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NEW QUESTION # 20
During the final plan review, Program risks are addressed using ROAM. What do the letters in ROAM represent?
- A. Resolved, Owned, Approved, Mitigated
- B. Owned, Mitigated, Resolved, Accepted
- C. Owned, Mitigated, Active, Resolved
- D. Resolved, Assigned, Mitigated, Owned
Answer: A
NEW QUESTION # 21
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 # 22
What triggers the need for a Value Stream?
- A. User Story request
- B. Epic request
- C. Spike request
- D. Feature request
Answer: D
Explanation:
Explanation
According to the SAFe Agilist 6.0 domain of Lean Thinking, a value stream is triggered by a demand for some value, such as a new feature, a change request, or a defect fix1. A feature is a service that fulfills a stakeholder need2. Therefore, a feature request is a valid trigger for a value stream.
A spike request is a type of exploration enabler that addresses technical uncertainty or risk3. A user story request is a type of backlog item that represents an end user goal or function4. These are not triggers for a value stream, but rather work items that flow through a value stream.
NEW QUESTION # 23
What is one way to describe a cross-functional Agile Team?
- A. They deliver value every 6 weeks
- B. They are made up of individuals, each of whom can define, develop, test, and deploy the system
- C. They release customer products to production continuously
- D. They are optimized for communication and delivery of value
Answer: D
Explanation:
This is one way to describe a cross-functional Agile team. A cross-functional Agile team is a group of 5-11 individuals who have the skills and authority to define, build, test, and deploy some element of solution value-all within a short iteration timebox. A cross-functional Agile team is optimized for communication and delivery of value by having clear roles and responsibilities, shared goals and commitments, frequent feedback and collaboration, high trust and accountability, and continuous improvement. References: Cross- functional Agile Teams
NEW QUESTION # 24
Who decides the Team PI Objective Business Value scoring after negotiation?
- A. Business Owner
- B. The Agile Team
- C. Product Manager
- D. The Scrum Team
Answer: A
NEW QUESTION # 25
What is one of the SAFe Core Values?
- A. Flow
- B. Lean-Agile Leadership
- C. Transparency
- D. Culture
Answer: C
Explanation:
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 # 26
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 # 27
Which type of decision should remain centralized even in a decentralized decision-making environment?
- A. Decisions that are made frequently
- B. Decisions that deliver large and broad economic benefits
- C. Decisions that require local information
- D. Decisions that come with a high cost of delay
Answer: B
Explanation:
Explanation
Decisions that deliver large and broad economic benefits are the type of decisions that should remain centralized even in a decentralized decision-making environment. Decentralized decision-making is a principle and practice that empowers individuals and teams to make decisions about their work without excessive interference or control from others. Decentralized decision-making fosters autonomy, agility, innovation, and ownership among knowledge workers. However, some decisions are better made centrally by those who have more authority, information, or expertise. These include decisions that affect the whole enterprise or portfolio, such as strategy, vision, budgeting, governance, compliance, etc. References: SAFe Lean-Agile Principles, SAFe Principle #9
NEW QUESTION # 28
How does SAFe recommend using a second operating system to deliver value?
- A. Organize the Enterprise around the flow of value while maintaining the hierarchies
- B. Build a small entrepreneurial network focused on the Customer instead of the existing hierarchies
- C. Reorganize the hierarchies around the flow of value
- D. Leverage Solutions with economies of scale
Answer: A
NEW QUESTION # 29
What is one tool associated with Design Thinking?
- A. Behavior driven development
- B. Empathy maps
- C. Solution Canvas
- D. Divergent Feature Decomposition
Answer: B
Explanation:
In the Design Thinking section, the workbook specifies:
"Use empathy maps to identify with Customers... This helps teams develop deep shared understanding and empathy for the Customer." This tool is essential in capturing user perspectives, making it a key Design Thinking practice.
Source:01 Workbook SA (6.0).pdf, Pages 4-7 to 4-9
NEW QUESTION # 30
An Enterprise has started adopting SAFe using the Implementation Roadmap. They are in the process of training executives, managers, and leaders. What is their next step?
- A. Reorganize the reporting structure of the organization
- B. Extend to the Portfolio to achieve better flow
- C. Launch the first ART
- D. Identify Value Streams and Agile Release Trains
Answer: D
Explanation:
The SAFe Implementation Roadmap provides an ordered sequence of transformation activities. After training leaders, the next step is:
"Identify Value Streams and ARTs - this step is essential to organizing around value, ensuring future trains are aligned with value delivery." Reference:SAFe Workbook, Page 6-12, SAFe Implementation Roadmap
NEW QUESTION # 31
What is one way Lean-Agile leaders lead by example?
- A. By modeling SAFe's Lean-Agile Mindset, values, principles, and practices
- B. By applying empathic design and focusing on Customer Centricity
- C. By mastering the Seven Core Competencies of the Lean Enterprise
- D. By using the SAFe Implementation Roadmap to script the path for change
Answer: A
NEW QUESTION # 32
The primary need for SAFe is to scale the idea of what?
- A. Organizational and Functional Alignment
- B. Lean Portfolio Management
- C. Business Agility
- D. Technical Solution Delivery
Answer: C
Explanation:
SAFe's core mission is to support enterprises in achieving Business Agility.
"Business Agility is the ability to compete and thrive in the digital age... requires the entire organization to deliver innovative business solutions faster than the competition." Source:01 Workbook SA (6.0).pdf, Page 1-21
NEW QUESTION # 33
During the PI Planning event, when are planning adjustments agreed upon?
- A. During the management review and problem-solving meeting
- B. During the draft plan review
- C. During breakout sessions
- D. During the Coach Sync
Answer: A
Explanation:
Explanation
Planning adjustments are agreed upon during the management review and problem-solving meeting in the PI planning event. The management review and problem-solving meeting is a session that occurs at the end of day one of the PI planning event. In this session, the management team reviews the draft plans of all the teams in the ART, identifies any issues or risks that need to be resolved, and proposes any changes or adjustments that are necessary to achieve the program objectives. The management team then communicates their feedback and recommendations to the teams on day two of the PI planning event. References: PI Planning, Management Review and Problem-Solving
NEW QUESTION # 34
What is found on an ART planning board?
- A. EPics
- B. Features
- C. User Stories
- D. Tasks
Answer: B
Explanation:
Explanation
Features are found on an ART planning board. An ART planning board is a tool that helps teams visualize and manage the work items for an Agile Release Train (ART). An ART is a long-lived team of Agile teams that delivers value in a regular cadence. Features are high-level descriptions of system behaviors that provide business value to a stakeholder. Features are derived from epics and decomposed into user stories or enablers.
Features are prioritized by business value using Weighted Shortest Job First (WSJF) and planned for Program Increments (PIs) by the ART teams. References: Organizing Around Value with ARTs, ART Planning Board
NEW QUESTION # 35
What is one output of enterprise strategy formulation?
- A. Portfolio Governance
- B. Portfolio Budgets
- C. Portfolio Vision
- D. Portfolio Canvas
Answer: B
NEW QUESTION # 36
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 # 37
SAFe's first Lean-Agile Principle includes "Deliver early and often" and what else?
- A. Apply systems thinking
- B. Decentralize decision-making
- C. Apply cadence
- D. Deliver value incrementally
Answer: D
Explanation:
In the SAFe Workbook under Principle #1 ("Take an economic view"), it states:
"Deliver early and often. Deliver value incrementally... Accelerates feedback and learning, allows early and continuous delivery." This principle is illustrated using the difference between waterfall and Agile delivery models.
Source:01 Workbook SA (6.0).pdf, Pages 2-26 to 2-28
NEW QUESTION # 38
What is one of the tools associated with Design Thinking?
- A. Behavior driven development
- B. Empathy maps
- C. Solution Canvas
- D. Divergent Feature Decomposition
Answer: B
NEW QUESTION # 39
Which SAFe Lean-Agile Principle includes an emphasis on "deliver early and often"?
- A. Take an economic view
- B. Make value flow without interruptions
- C. Build incrementally with fast, integrated learning cycles
- D. Organize around value
Answer: A
Explanation:
Explanation
According to the SAFe Agilist 6.0 domain of Apply SAFe Principles, this principle is the first Lean-Agile Principle and it describes how to make decisions based on economics1. One of the practices essential to achieving optimum economic outcomes is to deliver early and often, which means moving new system features through the development value stream as quickly as possible1. This practice has a direct economic benefit, as it enables faster feedback, highervalue, and lower risk1. You can read more about this principle and practice in this article, under the section "Deliver early and often".
NEW QUESTION # 40
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 # 41
What is one way Lean-Agile leaders lead by example?
- A. By modeling SAFe's Lean-Agile Mindset, values, principles, and practices
- B. By applying empathic design and focusing on Customer Centricity
- C. By mastering the Seven Core Competencies of the Lean Enterprise
- D. By using the SAFe Implementation Roadmap to script the way for change
Answer: A
NEW QUESTION # 42
What is an example of applying cadence and synchronization in SAFe?
- A. Creating cross-functional ARTs and Agile teams
- B. Allocating budgets to Value Streams
- C. Using a Portfolio Kanban system
- D. Conducting a PI Planning event
Answer: D
Explanation:
Conducting a PI planning event is an example of applying cadence and synchronization in SAFe. Cadence is a regular and predictable pattern of events that provides a rhythm for development. Synchronization is the alignment of multiple perspectives and activities within a cadence. PI planning is a two-day event that occurs at the beginning of every Program Increment (PI), which is typically an 8-12 week timebox. PI planning brings together all the teams in an ART to align on a common vision, identify dependencies, plan features, establish objectives, and commit to a plan for the next PI. References: Develop on Cadence; Release on Demand, PI Planning
NEW QUESTION # 43
What is one key purpose of DevOps?
- A. DevOps focuses on automating the delivery pipeline to reduce transaction cost
- B. DevOps focuses on a set of practices applied to large systems
- C. DevOps joins development and operations to enable continuous delivery
- D. DevOps enables continuous release by building a scalable Continuous Delivery Pipeline
Answer: C
Explanation:
SAFe describes DevOps as:
"DevOps tries to bridge the gap between new Features and stable solutions... DevOps joins development and operations to enable continuous delivery." This integration supports both speed and stability in software delivery.
NEW QUESTION # 44
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The SAFe Agilist certification is highly respected in the Agile community and is recognized by many leading organizations as a valuable credential for Agile professionals. Achieving this certification demonstrates a deep understanding of Agile practices and principles and the ability to lead Agile transformations at the enterprise level. Additionally, SAFe Agilists are in high demand, and certification can open up many career opportunities in the Agile and IT industries.
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