A.  

Change the business priorities

B.  

Recognize the team with the highest velocity

C.  

Combine teams to increase velocity

D.  

Change the scope

E.  

Hire new people

A.  

Encourages the team to express opinions in all circumstances

B.  

Examines what may be missing to make the environment better for the team

C.  

Demonstrates appreciation to team members in many ways

D.  

Facilitates individual decision-making over team-level decision-making

A.  

Facilitate team problem-solving

B.  

Focus on business value delivery

C.  

Drive toward specific outcomes

D.  

Fix problems for the team

E.  

Ask the team for the answer

F.  

Focus on deadlines

A.  

To demonstrate the full solution in a production-like context

B.  

To exercise the performance of the staging area

C.  

To get feedback from the primary stakeholders

D.  

To demonstrate a team's build

E.  

To conduct the Inspect and Adapt workshop

A.  

Draft objectives

B.  

Team Iteration plans

C.  

Problem-solving workshop

D.  

ROAMing Risks

A.  

Teams can prepare backlogs, give feedback to the Product Owner/Product Man-agement/System Architect, and begin looking at dependencies, impediments, and knowledge building

B.  

Teams can review the Features and Enablers so they have an understanding of the Roadmap for the next PI

C.  

Teams can establish face-to-face communication across all team members and stakeholders

D.  

Teams can help support overall product integrity and facilitate working agree-merits during PI Planning

A.  

Iteration Review

B.  

ART planning board inspection

C.  

Coach Sync

D.  

Business Owner feedback meeting

A.  

It is run after PO-sync and Scrum of Scrum events

B.  

It is a combination of PO-sync and Scrum of Scrums events

C.  

It occurs during the Innovation and Planning iteration

D.  

Attendance by the entire ART is important

A.  

Gather employee Metrics immediately after the Agile Release Train launches

B.  

Address and resolve any problems areas

C.  

Conduct an employee Net Promoter Score survey

D.  

Survey full-time employees

A.  

Analyzes the flow of value through the Agile Release Train (ART) and looks for systemic bottlenecks or dependencies that impede progress

B.  

Tracks individual team performance metrics to foster healthy competition among teams

C.  

Implements strict adherence to process and documentation standards, ensuring all teams follow the defined procedures regardless of context

D.  

Focuses the teams on meeting individual deadlines and commitments, ensuring each team stays on track

A.  

It enables more effective time tracking

B.  

It ensures all value streams in the portfolio are appropriately funded

C.  

It ensures different types of backlog items are not compared against one another

A.  

By providing solution ideas

B.  

By changing team composition

C.  

By listening to the team

D.  

By escalating to senior management

A.  

Test-driven development

B.  

Return-on-investment (ROI) projections

C.  

Continuous Integration

D.  

Servant leadership

A.  

Test data

B.  

Scrum of scrum results

C.  

Weighted shortest job first outcomes

D.  

Archived User Stories

E.  

Configuration Items

A.  

Secure communication channels for remote participants

B.  

Print program boards

C.  

Engage audio-visual technical support

D.  

Share business value documents

E.  

Print PI Objectives

A.  

Share the outcomes of preparation meetings with local Scrum Masters so they can arrange local rooms

B.  

Have a single RTE and technical support person that acts as a central point of communication for all locations

C.  

Adjust the PI agenda to 2.5 – 3 days, allowing for overlapping hours

D.  

Split up the PI Planning event per time zone and then have the final plan review, confidence vote, and planning retrospective as one centralized meeting

E.  

Arrange and test presentation audio and video connectivity in all locations

A.  

The RTE modifies the PI Iteration schedule, if needed, based on the scope of high priority Features

B.  

Business Owners assign business value without team discussion so they can nor-malize business value across all teams on the Agile Release Train

C.  

All Feature delivery and dependencies are visualized on the program board

D.  

The Release Train Engineer (RTE) combines all Team PI Objectives into Program PI Objectives

A.  

Team capabilities

B.  

Commitment to the plan

C.  

Measurements

D.  

A cross-functional skill set

A.  

Descriptions of actual target customers or users

B.  

Key end-users the Product Owner leverages for managing the backlog

C.  

Fictional representations of target customers or users

A.  

Release Management

B.  

System Architects/Engineers

C.  

Product Owners

D.  

Scrum Masters

E.  

Product Management

A.  

Testing Features

B.  

Assigning Pl Objectives

C.  

Prioritizing the Team Backlog

A.  

Transparency

B.  

Respect for People and Culture

C.  

Flow

D.  

Innovation

A.  

To align team members to a common purpose

B.  

To define the what, the how, and the how much

C.  

To set preliminary PI Objectives

A.  

Features

B.  

Stories

C.  

Capabilities

A.  

Enterprise Solution Delivery

B.  

Business Agility

C.  

Measure and Grow

D.  

Lean Portfolio Management

A.  

Collaboration over documentation is a key recommendation of the Agile Manifes-to

B.  

Workshops are more engaging than document writing

C.  

It makes improvements actionable through backlog items for the next Program Increment

A.  

To facilitate the System Demo

B.  

To escalate and track impediments

C.  

To formulate and direct decisions on risks

D.  

To make decisions on resource issues for critical bottlenecks

E.  

To direct the management of the communities of practice

A.  

After the end of each program increment (Pl)

B.  

After every other iteration

C.  

After every release

D.  

After every iteration

A.  

Retrospective

B.  

Problem-solving workshop

C.  

Quantitative and qualitative measurement

D.  

PI system demo

A.  

Verify that each team's uncommitted objectives have lower business value than the committed PI Objectives to reflect proper prioritization

B.  

Encourage discussion of each team's product Vision as part of the final plan review

C.  

Facilitate all teams when they are presenting their final plans to the entire ART

D.  

Manage the ROAMing of each team's risks

A.  

Do research and data collection for cost of delay factors

B.  

Determine job size by surveying Scrum Masters of impacted teams

C.  

Facilitate stakeholder collaboration

D.  

Coordinate Lean Portfolio Management by providing feedback for cost of delay factors

E.  

Understand and facilitate weighted shortest job first

A.  

Establishing Features and benefit hypotheses

B.  

Managing risk, helping to ensure value delivery, and driving continuous improvement

C.  

Working with business stakeholders and Solution and System Architects to implement holistic technology across Value Streams

A.  

Allow the problem to reach a critical point knowing that a minor failure is a tech-nique for learning

B.  

Encourage the System Team and Product Management to meet and collaborate on a solution

C.  

Escalate the problem to senior management to get the required action

D.  

Direct Product Management to define the use cases for the Features

A.  

Lean Portfolio Management

B.  

Enterprise Solution Delivery

C.  

Agile Product Delivery

D.  

Team and Technical Agility

A.  

Servant leadership

B.  

Facilitation

C.  

Test-driven development

D.  

Return on investment projections

E.  

Continuous Integration

A.  

Educate teams that business value provides the Enterprise with a Metric of how fast the team executed work during the PI

B.  

Coach the Business Owner's review of objectives to see that scoring is against the specific details negotiated with the team during PI Planning

C.  

Illustrate the linkage between business values and the market communica-tions/release objectives tied to the three to six month Enterprise strategy

D.  

Work with the team to ensure they are actively involved when the Business Own-ers score the business value achieved

Publish the team business values and coach teams that these values are for track-ing each Agile Release Train deliverable

A.  

Top ten Features

B.  

Top 20 Features

C.  

Business context

D.  

Program board

A.  

Focusing on deadlines

B.  

Fixing problems for the team

C.  

Driving toward specific outcomes

D.  

Asking the team for the answers

E.  

Facilitating team problem solving

F.  

Focusing on business value delivery

A.  

An estimating guard band

B.  

An opportunity to integrate and perform end-to-end testing

C.  

Building in quality and compliance

D.  

Additional planned work

A.  

If the entire team is present during the daily stand-up

B.  

During team breakout sessions at Pl Planning

C.  

When using ad hoc teams for Inspect and Adapt

D.  

When the Agile Release Train does not require any team coordination

A.  

Coach the Scrum Masters on good retrospective techniques and ensure teams are defining and taking a systems view approach to improvements

B.  

Share the quantitative measurement results with Product Management and lead-ership and ask for their input

C.  

Diagnose the differences between the measurements and the results and suggest improvement items to each team

D.  

Work with the team that is struggling the most to discover patterns that can be ap-plied to the other teams

A.  

Agile Product Delivery core competency assessment

B.  

Facilitate a CDP sync every iteration

C.  

Conduct empathy interviews with system architects/engineers

D.  

Architectural runway program backlog enablers

A.  

At the end of every Iteration

B.  

At the end of the Program Increment (PI)

C.  

After the System Demo

D.  

During the Program Increment (PI)

A.  

Develop more detailed Feature definitions

B.  

Add data Architects onto the ART

C.  

Confirm attendance of architectural representatives at Program Increment (PI) Planning

D.  

Conduct the entire data architecture design upfront

A.  

Individuals and interactions over processes and tools

B.  

Customer collaboration over following a plan

C.  

Apply systems thinking

D.  

Customer collaboration over a constant indefinite pace

A.  

Encourage the team to perform regular self-assessments and discuss findings

B.  

Conduct a survey to identify the worst problems the team is having

C.  

Observe the team's ceremonies and share observations

D.  

Run longer I&A meetings to brainstorm improvement items

A.  

Inspect and Adapt event

B.  

Iteration retrospective

C.  

Product Owner sync

D.  

Release management meeting

A.  

It provides guardrails for decision making

B.  

It demonstrates Respect for People

C.  

It centralizes decision making

D.  

It helps fund Value Streams

A.  

Ensure engineering managers are directing the development process

B.  

Coach the teams to create exploration Enablers

C.  

Ask for a presentation of a detailed design before the PI Planning meeting

D.  

Make sure all the technical specifications are written before PI execution

A.  

Ensuring compliance with process standards

B.  

Understanding and exhibiting the values, principles and practices

C.  

Emphasizing the enterprise objectives and KPIs

D.  

Keeping roadmaps to no more than a single PI

A.  

Overall, train velocity goes up, and the time-to-market goes down

B.  

It decreases job satisfaction by removing autonomy and purpose

C.  

It reduces the overall predictability established through cadence and synchronization

D.  

It substantially decreases the predictability of the Solution Intent

A.  

To minimize lost capacity when people are on vacation or holidays

B.  

To plan work for the IP lteration during P Planning

C.  

To allow for sufficient capacity in the Program Roadmap

D.  

To wait for the IP Iteration to fix defects

E.  

To ensure all Stories and teams' Pl plans are completed prior to the IP Iteration

A.  

Ensure the team gives accurate estimates

B.  

Ensure everyone on the team participates

C.  

Provide information about customer needs

D.  

Limit discussion to manage timeboxes

A.  

Share the outcomes of preparation meetings with local Scrum Masters/Team Coaches (SM/TCs) so they can arrange local rooms

B.  

Split up the PI Planning event per time zone and then have the final plan review, confidence vote, and planning retrospective as one centralized meeting

C.  

Have a single Release Train Engineer (RTE) and technical support person that acts as a central point of communication for all locations

D.  

Adjust the PI agenda to 2.5-3 days, allowing for overlapping hours

A.  

Thinks about the day-to-day activities

B.  

Uses authority rather than persuasion when necessary

C.  

Understands and empathizes with others

D.  

Focuses on individual task Metrics

A.  

Team Features, Stories, and team-level enablers

B.  

Changes to capacity and load, final PI objectives, program risks and impediments

C.  

Changes to iteration goals, measured velocity, and dependencies

D.  

Planned Features, uncommitted objectives, and ROAMed risks

A.  

Three weeks

B.  

Two weeks

C.  

Four weeks

D.  

Six weeks

A.  

Capacity and load estimates

(Correct)

B.  

Program delivery schedule

C.  

Draft PI Objectives

D.  

Risks and impediments

E.  

Iteration Goals

F.  

Refined team backlogs

A.  

Gives open, honest opinions

B.  

Removes all conflict

C.  

As a technical expert

D.  

Understands customer needs

A.  

Weighted shorted job first

B.  

Team burn-down charts

C.  

Velocity trend charts

D.  

Kanban systems

A.  

Stop working on any new functionality and fully integrate and test the system; adjust scope based on learnings

B.  

Require every team demonstrate their team increment to the stakeholders separately in the team branch

C.  

Re-architect the system so that there are no dependencies between the teams, and integration is not needed

D.  

Continue to work on new functionality and reserve time to fully integrate the system during the IP Iteration

A.  

Coach the team on their tendency to size Stories too small

B.  

Praise the team for being high performers

C.  

Praise the team for being a cross-functional team

D.  

Coach the team on their tendency to under-commit

A.  

To know the cycle time between important team and train events

B.  

To ensure that key ceremonies don't conflict with non-SAFe ceremonies

C.  

To create a BVIR of the important team and ART milestones

D.  

To visualize the Agile Release Train's cadence and synchronization

A.  

Realistic

B.  

Random

C.  

Rationalized

D.  

Required

A.  

Business Owner

B.  

Epic Owner

C.  

Product Owner (PO)

D.  

Product Management

A.  

Stories

B.  

Sub-Tasks

C.  

Tasks

D.  

Capabilities

A.  

Risks on the teams' planning boards are resolved by the Release Train Engineer

B.  

Teams use color-coding for their backlog items as a reminder that they are re-quired to have all backlog item types on their planning boards

C.  

Draft objectives and uncommitted objectives are written

D.  

All teams' planning boards are visible and use the same color-coding

E.  

Draft objectives are written but do not include exploration Enablers