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NEW QUESTION # 20
Why do Business Owners assign business value to team PI Objectives?
- A. To empower teams to make decisions around work
- B. To ensure the teams do not work on architectural Enablers
- C. To override the decisions made in WSJF prioritization
- D. To determine what the teams should work on first
Answer: A
Explanation:
The reason why business owners assign business value to team PI objectives is to empower teams to make decisions around work. Business value is a relative measure of the importance of a work item or an outcome to the business. Team PI objectives are SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals that reflect the value that each team intends to deliver in a PI. Business owners assign business value points to each team PI objective based on their alignment with the program vision and objectives. This helps teams prioritize their work, balance their capacity, negotiate dependencies, and make trade-offs based on value delivery. References: PI Planning, Business Owners
NEW QUESTION # 21
The analyzing step of the Portfolio Kanban system has a new Epic with a completed Lean business case. What best describes the next step for the Epic?
- A. It will be moved to the ready state in the Portfolio Kanban if it receives a 'go' decision from Lean Portfolio Management
- B. It will be implemented if it has the highest weighted shortest job first (WSJF) ranking
- C. It will remain in the analyzing step until one or more Agile Release Trains have the capacity to implement it
- D. It will be implemented once the Epic Owner approves the Lean business case
Answer: A
Explanation:
Explanation
The next step for an epic with a completed Lean business case in the analyzing step of the Portfolio Kanban is to move it to the ready state if it receives a 'go' decision from Lean Portfolio Management. The analyzing step is where the epic hypothesis statement and the Lean business case are developed and validated. The Lean business case provides the economic justification, assumptions, risks, and potential benefits of the epic. The Lean Portfolio Management is the authority that reviews and approves the Lean business case and decides whether to fund and implement the epic or not. If the epic receives a 'go' decision, it moves to the ready state, where it waits for implementation capacity. If the epic receives a 'no go' decision, it is either deferred or cancelled. References: Portfolio Kanban, Lean Portfolio Management
NEW QUESTION # 22
What is one of the SAFe Core Values?
- A. Flow
- B. Lean-Agile Leadership
- C. Transparency
- D. Culture
Answer: C
Explanation:
Transparency is one of the SAFe core values. SAFe core values are the fundamental beliefs that guide the behaviors and actions of SAFe enterprises. Transparency means that all the relevant information about the strategy, plans, progress, risks, and issues are openly shared and visible to everyone who needs it.
Transparency helps build trust, alignment, collaboration, and learning among all the stakeholders in a SAFe enterprise. References: SAFe Core Values, Transparency
NEW QUESTION # 23
What is one of the Agile Release Train events?
- A. Solution Demo
- B. Product Owner sync
- C. Iteration Retrospective
- D. Backlog refinement
Answer: B
Explanation:
* Product Owner sync (PO sync) is a key event within the Agile Release Train (ART) that aligns Product Owners and other stakeholders to ensure they are working towards a common vision and goals.
* It facilitates collaboration, knowledge sharing, and decision-making, ultimately leading to better outcomes for the ART.
References:
SAFe 6.0 Reference Guide: "The Product Owner sync is a regular meeting of all Product Owners and other stakeholders involved in the ART to create alignment and foster collaboration." (Section 4.3.4) SAFe 6.0 Implementation Roadmap: "The Product Owner sync is an essential event for ensuring that all Product Owners are working together effectively and efficiently." (Section 5.3.5)
NEW QUESTION # 24
During the final plan review. ART PI risks are ROAM'ed. What do the letters in ROAM represent?
- A. Resolved, Owned, Approved. Mitigated
- B. Resolved. Owned, Accepted, Mitigated
- C. Resolved. Owned, Active, Mitigated
- D. Resolved. Owned. Assigned. Mitigated
Answer: B
Explanation:
Explanation
ROAM is an acronym for Resolved, Owned, Accepted, Mitigated. ROAM is a technique for categorizing and managing PI risks during the final plan review in the PI planning event. PI risks are potential events or conditions that may have a negative impact on the PI objectives or outcomes. ROAM helps teams address their PI risks by assigning them to one of four states: Resolved (the risk has been eliminated or is no longer relevant); Owned (the risk has been assigned to a person or a team who is responsible for managing it); Accepted (the risk has been acknowledged and its impact has been factored into the plan); Mitigated (the risk has been reduced or its likelihood has been lowered). References: PI Planning, Final Plan Review
NEW QUESTION # 25
What is one of the Agile Release Train events?
- A. Solution Demo
- B. Product Owner sync
- C. Iteration Retrospective
- D. Backlog refinement
Answer: B
Explanation:
* Product Owner sync (PO sync) is a key event within the Agile Release Train (ART) that aligns Product Owners and other stakeholders to ensure they are working towards a common vision and goals.
* It facilitates collaboration, knowledge sharing, and decision-making, ultimately leading to better outcomes for the ART.
References:
SAFe® 6.0 Reference Guide: "The Product Owner sync is a regular meeting of all Product Owners and other stakeholders involved in the ART to create alignment and foster collaboration." (Section 4.3.4) SAFe® 6.0 Implementation Roadmap: "The Product Owner sync is an essential event for ensuring that all Product Owners are working together effectively and efficiently." (Section 5.3.5)
NEW QUESTION # 26
Whattype of thinking allows the Customer to pull value from the producer?
- A. Lean
- B. Customer-centric
- C. Design
- D. Systems
Answer: A
Explanation:
Explanation
Lean thinking is the type of thinking that allows the customer to pull value from the producer. Lean thinking is a philosophy and a set of principles and practices that aim to eliminate waste and optimize value delivery. Pull is a concept that means that nothing is built or delivered until there is a demand for it from the customer or the next process. Pull helps reduce overproduction, inventory, and waiting, and ensures that only valuable work is done. References: Thriving in the Digital Age, SAFe Principle #1
NEW QUESTION # 27
Why do Business Owners assign business value to team PI Objectives?
- A. To determine the highest value using WSJF
- B. To provide guidance on the business value of the team objectives
- C. To ensure the teams do not work on architectural Enablers
- D. To override the decisions made in WSJF prioritization
Answer: B
NEW QUESTION # 28
Which statement is a value from the Agile Manifesto?
- A. Customer collaboration over contract negotiation
- B. Customer collaboration over ongoing internal conversation
- C. Customer collaboration over individuals and interactions
- D. Customer collaboration over a constant indefinite pace
Answer: A
Explanation:
The Agile Manifesto states:
"We have come to value: Customer collaboration over contract negotiation" This is one of the four core value statements of the Agile Manifesto and is cited verbatim in the SAFe Workbook.
Source:Workbook, Page 2-13
NEW QUESTION # 29
Which Leanbudget Guardrail helps ensure the appropriate allocation of budgets to balance near-term opportunities with long-term strategy and growth?
- A. Continuous Business Owner engagement
- B. Guiding investments by horizon
- C. Approving significant initiatives
- D. Applying capacity allocation
Answer: B
Explanation:
Explanation
Guiding investments by horizon is the Lean budget guardrail that helps ensure the appropriate allocation of budgets to balance near-term opportunities with long-term strategy and growth. A Lean budget guardrail is a policy or guideline that governs how the portfolio operates within the Lean budgeting system. Guiding investments by horizon means allocating budgets across three time horizons: Horizon 1 (current value streams), Horizon 2 (emerging opportunities), and Horizon 3 (exploration and innovation). This helps the portfolio balance the exploitation of existing markets with the exploration of new ones, and foster a culture of experimentation and learning. References: Lean Portfolio Management, Traditional and Lean Budgeting Approaches
NEW QUESTION # 30
Which statement is true about batch size?
- A. Large batch sizes increase variability
- B. Large batch sizes ensure time for built-in quality
- C. When Stories are broken into tasks, it means there are small batch sizes
- D. The handoff batch should be made as large as possible
Answer: A
Explanation:
This statement is true about batch size. Batch size is the amount of work that moves as a unit through a process or system. Large batch sizes increase variability by creating more uncertainty, complexity, dependencies, and unpredictability in the workflow. Large batch sizes also increase waste by causing delays, queues, handoffs, rework, overproduction, and inventory accumulation. Reducing batch size is one of the key ways to optimize value delivery and improve flow efficiency. References: SAFe Lean-Agile Principles, SAFe Principle #5
NEW QUESTION # 31
User business value and time criticality are components of what?
- A. Product Vision
- B. Feature Acceptance Criteria
- C. Story point estimation
- D. Cost of Delay
Answer: D
Explanation:
Explanation
User business value and time criticality are components of cost of delay. Cost of delay is a way of quantifying the economic impact of delaying the delivery of a product or feature. Cost of delay consists of four factors:
user or customer value, time criticality, risk reduction or opportunity enablement value, and job size or duration. Cost of delay is used to prioritize features using Weighted Shortest Job First (WSJF), which is a method that maximizes the economic value delivered by a product development flow. References: ART Backlog and WSJF, SAFe Principle #1
NEW QUESTION # 32
Which two types of decisions should remain centralized even in a decentralized decision-making environment? (Choose two)
- A. Decisions that are made frequently
- B. Decisions unlikely to change in the short term
- C. Decisions that deliver large and broad economic benefits
- D. Decisions that require local information
- E. Decisions that come with a high cost of delay
Answer: B,C
Explanation:
The SAFe Workbook states:
"Centralize decisions that are infrequent, long-lasting, and have significant economies of scale." This includes strategic decisions like compensation strategy or technology platform choices.
NEW QUESTION # 33
Which team type is organized to assist other teams with specialized capabilities and help them become more proficient in new technologies?
- A. Complicated subsystem team
- B. Platform team
- C. Stream-aligned team
- D. Enabling team
Answer: D
Explanation:
Explanation
An enabling team is a type of cross-functional Agile team that is organized to assist other teams with specialized capabilities and help them become more proficient in new technologies. Enabling teams provide coaching, mentoring, training, and technical guidance to other teams in areas such as DevOps, test automation, security, compliance, etc. Enabling teams help other teams achieve the core competency of Technical Agility in SAFe. References: Cross-functional Agile Teams, Technical Agility
NEW QUESTION # 34
Which implementation step follows Coach ART Execution on the SAFe Implementation Roadmap?
- A. Launch more ARTs and Value Streams
- B. Organi2e Around Value
- C. Train Executives, Leaders, and Managers
- D. Accelerate
Answer: A
Explanation:
Explanation
Launching more ARTs and Value Streams is the implementation step that follows Coach ART Execution on the SAFe Implementation Roadmap. The SAFe Implementation Roadmap is a guide that helps enterprises implement SAFe in a structured and reliable way. The roadmap consists of 12 critical moves that span from reaching the tipping point to extending to the portfolio and beyond. Coach ART Execution is the seventh move, where the first ART is launched and coached by a SAFe Program Consultant (SPC) or other expert.
Launch more ARTs and Value Streams is the eighth move, where the enterprise expands the implementation of SAFe to other value streams and ARTs, based on the learnings and successes of the first ART. References:
SAFe Implementation Roadmap, Coach ART Execution, Launch more ARTs and Value Streams
NEW QUESTION # 35
Who is responsible for managing the Portfolio Kanban?
- A. Lean Portfolio Management
- B. Product Management
- C. Release Train Engineer
- D. Solution Management
Answer: A
Explanation:
Lean Portfolio Management is responsible for managing the Portfolio Kanban. The Portfolio Kanban is a method for visualizing and managing the flow of portfolio epics from ideation to implementation and completion. The Portfolio Kanban helps align strategy with execution, prioritize demand with capacity, reduce cycle time and variability, and foster collaboration and feedback. Lean Portfolio Management is one of the core competencies of business agility in SAFe. Lean Portfolio Management aligns strategy and execution by applying Lean and systems thinking approaches to strategy and investment funding, Agile portfolio operations, and governance. References: Lean Portfolio Management, Portfolio Kanban
NEW QUESTION # 36
During the PI Planning event, when are planning adjustments agreed upon?
- A. During the draft plan review
- B. During Scrum of scrums
- C. During breakout sessions
- D. During the management review and problem-solving
Answer: D
NEW QUESTION # 37
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The SAFe-Agilist (SA) certification is highly valued in the industry and is recognized by leading organizations worldwide. SAFe 6 Agilist - Leading SAFe (SA) (6.0) certification demonstrates an individual's commitment to Agile practices and their ability to lead Agile transformations. SAFe 6 Agilist - Leading SAFe (SA) (6.0) certification also helps individuals to enhance their career prospects and become eligible for leadership positions in their organizations.
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