understand the Customer’s needs

How does SAFe describe Customer Centricity?
1 As a set of practices employed to make products focused on the Customer
2 As a mindset focused on Customer behaviors that produce the best innovations
3 As a strategy to meet the needs of an ever-changing Customer market
4 As a way of working to include the Customer in daily work processes and planning
☑ As a mindset focused on Customer behaviors that produce the best innovations

What is one issue when organizing around hierarchical functions?
1 It moves the decision to where the information is
2 It reduces political tensions
3 It creates Agile business teams
4 It is not how value flows
☑ It is not how value flows

Which statement accurately characterizes Strategic Themes?
1 They are a high-level summary of each program’s Vision and are updated after every PI
2 They are requirements that span Agile Release Trains but must fit within a single Program Increment
3 They are business objectives that connect the SAFe portfolio to the Enterprise business strategy
4 They are large initiatives managed in the Portfolio Kanban that require weighted shortest job first prioritization and a lightweight business case
☑ They are business objectives that connect the SAFe portfolio to the Enterprise business strategy.

The House of Lean is a classic metaphor describing the mindset essential for Lean thinking. Which one of the four pillars advocates a ‘Go See’ mindset?
1 Relentless improvement
2 Innovation
3 Flow
4 Respect for people and culture
☑ Innovation

Which one of the four pillars of House of Lean advocates a ‘Get out of the office’ mindset?
1 Relentless improvement
2 Innovation
3 Flow
4 Respect for people and culture
☑ Innovation

Which pillar in the House of Lean focuses on the Customer being the consumer of the work?
1 Innovation
2 Value
3 Flow
4 Respect for People and Culture
☑ Respect for People and Culture

Which Pillar in the House of Lean encourages Learning and Growth?
1 Innovation
2 Flow
3 Relentless Improvement
4 Respect for People and Culture
☑ Relentless Improvement

What is the goal of the House of Lean?
1 Lean-Agile Leadership as an organizational culture
2 Value with the shortest sustainable lead time
3 Aligning principles and values to a fixed cause
4 Building a Grow Lean Mindset as opposed to Fixed Mindset
☑ Value with the shortest sustainable lead time

What is the best measure of progress for complex system development?
1 Inspect and Adapt
2 System Demo
3 Prioritized backlog
4 Iteration Review
☑ System Demo

What is the main reason for System Demo?
1 to provide an optional quality check
2 To enable faster feedback by integration across teams
3 To fulfill SAFe PI Planning requirement
3 To give product owner the opportunity to provide feedback on team increment
☑ To enable faster feedback by integration across teams

Which statement is true about the Innovation and Planning (IP) Iteration?
1 It is used annually when the team needs to refocus on work processes
2 It is used as a weekly sync point between the Scrum Masters
3 Without the IP Iteration, there is a risk that the ‘tyranny of the urgent’ outweighs all innovation activities
4 The Scrum Master can decide if the IP Iteration is necessary
☑ Without the IP Iteration, there is a risk that the ‘tyranny of the urgent’ outweighs all innovation activities

What is one Guardrail on Lean Budget spend?
1 Learning Milestones as objective measurements
2 Spending caps for each Agile Release Train
3 Participatory budgeting
4 Continuous Business Owner engagement
☑ Continuous Business Owner engagement

What is one component of a Guardrail in Lean Portfolio Management?
1 Allocation of centralized vs decentralized decisions in the Enterprise
2 Capacity allocation of the Value Stream compared to process mapping
3 Participatory budgeting forums that lead to Value Stream budget changes
4 Determining if business needs meet the Portfolio Threshold
☑ Capacity allocation of the Value Stream compared to process mapping

How does SAFe provide a second operating system that enables Business Agility?
1 By achieving economies of scale
2 By focusing on customers, products, innovation, and growth
3 By building up large departments and matrixed organizations to support rapid growth
4 By creating stability and hierarchy
☑ By focusing on customers, products, innovation, and growth

How does SAFe recommend using a second operating system to deliver value?
1 Reorganize the hierarchies around the flow of value
2 Leverage Solutions with economies of scale
3 Organize the Enterprise around the flow of value while maintaining the hierarchies
4 Build a small entrepreneurial network focused on the Customer instead of the existing hierarchies
☑ Organize the Enterprise around the flow of value while maintaining the hierarchies.

In the Program Kanban some steps have work in process (WIP) limits. Why is this necessary?
1 To enable multitasking
2 To ensure large queues are not being built
3 To help Continuous Deployment
4 To keep timebox goals
☑ To ensure large queues are not being built

Which two statements are true about uncommitted objectives? (Choose two.)
☒ The work to deliver the uncommitted objectives is not planned into the iterations during PI Planning
☒ Uncommitted objectives are extra things the team can do in case they have time
☑ Uncommitted objectives are not included in the team’s commitment
☒ Uncommitted objectives do not get assigned a planned business value score
☑ Uncommitted objectives help improve predictability
1 ☑ Uncommitted objectives are not included in the team’s commitment
2 ☑ Uncommitted objectives help improve predictability

What must management do for a successful Agile transformation?
1 Send someone to represent management, and then delegate tasks to these individuals
2 Change Scrum Masters in the team every two weeks
3 Strive to think of adoption as an area they can control
4 Commit to quality and be the change agent in the system
☑ Commit to quality and be the change agent in the system

What is an example of applying cadence-based synchronization in SAFe?
Teams align their Iterations to the same schedule to support communication, coordination, and system integration.

Design Thinking identifies at least four new ways to measure success. What are two of those ways? (Choose two.)
1 Reliability
2 Scalability
3 Marketability
4 Sustainability
5 Desirability
☑ Sustainability.
☑ Desirability.
also 2 additional:

• Viable.
• Feasible.

Which is an aspect of system thinking?
1 Mastery drives intrinsic motivation
2 Optimizing a component does not optimize the system
3 Cadence makes routine that which is routine
4 The length of the queue impact the wait time
☑ Optimizing a component does not optimize the system (The Solution itself is a System).
also 2 additional:

• The Enterprise Building the System Is a System, Too.
• Optimize the Full Value Stream.

If a program repeatedly shows separate Feature branches rather than a true System Demo, which practice should be reviewed to address the issue?
☒ Test first
☒ Roadmap creation
☑ Continuous Integration
☒ Scrum of scrums
☑ Continuous Integration

Which statement is true when continuously deploying using a DevOps model?
1 It alleviates the reliance on the skill sets of Agile teams
2 It increases the transaction cost
3 It lessens the severity and frequency of release failures
4 It ensures that changes deployed to production are always immediately available to end-user
☑ It ensures that changes deployed to production are always immediately available to end-user.

What is one key purpose of DevOps?
1 DevOps joins development and operations to enable continuous delivery
2 DevOps enables continuous release by building a scalable Continuous Delivery Pipeline
3 DevOps focuses on a set of practices applied to large systems
4 DevOps focuses on automating the delivery pipeline to reduce transaction cost
☑ DevOps joins development and operations to enable continuous delivery.

What is the recommended frequency for updating Lean budget distribution?
1 Every iteration
2 Annually
3 On demand
4 Twice annually
☑ On demand

What is SAFe’s release strategy?
1 Release on demand
2 Release continuously
3 Release every Program Increment
4 Release on cadence
☑ Release on demand
The best time to release software in SAFe – Whenever the Business needs it.

What is the recommended way to express a Feature?
1 Lean business case
2 Functional requirement
3 Epic hypothesis statement
4 Phrase, benefit hypothesis, and acceptance criteria
☑ Phrase, benefit hypothesis, and acceptance criteria.

During Inspect and Adapt, teams identified a large number of action items aimed at solving their biggest problem as a train. How should the team proceed?
1 Load all improvement items into the Program Backlog to ensure the problem is documented and solved
2 Select an improvement item using WSJF
3 Identify two or three improvement items and load them into the Program Backlog
4 Keep all the items and if there is extra capacity in the PI, load as many as will fit into the Program Backlog
☑ Load all improvement items into the Program Backlog to ensure the problem is documented and solved

The Agile Release Train passes through four steps in order to deliver Solutions which includes: defining new functionality, implementing, acceptance testing, and what else?
1 Completing phase-gate steps
2 Deploying
3 Regulatory compliance
4 DevOps testing
☑ Deploying

If small batches go through the system faster with lower variability, then which two statements are true about batch size? (Choose two.)
1 Good infrastructure enables large batches
2 Proximity (co-location) enables small batch size
3 Batch sizes cannot influence our behavior
4 Severe project slippage is the most likely result of large batches
5 Low utilization increases variability
☑ Proximity (co-location) enables small batch size.
☑ Severe project slippage is the most likely result of large batches.

Which statement is true about batch size?
1 Large batch sizes limit the ability to preserve options
2 When stories are broken into tasks it means there are small batch sizes
3 Large batch sizes ensure time for built-in quality
4 When there is flow it means there are small batch sizes
☑ Large batch sizes limit the ability to preserve options

Weighted Shortest Job First gives preference to jobs with which two characteristics? (Choose two.)
1 Higher Cost of Delay
2 Lower Cost of Delay
3 Fixed date
4 Shorter duration
5 Revenue impact
☑ Higher Cost of Delay.
☑ Shorter duration.

Implementing SAFe requires buy-in from all levels of the organization. What level of leadership is most important for effecting cultural change?
1 Release Train Engineers
2 Solution Management
3 Product Owners
4 Executive Management
☑ Executive Management.

Which two statements describe a Capability? (Choose two.)
☒ It is maintained in the Portfolio Backlog
☑ It must be structured to fit within a single PI
☑ It is written using a phrase, benefit hypothesis, and acceptance criteria
☒ It remains complete and becomes a Feature for implementation
☒ It is developed and approved without a dependence on the Solution Kanban
1 ☑ It must be structured to fit within a single PI.
2 ☑ It is written using a phrase, benefit hypothesis, and acceptance criteria.

Lifelong learning is a requirement for Lean-Agile Leaders, and it helps them do what?
1 Provide the personnel, resources, direction, and support to the Enterprise
2 Act as an effective enabler for teams
3 Demonstrate the values they want the teams to embody
4 Commit to quality and productivity
☑ Demonstrate the values they want the teams to embody.

What does the Program Roadmap do in the Scaled Agile Framework?
1 It provides visibility into the Portfolio Epics being implemented in the next year.
2 It describes technical dependencies between Features.
3 It communicates the delivery of Features over a near term timeline.
4 It describes the program commitment for the current and next two Program Increments.
☑ It describes the program commitment for the current and next two Program Increments.

Which statement describes the connection between Features and Capabilities in a large Solution?
1 Some Features may not have parent Capabilities.
2 There cannot be more than 5 Features for each.
3 Some Capabilities may not have child Features.
4 Every Feature has a parent Capability.
☑ Every Feature has a parent Capability.

When is a Pre-PI Planning event needed?
1 When there is only one day to run PI Planning, so more time is needed to prepare to run it effectively.
2 When Product Owners and Scrum Masters need to coordinate dependencies within the Agile Release Train.
3 When multiple Agile Release Trains working on the same Solution need to align and coordinate.
4 When teams cannot identify and estimate Stories in PI Planning and need more time to prepare.
☑ When multiple Agile Release Trains working on the same Solution need to align and coordinate.

During PI Planning, which two tasks are part of the Scrum Master’s role in the first team breakout? (Choose two.)
1 Review and Reprioritize the team backlog as part of the preparatory work for the second team breakout.
2 Facilitate the coordination with other teams for dependencies.
3 Provide clarifications necessary to assist the team with their story estimating and sequencing.
4 Identify as many risks and dependencies as possible for the management review.
5 Be involved in the program backlog refinement and preparation.
1 ☑ Facilitate the coordination with other teams for dependencies.
2 ☑ Identify as many risks and dependencies as possible for the management review.

During the PI Planning event, when are planning adjustments agreed upon?
1 During the draft plan review
2 During breakout sessions
3 During the management review and problem-solving
4 During Scrum of scrums
☑ During the management review and problem-solving.

Why is a confidence vote held at the end of PI Planning?
1 To remove the risks for the PI
2 To build share commitment to the Program plan
3 To ensure that Business Owners accept the plan
4 To hold the team accountable if the Agile Release Train does not deliver on its commitment
☑ To build share commitment to the Program plan

Which statement correctly describes one aspect of the team’s commitment at the end of PI Planning?
1 A team commits only to the PI Objectives with the highest business value.
2 A team does not commit to uncommitted objectives.
3 A team commits to all the Features they put on the program board.
4 A team commits to all the Stories they put on their PI plan.
☑ A team does not commit to uncommitted objectives

On day two of PI Planning, management presents adjustments based on the previous day’s management review and problem solving meeting. What is one possible type of adjustment they could make?
1 Change a team’s plan.
2 Create new User Stories.
3 Adjust business priorities.
4 Adjust the length of the PI.
☑ Adjust business priorities.

On day two of PI Planning, adjustments are made by the group based on the previous day’s management review and problem solving meeting. What are three possible types of changes? (Choose three.)
1 Adjustment to PI Objectives.
2 Business priorities.
3 User Stories.
4 Planning requirements reset.
5 Movement of people.
6 Changes to scope.
1 ☑ Business priorities.
2 ☑ Movement of people.
3 ☑ Changes to scope.

Which two behaviors should a SAFe scrum master represent as a Coach? (Choose two.)

1. ☑ Be a facilitator.
2. ☑ Help the team find their own way.

What is one way Lean-Agile leaders lead by example?
1 By applying empathic design and focusing on Customer Centricity.
2 By modeling SAFe’s Lean-Agile Mindset, values, principles, and practices.
3 By mastering the Seven Core Competencies of the Lean Enterprise.
4 By using the SAFe Implementation Roadmap to script the way for change.
☑ By modeling SAFe’s Lean-Agile Mindset, values, principles, and practices.

How can trust be gained between the business and development?
1 Release new value to production every day.
2 Deliver predictability.
3 Maintain Iterations as a safe zone for the team.
4 Automate the delivery pipeline.
☑ Deliver predictability.

Which of the following adjectives do you think best describes Agile development?
1 Adaptive (responds well to change).
2 Collaborative (requires many hands and minds).
3 Iterative (repeats the process).
4 Incremental (adds small pieces of value).
5 All of the above.
☒ Adaptive (responds well to change)
☒ Collaborative (requires many hands and minds)
☒ Iterative (repeats the process)
☒ Incremental (adds small pieces of value)
☑ All of the above

What is the role of the Product Owner?

• To represent the Customer to the Agile Team.
• To ensure Quality by testing the Solution.
• To Prioritize the Program Backlog.
• Estimate the Stories in the Product Backlog.
• To represent the Customer to the Agile Team.
  NOT “To Prioritize the Program Backlog” – because PM role.

What is one of the typical Kanban classes of service for Agile teams?

• Review.
• Accepted.
• Funnel.
• Fixed-date.
  Fixed-date.

At the end of Pl Planning after dependencies are resolved and risks are addressed, a confidence vote is taken. What is the default method used to vote?

• A vote by every person then normalized for the train.
• A vote by team then a vote of every person for the train.
• A single vote by every person for the train.
• A vote by team then a vote of every person for the train.

A cumulative flow diagram focuses on which curves?

• Backlog curve (“work”) and departure curve (“done”).
• Implementation curve (“movement”) and departure curve (“done”).
• Arrival curve (“to-do”) and departure curve (“done”).
• Arrival curve (“to-do”) and departure curve (“done”).

Which statement is true when continuously deploying using a DevOps model?

• It increses the transaction cost.
• It lessens the severity and frequesncy of release failures.
• It ensures that changes deployed to production are always immediatly available to end-users.
  It lessens the severity and frequesncy of release failures.

In the Program Kanban some steps have work in process (WIP) limits. Why is this necessary?
To ensure large queues are not built.

Which two views does the Iteration Review provide into the program? (Choose two.)

1. How the team did on the iteration.
2. How the team is doing on the Program Increment.

Which statement is true about Iteration Planning?
It is required for every iteration to enable fast learning cycles.

What else does the SAFe principle, unlock the intrinsic motivation of knowledge workers, require besides purpose and mission?
Minimum possible constraints.
Also “Innovation”.

*What is part of the role of Product Management?
1 To facilitate backlog refinement.
2 To Prioritize Enablers.
3 To Prioritize the Program Backlog.
To Prioritize the Program Backlog.

What are 4 Guardrail od Lean Budget?

1. Guiding investments by horizon.
2. Applying capacity allocation to optimize value and solution integrity.
3. Approving significant initiatives.
4. Continuous Business Owner engagement.