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NEW QUESTION # 19
How can Lean-Agile leaders exemplify the SAFe Core Value of alignment?
- A. Government and vendor managers prepare joint status reports
- B. Participate in backlog visibility, review, and preparation
- C. Invite vendor program managers to government management meetings
- D. Demonstrate quality by refusing to accept or ship low quality work
Answer: B
Explanation:
Explanation
One way that Lean-Agile leaders can exemplify the SAFe Core Value of alignment is by participating in backlog visibility, review, and preparation1. This means that leaders are actively involved in understanding and prioritizing the work items that deliver value to the customers and stakeholders. They also provide feedback and guidance to the teams and trains that execute the work. By participating in backlog management, leaders can ensure that the work is aligned with the vision, mission, and strategy of the enterprise or government agency2.
1: The Evolving Role of Managers in Lean-Agile Development - Scaled Agile Framework 2: Core Values - Scaled Agile Framework
NEW QUESTION # 20
What is an attribute of a high-performing team?
- A. Slow, steady results
- B. Strong dependency within the team
- C. An empowered project manager
- D. Healthy conflict
Answer: D
Explanation:
Explanation
An attribute of a high-performing team is healthy conflict. Healthy conflict means that the team members are able to express their diverse opinions, perspectives, and ideas in a constructive and respectful way. They also listen to each other, seek to understand different viewpoints, and resolve disagreements through consensus or compromise. Healthy conflict fosters creativity, innovation, and learning within the team, and helps the team to deliver better solutions that meet the customer and stakeholder needs12.
1: Creating High Performing Teams of Teams - Scaled Agile Framework 2: 4 Qualities of High Performing Teams You Must Know! | Turing
NEW QUESTION # 21
Which statement is true about Lean-Agile development and contracting?
- A. They are based on a foundation of compliance
- B. Quality is built-in through collaboration and automation
- C. Lean-Agile development cannot be acquired with a fixed price contract
- D. Lean-Agile development contracts eliminate change orders
Answer: B
Explanation:
Explanation
The true statement about Lean-Agile development and contracting is A. Quality is built-in through collaboration and automation. Lean-Agile development is an iterative and incremental approach to software development that emphasizes flexibility, adaptability, and continuous improvement. Quality is not something that is added at the end of the development cycle, but rather something that is embedded throughout the process. Lean-Agile teams collaborate with customers and stakeholders to define clear and testable acceptance criteria for each work item. They also use automation tools to perform frequent testing, integration, and deployment of the software, ensuring that the solution meets the quality standards and compliance requirements12.
1: Advanced Topic - Agile Contracts - Scaled Agile Framework 2: Government - Building in Quality and Compliance - Scaled Agile Framework
NEW QUESTION # 22
What type of decision should be decentralized?
- A. Unimportant
- B. High cost of delay
- C. Standard technology stack
- D. Long-lasting
Answer: B
Explanation:
Explanation
According to the Decentralize Decision-Making article on the Scaled Agile Framework website, the type of decision that should be decentralized is the one that has a high cost of delay. The article states that "All other decisions should be decentralized. Characteristics of these types of decisions include: Frequent - The problems addressed by decentralized decisions are recurrent and common (e.g., Team and Program Backlog prioritization, real-time Agile Release Train [ART] scoping, response to defects and emerging issues).
Time-critical - The cost of delay for these decisions is high, and waiting for approval or consensus would cause significant waste or missed opportunities. Reversible - The consequences of these decisions are not long-lasting or irreversible and can be easily changed or corrected if needed." Therefore, the correct answer is A, high cost of delay. The other options are not accurate, as they are either irrelevant or better suited for centralized decisions.
NEW QUESTION # 23
In a SAFe Roadmap, which PIs are committed?
- A. The first two
- B. All
- C. The first one
- D. The first three
Answer: C
Explanation:
Explanation
According to the Roadmap article on the Scaled Agile Framework website, in a SAFe Roadmap, only the first PI is committed. The article states that "The committed PI shows the results of the teams' most recent PI Planning event where they committed to event the program's PI Objectives. The forecast may provide the deliverables and milestones for the following two PIs." Therefore, the correct answer is A, the first one. The other options are not accurate, as they imply that more than one PI is committed, which is not the case. The roadmap is a forecast, not a guarantee, of future PIs.
NEW QUESTION # 24
In reference to large programs, what are Strategic Themes?
- A. Persuasive concepts used to aid in the "tipping" process of decision-makers in an agency or program
- B. Vehicles used to decentralize decision-making
- C. Itemized mission objectives connecting a portfolio to the strategy
- D. A collection of ideas used at the program level to create Epics
Answer: C
Explanation:
Explanation
Strategic themes are specific, defined business objectives that connect a portfolio to the enterprise's strategy1. They provide business context for portfolio decision-making and influence the investments in value streams and solutions2. They also serve as inputs to the vision, budget, and backlogs of the portfolio, large solution, and program levels3. Strategic themes help align the portfolio with the mission and goals of the enterprise or government agency.
1: Strategic Themes - Scaled Agile Framework 2: Strategic Themes - Scaled Agile Framework 3: The Influence of Strategic Themes across a Portfolio - Scaled Agile Framework
NEW QUESTION # 25
Toward the end of the Iteration, the Product Owner raises a red flag stating there is an additional requirement that needs to be added to the current Iteration. The Agile Team could handle the requirement if they work late and over the next weekend. What should the Scrum Master do?
- A. Refuse the new requirement because it is too late to accept requirements at this point in the Iteration
- B. Talk to the Product Owner, compare the new work to existing backlog priorities, and negotiate a sustainable solution
- C. Meet with the team and if they agree to work overtime, accept the work
- D. Accept the work and extend the Iteration, informing other teams about the delay in delivery of other committed stories
Answer: B
Explanation:
Explanation
According to the Scrum Master article on the Scaled Agile Framework website, the Scrum Master should talk to the Product Owner, compare the new work to existing backlog priorities, and negotiate a sustainable solution when the Product Owner raises a red flag stating there is an additional requirement that needs to be added to the current Iteration. The article states that "The Scrum Master helps the Product Owner manage the backlog effectively by facilitating backlog refinement and prioritization. The Scrum Master also helps the Product Owner understand and apply the concepts of WSJF, MVP, MMF, and other economic prioritization methods. The Scrum Master supports the Product Owner in negotiating with stakeholders, customers, and the team to ensure that the backlog items are clear, concise, and ready for implementation." Therefore, the correct answer is B, talk to the Product Owner, compare the new work to existing backlog priorities, and negotiate a sustainable solution. The other options are not accurate, as they do not follow the Scrum principles of self-organization, time-boxing, and delivering value. Meeting with the team and accepting the work if they agree to work overtime (A) would violate the team's autonomy and sustainability. Accepting the work and extending the Iteration would disrupt the cadence and synchronization of the team and the ART. Refusing the new requirement (D) would ignore the feedback and collaboration of the Product Owner and the stakeholders.
NEW QUESTION # 26
Which statement is true about optimizing batch sizes for newly-formed SAFe teams in a program?
- A. Batch size optimization happens over time as teams figure out the balance between holding cost and transaction cost
- B. Batch size is optimized immediately by looking at transaction and holding costs
- C. Batch size is already optimized if there is continuous flow
- D. Batch size is optimized when transaction and holding costs seldom change
Answer: A
Explanation:
Explanation
According to the Visualize and Limit WIP, Reduce Batch Sizes, and Manage Queue Lengths article on the Scaled Agile Framework website, batch size optimization happens over time as teams figure out the balance between holding cost and transaction cost. The article states that "To improve the economics of handling smaller batches-and thus increase throughput-teams must focus on reducing the transaction costs of any batch. This is a continuous improvement activity that happens over time as teams figure out the balance between holding cost and transaction cost." Therefore, the correct answer is A, batch size optimization happens over time as teams figure out the balance between holding cost and transaction cost. The other options are not accurate, as they are not the statements that are true about optimizing batch sizes for newly-formed SAFe teams in a program. Batch size is not optimized immediately by looking at transaction and holding costs (B), as it takes time for teams to understand the nature of the work, identify bottlenecks, and find the optimal batch size that minimizes both costs. Batch size is not already optimized if there is continuous flow , as optimization involves finding the right balance between batch size and costs, even within a continuous flow environment. Batch size is not optimized when transaction and holding costs seldom change (D), as holding costs and transaction costs can change over time due to various factors such as team size, workload, and external dependencies.
NEW QUESTION # 27
What is the Manifesto for Agile Software Development?
- A. A set of practices that originated from Scrum
- B. A value system that only applies to software development
- C. A set of four values and twelve principles that help organizations implement systems thinking
- D. A shared set of values and principles intended to improve software development
Answer: D
Explanation:
Explanation
The Manifesto for Agile Software Development, also known as the Agile Manifesto, is a shared set of values and principles intended to improve software development1. The Agile Manifesto was created in 2001 by a group of 17 software practitioners who wanted to find a better way of developing software than the traditional, documentation-driven, and heavyweight processes. The Agile Manifesto states four values and twelve principles that guide the agile approach to software development, which emphasizes individuals and interactions, working software, customer collaboration, and responding to change2. The Agile Manifesto is not a specific methodology or practice, but rather a philosophy that can be applied to various agile frameworks, such as Scrum, Kanban, XP, and SAFe3.
1: Manifesto for Agile Software Development 2: What is the Agile Manifesto? | Agile Principles and Values - ProductPlan 3: The Agile Manifesto - Project Management Institute
NEW QUESTION # 28
Which two statements accurately describe the SAFe Implementation Roadmap? (Choose two.)
- A. It provides recommended sequencing of role-based training
- B. All steps must be complete with the first ART before launching additional trains
- C. It ensures standardization with software life cycle best practices
- D. The steps in the roadmap must be followed in order
- E. It reflects success patterns from previous implementations of SAFe
Answer: A,E
Explanation:
Explanation
Two statements that accurately describe the SAFe Implementation Roadmap are:
It reflects success patterns from previous implementations of SAFe. The SAFe Implementation Roadmap is based on the experiences and learnings of hundreds of enterprises that have successfully adopted SAFe1. It captures the common critical moves and best practices that have proven to be effective in implementing SAFe in a reliable and predictable way2.
It provides recommended sequencing of role-based training. The SAFe Implementation Roadmap includes a step for training Lean-Agile change agents, who are the key enablers and coaches of the transformation3. It also suggests the appropriate role-based training for executives, managers, leaders, and teams, as well as the timing and sequence of the training in relation to the launch of the ARTs. The training helps to build the knowledge and skills needed to apply SAFe principles and practices at various levels of the enterprise.
NEW QUESTION # 29
Which aspect of leading by example challenges Lean-Agile leaders to 'walk the talk' by being a role model of desired professional and ethical behaviors by acting with honesty, integrity, and transparency?
- A. Decentralized decision-making
- B. Life-long learning
- C. Emotional intelligence
- D. Authenticity
Answer: D
Explanation:
Explanation
Authenticity is the aspect of leading by example that challenges Lean-Agile leaders to 'walk the talk' by being a role model of desired professional and ethical behaviors by acting with honesty, integrity, and transparency1.
Authentic leaders are genuine, self-aware, and trustworthy. They align their actions with their words and values, and they inspire trust and respect from others2. Authenticity helps leaders create a culture of openness, collaboration, and continuous learning in their organizations3.
1: Lean-Agile Leadership - Scaled Agile Framework 2: What Is One Way Lean-agile Leaders Lead by Example? - CGAA 3: Three Dimensions of Lean-Agile Leadership: A Guide for Leading Your ...
NEW QUESTION # 30
Which three are configurations of SAFe 5.0? (Choose three.)
- A. Lean Enterprise SAFe
- B. Portfolio SAFe
- C. Team SAFe
- D. Full SAFe
- E. Multi-train SAFe
- F. Essential SAFe
Answer: B,D,F
Explanation:
Explanation
According to the SAFe 5 for Lean Enterprises article on the Scaled Agile Framework website, the three configurations of SAFe 5.0 are Essential SAFe, Portfolio SAFe, and Full SAFe. The article states that "SAFe 5 for Lean Enterprises is a knowledge base of proven, integrated principles, practices, and competencies for Lean, Agile, and DevOps. It's configurable and scalable for a single team, a large program, a portfolio, or an entire enterprise. SAFe 5 for Lean Enterprises is available in three configurations: Essential SAFe, Portfolio SAFe, and Full SAFe." Therefore, the correct answers are A, Essential SAFe, B, Portfolio SAFe, and E, Full SAFe. The other options are not accurate, as they are not the configurations of SAFe 5.0. Team SAFe is not a configuration, but a level within the Essential SAFe configuration. Multi-train SAFe (D) is not a configuration, but a term that refers to multiple Agile Release Trains (ARTs) working together. Lean Enterprise SAFe (F) is not a configuration, but a goal that SAFe 5.0 aims to help organizations achieve.
NEW QUESTION # 31
What assists with Epic evaluation and decision-making?
- A. Solution Intent
- B. Lean Budgets
- C. Program Budgets
- D. Strategic Themes
Answer: D
Explanation:
Explanation
According to the SAFe for Government course, strategic themes assist with epic evaluation and decision-making. Strategic themes are specific, itemized business objectives that connect a portfolio to the enterprise's business strategy1. They provide guidance for the portfolio vision, budget allocation, and the prioritization of epics1. Strategic themes help to align the portfolio with the enterprise's mission and vision, and to ensure that the epics deliver the most value to the customers and stakeholders1.
Strategic themes are specific business objectives that connect a portfolio to the enterprise strategy. They provide guidance for the portfolio vision, budget allocation, and metric selection. They also assist with epic evaluation and decision-making by providing a context for assessing the value and alignment of epics12
1: [Strategic Themes - Scaled Agile Framework] 2: Epic - Scaled Agile Framework
NEW QUESTION # 32
What are two reasons the Agile Manifesto for Software Development is still relevant to Lean-Agile Enterprises? (Choose two.)
- A. It provides the foundation for empowered, self-organizing Agile teams
- B. SAFe extends the value system and principles of the Agile Manifesto to teams of Agile teams
- C. The foundations of the value system support organizational hierarchies for large Solutions
- D. It enables governance and controls over plans at scale
- E. Applying the Agile Manifesto is important for teams but less important for programs and portfolios
Answer: A,B
Explanation:
Explanation
Two reasons the Agile Manifesto for Software Development is still relevant to Lean-Agile Enterprises are:
It provides the foundation for empowered, self-organizing Agile teams. The Agile Manifesto values individuals and interactions over processes and tools, working software over comprehensive documentation, customer collaboration over contract negotiation, and responding to change over following a plan1. These values support the creation of cross-functional, autonomous, and collaborative teams that can deliver value to customers and stakeholders in an agile way2.
SAFe extends the value system and principles of the Agile Manifesto to teams of Agile teams. SAFe is based on the Agile Manifesto, but also incorporates additional values and principles that address the challenges of scaling agile to the enterprise level3. SAFe values alignment, built-in quality, transparency, and program execution, as well as the four original values of the Agile Manifesto4. SAFe also applies nine additional principles that guide the behavior of teams of Agile teams, or Agile Release Trains (ARTs), in a Lean-Agile context5.
1: Agile Manifesto for Software Development | Agile Alliance 2: The Agile Manifesto at 20: What's still relevant-and what's not | TechBeacon 3: SAFe Lean-Agile Principles - Scaled Agile Framework 4: Core Values - Scaled Agile Framework 5: SAFe Lean-Agile Principles - Scaled Agile Framework
NEW QUESTION # 33
When do organizations begin realizing better results when following the Implementation Roadmap?
- A. As soon as the first Program Increment
- B. Once all steps in the roadmap are complete
- C. Once the predictability measure exceeds 80%
- D. Once all training classes have been completed
Answer: A
Explanation:
Explanation
According to the Implementation Roadmap article on the Scaled Agile Framework website, organizations begin realizing better results when following the Implementation Roadmap as soon as the first Program Increment (PI). The article states that "The first PI is a critical milestone. It's the first time the new ART delivers a fully integrated and tested increment of value. It's also the first time the ART demonstrates its new way of working to the enterprise and its stakeholders. The first PI is a big deal. It's a celebration of the new culture and the new way of working. It's also the first time the enterprise can see the benefits of the new approach." Therefore, the correct answer is B, as soon as the first Program Increment. The other options are not accurate, as the roadmap consists of more than just steps, training, or metrics. It is a continuous journey of learning and improvement.
NEW QUESTION # 34
Which role in SAFe has content authority over the Agile Team's backlog?
- A. Product Owner
- B. Product Management
- C. Release Train Engineer
- D. Agile Team
Answer: A
Explanation:
Explanation
According to the Essential SAFe article on the Scaled Agile Framework website, the Product Owner (PO) is the role in SAFe that has content authority over the Agile Team's backlog. The article states that "The Product Owner (PO) is the content authority for the team backlog. The PO is responsible for defining stories and prioritizing the backlog." Therefore, the correct answer is B, Product Owner. The other options are not accurate, as they are not the roles that have content authority over the Agile Team's backlog. The Release Train Engineer (A) is the servant leader and chief Scrum Master for the Agile Release Train (ART). The Product Management is the content authority for the program backlog. The Agile Team (D) is the cross-functional group of developers, testers, and other specialists that deliver value in an iteration.
NEW QUESTION # 35
What two visual reporting tools can be used to help maintain fiduciary tracking of government technology programs? (Choose two.)
- A. Detailed spreadsheets
- B. Pro formas
- C. Burn-up charts
- D. Feature progress charts
- E. Integrated master schedules
Answer: C,D
Explanation:
Explanation
According to the Government Article on the Scaled Agile Framework website, feature progress charts and burn-up charts are two visual reporting tools that can be used to help maintain fiduciary tracking of government technology programs. The article states that "SAFe provides a wide array of metrics and management tools to monitor program performance. Other metrics-such as feature progress charts, ART Kanban boards, burn-up charts, and continuous flow diagrams (Figure 3)-make program performance highly visible and transparent, enabling better fiduciary control." Therefore, the correct answers are C, feature progress charts, and D, burn-up charts. The other options are not accurate, as they are not the visual reporting tools that can be used to help maintain fiduciary tracking of government technology programs. Detailed spreadsheets (A) are not visual tools, but rather data sources that can be used to create visual reports. Pro formas (B) are financial statements that project future outcomes, not track current performance. Integrated master schedules (E) are traditional project management tools that show the dependencies and milestones of various tasks, not the value delivery and progress of features.
NEW QUESTION # 36
How does the Incremental Capability Review help streamline execution reviews?
- A. It is the default for phase-gate reviews
- B. It ensures manual review of processes
- C. It is a document-based progress measure
- D. It is an objective-based progress review
Answer: D
Explanation:
Explanation
According to the Adapting Governance Practices to Support Agility and Lean Flow of Value article on the Scaled Agile Framework website, the Incremental Capability Review is an objective-based progress review that replaces the traditional phase-gate reviews. The article states that "The Incremental Capability Review (ICR) is a new governance practice that provides a more effective way to measure progress and manage risk. It is based on the principle of objective evidence of working systems rather than subjective opinions and documentation. The ICR is a lightweight, collaborative, and transparent review process that aligns with the PI cadence and events. It leverages the System Demo, Inspect and Adapt, and PI Planning to provide frequent and incremental checks of the solution's fitness for purpose and compliance with relevant standards and regulations." Therefore, the correct answer is A, it is an objective-based progress review. The other options are not accurate, as the ICR is not the default for phase-gate reviews, it is not a document-based progress measure, and it does not ensure manual review of processes.
NEW QUESTION # 37
What events in SAFe provide objective evidence of built-in quality and compliance?
- A. ART syncs
- B. Backlog refinement
- C. PI Planning
- D. System Demos
Answer: D
Explanation:
Explanation
According to the System Demo article on the Scaled Agile Framework website, system demos provide objective evidence of built-in quality and compliance. The article states that "The System Demo is a significant event that provides an integrated view of new Features for the most recent Iteration delivered by all the teams in the Agile Release Train (ART). Each demo gives ART stakeholders an objective measure of progress during a Program Increment (PI). The system demo is part of the inspect and adapt cycle and provides ARTs with the opportunity to assess their current state, adjust, and improve. The system demo also provides feedback on functional and nonfunctional requirements, such as compliance, performance, security, and usability." Therefore, the correct answer is C, system demos. The other options are not accurate, as they are not the events that provide objective evidence of built-in quality and compliance. PI planning (A) is a face-to-face event that serves as the heartbeat of the ART, aligning all the teams on the ART to a shared mission and vision. Backlog refinement (B) is the process of breaking down, estimating, and prioritizing the backlog items. ART syncs (D) are meetings that facilitate cross-team collaboration and alignment.
NEW QUESTION # 38
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