SAFe SPC question bank 3

31. What is the foundation of the house of lean?
• Leadership

32. What is the roof of the house of lean?
• Value

33. People do all the work. Your Customer is whoever consumes your work
• -Don’t Overload them
• -Don’t make them wait
• -Don’t force them to do wasteful work
• -Don’t impose wishful thinking
• build long-term partnerships based on trust
• Culture change comes last, not first
• To change culture change the organization – Respect for people and culture

34. Flow
• Optimize continuous and sustainable throughput for value
• build in quality; flow depends on it
• Understand, exploit, and mange variability
• Avoid start-stop-start project delays
• Use informed-decision making via fast feedback

35. Innovation
• Producers innovate; customers validate
• Get out of the office
• Provide time and space for creativity
• Apply innovation accounting
• Pivot without mercy or guilt

36. Relentless Improvement
• A constant sense of danger
• Optimize the whole
• Consider facts carefully, then act quickly
• Apply lean tools to identify and address root causes
• Reflect at key milestones; identify and address shortcomings –

37. Value
• Shortest sustainable lead time.
• Best quality and value to people and society.
• High morale, safety, customer delight – Value

38. Leadership
• Management applies and teaches Lean-Agile thinking, based decisions on this long-term philosophy.

39. Principles of lean-Agile Thinking – Agile Manifesto
• Individual and interactions – over processes and tools
• Working software – over comprehensive documentation
• Customer collaboration – over contract negotiation
• Responding to change – over following a plan

40. What is the first SAFe Lean-Agile Principle? –
• Take an economic view

41. What is the second SAFe Lean-Agile Principle?
• – Apply Systems thinking

42. What is the third SAFe Lean-Agile Principle?
• – Assume Variability, preserve options

43. What is the fourth SAFe Lean-Agile Principle?
• – Build incrementally with fast, integrated learning cycles

44. What is the fifth SAFe Lean-Agile Principle?
• – Based milestones on objective evaluation of working systems

45. What is the sixth SAFe Lean-Agile Principle?
• – Visualize and limit WIP, reduce batch sizes, and manage queue length

46. What is the seventh SAFe Lean-Agile Principle?
• – Apply cadence, synchronize with cross-domain planning

47. What is the eight SAFe Lean-Agile Principle?
• – Unlock the intrinsic motivation of knowledge workers

48. What is the ninth SAFe Lean-Agile Principle?
• – Decentralize decision-making

49. Why the focus on principles?
• A lean-Agile transformation will deliver substantial benefits
• However, it is a significant change and every implementation is different
• Leaders should understand why the practices work; its part of knowing what it is they do
• If a practice need to change, understanding the principles will assure the change moves the moves the enterprise in the right direction

50. What are the Five primary dimensions of Built-In Quality?
• Flow
• Architecture & Design Quality
• Code Quality
• System Quality
• Release Quality


SPC SAFe question bank 3

SAFe SPC exam cheat sheet

SAFe SPC question bank 8

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

52. How can an organization gain trust between the business and development?
a. Pair up IT with Epics Owners for all IT meetings
b. Deliver predictability
c. Give teams access to the program Kanban
d. Reduce the amount of features

53. When is the ROAM technique used to categorize program risks?
a. At the product owner sync
b. At scrum of scrums
c. At the agile release train sync
d. At PI Planning

54. What is the call to action when promoting SAFe during a meeting with company executives?
a. Train leaders and managers and then decide on the net steps
b. Launch one pilot agile release train and then learn and adapt
c. Propose a large preparation (teams, HR, organization) and then select a date to start the transformation
d. Organize a value stream identification workshop to determine the dependencies and to synchronize the agile release train launch

55. Ann is invited to help an agile release train that has struggled through multiple innovation and planning (IP) iterations. They just finished the second iteration in the current PI and have nothing to demonstrate at the system demo.
a. Program stakeholders are really concerned. What should Ann do?
b. RE-architect the system so that there are no dependencies between the teams and integration is not needed
c. Have every team demonstrate their team increment to the stakeholder separately on the team branch
d. Re-plan the current PI: De-scope to leave enough time to integrate what has been build during the IP iteration
e. Stop working on any new functionality and fully integrate and test the system, adjust scope based on learnings.

56. What is one key message about Little’s Law?
a. The easiest way to achieve flow is to reduce queue lengths
b. The average wait time is dependent on the varying arrival rate items coming into the queue
c. The easiest way to reduce wait is to increase the processing rate
d. A single piece flow should always be the goal

57. Based on the work of Don, the Scaled Agile Framework denotes five primary economic factors that can be used to consider the economics perspective of a particular investment. What are three of those primary economic factors?
a. Lead time
b. Development expense
c. Value stream budget
d. Return on investment
e. Risk
f. Transaction cost

58. What are three examples of lean agile leadership?
a. Developing skills and career paths for team members
b. Limiting process improvements to control scope
c. Communicating the solution vision with the teams
d. Creating an environment of mutual influence
e. Create work breakdown structures
f. Prioritizing team backlogs

59. Nick is invited to help a program where, even though not mandated by the eternal environment, management required teams to make big upfront and detailed scope commitments for every release.
What are the things Nick can do to best coach the decision makers?
a. Illustrate the power of feedback in content decision making
b. Explain the “understand and exploit variability” principle of product development flow.
c. Satisfy the immediate need and improve later
d. Explain the benefits of releasing at the end of the program increment
e. Emphasize the value of “responding to change” from the agile manifesto
f. Explain that too much up front detail demotivates product owners as they have almost nothing to do afterwards

60. An inspect and adapt event is occurring and a program is trying to address a ling existing problem – unreliable PI commitments. One of the participants suggests that they are working on too many things at one time.
a. What aspect of the program causes uncontrollable amounts of work in process?
b. All program teams are cross functional, so every team creates work in multiple areas at the same time
c. Stories are too small
d. Items in the program backlog are large chunks of work at different layers of the system instead of true features
e. Teams do not do a good job at task switching

61. What is this statement defining “A series of activities that have proven to be effective in successfully implementing SAFe”?
a. The SAFe Lean Agile principles
b. The scaled agile framework
c. The SAFe Implementation Roadmap
d. An agile Release Train

62. What does Dunbar’s number provide guidance for in the scaled agile framework?
a. The percent utilization that enables a sustainable pace
b. The number of people on a lean portfolio team
c. The number of members on a self-managing self-organizing agile release team
d. The number of people on a solution train

63. Relentless improvement as defined in the scaled agile framework includes which two activities?
a. Apply lean problem-solving tools and techniques
b. Hold employee reviews to provide fast feedback
c. Build long term relationship based on trust
d. Reflect at key milestones
e. Hold people accountable

SAFe SPC exam question bank 1

SAFe SPC exam cheat sheet