A.  

Relentless improvement

B.  

Visualizing work

C.  

Make value flow without interruptions

D.  

Siloed thinking

A.  

To be a single voice for the Customer and stakeholders

B.  

To own and manage the Team Backlog

C.  

To ensure the team follows Agile principles and practices

D.  

To protect the team from external forces

E.  

To coach the team

A.  

Maintenance tasks do not need to be included in velocity; maintenance tasks fall outside thi scope

B.  

The team members assess their availability, acknowledging time off and other potential v u duties

C.  

Determining velocity is a new function in each Iteration; previous Iterations should not be ^ transferred to a new Iteration

D.  

Identify work on technical infrastructure, tooling, and other systemic impediments

A.  

Resolved, Owned, Approved, Mitigated

B.  

Resolved, Owned, Accepted, Mitigated

C.  

Resolved, Owned, Assigned, Mitigated

D.  

Resolved, Owned, Active, Mitigated

A.  

Culture should not be changed because SAFe respects the current culture.

B.  

Culture change comes right after a sense of urgency is created in the organization.

C.  

Culture change comes last as a result of changing work habits.

D.  

Culture change needs to happen before the SAFe implementation can begin.

A.  

Stream-aligned, platform, enabling, and complicated subsystem

B.  

Stream-aligned, functional requirements, product domain, and technical

C.  

Functional requirements, platform, enabling, and technical

D.  

Functional requirements, product domain, technical, and complicated subsystem

A.  

The Agile Team

B.  

The RTE

C.  

Business Owner

D.  

Product Management

A.  

Build cross-functional Agile Release Trains around the flow of value to the Customer

B.  

Keep everything under version control

C.  

Establish a work environment of shared responsibility

D.  

Decentralize decision making

A.  

By achieving economies of scale

B.  

By organizing around functional areas to focus on skills development

C.  

By creating a hierarchy to provide stability

D.  

By focusing on customers, products, innovation, and growth

A.  

Acquired

B.  

Resolved

C.  

Obtained

D.  

Managed

A.  

They are abusing the practice of hardening

B.  

They are ignoring nonfunctional requirements within the Iteration

C.  

They are waterfalling the Iteration

D.  

They are applying the Agile development practice of "separation of concerns"

A.  

To coordinate Portfolio Epics through the Portfolio Kanban system

B.  

To act as a servant leader who helps teams self-organize, self-manage, and deliver using ^ effective Agile practices

C.  

To be a stakeholder who has the primary business and technical responsibility for fitness for u use

D.  

To facilitate Agile Release Train processes and Solution Train execution

A.  

Frequent context switching

B.  

Reduce the batch sizes of work

C.  

Address the local problems

D.  

Increase work in process (WIP) limits

A.  

Continuous Integration

B.  

Continuous Exploration

C.  

Continuous Deployment

D.  

Release on Demand

A.  

Items are assigned to the team members

B.  

It is required for every Iteration to enable fast learning cycles

C.  

The PO does not need to attend

D.  

It occurs on the last day of the Iteration

A.  

Release Train Engineer

B.  

Scrum Master/Team Coach

C.  

Product Owner

D.  

Agile Team

A.  

Precisely specify value by product

B.  

Visualize work

C.  

Turn mistakes into learning moments

D.  

Organize around value

A.  

Pay-for-performance

B.  

Autonomy

C.  

Parallel development

D.  

Team performance incentives

A.  

Generate short-term wins

B.  

Enlist a volunteer army

C.  

Create a sense of urgency

D.  

Build a guiding coalition

A.  

Ensures strategic decisions are made collaboratively

B.  

Reduces delays

C.  

Improves transparency

D.  

Removes accountability from leaders

A.  

It encourages collaboration and enables flow

B.  

It captures where all new "big" ideas come from

C.  

It helps analyze, approve, and track Portfolio Epics and Enablers

D.  

It identifies possible constraints for Solution completion

A.  

Hierarchies

B.  

Individuals

C.  

Agile Release Trains

D.  

Agile Teams

A.  

To ensure quality by testing the Solution

B.  

To prioritize the Program Backlog

C.  

Estimate the Stories in the Product Backlog

D.  

To represent the Customer to the Agile Team

A.  

To prioritize the Team's Backlog

B.  

To define the tasks and assign owners

C.  

To remove impediments in order to help protect the team

D.  

To facilitate the PI Planning session

A.  

Communicate intent

B.  

Are commitment

C.  

Are only adjusted at PI boundaries

D.  

Provide a single planning horizon

A.  

New start, job sequence, funnel, and enable

B.  

Reflect, problem solve, and identify improvement actions

C.  

Move forward, analyze future Stories, integrate, and iterate

D.  

Forward focus, develop, cross-domain plan, and expedite execution

A.  

Agile Product Delivery

B.  

Lean Portfolio Management

C.  

Lean Thinking

D.  

Agile Manifesto

A.  

They are included in the commitment

B.  

They are items the team has high confidence in

C.  

They are counted when calculating load

D.  

They are extra things teams can do if they have time

A.  

Portfolio Kanban

B.  

The Lean budget Guardrails

C.  

The Continuous Delivery Pipeline

D.  

The PI Planning process

A.  

It allows the Agile Release Train to demo value every two weeks

B.  

It allows Agile Teams to launch untested Features

C.  

It allows the release of different Solution elements at different times

D.  

It allows the Systems Team to integrate with ease

A.  

Individuals and Iterations over processes and tools

B.  

Make value flow without interruptions

C.  

Working software over comprehensive documentation

D.  

Responding to change over following a plan

A.  

Program-level risks

B.  

Dependencies between teams

C.  

Each teams tasks

D.  

Work breakdowns

A.  

Development and test environments should be separate from production

B.  

Automate testing Features and nonfunctional requirements

C.  

Maintain manual deployment

D.  

Maintain a staging environment that emulates production

E.  

Deploy to staging every third Iteration

A.  

Agile architecture

B.  

Rapid prototyping

C.  

Modeling and simulation

D.  

Collective ownership and standards

A.  

It will be implemented once the Epic Owner approves the Lean business case.

B.  

It will be moved to the ready state in the Portfolio Kanban if it receives a 'go' decision from Lean Portfolio Management.

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 if it has the highest weighted shortest job first (WSJF) ranking

A.  

Continuous Deployment

B.  

Continuous Integration

C.  

Release on Demand

D.  

Continuous Exploration

A.  

To allow early access to specific groups of customers

B.  

To make deploying of assets a business decision

C.  

To remove the need to respond quickly to production issues

D.  

To enable releasing functionality on demand to meet business needs

A.  

Continuous Exploration

B.  

Continuous Integration

C.  

Release on Demand

D.  

Continuous Deployment

A.  

PO Sync

B.  

Retrospective

C.  

Coach Sync

D.  

System Demo

A.  

Large batch sizes ensure time for built-in quality

B.  

The handoff batch should be made as large as possible

C.  

When Stories are broken into tasks, it means there are small batch sizes

D.  

Large batch sizes increase variability

A.  

Automate the delivery pipeline

B.  

Deliver predictability

C.  

Release new value to production every day

D.  

Maintain Iterations as a safe zone

A.  

Business Owners vote

B.  

The teams and the ARTs vote

C.  

The managers vote

D.  

Each person votes

A.  

Portfolio Vision

B.  

Portfolio Kanban

C.  

Portfolio Canvas

D.  

Portfolio Backlog

A.  

As a strategy to meet the needs of an ever-changing Customer market

B.  

As a way of working to include the Customer in daily work processes and planning

C.  

As a set of practices employed to make products focused on the Customer

D.  

As a mindset focused on Customer behaviors that produce the best innovations

A.  

It is to analyze, approve, and ready Features for implementation

B.  

It is to organize the work and define a realistic scope for the Iteration

C.  

It is to break Stories into tasks that are achievable in the team's capacity

D.  

It is to explore and implement program Epics and split them into Features to be further explored

A.  

It involves only the team members who are most qualified to estimate the work

B.  

It involves program Portfolio Management to prioritize the Stories presented by teams during the final plan review

C.  

It involves everyone in the program over a two-day period

D.  

It involves Product Management and Product Owners on the first day and the rest of the teams on the second day

A.  

Show the acceptance tests written for the exploration

B.  

Show the knowledge gained by the exploration

C.  

Demonstrate working systems in the production environment

D.  

Exploration Enablers do not need to be demonstrated

A.  

Accelerate

B.  

Launch more ARTs and Value Streams

C.  

Train Executives, Leaders, and Managers

D.  

Organize Around Value

A.  

It comes from pair programming in Extreme Programming (XP)

B.  

It is a best practice that team members should spend 50% to 100% of the time in pair work

C.  

It occurs during Iteration Planning

D.  

It is for developers only

A.  

Rapid prototyping

B.  

Refactoring

C.  

Continuous exploration

D.  

Modeling and simulation

A.  

Develop the user interface (UI) with sample business logic and database access and then add the actual functionality behind the UI

B.  

Implement the database structure first and then implement the business logic and user interface

C.  

Develop the functionality first and then test it on a second pass

D.  

Implement the simplest variant of the functionality first and then implement the rest as an enhancement

A.  

To assign business value to Features

B.  

To define Enablers

C.  

To prioritize the ART Backlog

A.  

Each week

B.  

When the System Team is ready

C.  

At the end of every Iteration

D.  

Only when all the stakeholders are available

A.  

Team velocity

B.  

Costs of producing artifacts

C.  

Work that is in process across the whole team

D.  

Time to complete a Feature by the rollup of Stories

A.  

Support adding an Innovation and Planning Iteration directly after the current Iteration

B.  

Agree to add a person from the System Team to complete the work

C.  

Ensure the Iteration backlog is accurately prioritized

D.  

Support splitting a Story into a coding story and a testing story, and then moving the testing story into the next Iteration

A.  

During the Features agreement retrospective

B.  

During the qualitative part of the team retrospective

C.  

During the quantitative part of the team retrospective

D.  

During the time and materials retrospective

A.  

Iteration demo

B.  

Iteration goals

C.  

Iteration estimate

D.  

Iteration sequencing

A.  

Improve relentlessly

B.  

Apply systems thinking

C.  

Take an economic view

D.  

Connect to the customer

A.  

5 minutes

B.  

20 minutes

C.  

15 minutes

D.  

10 minutes

A.  

To evaluate better implementation steps

B.  

To enhance and improve the Innovation and Planning practices

C.  

To help the team bond and work more efficiently together

D.  

To increase the quality and reliability of the next PI

A.  

Who

B.  

Level of Risk

C.  

Why

D.  

What

E.  

Definition of Done

F.  

How

A.  

They do not provide development opportunities for employees

B.  

Corporate responsibilities are not a focus

C.  

They impede how value flows

D.  

Operational activities are not included

A.  

Scrum of scrums

B.  

Iteration review

C.  

Daily stand-up

D.  

Innovation and Planning

A.  

To provide Story details from a deployment point of view

B.  

To provide Story details from a designer point of view

C.  

To provide Story details from a release-planning point of view

D.  

To provide Story details from a testing point of view

A.  

32

B.  

52

C.  

40

D.  

48

A.  

Functional silos

B.  

Customer centricity

C.  

Dual operating system

D.  

Continuous learning culture

A.  

Estimation of Stories

B.  

Team discussion around opportunities for continuous improvement

C.  

Program level analysis of a problem using root cause analysis techniques

D.  

Gathering feedback from the stakeholders

A.  

As many team members as possible should attend remotely to reduce travel costs

B.  

It is very important and should be postponed until all participants can attend

C.  

It is not a required event but tasks move forward at higher velocity when the meeting occurs

D.  

It is an all-hands, two-day event with the goal to create alignment

A.  

By using the SAFe Implementation Roadmap to script the path for change

B.  

By mastering the Seven Core Competencies of the Lean Enterprise

C.  

By applying empathic design and focusing on Customer Centricity

D.  

By modeling SAFe's Lean-Agile Mindset, values, principles, and practices

A.  

Leave capacity for newly emerging priorities

B.  

Commit to deliver value by a specific date

C.  

Resize the work

D.  

Lengthen Iteration timeboxes

A.  

Pair work

B.  

Task boards

C.  

Stories

D.  

Unit tests

A.  

They help improve predictability

B.  

They do not get assigned a business value score

C.  

They are extra things the team can do if they have time

D.  

The work to deliver uncommitted objectives is not planned into the Iterations during PI planning

A.  

To show sizing of the Epics in relation to each other

B.  

To show dependencies between teams relating to the Feature development

C.  

To show Feature priority in association with business value

D.  

To satisfy System Demo expectation by demonstrating incremental delivery

A.  

Decisions that come with a high cost of delay

B.  

Decisions that deliver large and broad economic benefit

C.  

Decisions that require local information

D.  

Decisions that are made frequently

A.  

Release Train Engineer

B.  

Business Owners

C.  

Agile Teams

D.  

Solution Architect

A.  

To recover money already spent

B.  

To understand solution tradeoffs

C.  

To limit work in process (WIP)

D.  

To take into account sunk costs

A.  

Evaluating current state metrics

B.  

Completing unfinished work

C.  

Sizing unfinished stories

D.  

Prioritizing unplanned work

A.  

Many small, low-level, automated tests & fewer large, manual tests

B.  

Many solution tests run by internal team members & fewer run by external testers

C.  

Many solution tests run by external testers and fewer run by internal team members

D.  

Many large, manual tests of the end-to-end solution and fewer small, automated tests

A.  

The Solution is accountable

B.  

The Solution is actionable

C.  

The Solution is sustainable

D.  

The Solution is reliable

A.  

Epics

B.  

Features

C.  

User stories

D.  

Tasks

A.  

To make value flow

B.  

To complete more work

C.  

To understand transaction costs

D.  

To determine the correct cadence