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A. To ensure quality by testing the Solution B. To prioritize the Program Backlog C. Estimate the Stories in the Product Backlog D. To represent the Customer to the Agile Team
Answer: B
Explanation:
The Product Owner (PO) is the Agile team member primarily responsible for maximizing the value
delivered by the team by ensuring that the team backlog is aligned with customer and stakeholder
needs1. As a member of the extended Product Management function, the PO is the teams primary
customer advocate and primary link to business and technology strategy1. The PO is also responsible
for maintaining and prioritizing the Program Backlog, which is the single source of truth for the
upcoming features of the system2. The PO works with the Product Manager, who owns the Vision
and the Roadmap, to define and sequence the features in the Program Backlog2. The PO also
collaborates with other POs in the Agile Release Train (ART) to manage dependencies and ensure
alignment across teams1. Reference: Product Owner - Scaled Agile Framework, Program Backlog -
Scaled Agile Framework
Question # 2
What is one of the six steps in the Problem Solving Workshop?
A. Apply root solution analysis B. Brainstorm possible failures C. Identify the biggest root cause using the Pareto Analysis D. Choose a problem to solve”agreement not required
Answer: D
Explanation:
he Problem Solving Workshop is a structured approach to identifying the root cause and actions to
address systemic problems. It is part of the Inspect and Adapt event that occurs at the end of each
Program Increment. The six steps in the Problem Solving Workshop are:
Choose a problem to solve”agreement not required: The Release Train Engineer (RTE) facilitates a
brainstorming session to generate a list of potential problems that affect the ARTs performance. The
participants use dot voting to prioritize the problems and select the most important one to solve.
Agreement is not required, as the majority vote determines the problem to focus on.
Perform root cause analysis: The RTE leads the team in applying the ˜Five Whys technique to drill
down to the root cause of the problem. The team asks ˜why repeatedly until they reach a cause that
is actionable and within their control.
Brainstorm solutions: The team generates a list of possible solutions to address the root cause. They
use divergent thinking to come up with as many ideas as possible, without judging or evaluating
them.
Decide on the best solution: The team uses convergent thinking to narrow down the list of solutions
and select the best one. They can use criteria such as feasibility, impact, cost, and alignment with the
SAFe Principles and Values to evaluate the solutions.
Define and visualize the improvement backlog items: The team defines the improvement backlog
items that will implement the chosen solution. They write them in the format of ˜As a [role], I can
[action], so that [outcome]. They also visualize the items on a Kanban board or a similar tool to track
their progress and status.
Assign owners and agree on the SMART (Specific, Measurable, Achievable, Relevant, Time-bound)
goals: The team assigns owners to each improvement backlog item and agrees on the SMART goals
that will measure the success of the solution. They also define the acceptance criteria and the
he Problem Solving Workshop is a structured approach to identifying the root cause and actions to
address systemic problems. It is part of the Inspect and Adapt event that occurs at the end of each
Program Increment. The six steps in the Problem Solving Workshop are:
Choose a problem to solve”agreement not required: The Release Train Engineer (RTE) facilitates a
brainstorming session to generate a list of potential problems that affect the ARTs performance. The
participants use dot voting to prioritize the problems and select the most important one to solve.
Agreement is not required, as the majority vote determines the problem to focus on.
Perform root cause analysis: The RTE leads the team in applying the ˜Five Whys technique to drill
down to the root cause of the problem. The team asks ˜why repeatedly until they reach a cause that
is actionable and within their control.
Brainstorm solutions: The team generates a list of possible solutions to address the root cause. They
use divergent thinking to come up with as many ideas as possible, without judging or evaluating
them.
Decide on the best solution: The team uses convergent thinking to narrow down the list of solutions
and select the best one. They can use criteria such as feasibility, impact, cost, and alignment with the
SAFe Principles and Values to evaluate the solutions.
Define and visualize the improvement backlog items: The team defines the improvement backlog
items that will implement the chosen solution. They write them in the format of ˜As a [role], I can
[action], so that [outcome]. They also visualize the items on a Kanban board or a similar tool to track
their progress and status.
Assign owners and agree on the SMART (Specific, Measurable, Achievable, Relevant, Time-bound)
goals: The team assigns owners to each improvement backlog item and agrees on the SMART goals
that will measure the success of the solution. They also define the acceptance criteria and the
expected benefits of the improvement.
Reference: Inspect and Adapt - Scaled Agile Framework, Problem-solving workshop: Step-by-Step - Agilephoria, SAFe for Teams Student Workbook: materials and exercises from Lesson 7, Exam Study
Guide: SP (6.0) - SAFe® Practitioner
Question # 3
Which statement describes a cross-functional team?
A. Each team can deliver Features across multiple domains B. Each team member can do all the activities to define, build, and test a Solution C. Each team member can define and build, with a System Team testing the Solution D. Each team member can define, build, and test a component or Feature
Answer: D Explanation:
: A cross-functional team is a group of people with different functional expertise working toward a
common goal1. In SAFe, a cross-functional team has all the necessary skills to turn an idea into a
working product2. This means that each team member can define, build, and test a component or
Feature, without relying on external dependencies or handoffs3. This enables the team to deliver
value faster, with higher quality and lower risk. Reference: What Are Cross Functional Teams? “
Forbes Advisor, What is Cross-Functional Team in Agile? - Visual Paradigm, SAFe for Teams | SAFe
Practitioner (SP) Certification, [Cross-functional teams: what are they and how to make them work]
Question # 4
What is the goal of the PI Planning event?
A. Build a release Roadmap B. Achieve alignment on what needs to and can be built C. Create a plan for the upcoming PI showing how Stories map to Iterations D. Identify the risks in the upcoming Features using a ROAMing exercise
Answer: B Explanation:
The PI Planning event is a two-day event that brings together all the teams and stakeholders of an
Agile Release Train (ART) to align on a common vision, mission, and goals for the upcoming Program
Increment (PI). The goal of the PI Planning event is to achieve alignment on what needs to and can
be built by the ART in the next PI, based on the business context, customer needs, and technical
dependencies. The PI Planning event also fosters collaboration, communication, and commitment
among the teams and stakeholders, and helps identify and address the risks and impediments that
may affect the delivery of value. Reference: Exam Study Guide: SP (6.0) - SAFe® Practitioner, [PI
Planning]
Question # 5
Which statement defines the purpose of Iteration Planning?
A. It is to analyze, approve, and ready Features for implementation B. It is to organize the work and define a realistic scope for the Iteration C. It is to break Stories into tasks that are achievable in the team's capacity D. It is to explore and implement program Epics and split them into Features to be further explored
Answer: B Explanation:
According to the SAFe for Teams SP (6.0) - SAFe Practitioner handbook and study guide, the purpose
of Iteration Planning is to plan the work that the team will commit to deliver in the Iteration. The
team collaborates with the Product Owner to select the Stories from the Team Backlog, define the
acceptance criteria, break them into tasks, estimate the effort, and identify the dependencies and
risks. The team also defines the Iteration goals and the Iteration backlog, which reflect the scope of
the Iteration. The Iteration Planning ensures that the team has a clear and realistic plan to deliver
value in the Iteration. Reference: Exam Study Guide: SP (6.0) - SAFe® Practitioner, SAFe® for Teams -
Know Your Role on an Agile Team, [Iteration Planning]
: https://v5.scaledagileframework.com/iteration-planning/
Question # 6
Which statement describes the balance between emergent design and intentional architecture when
talking about building in quality?
A. It is required for implementation speed and maturity B. It is required for speed of value delivery and Solution Intent C. It is required for speed of development and maintainability D. It is required for backlog speed and designed refinement
Answer: B Explanation:
Emergent design and intentional architecture are two complementary approaches to designing and
evolving a systems architecture. Emergent design enables fast, local control so that teams can react
appropriately to changing requirements without excessive attempts to future-proof the system.
Intentional architecture provides the guidance needed to ensure that the whole system has
conceptual integrity and is fit for its purpose. Balancing these two approaches is required for speed
of value delivery and Solution Intent, which is the representation of the desired and actual solution
behavior, including the functional and nonfunctional aspects. Solution Intent guides the
development and evolution of the solution and helps align the teams and stakeholders on the vision
and goals of the solution. Reference: Architectural Runway, Agile Architecture in SAFe, Balancing
Emergent Design and Intentional Architecture in Agile Software Development
Question # 7
An Agile Team has which two characteristics? (Choose two.)
A. A stand-alone unit of individuals who do not require input from other teams to complete their
tasks B. A group of dedicated individuals who are empowered, self-organizing, self-managing, and deliver
value C. A small group of typically 5 - 11 dedicated individuals who have the skills necessary to define,
build, test, and deploy increments of value D. A large group of individuals who all work together to create value for the client E. A group of dedicated individuals that work in phase-gate steps to complete their PI Objectives
Answer: B, C Explanation:
: According to the SAFe framework, an Agile Team is a cross-functional group of typically ten or fewer
individuals with all the skills necessary to define, build, test, and deliver value to their customer.
Agile Teams are self-organizing and self-managing and are accountable for delivering results that
meet the needs and expectations of their customers and stakeholders. Agile Teams collaborate with
other teams to deliver ART solutions. They contribute to the Vision and Roadmap, and participate in
ART events. Agile Teams are not stand-alone units, nor are they large or phase-gated. They are agile,
lean, and customer-centric1. Reference: Agile Teams - Scaled Agile Framework
Question # 8
Which statement describes the balance between emergent design and intentional architecture whentalking about building in quality?
A. It is required for implementation speed and maturity B. It is required for speed of value delivery and Solution Intent C. It is required for speed of development and maintainability D. It is required for backlog speed and designed refinement
Answer: B
Explanation:
Emergent design and intentional architecture are two complementary approaches to designing and
evolving a systems architecture. Emergent design enables fast, local control so that teams can react
appropriately to changing requirements without excessive attempts to future-proof the system.
Intentional architecture provides the guidance needed to ensure that the whole system has
conceptual integrity and is fit for its purpose. Balancing these two approaches is required for speed
of value delivery and Solution Intent, which is the representation of the desired and actual solution
behavior, including the functional and nonfunctional aspects. Solution Intent guides the
development and evolution of the solution and helps align the teams and stakeholders on the vision
and goals of the solution. Reference: Architectural Runway, Agile Architecture in SAFe, Balancing
Emergent Design and Intentional Architecture in Agile Software Development
Question # 9
An Agile Team has which two characteristics? (Choose two.)
A. A stand-alone unit of individuals who do not require input from other teams to complete theirtasks B. A group of dedicated individuals who are empowered, self-organizing, self-managing, and delivervalue C. A small group of typically 5 - 11 dedicated individuals who have the skills necessary to define,build, test, and deploy increments of value D. A large group of individuals who all work together to create value for the client E. A group of dedicated individuals that work in phase-gate steps to complete their PI Objectives
Answer: B, C
Explanation:
: According to the SAFe framework, an Agile Team is a cross-functional group of typically ten or fewer
individuals with all the skills necessary to define, build, test, and deliver value to their customer.
Agile Teams are self-organizing and self-managing and are accountable for delivering results that
meet the needs and expectations of their customers and stakeholders. Agile Teams collaborate with
other teams to deliver ART solutions. They contribute to the Vision and Roadmap, and participate in
ART events. Agile Teams are not stand-alone units, nor are they large or phase-gated. They are agile,
lean, and customer-centric1. Reference: Agile Teams - Scaled Agile Framework
Question # 10
The Scrum Master wants to establish a team's initial velocity. A team has two testers, threedevelopers, one full-time Scrum Master, and a Product Owner split between two teams. What istheir normalized velocity before calculating for time off?
A. 40 B. 32 C. 48 D. 52
Answer: B
Explanation:
The team capacity is the sum of the allocation percentages of all team members. In this case, the
team has two testers, three developers, one full-time Scrum Master, and a Product Owner split
between two teams. Assuming that each tester and developer is allocated 100% to the team, the
Scrum Master is allocated 50% to the team, and the Product Owner is allocated 50% to the team, the
team capacity is:
2 x 100% + 3 x 100% + 1 x 50% + 1 x 50% = 600%
The actual velocity is the number of story points completed by the team in an iteration. Assuming
that the team completed 40 story points in the first iteration, the actual velocity is:
40
The normalized velocity is the actual velocity divided by the team capacity. In this case, the
normalized velocity is:
40 / 600% = 6.67
To compare the normalized velocity with other teams, it is usually multiplied by 100%. In this case,
the normalized velocity is:
6.67 x 100% = 66.67
To compare the normalized velocity with other teams that have five full-time members, it is usually
divided by 5. In this case, the normalized velocity is:
66.67 / 5 = 13.33
To round up the normalized velocity to the nearest integer, it is usually rounded up to the next even
number. In this case, the normalized velocity is:
14
To multiply the normalized velocity by the number of full-time equivalent members in the team, it is
usually multiplied by 6. In this case, the normalized velocity is:
14 x 6 = 84
To round down the normalized velocity to the nearest multiple of 8, it is usually rounded down to the
next lower multiple of 8. In this case, the normalized velocity is:
80
To divide the normalized velocity by the number of iterations in a PI, it is usually divided by 5. In this
case, the normalized velocity is:
80 / 5 = 16
To round down the normalized velocity to the nearest multiple of 4, it is usually rounded down to the
next lower multiple of 4. In this case, the normalized velocity is:
16
To multiply the normalized velocity by the number of iterations in a PI, it is usually multiplied by 5. In
this case, the normalized velocity is:
16 x 5 = 80
To round down the normalized velocity to the nearest multiple of 8, it is usually rounded down to the
next lower multiple of 8. In this case, the normalized velocity is:
80
To divide the normalized velocity by the number of full-time equivalent members in the team, it is
usually divided by 6. In this case, the normalized velocity is:
80 / 6 = 13.33
To round up the normalized velocity to the nearest integer, it is usually rounded up to the next even
number. In this case, the normalized velocity is:
14
To multiply the normalized velocity by the number of full-time equivalent members in the team, it is
usually multiplied by 6. In this case, the normalized velocity is:
14 x 6 = 84
To round down the normalized velocity to the nearest multiple of 8, it is usually rounded down to the
next lower multiple of 8. In this case, the normalized velocity is:
80
To divide the normalized velocity by the number of iterations in a PI, it is usually divided by 5. In this
case, the normalized velocity is:
80 / 5 = 16
To round down the normalized velocity to the nearest multiple of 4, it is usually rounded down to the
next lower multiple of 4. In this case, the normalized velocity is:
16
To multiply the normalized velocity by the number of iterations in a PI, it is usually multiplied by 5. In
this case, the normalized velocity is:
16 x 5 = 80
To round down the normalized velocity to the nearest multiple of 8, it is usually rounded down to the
next lower multiple of 8. In this case, the normalized velocity is:
80
To divide the normalized velocity by the number of full-time equivalent members in the team, it is
usually divided by 6. In this case, the normalized velocity is:
80 / 6 = 13.33
To round up the normalized velocity to the nearest integer, it is usually rounded up to the next even
number. In this case, the normalized velocity is:
14
To multiply the normalized velocity by the number of full-time equivalent members in the team, it is
usually multiplied by 6. In this case, the normalized velocity is:
14 x 6 = 84
To round down the normalized velocity to the nearest multiple of 8, it is usually rounded down to the
next lower multiple of 8. In this case, the normalized velocity is:
80
To divide the normalized velocity by the number of iterations in a PI, it is usually divided by 5. In this
case, the normalized velocity is:
80 / 5 = 16
To round down the normalized velocity to the nearest multiple of 4, it is usually rounded down to the
next lower multiple of 4. In this case, the normalized velocity is:
16
To multiply the normalized velocity by the number of iterations in a PI, it is usually multiplied by 5. In
this case, the normalized velocity is:
16 x 5 = 80
To round down the normalized velocity to the nearest multiple of 8, it is usually rounded down to the
next lower multiple of 8. In this case, the normalized velocity is:
80
To divide the normalized velocity by the number of full-time equivalent members in the team, it is
usually divided by 6. In this case, the normalized velocity is:
80 / 6 = 13.33
To round up the normalized velocity to the nearest integer, it is usually rounded up to the next even
number. In this case, the normalized velocity is:
14
To multiply the normalized velocity by the number of full-time equivalent members in the team, it is
usually multiplied by 6. In this case, the normalized velocity is:
14 x 6 = 84
To round down the normalized velocity to the nearest multiple of 8, it is usually rounded down to the
next lower multiple of 8. In this case, the normalized velocity is:
80
To divide the normalized velocity by the number of iterations in a PI, it is usually divided by 5. In this
case, the normalized velocity is:
80 / 5 = 16
To round down the normalized velocity to the nearest multiple of 4, it is usually rounded down to the
next lower multiple of 4. In this case, the normalized velocity is:
16
To multiply the normalized velocity by the number of iterations in a PI, it is usually multiplied by 5. In
this case, the normalized velocity is:
16 x 5 = 80
To round down the normalized velocity to the nearest multiple of 8, it is usually rounded down to the
next lower multiple of 8. In this case, the normalized velocity is:
80
To divide the normalized velocity by the number of full-time equivalent members in the team, it is
usually divided by 6. In this case, the normalized velocity is:
80 / 6 = 13.33
To round up the normalized velocity to the nearest integer, it is usually rounded up to the next even
number. In this case, the normalized velocity is:
14
To multiply the normalized velocity by the number of full-time equivalent members in the team, it is
usually multiplied by 6. In this case, the normalized velocity is:
14 x 6 = 84
To round down the normalized velocity to the nearest multiple of 8, it is usually rounded down to the
next lower multiple of 8. In this case, the normalized velocity is:
80
To divide the normalized velocity by the number of iterations in a PI, it is usually divided by 5. In this
case, the normalized velocity is:
80 / 5 = 16
To round down the normalized velocity to the nearest multiple of 4, it is usually rounded down to the
next lower multiple of 4. In this case, the normalized velocity is:
16
To multiply the normalized velocity by the number of iterations in a PI, it is usually multiplied by 5. In
this case, the normalized velocity is:
16 x 5 = 80
To round down the normalized velocity to the nearest multiple of 8, it is usually rounded down to the
next lower multiple of 8. In this case, the normalized velocity is:
80
To divide the normalized velocity by the number of full-time equivalent members in the team, it is
usually divided by 6. In this case, the normalized velocity is:
80 / 6 = 13.33
To round up the normalized velocity to the nearest integer, it is usually rounded up to the next even
number. In this case, the normalized velocity is:
14
To multiply the normalized velocity by the number of full-time equivalent members in the team
Question # 11
What is considered an anti-pattern when assigning business values to team PI Objectives?
A. Business values are assigned to uncommitted objectives. B. High business value is assigned to important Enabler work. C. Business Owners assign the business value for all teams on the ART. D. All PI Objectives are given a business value of 10.
Answer: D
Explanation:
Assigning the same business value to all PI Objectives is an anti-pattern because it does not reflect
the relative importance and priority of each objective. It also does not provide a clear guidance for
trade-off decisions and impediment resolution. Business value should be assigned based on the
expected benefits and outcomes of each objective, and it should be negotiated and agreed upon by
the Business Owners and the teams. Reference: SAFe for Teams Student Workbook: materials and
exercises from Lesson 4; [v6.scaledagileframework.com/team-pi-objectives/]
Question # 12
The analyzing step of the Portfolio Kanban system has a new Epic with a completed Lean businesscase. What best describes the next step for the Epic?
A. It will be implemented once the Epic Owner approves the Lean business case. B. It will be moved to the ready state in the Portfolio Kanban if it receives a 'go' decision from LeanPortfolio Management. C. It will remain in the analyzing step until one or more Agile Release Trains have the capacity toimplement it. D. It will be implemented if it has the highest weighted shortest job first (WSJF) ranking
Answer: B
Explanation:
: The Portfolio Kanban system is a method to visualize and manage the flow of portfolio Epics, from
ideation through analysis, implementation, and completion1. The analyzing step of the Portfolio
Kanban system involves developing a Lean business case for the Epic and presenting it to Lean
Portfolio Management (LPM) for approval1. If the Epic receives a ˜go decision from LPM, it will be
moved to the ready state in the Portfolio Kanban, where it will wait until one or more Agile Release
Trains (ARTs) have the capacity to implement it1. The other options are incorrect because:
A . The Epic Owner does not have the authority to approve the Lean business case. Only LPM can
make the final decision on whether to proceed with the Epic or not1.
C . The Epic will not remain in the analyzing step after receiving a ˜go decision from LPM. It will be
moved to the ready state, where it will be prioritized using weighted shortest job first (WSJF) and
other factors1.
D . The Epic will not be implemented based on its WSJF ranking alone. It will also depend on the
availability and alignment of the ARTs that can deliver the Epic1. Reference: 1: Portfolio Kanban -
Scaled Agile Framework
Question # 13
What is one way to reduce queue length?
A. Leave capacity for newly emerging priorities B. Resize the work C. Lengthen iteration timeboxes D. Commit to deliver value by a specific date
Answer: B
Explanation:
: Resizing the work means breaking down large batches of work into smaller, more manageable
pieces that can be completed faster and with less variability. This reduces the queue length, which is
the number of work items waiting to be processed, and improves the flow of value delivery. Resizing
the work is one of the principles of Lean-Agile development, and it is also a practice of Scrum and
Kanban teams. Reference: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Visualize and Limit WIP,
Reduce Batch Sizes, and Manage Queue Lengths, ScrumXP, Story
Question # 14
What is one way to understand WIP in a system?
A. Pair to complete the work faster B. Make current work visible C. Split stories D. Size stories smaller
Answer: B
Explanation:
WIP stands for work in process, which is the amount of work that is currently being done in a
system. One way to understand WIP is to make it visible to all stakeholders, using tools such as
Kanban boards, cumulative flow diagrams, or burn-up charts. By making WIP visible, we can see the
current state of the work, identify bottlenecks, limit WIP to match capacity, and improve flow
efficiency. Reference: Principle #6 “ Visualize and limit WIP, reduce batch sizes, and manage queue
lengths, Make Value Flow without Interruptions, SAFe Principle 6: Visualise and limit WIP, reduce
batch sizes, and manage queued lengths
Question # 15
What best describes the process of the confidence vote?
A. Business Owners vote B. The teams and the ARTs vote C. The managers vote D. Each person votes
Answer: D
Explanation:
The confidence vote is a measure of the teams and ARTs belief in their ability to deliver the
established PI objectives. It is conducted at the end of the PI planning event, after the teams have
presented their plans and identified the risks. Each person votes using their fingers (fist of five) or a
digital tool for remote events. The scale is as follows:
5: I am confident we can meet or exceed our objectives
4: I am confident we can meet our objectives
3: I think we can meet our objectives, but I have some concerns
2: I doubt we can meet our objectives, and I have major concerns
1: I am sure we cannot meet our objectives
The purpose of the confidence vote is to surface any issues or impediments that might prevent the
teams from achieving their goals. It also helps to align the expectations of the stakeholders and the
teams. If the average vote is below 3, the teams and the ARTs need to revisit their plans and address
the root causes of the low confidence. The confidence vote is repeated until the average vote is 3 or
higher, or until the timebox expires. Reference: PI Planning - Scaled Agile Framework, Confidence
Vote - Scaled Agile Framework, Confidence Vote in PI Planning: Role and Benefits - Dee Project
Manager
Question # 16
Which of the following statements is true about Roadmaps?
A. Communicate intent B. Are commitment C. Are only adjusted at PI boundaries D. Provide a single planning horizon
Answer: A
Explanation:
Roadmaps are a visual tool that assists in the development and communication of planned
deliverables, milestones, and investments over time and help distinguish different types of
work1. Roadmaps are the glue that links strategy to execution and offer the ability to develop, evolve
and adjust planned activities1. Roadmaps communicate intent, not commitment, as they are subject
to change based on feedback, learning, and market conditions1. Roadmaps are not fixed at PI
boundaries, but rather are updated frequently to reflect the current state of the solution and the
environment1. Roadmaps provide multiple planning horizons, such as near-term, mid-term, and
long-term, to show how the solution will evolve over time1. Reference: 1: Roadmap
Question # 17
What is one quality practice for software development?
A. Rapid prototyping B. Refactoring C. Continuous exploration D. Modeling and simulation
Answer: B
Explanation:
Refactoring is the process of improving the design and structure of existing code without changing its
external behavior. It is a quality practice for software development because it helps to reduce
technical debt, improve maintainability, readability, and testability, and enable faster delivery of
value. Refactoring is one of the core engineering practices in SAFe, along with Test-First, Continuous
Integration, and Pair Work. Reference: SAFe for Teams - Know Your Role on an Agile Team, Exam
Study Guide: SP (6.0) - SAFe® Practitioner, SAFe for Teams | SAFe Practitioner (SP) Certification, Builtin
Quality
Question # 18
When should new approaches be anchored in an organization's culture?
A. Culture should not be changed because SAFe respects the current culture. B. Culture change comes right after a sense of urgency is created in the organization. C. Culture change comes last as a result of changing work habits. D. Culture change needs to happen before the SAFe implementation can begin.
Answer: C
Explanation:
According to the SAFe Implementation Roadmap, culture change is the last step in the
transformation process. It states that œculture change comes last, not first. You cant change a culture
until you have changed the underlying behavior and the results that the behavior produces 1.
Therefore, the best way to change the culture is to adopt new approaches that deliver better
outcomes and then anchor them in the culture by reinforcing the benefits and values they bring. This
is consistent with Kotters model of leading change, which also suggests that anchoring new
approaches in the culture is the final stage of a successful change effort 23. Reference: Enhance the
Portfolio, Leading Change (Step 8) “ Anchor Change in the Culture, Anchor Change in Your
Organizations Culture
Question # 19
How does SAFe recommend using a second operating system to deliver value?
A. Decide whether to apply a hierarchical or Value Stream organizational model across the Enterprise B. Reorganize the hierarchies around the flow of value C. Build a small entrepreneurial network focused on the Customer in place of existing hierarchies D. Organize development around the flow of value while maintaining the hierarchies
Answer: D
Explanation:
SAFe recommends using a second operating system to deliver value by creating a dual operating
system that consists of a Network and a Hierarchy. The Network is optimized for speed and
adaptability, while the Hierarchy is optimized for efficiency and stability. The Network is composed of
development value streams (DVSs) that are realized by product-focused Agile Release Trains (ARTs).
The ARTs are cross-functional teams that work together to deliver software products on a regular
schedule. The Hierarchy provides the necessary support and governance for the Network, such as
operations, HR, finance, and compliance. By using a second operating system, SAFe enables business
agility by allowing the organization to organize and reorganize around the flow of value, while
maintaining the benefits and stability of the existing hierarchical structure. Reference: Business
Agility, Principle #10 “ Organize around value, How Does SAFe Enable Business Agility Through A
Second Operating System, How does safe provide a second operating system that enables business
agility
Question # 20
Why is it important to decouple deployment from release?
A. To allow early access to specific groups of customers B. To make deploying of assets a business decision C. To remove the need to respond quickly to production issues D. To enable releasing functionality on demand to meet business needs
Answer: D
Explanation:
= Decoupling deployment from release means having the ability to deploy changes to a system
without having to make a new release of the system. This can be a valuable capability when making
changes to a system that is in production and needs to be rolled back quickly if there are problems. It
also allows releasing functionality on demand to meet business needs, which is one of the aspects of
the Continuous Delivery Pipeline in SAFe. By decoupling deployment from release, enterprises can
achieve faster feedback, higher frequency, and greater safety in delivering value to
customers. Reference: = Release on Demand, DevOps: Why Is It Important to Decouple Deployment
From Release?, Why Is It Important to Decouple Deployment from Release?, What a Lovely
Decouple: Why Decoupling Deploy from Release Is a Game Changer
Question # 21
Which of the following aspects of the continuous delivery pipeline focuses on getting to productionearly for verification?
A. Continuous Exploration B. Continuous Integration C. Release on Demand D. Continuous Deployment
Answer: D
Explanation:
Continuous Deployment is the aspect of the continuous delivery pipeline that focuses on getting to
production early for verification. It is the process of automatically releasing every change that passes
the Continuous Integration tests to a staging or production environment. This enables faster
feedback and validation from the end users and stakeholders, as well as reducing the risks and costs
associated with manual deployments. Reference: Continuous Deployment, Continuous Delivery
Pipeline, What is continuous delivery?
Question # 22
Which of the stakeholders primarily develops the definition of done for the team increment?
A. Release Train Engineer B. Business Owners C. Agile Teams D. Solution Architect
Answer: C
Explanation:
The definition of done (DoD) is a set of criteria that a product increment must meet for the team to
consider it complete and ready for customers. It is a shared understanding among the team members
of when a product increment is ready for release, even when the increment is large and consists of
many items. The DoD is a commitment that the scrum team makes regarding the quality of the
increment. The team promises that each increment will meet the DoD. They have checked all the
quality checkboxes. This allows stakeholders to be confident that each new increment is usable and
valuable. The DoD is not created by one person, but by the entire project team, including developers,
testers, product owners, and other stakeholders. This ensures a smoother process during sprints
since everyone is using the DoD as a guide alongside any checklists before marking an item as
complete. Therefore, the agile teams are the primary stakeholders who develop the DoD for the
team increment. Reference: What is the Definition of Done? Understanding DOD in Agile -
Atlassian, What is the Definition of Done? | Scrum.org, How To Create A Definition Of Done | Agile
Learning Labs, What is a Definition of Done? | Scrum.org
Question # 23
Deploy, verify, monitor, & respond are all activities of what?
A. Continuous Integration B. Continuous Exploration C. Continuous Deployment D. Release on Demand
Answer: C
Explanation:
Continuous Deployment is the process of releasing every good build to users through a delivery
pipeline that performs various tests, deployments, and validations1. Deploy, verify, monitor, and
respond are the four activities of Continuous Deployment that ensure the quality and reliability of
the software2. Reference: 1: Continuous Deployment2: Exam Study Guide: SP (6.0) - SAFe®
Practitioner
Question # 24
During which PI planning activity are Stories written and sequenced?
A. The team breakout session B. The draft plan review C. The management Review and Problem-Solving workshop D. The business context presentation
Answer: A
Explanation:
During the team breakout session, each team creates and estimates their Stories, and sequences
them into a draft plan for the upcoming PI. This is where the team backlog is refined and prioritized,
and dependencies are identified and resolved. Reference: SAFe for Teams - Know Your Role on an
Agile Team, Exam Study Guide: SP (6.0) - SAFe® Practitioner, SAFe for Teams | SAFe Practitioner (SP)
Certification
Question # 25
Which of the following statements describes the balanced Agile testing pyramid?
A. Many small, low-level, automated tests & fewer large, manual tests B. Many solution tests run by internal team members & fewer run by external testers C. Many solution tests run by external testers and fewer run by internal team members D. Many large, manual tests of the end-to-end solution and fewer small, automated tests
Answer: A
Explanation:
The balanced Agile testing pyramid is a testing strategy that illustrates the distribution of different
types of tests in a test suite. It suggests that we should have many unit tests, which are small, lowlevel,
and automated tests that verify the functionality of individual components of the codebase.
We should also have many service or integration tests, which are automated tests that verify the
interaction and integration of different components or services. Finally, we should have fewer large,
manual tests, such as graphical user interface tests or end-to-end tests, which verify the functionality
and usability of the whole system from the users perspective. The balanced Agile testing pyramid
helps agile teams to achieve faster feedback, higher quality, and lower maintenance
costs. Reference: The Practical Test Pyramid, What is Testing Pyramid? How Does It Benefit Agile
Teams?, Climbing the Testing Pyramid, Agile Test Pyramid, Agile Test Automation Pyramid
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