SAFe SPC question bank 7
 

21. What is a responsibility of the SAFe Program Consultant change agent
a. Coach Release Train Engineers on their role
b. Define Epic hypothesis statements
c. Prioritize the Program Backlog
d. Define Work in Process limits for the Program Kanban

22. What are two reasons to manage an implementation plan as a Roadmap?
a. It creates a visible radiator for the Lean Agile Center of Excellence daily stand up
b. It allows the teams to ensure executives are not over controlling the implementation process
c. It allows preserving options in the implementation process
d. It allows teams to commit in advance to no more than nine month of the implementation roadmap making it more agile
e. It gets stakeholders used to the commitment and forecast structure of the implementation roadmap
23. According to the Harvard Business Review article “The new Product Development Game” what does it mean to create built-in instability
a. Provide unclear requirements, a volatile, demanding work environment and monitor the team’s progress
b. Monitor the team closely and make decisions for them as much as possible
c. Change the team’s mission daily
d. Provide challenging requirements and high degree of freedom to meet the requirements

24. Which three actions are needed to launch an Agile Release Train?
a. Identify the Release Train Engineer
b. Identify shared services
c. Have a strategy for unit testing and test automation
d. Identify who will set the business contest
e. Identify the System Team
f. Decide Iteration and Program Increment cadence

25. What are two benefits of cadence and synchronization?
a. Synchronization enables multiple perspectives to be understood, resolved and integrated at the same time.
b. Cadence enables variability despite making wait times slightly less predictable
c. Synchronization enables reduction in work-in-process
d. Cadence limits variance
e. They increase throughput

26. When should a lean portfolio be established?
a. Only if mandated from the top because it is better to operate in a completely decentralized environment
b. When there are at least 5 Agile Release Trains
c. Establish the portfolio as part of training the executives
d. When the lack of communication between strategy and execution is hurting value delivery

27. What are the top two reasons for adopting Agile in an organization?
a. Reduce risk by centralizing decision making
b. Accelerate product delivery
c. Reduce project cost
d. Enhance ability to manage changing priorities
e. Increase predictability by reducing changes

28. What are the SAFe core values?
a. Empowerment, self-organizing teams, decentralization of control, value
b. Lean leadership, build in quality, agile architecture, product flow
c. Incremental delivery, transparency, trust, built-in quality
d. Built-in quality, program execution, alignment, transparency

29. In a LACE an argument began between Lee , the Director of Software and Clair, the VP of HR. 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 high performing group that can transition quickly to SAFe and present a short term win. Who is right?
a. Both have good points and so it is best to launch both at the same time
b. Neither is right, it is most important to focus on Agile Release Trains that have leadership support, and not the level of challenges they face
c. Lee is right because a lack of short term success is a key failure in most change initiatives
d. Clair is right because Agile Release Trains that face significance challenges will be able to improve and prove a better outcome for the success of SAFe

30. What are two benefits of Communities of Practice
a. They enable visibility into the skill matric in large enterprise
b. They provide access to expertise
c. They increase coordination, synergy across units
d. They provide an arena for managers who might not find their role on the SAFe big picture
e. They reduce the Work in Process

31. Which tool is used to manage capabilities evolution?
a. The capability backlog
b. The solution Kanban
c. The program backlog
d. The Epic to capabilities funnel

32. What is the benefit of enhancing enterprise agility?
a. It does not require “what if” analysis of various implementation scenarios
b. It allows for a faster response to changing market opportunities
c. It enables forecasting from the Portfolio Backlog
d. It requires less planning and forecasting

33. What are two problems that can be understood from the Program Board?
a. Event for future PIs
b. Too many features are placed in a team’s swim lane with no strings
c. Too much work in process in one iteration
d. A significant dependency leading to a Feature
e. Too many dependencies leading to a single program milestone

34. Which legacy practice slows the move to Lean Portfolio Management
a. Demand Management
b. Fact based milestones
c. Rolling wave planning
d. Centralized annual planning

35. How can essential SAFe be used to evaluate a Full SAFe implementation
a. Customize essential SAFe with Constructs out of the full spanning palette
b. Customize essential SAFe with Constructs out of the large solution configuration
c. Customize essential SAFe with Constructs out of the out of the full SAFe
d. Verify that the Full SAFe implementation performs the elements of essential SAFe correctly

36. Name two practices of Agile HR
a. Support continuous learning
b. Eliminate annual performance reviews
c. Decentralize all decisions to the teams
d. Remove all incentives
e. Hire for technical excellence

37. What is the target percentage for the program predictability measure
a. 60-80%
b. 80-100%
c. 50-75%
d. <50%

38. The time to market is too long and the team is unsure which part of the process is problematic. What should be done first?
a. Redo the value stream identification workshop
b. Set up key performance indicators and reporting to control the flow
c. Identify the bottlenecks by lowering work in process at all steps
d. Organize a value stream mapping workshop

39. What are two possible problems to be aware of when coaching an agile release train sync meeting?
a. All the scrum master, product owners, and business owners are in the meeting
b. The Release Train engineer is not vocal
c. The program board is used as a big visual information radiator for the meeting
d. Features keep moving to the net iteration with noting being removed from the PI
e. All focus is on the current PI with not time spent on the preparation of the net PI

40. After launching the first ART, what should be the net train to launch?
a. A train in a different Value Stream to start building the Lean Portfolio
b. A train in a different Portfolio to spread the Lean Agile mindset across the enterprise
c. A train that has considerable challenges regardless of where it is in the organization
d. A train in the same value stream to leverage the full flow of value

41. How does SAFe etend the agile manifesto foundation to the level of team of teams?
a. By uncovering better way of developing software by doing it and helping others do it
b. By applying lean thinking to understand and improve the systems that support the teams
c. By allowing the teams to reflect on how to become more effective
d. By promoting face to face conversation across teams as the most efficient way to convey information

42. What are two ways an exploration enabler is demoed?
a. Show a prototype produces
b. Show the knowledge gained
c. Show the architecture created to support future user stories
d. Show the functioning code in the production environment
e. Show screen shots of test results

43. Why is it important to start an agile release train launch by setting the date for PI Planning?
a. Because otherwise there is no forcing function
b. To communicate the date to the lean agile center of excellence
c. Because without the date it is impossible to know the length of iterations and program increments
d. To book conference and meeting rooms well in advance

44. Why is it recommended to start with essential SAFe
a. It is the newest addition to SAFe so many people will prefer it
b. Most implementations start with a single ART
c. It required just one ART to implementation can begin without training executives and leaders
d. It does not require up front team training which speeds up the implementation process

45. Which statement is a value from the agile manifesto?
a. Working software over working hardware
b. Working software over comprehensive conversation
c. Working software over continuous attention to technical excellence
d. Working software over comprehensive documentation

46. Why is it important to train Product owner and product manager before launching the ART
a. To have a better prepared initial program backlog for the first PI Planning
b. Because training the leaders for the first time should not occur with the teams
c. To help facilitate the first PI planning process
d. In a lean environment of continuous deliver and flow of value, the focus is on execution, so it is better to train before the launch

47. What is the recommended order of classes and activities when launching an Agile Release Train using the Quick-start approach?
a. PI Planning, SAFe for Teams, SAFe Workshop
b. SAFe workshop, PI Planning, SAFe for Teams
c. SAFe for Teams, PI Planning, SAFe workshop
d. SAFe workshop, SAFe for Teams, PI Planning

48. What is the purpose of Solution Intent?
a. To record and communicate the necessary requirements and design decisions
b. To create a comprehensive design document for approval before development
c. To provide an up front and static definition of the systems design
d. To provide a roadmap for future development

49. When building incrementally, how do integration points occur?
a. Upon product management request
b. At a fixed cadence
c. Through phase gate milestones
d. By integrates learning cycles

50. What is the primary purpose of the management review at the end of Day 1 of the PI Planning?
a. To assign business value to the team’s draft PI Objective
b. To evaluate the performance of teams
c. To design the net generation of the product
d. To make adjustments to the PI Scope and address program challenges

SPC SAFe question bank 8

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SAFe SPC question bank 6
 

Which situation should use the Large Solution SAFe configuration? – Organizations that operate in an environment which requires compliance for high-assurance systems

1. What are two areas of focus when coaching the Inspect and Adapt event?
a. Make sure the event finishes with clear improvement items for the Program Backlog
b. Make sure all Scrum Master are working as a single problem solving team to surface and resolve systemic impediments
c. Prepare in advance the data for the quantitative section
d. Verify that no two teams are working on the same problem during the Problem Solving workshop

2. What are two ways the SAFe Economic Framework guides Value Streams investment decisions?
a. By time criticality
b. By funding Value Streams
c. By empowering the Product Owner to sequence the Solution Backlog
d. By prioritizing work by return on investment
e. By requiring Lean Business cases for Epics

3. What are two areas to examine when identifying operational value streams in an enterprise?
a. The current products which the company sells
b. The systems supporting each operating value stream
c. The internal departments which are supported
d. The number of agile release trains contained in the portfolio
e. The project cost accounting procedure in place

4. What primary reason for change makes it easiest to drive a transformation across the enterprise?
a. Burning platform – failure is occurring and so change is necessary
b. Follow a market trend – everyone is moving to Lean Agile
c. Analyst input – the view of analysis is that this is the direction of the market
d. Proactive leadership – improvement is necessary otherwise a burning platform will emerge soon.

4.A Juan is the coach of a new Agile Release Train. 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 event for all teams. What two things can he do?
a. Coach the Scrum Master by establishing a Community of Practice
b. Attend as many events as possible in the first PI and attend more in the following PI
c. There is nothing to be done mid-PI, problems that are critical enough will be raised in the Inspect and Adapt event and handled there.
d. Attend Release management meeting to understand possible problems
e. Attend the Iteration Retrospective as this will give him the most opportunity to help

5. Why launch a train using the Quick-start approach?
a. It allows the teams to begin by doing PI Planning and then reinforcing the knowledge by learning SAFe for Teams the net day
b. It increases engagement by getting people all in, all at once.
c. It refactors the Program Backlog before PI Planning based on feedback from the class
d. It reduces PI Planning to one day since some of the work is done in training

6. Why would an invitation-based implementation approach be used
a. It supports launching Agile Release Trains without reorganizing around value which makes the organizational change easier
b. It is easier to mandate from the top
c. It allows launching more trains at the same time
d. It engages people by allowing them to choose the implementation

7. During a Value Stream identification workshop the teams have designed three development value streams in support of the operational value stream the company the company is focused on. Which test would help to identify if these are good development Value Streams?
a. All of them have between 50 and 125 people needed to develop their solution
b. The structure of the Value Stream matched existing organizational structures
c. Each can operate and deliver value relatively independently from the others
d. There is a clear definition of who the Solution Manager is for each one

8. Which leadership style helps to create a safe environment for learning, growth and mutual influence?
a. Leader as the servant
b. Leader as the developer of people
c. Leader as the conductor
d. Leader as the influencer

9. What are two ways an Exploration Enabler is demoed?
a. Show the architecture created to support future User Stories
b. Show a prototype produced
c. Show screen shots of test results
d. Show the knowledge file
e. Show the functioning code in the production environment

10. When the LACE acts as an Agile team, which two team practices are the likely to use?
a. Run an Iteration Retrospective
b. Plan a Program Increment
c. Build a Lean Portfolio
d. Build Lean Agile Budgets
e. Hold a daily Stand-Up
f.
11. What occurs during the Agile Release Train Inspect and Adapt event?
a. Solution Demo
b. Iteration Metrics update
c. Program Predictability Measure update
d. Iteration Review

12. What are two ways to evolve the Solution intent from variable to fixed scope?
a. Modelling
b. Adapting work-in-progress limits
c. Creating work breakdown structures
d. Trade studies
e. Defining release milestones

13. When should a Lean Portfolio be established
a. When there are at least 5 Agile Release Trains that require coordination
b. When the lack of communication between strategy and execution is hurting value delivery
c. Establish the Portfolio as part of training the executives
d. Only if mandated from the top because it is better to operate in a completely decentralized environment

14. What are two benefits of big room training
a. Smaller classrooms provide more efficient learning environment
b. The Program Backlog can be ready for the training
c. Everyone on the train hears the same message
d. Accelerates launch timelines
e. Leaders do not need to attend multiple times

15. Relentless improvement as defined in the Scaled Agile Framework includes which two activities?
a. Building long-term relationships based on trust
b. Apply Lean problem solving tools and techniques
c. Reflect at key milestones
d. Hold employees reviews to provide fast feedback
e. Hold people accountable

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

17. Which two statements describe SAFe’s approach to operational and development Value Streams?
a. SAFe focuses on development Value Streams
b. Operational Value Streams contain the systems and steps to develop those systems
c. The operational Value Stream must be understood to define the development Value Streams
d. SAFe focuses on operational Value Streams
e. The development Value Streams must be understood to define the operational Value Streams

18. Why is capacity allocation important in SAFe
a. So the team is able to meet its iteration goals
b. To synchronize the development cadence of Features and Component teams
c. Work can be better estimated
d. So that teams continuously invest in the Architectural Runway

19. Who typically facilitates the Agile Release Train Sync meeting
a. Release Train Engineer
b. Value Stream Engineer
c. Senior Scrum Master
d. Agile Coach

20. Which statement is true about Lean Portfolio Management and budgeting
a. It reviews the top performing Solutions to ensure they are staying with budget targets
b. It monitors the budgets in the different Agile Release Trains but avoids funding new Epics
c. It cannot make any budget changes to the Portfolio
d. It empowers stakeholders to adapt the current backlog and roadmap contest

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SAFe SPC question bank 5
 

81. When is a Pre-PI Planning event needed?
When multiple Agile Release Trains working on the same Solution need to align and coordinate

82. 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?
• Business priorities

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

84. Which statement is true when continuously deploying using a DevOps model?
• It lessens the severity and frequency of release failures

85. What are the four budget guardrails?
• Guiding investments by horizon
• Optimizing value and solution integrity with capacity allocation
• Approving significant initiatives
• Continuous Business Owner engagement

86. What is one guardrail on Lean budget spend?
• Continuous Business Owner engagement

87. 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?
• Business priorities

88. ** What is the last step in Kotter’s approach to change management?
Anchor new approaches in the culture

89. What are Kotter’s 8-Step Change Model?
Step 1: Create Urgency
Step 2: Form a Powerful Coalition
Step 3: Create a Vision for Change
Step 4: Communicate the Vision
Step 5: Remove Obstacles
Step 6: Create Short-Term Wins
Step 7: Build on the Change
Step 8: Anchor the Changes in Corporate Culture

90. What are the 12 Principles Behind the Agile Manifesto?
1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
2. Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity-the art of maximizing the amount of work not done-is essential.
11. The best architectures, requirements, and designs emerge from self-organizing teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

91. Which statement is a principle of the Agile manifesto?
Simplicity–the art of minimizing the amount of work not done–is essential

92. ** What is a valid reason for moving a PI objective to stretch?
The team has high uncertainty about a third-party delivery needed for the objective

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

94. The 12 Steps in SAFe Implementation Roadmap:
1. Reaching the Tipping Point
2. Train Lean-Agile Change Agents
3. Train Executives, Managers, and Leaders
4. Create a Lean-Agile Center of Excellence
5. Identify Value Streams and ARTs
6. Create the Implementation Plan
7. Prepare for ART Launch
8. Train Teams and Launch the ART
9. Coach ART Execution
10. Launch More ARTs and Value Streams
11. Extend to the Portfolio
12. Sustain and Improve

95. What is the connection between feedback and optimum batch size?
• Small batch sizes enable faster feedback with lower transaction costs

96. What is one key reason for keeping the test data for automated tests under version control?
• If test data gets out of sync, automated tests may not properly execute

97. What is the primary goal of decentralized decision-making?
• Enable faster flow of value

98. What does SAFe® Principle #3, “Assume variability; preserve options,” enable?
• Better economic results

99. What is a result of shorter queue lengths?
Less variability

100. Which statement is most accurate about the Program Vision?
It expresses the strategic intent of the Program

101. What Definition of Done is required for the Iteration Review?
• Team Increment

102. What is the primary purpose of Strategic Themes?
• Connect the portfolio to the enterprise business strategy

103. An Epic spanning two PIs was approved for implementation. What is the optimum implementation path from a Lean-Agile perspective?
• Demonstrate the progress to key stakeholders after first PI and make a decision how to proceed with the Epic in the second PI

104. What backlog items are part of the Solution Backlog?
• Capabilities

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

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

 

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SAFe SPC question bank 4
 

51. Once you have launched the ART, what is the net step?
• Showcase the success.
• showcase that the ART is meeting its PI objective s and relentlessly improving its program performance.
• Invite stakeholders and showcase the success of the team demos and system demo
• communicate real wins not gimmicks
• provide ongoing program consulting and team coaching to build the organizations lean-Agile capabilities.

52. Is inspect and adapt qualitative or quantitative?
• Quantitative?

53. What are the three parts to inspect and adapt?
• PI system Demo of the solution’s current state to program stakeholders

54. Quantitative measurement
• Retrospective and problem solving workshop

55. What are the four budget guardrails on Lean Budget spend?
1. Guiding investments by horizon
2. Optimizing value and solution integrity with capacity allocation
3. Approving significant initiatives
4. Continuous Business Owner engagement

56. What is the recommended way to express a Feature?
Story Points

57. ** How is the flow of Portfolio Epics managed?
In the Portfolio Kanban

58. What is a Minimal Viable Product?
A minimal product that can validate a hypothesis

59. ** In the Program Kanban some steps have Work-in-Process limits. Why is this necessary?
To help continuous deployment and increase flow

60. When does a Roadmap become a queue?
When it is longer than one Program Increment

61. What is one of the Agile Release Train sync meetings?
Scrum of Scrums

62. Which statement describes aspects of the team’s commitment during PI Planning? A team does not commit to stretch objectives

63. What is the recommended frequency for updating Lean budget distribution? On demand (fund Value Streams, not projects)

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

65. What is one component of the Continuous Delivery Pipeline?
Continuous Exploration
Continuous Integration
Continuous Deployment

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

67. What is considered an anti-pattern when assigning business values to Team PI Objectives?
Business Owners assign high values to important enabler work

68. What is SAFe’s release strategy? Release on demand

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

70. What is a valid reason for moving a PI objective to stretch?
The team is unsure how to estimate the related stories using story points? The team has high uncertainty about a third-party delivery needed for the objective

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

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

73. Which practice helps with a test-first mentality? BDD

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

75. What can be used to map the current state of a portfolio?
Portfolio Canvas

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

77. What are the 5 core competency of Lean Enterprise?
Lean Portfolio Management
Business Solutions and Lean Systems Engineering
DevOps and Release on Demand
Team and Technical Agility
Lean-Agile Leadership

78. Which core competency of the Lean Enterprise helps drive built-in quality practices?
• Team and Technical Agility

79. 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

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

 

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SAFe SPC question bank 2
 

16. What is the net step once the Lean-Agile change Agents have been trained?
• Train Executives, Managers, Leaders

17. What do you do after Executives, Managers, and leaders have been trained?
• Identify the Value steams.

18. What is the net step after the value stream has been identified?
• Create the implementation Plan

19. What happens after the implementation plan has been created?
• Prepare for Art Launch. Train Scaled Agile(Leading SAFe), POPM, SSM.

20. What is the step that follows Preparing for the ART launch?
• Train Teams and launch the ART

21. Once the teams have been trained what is the net step?
• Coach ART Execution

22. Once you have coached Art execution what do you do net?
• Launch more ARTS and Value streams

23. What is the step after Launching more ARTS and value streams?
• Extend to the Portfolio

24. What do you do once you have extended to the Portfolio?
• Sustain and improve

25. What are the SAFe Core Values?
• Alignment
• Transparency
• Built-in-Quality
• Program execution

26. Alignment =
• This Provides the relevant briefings and participate in Program Increment (PI)) Planning.
• Helps with backlog visibility, review, and preparation
• Helps with Value Stream organization and coordination
• Constantly check for understanding
• Communicate the mission, visions and strategy at every opportunity

27. Transparency =
• Visualize all relevant work
• Take ownership and responsibility for errors and mistakes
• Admit your own mistakes
• Support other who acknowledge and learn from their mistakes-never punish the messenger

28. Built-in quality
• Demonstrate quality by refusing to accept or ship low quality work
• Support investments in capacity planning for maintenance and reduction of technical debt
• Ensure U, Architecture, operations, security, compliance, and other are part of flow of work.

29. Program Execution
• Participate as an active business owner in PI execution
• Celebrate high quality and predictability delivered program Increments
• Aggressively remove impediments and demotivates

30. What are the four pillars of the house of lean?
• Flow
• Respect for people and culture
• Innovation
• Relentless Improvement

 

SPC SAFe question bank 3

SAFe SPC exam cheat sheet

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SAFe SPC question bank 1
 

1. Proactive leadership
• – In the absence of a burning platform, leadership must create the sense of urgency to proactively drive change by taking a stand for a better, future state

2. Why should you establish the vision for change?
• – Without a good vision, a clever strategy or logical plan can rarely inspire the kind of action needed to produce major change.

3. http://www.scaledagileframework.com/invitation-based-safe-implementation/ –

4. What are two primary reasons to change?
• – A burning platform
• – The company is failing to complete and the existing way of working is inadequate to achieve a new solution in time.

5. The foundation of house of lead in Leadership

6. When you find a value stream, go all in and all at once for each ART. The one-week launch is proven adoption model.
• Quickstart approach to ART Launch
i. SAFe for Teams
1. Monday, Tuesday
ii. PI Planning
1. Wednesday, Thursday
iii. Workshops
1. Friday

7. Three benefits of Big Room Training
• Accelerated learning
• A common scaled Agile paradigm
• Cost efficiency

8. What is the importance of the first PI Planning?
• First Impression of SAFe
• Generating a short-term win
• Builds the Art as a team
• Teaches teams about assuming responsibility for planning and delivery
• Creates visibility into the program
• Creates confidence in the commitment of Lean-Agile Leaders to the transformation

9. Things to remember when prepping for distributed team PI Planning
• 1. Have a dedicated facilitator and tech support person at each location
• Test Audio, video, and presentation-sharing connectivity, and then test it again
• Have a common understanding of how plans will be shared (video, wiki, email, etc)
• Establish team- based audio/video communication for breakout sessions.

10. What type of PI Planning agenda is recommended for large time zone differences ?
• 2.5 days, following respect people and cultures, we want to avoid asking teams to stay up all night

11. What does train the leaders do?
• Helps them create the mindset they need to empower employees for further action

12. What does training the stakeholders do?
• Gives the Stakeholders the skills and motivation the need to change the organization.

13. Which is the most important ART to launch?
i. the first one.

14. What does the ART as a team of teams do?
• removes Silos that inhibit flow

15. What can you find in the ART readiness workbook?
• Readiness Checklist
• Team Summary
• Team Roster
• Program Roster
• Content
• Facilities
• Supplies

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SAFe – Scaled Agile Question Bank 5
 

41. Which statement describes the Scaled Agile Framework?
It synchronizes alignment, collaboration, and delivery for large numbers of teams
It provides strict guidelines for all daily activities
It scales Scrum to multiple Agile Teams
It provides guidelines for Project Managers

42. The customer is asking for a forecast for when a specific Feature will be available for release at the beginning of the next fiscal year. Where could the Product Manager find this information?
Development Manager
Program Backlog
System Architecture Designs
Roadmap

43. Kanbans are the primary mechanism to achieve SAFe Principle #6, which includes visualizing and limiting Work-in-Process, reducing batch sizes, and what else?
Managing runway cadence
Managing queue length
Managing non-functional requirements in the backlog
Managing PI Objectives
44. Epic Owners collaborate with which two other roles in a typical Portfolio Kanban system? (Choose two.)
Release Train Engineer
Business Owners
System and Solution Architect/Engineering
Scrum Masters
Product Owners

45. Predictable incremental delivery occurs based on which two practices? (Choose two.)
Cadence
Solution Context
Architecture Governance
Solution Intent
Synchronization

46. Iteration Goals serve what purpose?
To define the what, the how, and the how much
To identify non-functional requirements
To set preliminary PI Objectives
To align team members to a common purpose
47. What are three outputs of Synthesis? (Choose three.)
Program Roadmap
Strategic Themes
Portfolio Kanban
Program Backlog
Iteration Goals
Vision
48. What is one non-Lean behavior that organizations demonstrate when prioritizing?
Reducing the duration will decrease the Cost of Delay
Accepting that a high return on investment (ROI) is always more important than a Feature with a low ROI
Cost of Delay is directly related to the size of the queue
Cost of Delay is the same as WIP
49. The team is struggling to agree on the story point sizing of a new user story. The Product Owner was previously a related domain expert and feels the team is wasting time. What should she do?
Make the team aware of her expertise and decide the size for them
Suggest the team stop the sizing of the user story and add it to the next Iteration as is
Instruct the Scrum Master to resize the story
Continue to support the team’s decision on sizing
50. Which two types of items are maintained in the Team Backlog? (Choose two.)
Epic Enablers
PI Objectives
User Stories
Enabler Stories
Business Epics

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SAFe – Scaled Agile Question Bank 4
 

31. An organization is conducting their first PI Planning session, and the new teams are asked to provide their capacity. Which three actions are part of the initial capacity planning process? (Choose three.)
Find a small story that takes about a day to develop and call it a one
Compare final team capacity across all teams and make individual team adjustments
Add the points for all the recently completed Features and use that as a baseline for future capacity
Ensure Product Owner/Product Manager approval for all capacity adjustments based on time
Subtract one point for every team member’s vacation day, public holiday, or training day
Use eight points per person (adjust for part-time employees)

32. What does the Lean UX process begin with?
A benefit hypothesis
A minimum marketable feature
A collaborative design
An evaluation

33. Epics require an Epic Owner and what else?
A Solution Intent
A Lean Business Case
A Definition of Done
An Economic Framework

34. Which two job roles are good candidates for becoming a Product Owner? (Choose two.)
UX Experts
Line Managers
Scrum Masters
Business Analysts
Subject Matter Experts
35. Which role is responsible for working with customers and creating the Vision?
System Architect
Release Train Engineer
Product Manager
Product Owner

36. The first three elements of the Continuous Delivery Pipeline work together to support delivery of small batches of new functionality. These continuous elements include Exploration, Integration, and what else?
Compliance
Deployment
Automation
Execution
37. Why would Product Owners and Product Managers be key collaborators in the enterprise?
They are key roles in steering and sequencing the Agile Release Train priorities
They plan all the key events for the Program Increment
They plan Portfolio strategy horizons for the enterprise
They provide governance and spending practices for the value streams

38. What is one way to establish a team’s velocity?
Look at the average story points completed from the last Iterations
Add the story points for all Features completed in the Iteration
Add the story points for all the stories planned for the Iteration
Calculate the percentage planned versus actual story complete for an Iteration
39. A Lean Business Case can identify the impact on sales and which other two areas? (Choose two.)
Profit
Decomposition
Deployment
Distribution
Architecture
40. The Work-in-Process limit at the Analyzing step of the Program Kanban is based on the overall availability of Product Management, other subject matter experts, and the capacity of which two other roles? (Choose two.)
Business Owners
Agile Portfolio Operations
Release Train Engineer
System Architects
Lean Agile Center of Excellence

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