Free SP-SAFe-Practitioner Questions for Scaled Agile SP-SAFe-Practitioner Exam [Aug-2024]
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NEW QUESTION # 149
Which activity is key to successfully implementing the Scaled Agile Framework?
- A. Use a cadence-based PI Planning process
- B. Use the Innovation and Planning Iteration instead of the PI Planning process
- C. Remove blocks such as portfolio estimation
- D. Replace the PI Planning process with the Inspect and Adapt workshop when possible
Answer: A
NEW QUESTION # 150
What is the product vision?
- A. A set of prioritized Features
- B. An explanation of the architectural runway needed to deliver products to the customer
- C. A method for aligning to the product direction
- D. The user stories required to meet customer needs
Answer: C
Explanation:
Explanation
The product vision is a description of the future state of the product or service under development. It reflects customer and stakeholder needs, as well as the features and capabilities proposed to meet those needs. The product vision is both aspirational and achievable, providing the broader context and purpose of the product or service. It describes the markets, customer segments, user needs, and how the product or service will be different from the competition. The product vision is owned by the product owner, but its development requires input from stakeholders and the scrum team(s). The product vision helps align the team to the product direction and motivates them to deliver value to the customers and stakeholders. References: Vision, Solution Vision, An Insight Into 3 Types of Vision In SAFe, Product Vision | Agile Product Management, What is a Product Vision | Scrum.org Learn more
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NEW QUESTION # 151
What is part of the role of Product Management?
- A. To assign business value to Features
- B. To prioritize the ART Backlog
- C. To define Enablers
Answer: A
Explanation:
Explanation
One of the roles of Product Management is to assign business value to Features. Features are services provided by the system that fulfill stakeholder needs. They are the primary artifact for defining, managing, and prioritizing the work of the Agile Release Train (ART). Product Management is responsible for defining and prioritizing the features in the Program Backlog, as well as assigning a business value to each feature based on its expected benefits and costs. The business value is used to guide the economic decision-making and trade-offs during PI Planning and execution. Product Management also collaborates with other roles, such as Solution Management, System Architects, and Business Owners, to ensure that the features align with the solution vision and roadmap, and meet the quality standards and nonfunctional requirements. References: Features - Scaled Agile Framework, Product Management - Scaled Agile Framework
NEW QUESTION # 152
When should a component team be used?
- A. To develop T-shaped skills together with Continuous Integration
- B. To gain the fastest velocity with well defined interfaces
- C. To obtain high reuse and technical specialization with a focus on nonfunctional requirements
- D. To create each replaceable component with minimized dependencies
Answer: C
NEW QUESTION # 153
What is the basic building block when organizing around value?
- A. Hierarchies
- B. Agile Teams
- C. Agile Release Trains
- D. Individuals
Answer: B
Explanation:
Explanation
Agile Teams are the basic building block when organizing around value in SAFe. They are cross-functional, self-organizing, and empowered to deliver value in short iterations. They are aligned to a common mission and vision through the Agile Release Train (ART), which is a long-lived team of Agile Teams that delivers value streams. Agile Teams apply Scrum, Kanban, and XP practices to collaborate and deliver solutions that meet customer needs and provide business value. References: Agile Teams, Agile Release Trains, Exam Study Guide: SP (6.0) - SAFe Practitioner
NEW QUESTION # 154
During which PI planning activity are Stories written and sequenced?
- A. The team breakout session
- B. The management Review and Problem-Solving workshop
- C. The draft plan review
- D. The business context presentation
Answer: A
Explanation:
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. References: 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
NEW QUESTION # 155
Which statement is true about Iteration goals?
- A. They align the team to a common Vision of work in the Iteration
- B. They are used to measure business value achieved for each Iteration
- C. They verify that teams are working at their full capacity
- D. They are used to track scope changes over time
Answer: A
Explanation:
Explanation
Iteration goals are short, specific, and measurable statements that describe what the Agile team intends to accomplish in an Iteration. They are derived from the team backlog, the PI objectives, and the team vision.
NEW QUESTION # 156
What is a major benefit of reducing batch size?
- A. Increases visibility
- B. Decreases stress on the system
- C. Increases work in process
- D. Increases throughput
Answer: D
NEW QUESTION # 157
How does relentless improvement support value in the SAFe House of Lean?
- A. It uses informed decision-making through fast feedback
- B. It allows teams to pivot without mercy or guilt
- C. It optimizes the whole
- D. It builds long-term partnerships based on trust
Answer: C
NEW QUESTION # 158
What is scrum?
- A. A methodology used to deliver usable and reliable solutions to the end user
- B. A process for continuously maintaining deployment readiness
- C. A lightweight process for cross-functional, self-organized teams
- D. A routine method of deploying deliverables to operations
Answer: A
NEW QUESTION # 159
What is one of the six steps in the Problem Solving Workshop?
- A. Identify the biggest root cause using the Pareto Analysis
- B. Brainstorm possible failures
- C. Apply root solution analysis
- D. Choose a problem to solve-agreement not required
Answer: D
Explanation:
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 ART's 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.
References: 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
NEW QUESTION # 160
What is one way to understand WIP in a system?
- A. Pair to complete the work faster
- B. Size stories smaller
- C. Split stories
- D. Make current work visible
Answer: D
Explanation:
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. References: 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
NEW QUESTION # 161
Which three questions should each team member answer during the daily stand-up? (Choose three.) Are there any impediments that will prevent the team from meeting the Iteration goals?
- A. What will I do today to advance the Iteration goals?
- B. How am I splitting the Solutions into Capabilities and Enablers?
- C. What did I do yesterday to advance the Iteration goals?
- D. How am I optimizing the full Solution?
- E. How I am contributing to an environment of continuous change?
Answer: A,B,E
NEW QUESTION # 162
What is the purpose of the Iteration review?
- A. To identify where there is too much work in the system and where the teams are being ^ overloaded
- B. To show the backlog items and work on possible Solutions for the backlog items
- C. To serve as a forecasting meeting where the work is estimated for the Program Increments
- D. To measure the team's progress by showing working Stories to the stakeholders and getting ^ feedback from them
Answer: D
NEW QUESTION # 163
The daily stand-up timebox should not exceed how many minutes?
- A. 5 minutes
- B. 10 minutes
- C. 20 minutes
- D. 15 minutes
Answer: D
Explanation:
Explanation
The daily stand-up is a key event in SAFe that helps teams synchronize their work, identify impediments, and adjust their plans. It is a time-boxed event that should not exceed 15 minutes, as longer meetings can reduce the team's focus and productivity. The daily stand-up is also aligned with the Lean-Agile principle of applying cadence and synchronizing with cross-domain planning, which enables teams to operate reliably and efficiently.
References: Team Sync - Scaled Agile Framework, 18 Paragraphs That Will Make Your Daily Scrum Better
NEW QUESTION # 164
What can be used as a template for putting SAFe into practice within an organization?
- A. SAFe Lean-Agile Principles
- B. SAFe Seven Core Competencies
- C. SAFe Core values
- D. SAFe Implementation Roadmap
Answer: D
Explanation:
Explanation
SAFe Implementation Roadmap is a template for putting SAFe into practice within an organization. It consists of an overview graphic and a 14-article series that describes a strategy and an ordered set of activities for successfully implementing SAFe. The roadmap is based on proven organizational change management strategies and successful adoption patterns from hundreds of the world's largest enterprises. The roadmap helps leaders and change agents to script the critical moves, create a sense of urgency, build a guiding coalition, form a strategic vision, enlist a volunteer army, enable action by removing barriers, generate short-term wins, sustain acceleration, and institute change. References: Implementation Roadmap - Scaled Agile Framework, SAFe for Teams - Know Your Role on an Agile Team | Scaled Agile
NEW QUESTION # 165
Which Lean budget Guardrail helps ensure the appropriate allocation of budgets to balance near-term opportunities with long-term strategy and growth?
- A. Applying capacity allocation
- B. Approving significant initiatives
- C. Guiding investments by horizon
- D. Continuous Business Owner engagement
Answer: C
Explanation:
Explanation
Guiding investments by horizon is one of the four Lean budget guardrails that describe the policies and practices for budgeting, spending, and governance for a specific portfolio. This guardrail helps ensure that the portfolio allocates its budget to solutions that reflect different time horizons and risk profiles, balancing near-term opportunities with long-term strategy and growth1. The portfolio-level guidance for investments by horizon is based on the four horizons model2, which categorizes solutions into four types: Horizon 0 (solutions that are being decommissioned), Horizon 1 (solutions that are mature and generate most of the current revenue), Horizon 2 (solutions that are emerging and have high growth potential), and Horizon 3 (solutions that are exploratory and have high uncertainty). Each value stream should allocate its budget to solutions in these horizons according to the portfolio's vision and roadmap1. References: 1: Lean Budget Guardrails - Scaled Agile Framework2: Investment Horizons - Scaled Agile Framework
NEW QUESTION # 166
Why is the modified Fibonacci sequence used when estimating?
- A. It can be used to predict unit test coverage
- B. It serves as a way to estimate large ranges
- C. It results in greater precision
- D. It reflects the uncertainty in estimating larger items
Answer: D
Explanation:
Explanation
The modified Fibonacci sequence is a series of numbers that starts with 0, 1, 2, 3, 5, 8, 13, 20, 40, 100, and so on. It is used when estimating the relative size and complexity of backlog items, such as stories and features, using story points or normalized estimation. The modified Fibonacci sequence reflects the uncertainty in estimating larger items, as the gap between the numbers increases as the numbers get bigger. This means that the larger the item, the less precise the estimate, and the more likely it is to be split into smaller items. The modified Fibonacci sequence also helps to avoid the false sense of accuracy that comes from using linear scales, such as hours or days, which may not account for the variability and unpredictability of the work. References: Exam Study Guide: SP (6.0) - SAFe Practitioner, Story, Feature, Estimating
NEW QUESTION # 167
During which of the following PI Planning activities does Product Management introduce the prioritized Features to the teams for planning?
- A. The Product/Solution Vision presentation
- B. The Management Review and Problem-Solving workshop
- C. The draft plan review
- D. The business context presentation
Answer: A
Explanation:
Explanation
The Product/Solution Vision presentation is the PI Planning activity where Product Management introduces the prioritized Features to the teams for planning. This presentation provides the teams with a clear and compelling vision of the expected outcomes and benefits of the upcoming PI. It also includes the top Features and Capabilities that are needed to realize the vision, along with their priorities and dependencies. The teams use this information to plan their Iteration goals and PI objectives, as well as to identify risks and issues that may affect their delivery. References: = PI Planning - Scaled Agile Framework, Exam Study Guide: SP (6.0) - SAFe Practitioner Learn more
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NEW QUESTION # 168
Team B has elected to stop holding retrospective events so they can spend more time completing Stories.
Which of the following Agile Team responsibilities is Team B over-prioritizing?
- A. Deliver value
- B. Plan the work
- C. Connect with the customer
- D. Applying systems thinking
Answer: A
Explanation:
Explanation
= Deliver value is one of the six Agile Team responsibilities in SAFe, along with aligning to a common mission, applying systems thinking, building incrementally with fast feedback, collaborating and making decisions together, and improving relentlessly. While delivering value is essential for Agile Teams, it should not come at the expense of other responsibilities, especially improving relentlessly. By skipping the retrospective events, Team B is missing an opportunity to reflect on their practices, identify what is working well and what is not, and plan actions to improve their performance and quality. Retrospectives are a key mechanism for implementing the SAFe Core Value of Relentless Improvement and the SAFe Principle #12 - Assume variability; preserve options. References: = Agile Teams - Scaled Agile Framework, Core Values - Scaled Agile Framework, SAFe Principles - Scaled Agile Framework, Exam Study Guide: SP (6.0) - SAFe Practitioner
NEW QUESTION # 169
What is one key benefit of a backlog refinement session?
- A. It provides time to identify dependencies and issues that could impact the next Iteration
- B. It serves a variety of purposes, including a dedicated time for planning, retrospecting, exploring, and innovating
- C. It is the main way in SAFe for achieving relentless improvement
- D. It allows the team to state the problem and think about what, where, when, and the impact
Answer: A
NEW QUESTION # 170
What is one component of a Guardrail in Lean Portfolio Management?
- A. Participatory budgeting forums that lead to Value Stream budget changes
- B. Determining if business needs meet the Portfolio Threshold
- C. Capacity allocation of the Value Stream compared to process mapping
- D. Allocation of centralized vs decentralized decisions in the Enterprise
Answer: D
Explanation:
Explanation
A guardrail in Lean Portfolio Management (LPM) is a policy or practice that helps ensure that the portfolio is aligned and funded to create and maintain the solutions needed to meet business targets. One of the guardrails in LPM is the allocation of centralized vs decentralized decisions in the enterprise. This guardrail defines the boundaries and guidelines for decision making at different levels of the organization, such as strategic, tactical, and operational. Centralized decisions are those that require alignment and agreement across multiple value streams or portfolios, such as vision, strategy, budget allocation, and governance. Decentralized decisions are those that can be made by the value streams or teams closest to the customer and the work, such as backlog prioritization, solution design, and delivery. The goal of this guardrail is to empower the teams and value streams to make fast and effective decisions, while ensuring alignment and coherence at the portfolio and enterprise levels12. References: Lean Budget Guardrails - Scaled Agile Framework, Decentralize Decision Making - Scaled Agile Framework
NEW QUESTION # 171
What are two behaviors of an effective Scrum Master? (Choose two.)You have reached the max number of allowed answers
- A. Facilitate the PI Planning session
- B. Facilitate more than two teams
- C. To act as a servant leader and exhibit Lean-Agile Leadership
- D. To guarantee no changes are made to the scope during an Iteration
- E. To facilitate the team's progress toward the Iteration goals
Answer: C,E
NEW QUESTION # 172
Iteration planning, Iteration review, and backlog refinement are examples of which type of event
- A. Sync event
- B. Team event
- C. PI event
- D. Program event
Answer: B
Explanation:
Explanation
Iteration planning, Iteration review, and backlog refinement are examples of team events, which are events that occur within the Agile team to plan, execute, and improve their work. Team events are aligned with the Iteration cadence, which is typically two weeks. Team events include:
Iteration planning: A meeting where the team reviews the team backlog, estimates the stories, and commits to the Iteration goals Daily stand-up: A 15-minute meeting where the team members synchronize their work, share their progress, and identify any impediments or dependencies Backlog refinement: An ongoing activity where the team and the Product Owner collaborate to refine the team backlog, split features into stories, write acceptance criteria, and prioritize the work Iteration review: A meeting where the team demonstrates the completed stories to the Product Owner and other stakeholders, and collects feedback and validation Iteration retrospective: A meeting where the team reflects on their performance, identifies what went well and what can be improved, and agrees on action items to implement in the next Iteration Team events are different from PI events, which are events that occur at the program level and involve all the teams and stakeholders of an Agile Release Train (ART). PI events include:
PI planning: A two-day event where the ART aligns on a common vision, mission, and goals for the upcoming Program Increment (PI), and creates a plan for delivering value System demo: A meeting where the ART demonstrates the integrated solution to the Business Owners and other stakeholders, and collects feedback and validation Inspect and Adapt (I&A): A one-day event where the ART reviews the PI results, identifies the strengths and weaknesses, and creates an improvement backlog for the next PI Team events are also different from sync events, which are events that occur at the large solution level and involve multiple ARTs and Solution Trains that are working on a complex solution. Sync events include:
Solution demo: A meeting where the Solution Train demonstrates the integrated solution to the Customers and other stakeholders, and collects feedback and validation Pre- and Post-PI planning: Meetings where the Solution Train aligns on a common vision, mission, and goals for the upcoming PI, and coordinates the dependencies and risks across the ARTs Solution I&A: A meeting where the Solution Train reviews the PI results, identifies the strengths and weaknesses, and creates an improvement backlog for the next PI Team events are also different from program events, which are events that occur at the portfolio level and involve the Portfolio Management and other strategic roles. Program events include:
Portfolio sync: A meeting where the Portfolio Management reviews the portfolio vision, strategy, and roadmap, and aligns the value streams and ARTs on the portfolio priorities and objectives Lean budget guardrails: A set of policies and guidelines that govern the allocation and spending of the portfolio budget across the value streams and ARTs Portfolio Kanban: A system that visualizes and manages the portfolio work items, such as epics and capabilities, and ensures that they are aligned with the portfolio strategy and value delivery References: Exam Study Guide: SP (6.0) - SAFe Practitioner, Team Events, PI Events, Sync Events, [Program Events]
NEW QUESTION # 173
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