A.  

Trust

B.  

Communication

C.  

Collaboration

D.  

Alignment

A.  

The Agile Program Management Office

B.  

Communities of Practice

C.  

The Lean Agile Center of Excellence

D.  

The Solution Architect

A.  

Product Owner

B.  

Release Train Engineer

C.  

Project Manager

D.  

Product Manager

A.  

By having team members pair when working on Stories

B.  

By requesting the Managers add skills training to the team members' development plans

C.  

By having teams swap one of their members every other Iteration for cross-training

D.  

By delivering cross-functional skills training

E.  

By defining Stories that need cross-functional skills for the team to implement

A.  

Invest in better Story and unit-test automation

B.  

Represent a strict definition of done

C.  

Ensure that development and testing environments are equivalent to production

D.  

Create a story dependency with the systems team to collaborate on deployment

A.  

Ask the team to break Lee's Stories into tasks for better understanding

B.  

Assign another team member to assist Lee with indexing and ask Lee to start a different piece of work

C.  

Tell Lee to pair with another team member

D.  

Have Lee discuss his progress in the context of the Iteration goals

A.  

Because Product Management accepted each team's final plan at the end of PI Planning Day 2

B.  

Because each feature team needs to integrate with the component team

C.  

Because the teams managed their dependencies and planned their integration timing during PI Planning

D.  

Because work should not be planned for the IP Iteration

A.  

To learn from PI Planning outcomes

B.  

To identify the issues to address during the problem-solving workshop

C.  

To review how value flows through the Agile Release Train

D.  

To identify improvement Story candidates

A.  

Combine the two states to avoid the varying work flow

B.  

Redesign the board toensure a smooth flow of work

C.  

Create a buffer state between the two states to regulate the situation

D.  

Match skill sets to the WIP states and hold individuals accountable in order to smooth out flow

A.  

To resolve dependencies

B.  

To minimize VVIP www

C.  

To empower knowledge workers

D.  

To reduce delay

A.  

By supporting the rules of the team process

B.  

By leading a team's efforts in relentless improvements

C.  

By eliminating impediments

D.  

By exhibiting Lean-Agile Leadership

A.  

ROAMed risks

B.  

All the potential Solutions the team could identify

C.  

An assessment report

D.  

Top improvement items for the next PI

A.  

Strategic Themes

B.  

Projects

C.  

Capabilities

D.  

Epics

A.  

Emphasize the SAFe principles to highlight the importance of flow

B.  

Suggest a story-splittingbootcamp in the next IP iteration

C.  

Demonstrate Story-splitting techniques using a specific example

D.  

Invite a development manager to emphasize the importance of splitting Stories

A.  

Hold team members accountable to complete their tasks by monitoring task progress deviation

B.  

Enforce Agile event timeboxes and working agreements

C.  

Be aligned with Product Management when reviewing the Team's Backlog

D.  

Ensure team velocity and WIP are a true representation of what is happening within the team

A.  

Program predictability measure

B.  

Team NPS score

C.  

Number of Features delivered

D.  

Number of automated tests

A.  

The PO introduces the business intent to the team for the first time

B.  

The PO changes priorities of the already refined intent

C.  

The PO brings in changes to the planned Features based on stakeholder feedback from the System Demo

D.  

The PO asks the team for recommendations on Story slicing

A.  

To reliably deliver value by deploying features

B.  

Uses their manager to define work prioritization

C.  

Team members focus on improving their own, specialized skill sets

D.  

Has team members who always agree with other's ideas