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NEW QUESTION # 162
What is the benefit of separating release elements from the Solution?
- A. It allows the Systems Team to integrate with ease
- B. It allows the release of different Solution elements at different times
- C. It allows the Agile Release Train to demo value every two weeks
- D. It allows Agile Teams to launch untested Features
Answer: B
NEW QUESTION # 163
What is the formula to calculate flow efficiency?
- A. Total wait time / Flow time [Total wait time divided by Flow time]
- B. Total wait time + Flow time [Total wait time plus Flow time]
- C. Total active time / Flow time [Total active time divided by Flow time]
- D. Total active time + Flow time [Total active time plus Flow time]
Answer: C
Explanation:
Explanation
Flow efficiency is the ratio of the total time spent in value-added work activities divided by the total flow time.
Flow time is the time it takes for a work item to move from the start to the end of the process. Value-added work activities are those that directly contribute to the customer value or the quality of the product.
Non-value-added work activities are those that do not add value to the customer or the product, such as waiting, rework, or handoffs. Flow efficiency measures how well the organization is minimizing the non-value-added work and maximizing the value-added work. The formula to calculate flow efficiency is:
Flow efficiency=Flow timeTotal active time×100%
A higher flow efficiency indicates a more streamlined and effective process, while a lower flow efficiency indicates a more wasteful and inefficient process. Flow efficiency can be used to identify and eliminate the sources of waste and improve the flow of value to the customer1234. References: Flow Efficiency - Scaled Agile Framework, Flow Efficiency: A great metric you probably aren't using, Flow Efficiency: A Great Metric You Probably Aren't Using - Nimblework, Flow Efficiency: A Kanban Metric Introduction - Everyday Kanban
NEW QUESTION # 164
What is one approach to unlock the intrinsic motivation of knowledge workers?
- A. Reduce work in process (WIP) limits
- B. Provide autonomy
- C. Strive to achieve a state of continuous flow
- D. Centralize decision-making
Answer: B
Explanation:
Explanation
Providing autonomy is one approach to unlock the intrinsic motivation of knowledge workers. Autonomy means giving knowledge workers the freedom and responsibility to make decisions about their work, such as how to do it, when to do it, and who to do it with. Autonomy fosters a sense of ownership, empowerment, and self-determination, which are essential for creativity and innovation. Autonomy also supports the Lean-Agile principle of decentralizing decision-making, which enables faster and better outcomes. SAFe provides several mechanisms to enable autonomy for knowledge workers, such as self-organizing and self-managing Agile teams, ARTs and Solution Trains, Communities of Practice, and Innovation and Planning Iterations. References: = Unlock the Intrinsic Motivation of Knowledge Workers, Decentralize Decision-Making, Exam Study Guide: SP (6.0) - SAFe Practitioner
NEW QUESTION # 165
According to SAFe Lean-Agile Principle #10, what should the Enterprise do when markets and customers demand change?
- A. Create a reliable decision-making framework to empower employees
- B. Create a new Portfolio to manage the change
- C. Apply development cadence & synchronization to operate effectively & manage uncertainty
- D. Reorganize the network to address emerging opportunities
Answer: D
Explanation:
Explanation
According to SAFe Lean-Agile Principle #10, the enterprise should organize around value to deliver the best value and quality for people and society in the shortest sustainable lead time. This means that the enterprise should create a network of development value streams that can optimize the flow of value by reducing handoffs and delays, bringing together all the necessary personnel, providing intense customer focus, and measuring success by outcome-based key performance indicators. Moreover, the network should be able to rapidly reorganize as necessary to support emerging opportunities and competitive threats, while leveraging the hierarchical system for benefits and stability. Therefore, the correct answer is D. Reorganize the network to address emerging opportunities. References: Principle #10 - Organize around value - Scaled Agile Framework, SAFe Lean-Agile Principles - Scaled Agile Framework, The 10th Principle - Lean Agile Guru
NEW QUESTION # 166
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 builds long-term partnerships based on trust
- D. It optimizes the whole
Answer: A
Explanation:
Explanation
Relentless improvement is the fourth pillar of the SAFe House of Lean, which represents the foundational beliefs that are key to SAFe's effectiveness1. Relentless improvement encourages learning and growth through continuous reflection and process enhancements2. It uses informed decision-making through fast feedback, which means that teams and individuals use empirical data and validated learning to evaluate their assumptions and outcomes, and adjust their actions accordingly3. This enables them to deliver value faster, with higher quality and lower risk, and to foster a culture of innovation and experimentation4. References: Core Values - Scaled Agile Framework, Relentless Improvement - Scaled Agile Framework, Principle #4 - Build incrementally with fast, integrated learning cycles - Scaled Agile Framework, How does relentless improvement support value in the SAFe house of lean ...
NEW QUESTION # 167
What is one of the inputs to the Portfolio canvas?
- A. Value Stream budgets
- B. Portfolio Epics
- C. Enterprise Strategy
- D. Strategic Themes
Answer: C
Explanation:
Explanation
The Portfolio canvas is a tool that helps define the value streams, solutions, customers, budgets, and other key aspects of a SAFe portfolio. One of the inputs to the Portfolio canvas is the Enterprise Strategy, which describes the vision, mission, goals, and objectives of the organization. The Enterprise Strategy provides the context and direction for the portfolio vision, which in turn guides the identification and prioritization of portfolio epics and value streams. The Enterprise Strategy also influences the allocation of lean budgets and the alignment of strategic themes across the portfolio. References: Portfolio Vision, Portfolio SAFe, What Sections Are Included In SAFe Portfolio Canvas?, [Exam Study Guide: SP (6.0) - SAFe Practitioner]
NEW QUESTION # 168
During which of the following PI Planning activities are Business Owners asked to accept the plans?
- A. The second team breakout session
- B. The Management Review and Problem-Solving workshop
- C. The draft plan review
- D. The final plan review
Answer: D
Explanation:
Explanation
The final plan review is the last activity of the PI planning event, where the teams present their final plans and objectives to the group. The Business Owners review the plans and propose adjustments or accept the plan, in which case, the team brings out their PI Objective sheet for everyone to view1. The final plan review is also an opportunity to assess the program risks and ROAM them (Resolved, Owned, Accepted, Mitigated)2. The final plan review helps achieve alignment and commitment among all the stakeholders and teams on the ART3. References: PI Planning - Scaled Agile Framework, ROAMing Risks - Scaled Agile Framework, Final Plan Review - Scaled Agile Framework
NEW QUESTION # 169
Which statement is true about the purpose of a work in process constraint?
- A. It captures where all new "big" ideas come from
- B. It identifies possible constraints for Solution completion
- C. It encourages collaboration and enables flow
- D. It helps analyze, approve, and track Portfolio Epics and Enablers
Answer: C
Explanation:
Explanation
According to the SAFe for Teams SP (6.0) - SAFe Practitioner handbook and study guide, a work in process (WIP) constraint is a limit on the amount of work that can be done at any stage of the value stream. The purpose of a WIP constraint is to reduce the batch size, manage the queue length, and improve the flow of value. By limiting the WIP, teams can focus on completing the most important work items, collaborate more effectively, and deliver value faster and more frequently. A WIP constraint also helps teams identify and resolve bottlenecks, reduce waste, and increase quality. References: Exam Study Guide: SP (6.0) - SAFe Practitioner, SAFe for Teams - Know Your Role on an Agile Team, [Visualize and limit WIP, reduce batch sizes, and manage queue lengths]
NEW QUESTION # 170
Which of the following measures tracks progress toward achieving desired outcomes?
- A. Burn-down charts
- B. Objectives and key results
- C. ART actual business value
- D. Cumulative flow diagrams
Answer: B
Explanation:
Explanation
Objectives and key results (OKRs) are a framework for defining and tracking measurable goals and outcomes.
OKRs consist of an objective, which is a concise, qualitative, and inspirational statement of what is to be achieved, and one or more key results, which are specific, quantitative, and time-bound measures of progress toward the objective. OKRs help align teams and individuals around a common vision, focus on the most important outcomes, and foster a culture of feedback and learning. In SAFe, OKRs are used at the portfolio, solution, and program levels to communicate and evaluate strategic intent and business value delivery12. References: Objectives and Key Results - Scaled Agile Framework, OKRs: A Simple Way to Set and Achieve Your Goals.
NEW QUESTION # 171
What represents the workflow, activities, and automation needed to deliver new functionality more frequently?
- A. Portfolio Kanban
- B. The Continuous Delivery Pipeline
- C. The Lean budget Guardrails
- D. The PI Planning process
Answer: B
Explanation:
Explanation
The Continuous Delivery Pipeline represents the workflow, activities, and automation needed to deliver new functionality more frequently. It consists of four elements: Continuous Exploration, Continuous Integration, Continuous Deployment, and Release on Demand. The pipeline enables faster value delivery, higher quality, and lower risk. References: Exam Study Guide: SP (6.0) - SAFe Practitioner, Continuous Delivery Pipeline, Lesson 4: Deliver Value
NEW QUESTION # 172
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 external testers and fewer run by internal team members
- C. Many large, manual tests of the end-to-end solution and fewer small, automated tests
- D. Many solution tests run by internal team members & fewer run by external testers
Answer: A
Explanation:
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, low-level, 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 user's perspective. The balanced Agile testing pyramid helps agile teams to achieve faster feedback, higher quality, and lower maintenance costs. References: 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
NEW QUESTION # 173
Which of the following types of Enabler Stories is used for building and evaluating prospective Solutions alternatives?
- A. Compliance
- B. Architecture
- C. Exploration
- D. Infrastructure
Answer: C
Explanation:
Explanation
According to the SAFe-for-Teams-SAFe-Practitioner-6-0 documents, enabler stories are short descriptions of a small piece of desired functionality that support exploration, architecture, infrastructure, or compliance.
Among these four types of enabler stories, exploration is the one that is used for building and evaluating prospective solutions alternatives. Exploration enabler stories support research, prototyping, and other activities needed to develop an understanding of customer needs, including the exploration of prospective solutions and evaluation of alternatives. They help validate assumptions, reduce uncertainty, and increase the likelihood of building the right thing. Therefore, the correct answer is A. Exploration. References: Enablers - Scaled Agile Framework, Story - Scaled Agile Framework, Features, Capabilities, & Enablers - Productfolio
NEW QUESTION # 174
An Agile Team has which two characteristics? (Choose two.)
- A. A group of dedicated individuals who are empowered, self-organizing, self-managing, and deliver value
- B. A large group of individuals who all work together to create value for the client
- C. A stand-alone unit of individuals who do not require input from other teams to complete their tasks
- D. A group of dedicated individuals that work in phase-gate steps to complete their PI Objectives
- E. A small group of typically 5 - 11 dedicated individuals who have the skills necessary to define, build, test, and deploy increments of value
Answer: A,E
Explanation:
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. References: Agile Teams - Scaled Agile Framework
NEW QUESTION # 175
What is one benefit of organizing around value, & reorganizing when required?
- A. Minimizing handoffs and dependencies
- B. Understanding the Portfolio Backlog
- C. Building the Continuous Delivery Pipeline
- D. Enabling a DevOps mindset
Answer: A
Explanation:
Explanation
Organizing around value means aligning teams and individuals to the value streams that deliver the most value to the customer and the enterprise. This reduces the handoffs and dependencies that slow down the delivery process and create waste. Reorganizing when required means being able to adapt to changing customer needs and market conditions by forming new value streams or reconfiguring existing ones. References: Exam Study Guide: SP (6.0) - SAFe Practitioner, Agile Release Train, Organizing Around Value
NEW QUESTION # 176
Which of the following basic quality practices applies to all teams?
- A. Modeling and simulation
- B. Agile architecture
- C. Collective ownership and standards
- D. Rapid prototyping
Answer: C
Explanation:
Explanation
Collective ownership and standards are basic quality practices that apply to all teams, regardless of their domain or work product. They promote shared responsibility, accountability, and alignment among team members and across teams1. They also enable faster feedback, continuous improvement, and reduced waste2.
The other options are not basic quality practices, but rather specific techniques or approaches that may be useful for some teams or domains, but not all. Agile architecture is a way of designing and evolving systems that support the delivery of value and quality3. Rapid prototyping is a way of creating and testing a minimum viable product (MVP) to validate assumptions and learn from customers4. Modeling and simulation are ways of representing and analyzing complex systems or phenomena using mathematical or computational methods.
NEW QUESTION # 177
What is the typical timebox in which to complete a User Story?
- A. One year
- B. One iteration
- C. One PI
- D. One month
Answer: B
Explanation:
Explanation
A User Story is a short description of a piece of functionality that delivers value to a customer or stakeholder.
It is typically written from the perspective of an end user and follows the format: "As a <role>, I want
<something>, so that <benefit>". User Stories are the primary elements of the Team Backlog and are used to plan and execute the Iteration. User Stories should be small enough to be completed within one Iteration, which is usually two weeks long. If a User Story is too large or complex, it should be split into smaller stories that can fit within the Iteration timebox. This ensures that the team can deliver value frequently and receive feedback quickly. References: SAFe for Teams Student Workbook: materials and exercises from Lesson
3; v6.scaledagileframework.com/story/
NEW QUESTION # 178
When should a component team be used?
- A. To obtain high reuse and technical specialization with a focus on nonfunctional requirements
- B. To develop T-shaped skills together with Continuous Integration
- C. To create each replaceable component with minimized dependencies
- D. To gain the fastest velocity with well defined interfaces
Answer: A
Explanation:
Explanation
A component team is an Agile Team whose primary area of concern is focused on a specific component, or set of components, of the system. They leverage their technical skills and interest and focus on building robust components that provide for reliability, separation of concerns, foster re-use, and improve testability.
Component teams are typically used when the system has complex, nonfunctional requirements that require deep technical expertise and specialization, such as performance, security, scalability, etc. Component teams can also enable high reuse of components across multiple solutions, reducing duplication and waste. However, component teams also introduce challenges, such as increased dependencies, coordination, and integration efforts with other teams, as well as reduced end-to-end value delivery and customer feedback. Therefore, component teams should be used sparingly and only when the benefits outweigh the costs. References: Organizing Agile Teams and ARTs: Team Topologies at Scale, Agile Teams, Feature Teams vs Component Teams, System Team, Feature Team vs Component Team in Agile
NEW QUESTION # 179
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