SP-SAFe-Practitioner Sample Questions Answers

One of the recommended ways of splitting Features into Stories during a PI Planning event is to use the horizontal slicing technique, which means implementing the simplest variant of the functionality first and then adding more complexity and variations as enhancements. This technique helps to deliver value incrementally, reduce risk, and enable fast feedback and learning. Horizontal slicing also supports the application of the Minimum Viable Product (MVP) and Minimum Marketable Feature (MMF) concepts, which aim to deliver the smallest amount of functionality that can provide value and validate assumptions. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Feature, Story

The portfolio’s Strategic Themes and SWOT and TOWS analysis are critical inputs to exploring alternatives for the future state. LPM uses the current state portfolio canvas as a starting point to explore the different ways in which the portfolio could evolve in alignment with the strategic themes. SWOT stands for Strengths, Weaknesses, Opportunities, and Threats, and TOWS stands for Threats, Opportunities, Weaknesses, and Strengths. These are tools for identifying and analyzing the internal and external factors that affect the portfolio. SWOT and TOWS help LPM to brainstorm potential portfolio future states and prioritize the most promising ones. References: Portfolio Vision - Scaled Agile Framework, Portfolio Vision - Scaled Agile Framework

Spending time “in the zone” means being fully immersed in a task that is challenging, engaging, and enjoyable. This state of flow is associated with higher levels of creativity, innovation, and performance1. According to SAFe, optimizing the time spent in the zone for individuals and teams makes a substantial difference in ART productivity2. The other options are not directly related to the concept of flow, although they may be influenced by it. Reducing queue lengths, refining productive collaboration, and making work in process visible are all aspects of visualizing and limiting WIP, which is another flow accelerator3.

cumulative flow diagram (CFD) is a visual tool that shows the amount of work in each stage of a process over time. It helps teams identify bottlenecks, work in progress (WIP), and the overall progress of a project or program increment (PI). By looking at the width of the bands in a CFD, teams can easily see how much work is in each workflow state at any given time. This allows them to monitor and optimize their flow of value delivery. References: Cumulative Flow Diagram SAFe: Complete Guide, Measure and Grow - Scaled Agile Framework

= A cumulative flow diagram (CFD) is a tool used to visualize the flow of work in a process over time. It shows the quantity of work in different stages or states, such as backlog, in progress, done, etc. A CFD helps to monitor the work in process (WIP) across the whole team, as well as the arrival and departure rates of work items. A CFD can also reveal bottlenecks, queues, variability, and cycle time in the process. References: = Cumulative Flow Diagram - Scaled Agile Framework, Cumulative flow diagram - Wikipedia, Cumulative Flow Diagram - What Information Does It Provide - Kanban Zone

n: Agile development is more beneficial than waterfall development because it increases productivity and employee engagement by empowering teams to self-organize, collaborate, and deliver value in small increments. It also allows businesses to deliver value to the market more quickly by reducing the feedback cycle, adapting to changing requirements, and releasing high-quality products frequently. References: SAFe® for Teams - Know Your Role on an Agile Team, Exam Study Guide: SP (6.0) - SAFe® Practitioner, Lean-Agile Mindset, Continuous Delivery Pipeline

The SAFe Core Competencies of Business Agility are the seven essential skills that enable enterprises to achieve true business agility and thrive in the digital age1. The built-in quality dimension is one of the five dimensions of Team and Technical Agility, which is the competency that describes the critical skills and Lean-Agile principles and practices that high-performing Agile teams and teams of Agile teams use to create high-quality solutions for their customers2. The built-in quality dimension ensures that every element and every increment of the solution reflects quality standards throughout the development lifecycle2. The other options are incorrect because:

• A. Agile Product Delivery is the competency that describes how to deliver innovative solutions to the market that delight customers and meet their needs and expectations3. It does not include the built-in quality dimension, although it does rely on it as a prerequisite for achieving continuous delivery and release on demand3.
• C. Organizational Agility is the competency that describes how to adapt strategy and operations quickly to meet the changing needs of customers, competitors, and markets4. It does not include the built-in quality dimension, although it does depend on it as a foundation for enabling faster feedback and learning cycles4.
• D. Enterprise Solution Delivery is the competency that describes how to build and evolve the world’s largest applications, networks, and cyber-physical systems5. It does not include the built-in quality dimension, although it does require it as a key enabler for achieving solution integrity, compliance, and alignment with the enterprise architecture5. References: 1: Business Agility - Scaled Agile Framework, 2: Team and Technical Agility - Scaled Agile Framework, 3: Agile Product Delivery - Scaled Agile Framework, 4: Organizational Agility - Scaled Agile Framework, 5: Enterprise Solution Delivery - Scaled Agile Framework

 Continuous Deployment is the aspect of the continuous delivery pipeline that focuses on getting to production early for verification. It is the process of automatically releasing every change that passes the Continuous Integration tests to a staging or production environment. This enables faster feedback and validation from the end users and stakeholders, as well as reducing the risks and costs associated with manual deployments. References: Continuous Deployment, Continuous Delivery Pipeline, What is continuous delivery?

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

 Pair work is a practice where two knowledge workers collaborate over the same asset in real time, providing feedback and quality assurance to each other. It comes from pair programming, a technique defined by the Extreme Programming (XP) agile development framework, where two developers work together on the same code. Pair work can be applied to other domains and disciplines, such as testing, design, business analysis, and more. Pair work can improve the quality, speed, and creativity of the work, as well as enhance the learning and collaboration of the team members. References: Pair Work (Pair Programming) - businessagility.institute, Built-In Quality - Scaled Agile Framework

 The daily stand-up is a 15-minute meeting that occurs every day during the Iteration, where the Agile team members synchronize their work, share their progress, and identify any impediments or dependencies. The daily stand-up follows a simple format, where each team member answers three questions:

• What did I do yesterday to advance the Iteration goals?
• What will I do today to advance the Iteration goals?
• Are there any impediments that will prevent the team from meeting the Iteration goals? These questions help the team members to align their actions with the Iteration goals, communicate their status and plans, and raise any issues or risks that need to be addressed. The daily stand-up also fosters collaboration, accountability, and transparency among the team members, and enables them to adjust their work as needed to deliver value. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Daily Stand-up

One benefit of Story acceptance criteria is to provide Story details from a testing point of view. Acceptance criteria are the conditions or rules that a user story must meet to be considered complete and acceptable by the customer or stakeholder. They define the scope and boundaries of the user story and help the team to understand what needs to be done and how to test it. Acceptance criteria also facilitate communication and collaboration between the team and the customer or stakeholder, as they provide a common language and a shared understanding of the expected outcome. References: What is User Story and Acceptance Criteria (Examples), Acceptance Criteria: Everything You Need to Know Plus Examples

The PI System Demo is the first activity of the Inspect and Adapt event, which shows all the Features that the Agile Release Train (ART) has developed during the Program Increment (PI)1. It provides an opportunity for the ART to evaluate the current state of the Solution and collect feedback from the stakeholders2. The other options are not the first activity of the Inspect and Adapt event, but rather subsequent activities that follow the PI System Demo. Quantitative and qualitative measurement is the second activity, which involves reviewing the PI performance and progress metrics3. Retrospective and problem-solving workshop is the third activity, which involves identifying and prioritizing the improvement opportunities for the next PI4. Agreement on the problems to solve is a step within the retrospective and problem-solving workshop, which involves reaching a consensus on the most critical issues to address5.

A guardrail in Lean Portfolio Management (LPM) is a policy or practice that helps ensure that the portfolio is aligned and funded to create and maintain the solutions needed to meet business targets. One of the guardrails in LPM is the allocation of centralized vs decentralized decisions in the enterprise. This guardrail defines the boundaries and guidelines for decision making at different levels of the organization, such as strategic, tactical, and operational. Centralized decisions are those that require alignment and agreement across multiple value streams or portfolios, such as vision, strategy, budget allocation, and governance. Decentralized decisions are those that can be made by the value streams or teams closest to the customer and the work, such as backlog prioritization, solution design, and delivery. The goal of this guardrail is to empower the teams and value streams to make fast and effective decisions, while ensuring alignment and coherence at the portfolio and enterprise levels12. References: Lean Budget Guardrails - Scaled Agile Framework, Decentralize Decision Making - Scaled Agile Framework

Team and Technical Agility is one of the core competencies of the Lean Enterprise that helps drive Agile Quality practices. This competency describes the critical skills and Lean-Agile principles and practices that high-performing Agile teams and teams of Agile teams use to create high-quality solutions for their customers. The main aspects of this competency are: team and technical agility, Agile team, Built-in Quality, and Agile architecture. Built-in Quality is a set of practices to help ensure that the outputs of Agile teams in business and technology domains meet appropriate quality standards throughout the process of creating customer value. Built-in Quality practices include test-first, test automation, continuous integration, refactoring, pair work, code reviews, exploratory testing, and more. References: Team and Technical Agility - Scaled Agile Framework, Built-In Quality - Scaled Agile Framework

Establishing flow is a basic Agile quality practice that reduces bottlenecks and ensures consistency by removing errors, rework, and other waste that slows throughput. It also supports faster learning and feedback by shifting left on the timeline. Flow is one of the four core values of SAFe and a key principle of the Lean-Agile Mindset. References: Built-In Quality, SAFe Core Values, Lean-Agile Mindset

The role of the Scrum Master in SAFe is to act as a servant leader who helps teams self-organize, self-manage, and deliver using effective Agile practices. The Scrum Master educates the team on various frameworks and methods, including Scrum, Kanban, Extreme Programming, and SAFe, ensuring that the agreed-upon Agile process is followed. The Scrum Master also helps remove impediments, facilitates team and program events, coaches the team and stakeholders on how to apply the SAFe principles and values, and fosters an environment of continuous improvement and high performance. References: Scrum Master - Scaled Agile Framework, SAFe Scrum Master Roles and Responsibilities - KnowledgeHut

The Portfolio Kanban system is a method to visualize and manage the flow of portfolio Epics, from ideation through analysis, implementation, and completion1. The analyzing step of the Portfolio Kanban system involves developing a Lean business case for the Epic and presenting it to Lean Portfolio Management (LPM) for approval1. If the Epic receives a ‘go’ decision from LPM, it will be moved to the ready state in the Portfolio Kanban, where it will wait until one or more Agile Release Trains (ARTs) have the capacity to implement it1. The other options are incorrect because:

• A. The Epic Owner does not have the authority to approve the Lean business case. Only LPM can make the final decision on whether to proceed with the Epic or not1.
• C. The Epic will not remain in the analyzing step after receiving a ‘go’ decision from LPM. It will be moved to the ready state, where it will be prioritized using weighted shortest job first (WSJF) and other factors1.
• D. The Epic will not be implemented based on its WSJF ranking alone. It will also depend on the availability and alignment of the ARTs that can deliver the Epic1. References: 1: Portfolio Kanban - Scaled Agile Framework

n: The Team Sync is a short meeting (usually 15 minutes or less), typically held about daily, to inspect progress toward the team goals, communicate, and adjust upcoming planned work1. The Team Sync helps the team members align their activities, identify and resolve impediments, and collaborate effectively. The Team Sync is also an opportunity to share information, celebrate achievements, and foster team spirit. The other options are incorrect because:

• A. The Team Sync is not the place to identify ART PI risks. Risks are identified and managed at the Program level, using the ROAM board and other tools2.
• C. The Team Sync is not the place to identify Iteration goals. Iteration goals are defined and agreed upon during the Iteration Planning event, which happens at the beginning of each Iteration3.
• D. The Team Sync is not the place to make announcements to the entire ART. The Team Sync is a team-level event, where only the team members and the Scrum Master participate. Announcements to the entire ART are made during the ART Sync, which is a program-level event that happens weekly or biweekly4. References: 1: Team Sync - Scaled Agile Framework, 2: Program Risks - Scaled Agile Framework, 3: Iteration Planning - Scaled Agile Framework, 4: ART Sync - Scaled Agile Framework

 On day two of PI Planning, management presents adjustments based on the previous day’s management review and problem-solving meeting. The management review and problem-solving meeting is a session where the management team reviews the draft plans and objectives from the teams, identifies risks and dependencies, and resolves any issues that may affect the ART’s ability to deliver value. One possible type of adjustment they could make is to adjust the business priorities based on the new information and feedback from the teams. This could involve reprioritizing the features in the program backlog, changing the weight or value of some objectives, or adding or removing some stretch objectives. These adjustments are communicated to the teams during the second planning day, so they can finalize their plans and objectives accordingly. References: PI Planning - Scaled Agile Framework, PI Planning and the Management Review - Part 1 | Ivar Jacobson International

An ART event is a meeting or ceremony that involves all the teams in an Agile Release Train (ART) and helps them align, collaborate, and deliver value. An example of an ART event is the Innovation and Planning (IP) Iteration, which is a two-week period at the end of each Program Increment (PI) that provides time for innovation, planning, and improvement activities. During the IP Iteration, teams can explore new ideas, work on technical debt, conduct hackathons, prepare for the next PI Planning, and conduct the Inspect and Adapt workshop. References: Agile Release Train, Scaled Agile: ART Events Overview, Innovation and Planning Iteration

According to the SAFe-for-Teams-SAFe-Practitioner-6-0 documents, a minimum viable product (MVP) is an early and minimal version of a new solution sufficient to prove or disprove an epic hypothesis1. An MVP is not a prototype, a feature, or a product. It is a learning tool that helps validate assumptions, reduce uncertainty, and increase the likelihood of building the right thing2. Therefore, the correct answer is A. A minimal version of a new product used to test a hypothesis. References: Epic - Scaled Agile Framework, What is a Minimum Viable Product (MVP)? | Agile Alliance

One way to address substantial rework is to regularly engage with the Customer and Business Owner, who are the key stakeholders of the Agile team. By involving them in the feedback loops, such as the Team and System Demos, the team can validate their assumptions, get early and frequent feedback, and incorporate changes as needed. This helps to avoid building the wrong thing or building it incorrectly, which can lead to rework and waste. References: SAFe for Teams Student Workbook: materials and exercises from Lesson 6; [v5.scaledagileframework.com/get-feedback/]; [v5.scaledagileframework.com/team-and-technical-agility/]

Guiding investments by horizon is one of the four Lean budget guardrails that describe the policies and practices for budgeting, spending, and governance for a specific portfolio. This guardrail helps ensure that the portfolio allocates its budget to solutions that reflect different time horizons and risk profiles, balancing near-term opportunities with long-term strategy and growth1. The portfolio-level guidance for investments by horizon is based on the four horizons model2, which categorizes solutions into four types: Horizon 0 (solutions that are being decommissioned), Horizon 1 (solutions that are mature and generate most of the current revenue), Horizon 2 (solutions that are emerging and have high growth potential), and Horizon 3 (solutions that are exploratory and have high uncertainty). Each value stream should allocate its budget to solutions in these horizons according to the portfolio’s vision and roadmap1. References: 1: Lean Budget Guardrails - Scaled Agile Framework2: Investment Horizons - Scaled Agile Framework

Stories are the primary means of expressing needed functionality in SAFe. They largely replace the traditional requirements specification with new paradigms based on Lean-Agile development. Stories are elaborated by a user-voice statement and acceptance criteria, and they are used to describe the features and behaviors of the system at various levels of abstraction. Stories are also testable, estimable, and prioritizable, which makes them suitable for planning and delivering value in an iterative and incremental way. References: SAFe Requirements Model, What replaces detailed requirements documents in agile?, What replaces detailed requirements documents in SAFe?

Shift learning left is one of the five basic Agile quality practices applicable to all Agile Teams. It means moving testing and validation activities as early as possible in the development process, to identify and fix defects before they become costly and risky. This practice improves quality, reduces waste, and accelerates delivery. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Built-in Quality, Lesson 4: Deliver Value

= Alignment is one of the four core values of SAFe that represents the foundational beliefs that are key to SAFe’s effectiveness. Alignment helps everyone in the SAFe portfolio work toward a common direction and deliver value with speed and quality. One of the ways to create and maintain alignment in SAFe is to speak with a common language and understand your customer. Speaking with a common language means using consistent terms and definitions across the enterprise to avoid confusion and ambiguity. Understanding your customer means identifying their needs, preferences, and expectations, and delivering solutions that meet or exceed them. References: = Core Values - Scaled Agile Framework, SAFe Core Values - Scaled Agile Framework

Respect for People is one of the four SAFe Core Values. It means that the enterprise fosters a culture of mutual influence, trust, empowerment, and collaboration among all the people involved in delivering value, including customers, employees, partners, and suppliers. Respect for People also implies that the enterprise values diversity, inclusion, and psychological safety, and that it treats people as the most important asset. Respect for People supports the following practices in SAFe1:

• Turn mistakes into learning moments. Mistakes are inevitable in complex and uncertain environments, and they provide opportunities for learning and improvement. Instead of blaming or punishing people for making mistakes, the enterprise encourages them to share their learnings, experiment with new ideas, and apply the Plan-Do-Check-Adjust (PDCA) cycle.
• Create a trust-based environment. Trust is the foundation of effective collaboration and high performance. The enterprise builds trust by being transparent, honest, supportive, and accountable. It also empowers people to make decisions, take ownership, and self-organize around value delivery.
• Visualize work. Visualization helps people see the flow of value, identify bottlenecks, dependencies, and waste, and collaborate on solutions. The enterprise uses various tools and techniques to visualize work, such as Kanban boards, Cumulative Flow Diagrams, Program Boards, and Value Stream Maps. References: 1: Respect for People and Culture - Scaled Agile Framework

The Product Owner (PO) is the Agile team member primarily responsible for maximizing the value delivered by the team by ensuring that the team backlog is aligned with customer and stakeholder needs1. The PO has content authority to make decisions at the User Story level during PI Planning, as they are the team’s primary customer advocate and primary link to business and technology strategy1. The PO also works with Product Management and other stakeholders to define the features and enablers that are part of the Program Backlog2. During PI Planning, the PO presents the team backlog, reviews and revises the draft plan, and defines and communicates the team PI objectives2. References: Product Owner, PI Planning

 A user story is a short description of a small piece of desired functionality written from the user’s perspective and in their language. A user story has three primary components, each of which begin with the letter ‘C’: Card, Conversation, and Confirmation. The card is a written or digital note that captures the essence of the user story using the format: “As a (who), I want (what), so that (why).” The conversation is the ongoing dialogue between the team and the customer or product owner to elaborate and refine the user story details. The confirmation is the set of acceptance criteria and tests that verify the user story is done and meets the customer’s expectations12. References: What is User Story? - Visual Paradigm, The Anatomy of a User Story | Scrum Alliance | Includes Template

 Culture is the first element of the CALMR approach to DevOps in SAFe. It refers to the shared mindset and values that support successful DevOps adoption. Culture in SAFe is influenced by the Lean-Agile principles and practices that guide the entire framework. Culture in DevOps requires customer-centricity, collaboration, trust, empowerment, learning, and feedback among all the stakeholders involved in the value stream. Culture also fosters a shift-left mentality, where operational and quality concerns are addressed early and often in the development process. Culture is the foundation for the other elements of CALMR: automation, lean flow, measurement, and recovery. References: CALMR - Scaled Agile Framework, The CALMR Approach to DevOps [Complete Guide] - KnowledgeHut

The Agile Release Train Sync is a weekly meeting where the Release Train Engineer (RTE), Product Management, System Architect/Engineering, and Product Owners (POs) coordinate and communicate the current state of the Agile Release Train (ART). The POs provide visibility into the analysis, approval, and Feature readiness for implementation, which are the key aspects of managing the Program Backlog. The POs also share any dependencies, risks, or impediments that may affect the delivery of value by the ART. The Agile Release Train Sync helps align the teams and stakeholders on the vision, roadmap, and priorities of the solution. References: Agile Release Train, Product Owner, Program Backlog

According to SAFe, a SAFe Portfolio is a set of value streams that delivers a continuous flow of valuable solutions to customers within a common funding and governance model. A SAFe portfolio aligns strategy to execution via a collection of Development Value Streams (DVS). Each DVS develops one or more Solutions necessary for the portfolio to accomplish its business mission and vision, operating under a shared governance model1. A DVS is a long-lived series of steps that an organization uses to deliver value to a customer or stakeholder2. A DVS can be internal or external, and it can span multiple ARTs and suppliers3. A DVS is not the same as a functional team, a solution, or a business unit, which are different ways of organizing work, products, or organizational structures. References: Portfolio - Scaled Agile Framework, Development Value Stream - Scaled Agile Framework, Value Stream - Scaled Agile Framework.

SAFe provides a second operating system that enables Business Agility by creating a network of Agile teams and trains that are aligned to a common vision and strategy, and empowered to deliver value to customers and users. SAFe leverages the Lean-Agile mindset, the core competencies, and the principles and practices to foster a culture of innovation, learning, and collaboration. SAFe also supports the continuous delivery pipeline, which enables fast feedback and frequent value delivery. References: SAFe® for Teams - Know Your Role on an Agile Team | Scaled Agile, Exam Study Guide: SP (6.0) - SAFe® Practitioner - scaledagile.com, SAFe 6.0 for Teams with SP Certification - ICON Agility Serviceswq

 Knowledge is one of the factors that affect the size of a story. It refers to what is known or unknown about the story, such as the requirements, the design, the technology, the domain, the dependencies, and the risks. The more unknowns there are, the larger the story size will be, as it will require more effort, complexity, and uncertainty to implement. Knowledge is one of the components of the story point estimation technique, which is a relative measure of the effort required to implement a story. Story points take into account the volume, complexity, knowledge, and uncertainty of the work. References: Story - Scaled Agile Framework, Story Point - Scaled Agile Framework, How to Estimate Agile Stories: Introducing Relative Sizing - LeanDog, Estimate Story - Quickscrum, Agile Estimation – Feature and Story Sizing Scales

A Story is a short description of a small piece of desired functionality written from the user’s perspective and in their language. A Story has three primary components: Card, Conversation, and Confirmation. The Card captures the essence of the Story using the format: “As a (who), I want (what), so that (why).” The Conversation is the ongoing dialogue between the team and the customer or product owner to elaborate and refine the Story details. The Confirmation is the set of acceptance criteria and tests that verify the Story is done and meets the customer’s expectations. A Story provides just enough information for both business and technical people to understand the intent, but not so much that it becomes a specification or a contract. Details are deferred until the Story is ready to be implemented, which allows for more flexibility and feedback. A Story is not a static artifact, but a dynamic one that evolves through collaboration and learning12. References: Story - Scaled Agile Framework, [What is User Story? -

Decentralized decision-making is one of the principles of the Lean-Agile mindset, which is the foundation of SAFe. It empowers teams and individuals to make decisions based on the local context and the best available information, rather than waiting for approval from higher authorities. This reduces delays, increases speed, and improves responsiveness to customer needs. It also fosters innovation, learning, and ownership of the outcomes. References: Lean-Agile Mindset, Unlock the Intrinsic Motivation of Knowledge Workers, Exam Study Guide: SP (6.0) - SAFe Practitioner

The Portfolio Canvas is a tool that defines the current state of the portfolio, as well as the future state vision, using the Business Model Canvas template1. It describes the development value streams, the solutions they deliver, the customers they serve, the budget allocated to each value stream, and other vital activities and events required to achieve the portfolio vision2. The Portfolio Canvas is used to capture and analyze the current state of the portfolio, as well as to generate and evaluate multiple future state scenarios, based on the SWOT and TOWS analysis2. The Portfolio Canvas provides input for defining the future state vision and the portfolio backlog2. References: Business Model Canvas, Portfolio Vision

= Fast learning cycles are one of the four pillars of the SAFe House of Lean model, which is based on the Toyota Production System and combines lean management, agile methods, and Lean Thinking1. Fast learning cycles support innovation by enabling rapid feedback, experimentation, and adaptation, which are essential for creating value and achieving Business Agility2. Fast learning cycles also foster a culture of continuous improvement, where teams and individuals are empowered to learn from failures and seek better solutions3. References: = 1: Lean-Agile Mindset - Scaled Agile Framework2; 2: Lean-Agile Mindset - Scaled Agile Framework1; 3: The SAFe House of Lean model: short and sweet - Echometer

 An Iteration is a fixed timebox during which an Agile team delivers a potentially releasable increment of value. The recommended length of an Iteration is two weeks, as this allows for fast feedback, adaptation, and learning cycles. Longer Iterations may increase the risk of overcommitment, scope creep, and reduced quality. Shorter Iterations may increase the overhead of planning and coordination, and reduce the amount of value delivered per Iteration. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, [Iteration]

SAFe Implementation Roadmap is a template for putting SAFe into practice within an organization. It consists of an overview graphic and a 14-article series that describes a strategy and an ordered set of activities for successfully implementing SAFe. The roadmap is based on proven organizational change management strategies and successful adoption patterns from hundreds of the world’s largest enterprises. The roadmap helps leaders and change agents to script the critical moves, create a sense of urgency, build a guiding coalition, form a strategic vision, enlist a volunteer army, enable action by removing barriers, generate short-term wins, sustain acceleration, and institute change. References: Implementation Roadmap - Scaled Agile Framework, SAFe® for Teams - Know Your Role on an Agile Team | Scaled Agile

Business Owners are key ART stakeholders who have the primary business and technical responsibility for return on investment (ROI), governance, and compliance. They evaluate the fitness for use and actively participate in ART events and solution development. They also use a scale of 1 (lowest) to 10 (highest) to assign the business value to the team PI objectives after negotiation with the teams and other stakeholders. They typically assign the highest values to the customer-facing objectives. References: Business Owners - Scaled Agile Framework, PI Objectives - Scaled Agile Framework

Lean-Agile leaders try to connect the silos of business, software, test, and quality assurance to create a culture of collaboration and shared responsibility across the value stream. By breaking down the barriers between different functions, Lean-Agile leaders enable faster feedback, shorter lead times, higher quality, and better customer satisfaction. Connecting the silos also helps to align the teams around a common vision, mission, and goals, and to foster a Lean-Agile mindset that embraces change and innovation. References: SAFe Core Values, Agile Practice Exam Flashcards, SAFe 4.6 exam prep - Improved - extended Flashcards, Stop Breaking Down Silos and Start Connecting Them

Built-in quality is one of the four core values of SAFe, along with alignment, transparency, and program execution. Built-in quality means that every aspect of the solution, from code to compliance, is designed and implemented with high standards and practices that ensure quality. Built-in quality enables fast and reliable delivery of value, reduces waste and rework, and fosters a culture of continuous improvement. Some of the practices that support built-in quality in SAFe are Test-First, Behavior-Driven Development, Acceptance Test-Driven Development, Continuous Integration, Continuous Deployment, and Communities of Practice. References: Built-In Quality - Scaled Agile Framework, Core Values - Scaled Agile Framework, 4 Scaled Agile Framework Core Values | SAFe Core Values - PremierAgile, Scaled Agile Framework: Understand SAFe and Its 4 Core Values.

During the draft plan review, the teams present their draft PI objectives and plans to the other teams and the Business Owners. The Business Owners then assign a business value to each PI objective, based on the conversation with the team and the alignment with the vision and goals. The business value is a number between 1 (lowest) and 10 (highest) that reflects the relative importance and expected benefit of the objective. The business value is used to measure the ART’s predictability and performance at the end of the PI. References: PI Objectives, PI Planning, Your Guide to Writing Great Iteration and PI Objectives

= As a Product Owner, James is responsible for managing the Iteration backlog and ensuring that the most valuable and feasible work items are delivered by the team1. If the team tells him that they may miss their Iteration commitment, James should collaborate with them to review and reprioritize the backlog, and identify the minimum viable increment that can be completed within the Iteration timebox2. James should not support adding an Innovation and Planning Iteration, as this would disrupt the cadence and synchronization of the Agile Release Train3. James should not agree to add a person from the System Team, as this would violate the team autonomy and self-organization principles4. James should not support splitting a Story into a coding story and a testing story, as this would create technical debt and compromise the quality and value of the deliverable5. References: = 1: Product Owner - Scaled Agile Framework6; 2: Iteration Planning - Scaled Agile Framework7; 3: Innovation and Planning Iteration - Scaled Agile Framework8; 4: Agile Teams - Scaled Agile Framework9; 5: Story - Scaled Agile Framework10

 A Solution Demo is one of the Agile Release Train events. A Solution Demo is a periodic event where the current state of the Solution is evaluated by the relevant stakeholders, including customers and users. The Solution Demo provides an opportunity to inspect and adapt the Solution, and to validate that it meets the Solution Intent and the customer needs. The Solution Demo is typically held at the end of each Program Increment (PI), and may also be held more frequently depending on the Solution context and feedback mechanisms. References: Solution Demo - Scaled Agile Framework, SAFe® for Teams - Know Your Role on an Agile Team | Scaled Agile, Exam Study Guide: SP (6.0) - SAFe® Practitioner - scaledagile.com

SAFe recommends running a Retrospective on a cadence during the PI for SAFe Team Kanban Teams. A Retrospective is a team-level event that occurs at the end of each iteration, where the team reflects on how they are working and identifies improvement actions for the next iteration. A Retrospective helps the team pursue perfection by applying the Plan-Do-Check-Adjust (PDCA) cycle1. SAFe Team Kanban Teams also participate in other ART events, such as PI Planning, System Demo, and Inspect and Adapt2. References: 1: Retrospective - Scaled Agile Framework2: SAFe Team Kanban - Scaled Agile Framework

One of the Lean Thinking Principles is to make value flow without interruptions. This means that the organization should optimize the entire value stream, from the customer’s perspective, and eliminate any waste or delays that prevent the smooth and fast delivery of value. Waste can be anything that does not add value to the customer, such as defects, overproduction, waiting, inventory, transportation, motion, or overprocessing. Delays can be caused by handoffs, queues, approvals, dependencies, or variability. By making value flow without interruptions, the organization can increase customer satisfaction, reduce costs, improve quality, and accelerate time to market. References: Lean Thinking: Overview, Principles, Benefits, & Applications Explained, Lean Thinking – Lean Practice | Planview LeanKit

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]

 This statement is the second principle of SAFe, which states: "Build incrementally with fast, integrated learning cycles"1. It involves delivering a continuous flow of value to customers in the shortest sustainable lead time by reducing the batch sizes of work, limiting work in process (WIP), implementing continuous integration (CI) and continuous delivery (CD) pipelines, and applying DevOps and Release on Demand2. This principle helps improve quality, reduce risk, increase customer satisfaction, and accelerate feedback and learning2. References: SAFe Lean-Agile Principles, Accelerating Flow with SAFe

The three levels of the Scaled Agile Framework are Essential, Large Solution, and Portfolio. These levels represent the different levels of abstraction and complexity involved in delivering value to customers. The Essential level is the foundation of SAFe and includes the Team and Program levels, where agile teams and agile release trains (ARTs) work together to deliver solutions. The Large Solution level is an optional level that supports the coordination and alignment of multiple ARTs and suppliers that build large and complex solutions that require additional roles, events, and artifacts. The Portfolio level is the highest level of SAFe and provides strategic direction, funding, governance, and value stream management for the entire portfolio of solutions. References: SAFe® for Teams - Know Your Role on an Agile Team, Exam Study Guide: SP (6.0) - SAFe® Practitioner, SAFe 5.0 Framework

The Product Owner is a member of the Agile team who represents the voice of the customer and stakeholders, and is responsible for defining and prioritizing the team backlog. The Product Owner works closely with the Product Management, who provides the vision and roadmap for the solution, and the Business Owners, who are the key stakeholders and value approvers. The Product Owner also collaborates with the Scrum Master, who facilitates the team’s process and helps remove impediments, and the team members, who implement the backlog items and deliver value. The Product Owner’s main responsibilities are:

• To be a single voice for the customer and stakeholders, and ensure that the team understands their needs and expectations
• To own and manage the team backlog, and decompose features into stories that are valuable, estimable, testable, and small
• To prioritize the team backlog based on the business value, dependencies, risks, and feedback
• To participate in the PI planning event, and define and communicate the team’s PI objectives and iteration goals
• To accept the stories that meet the definition of done and provide feedback to the team
• To attend the team and system demos, and showcase the team’s accomplishments to the stakeholders
• To continuously engage with the customer and stakeholders, and incorporate their feedback into the backlog References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Product Owner

n: Product Management is responsible for defining desirable, viable, feasible, and sustainable solutions that meet customer needs and supporting development across the product life cycle. They align the product strategy, vision, and roadmap to the portfolio’s strategic themes and lean budgets. They also create, maintain, and adjust the program backlog, which contains the features and enablers that the Agile Release Train (ART) will implement. They work with customers, teams, and product owners to understand and communicate their needs and participate in solution validation. They also collaborate with system architects and the release train engineer to guide the ART toward successful delivery12. References: Product Management - Scaled Agile Framework, Agile Release Train - Scaled Agile Framework

Uncommitted objectives are used to identify work that can be variable within the scope of a PI. The work is planned, but the outcome is not certain. Teams can use uncommitted objectives whenever there is low confidence in meeting the objective. They are not included in the team’s commitment or counted against teams in the ART predictability measure. They are extra things teams can do if they have time and capacity, but they will not be penalized if not achieved. References: PI Objectives, What is an uncommitted objective in SAFe?, SAFe 5.0, PI Objectives - Easy Agile

 Product roles, such as Product Owner and Product Manager, act as proxies for the customer in representing their needs to the teams. They are responsible for defining, prioritizing, and validating the requirements that deliver value to the customer and the business. They also collaborate with the development teams and other stakeholders to ensure that the product vision, strategy, and roadmap are aligned with customer and stakeholder needs. Product roles are the voice of the customer for the teams and the primary link to business and technology strategy12. References: = 1: Product Owner - Scaled Agile Framework2; 2: Product Manager - Scaled Agile Framework3

 Continuous Delivery is a set of practices that enable teams to release value to customers in short cycles, with high quality and low risk. One of the key practices of Continuous Delivery is to automate testing of Features and nonfunctional requirements, such as performance, security, and usability. This ensures that the code is always in a releasable state and reduces the feedback time and cost of defects. Another key practice of Continuous Delivery is to maintain a staging environment that emulates production, where the final integration, validation, and acceptance testing can take place before deployment. This reduces the risk of failures and errors in production and enables faster and more reliable releases. References: SAFe® for Teams - Know Your Role on an Agile Team, SAFe for Teams 6.0 (SP) Certification Training, SAFe for Teams | SAFe Practitioner (SP) Certification

Uncommitted objectives are used to identify work that can be variable within the scope of a PI. The work is planned, but the outcome is not certain. Teams can apply uncommitted objectives whenever there is low confidence in meeting the objective. Uncommitted objectives do not get assigned a business value score because they are not part of the ART predictability measure. They are also not included in the program predictability report. However, they are still important and valuable, and teams should strive to achieve them if possible. References: PI Objectives, PI Planning, What is an uncommitted objective in SAFe?

The recommended user voice format for writing a Story is to use the following template: As a , I want , so that . This format helps to capture the user’s perspective, the user’s need, and the user’s outcome in a clear and concise way. The user voice format also helps to create a testable and valuable Story that can be prioritized and estimated by the Agile team. Therefore, the best example of the user voice format for the Story enabling book shoppers to access their shopping cart from any page on the website is: As a book shopper, I want access to my shopping cart from any page, so that I can review what I am purchasing. This example specifies the user role (book shopper), the goal or desire (access to shopping cart from any page), and the benefit or value (review what I am purchasing). References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Story

 The PI Planning process is a two-day event that aligns all the teams on the Agile Release Train (ART) to a shared mission and vision for the upcoming Program Increment (PI)1. The PI Planning process has several inputs and outputs, as shown in Figure 12. One of the outputs of the PI Planning process is the PI Objectives, which are a set of SMART (Specific, Measurable, Achievable, Realistic, and Time-bound) goals that each team and the ART commit to achieving in the PI3. The PI Objectives are based on the features and enablers that the teams plan to deliver, and they reflect the business and technical value that the teams and the ART intend to provide to the stakeholders4. The PI Objectives are also used to track the progress and performance of the teams and the ART throughout the PI execution5. The other options are not outputs of the PI Planning process, but rather inputs or outcomes. The PI Vision is an input to the PI Planning process, which describes the current state, future state, and features of the solution that the ART will deliver in the PI. The PI Goals are an outcome of the PI Planning process, which are derived from the PI Objectives and summarize the business and technical benefits that the ART will deliver in the PI. The Actual PI Business Value is an outcome of the PI execution, which measures the actual value delivered by the ART at the end of the PI, based on the PI Objectives and stakeholder feedback. References: PI Planning - Scaled Agile Framework, Inputs and Outputs of PI Planning - Scaled Agile Framework, PI Objectives - Scaled Agile Framework, PI Planning - Scaled Agile Framework, Program Execution - Scaled Agile Framework, [PI Vision - Scaled Agile Framework], [PI Goals - Scaled Agile Framework], [Inspect and Adapt - Scaled Agile Framework]

Figure 1. Inputs and outputs of PI Planning2

Iteration goals are short, specific, and measurable statements that describe what the Agile team intends to accomplish in an Iteration. They are derived from the team backlog, the PI objectives, and the team vision. Iteration goals help to align the team to a common vision of work in the Iteration, and provide clarity, focus, and motivation. Iteration goals also enable the team to communicate their progress and dependencies to other teams and stakeholders, and to demonstrate value delivery in the system demo. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Iteration GoalsQUESTION NO: 41

Which situation should use the Large Solution SAFe configuration?

A. Organizations that need to have System Demos after each Iteration

B. Organizations that operate in an environment that requires compliance for complex, high-assurance systems

C. Organizations that need to scale Agile across the Enterprise

D. Every large Enterprise that uses SAFe

Answer: B

The Large Solution SAFe configuration is for enterprises that are building large and complex solutions that typically require multiple Agile Release Trains (ARTs) and Suppliers, but do not require portfolio-level considerations1. This configuration is suitable for organizations that operate in an environment that requires compliance for complex, high-assurance systems, such as aerospace, defense, automotive, medical, and financial industries2. The Large Solution SAFe configuration includes a stronger focus on capturing requirements in the Solution Intent, coordinating multiple ARTs and Suppliers, and ensuring compliance with regulations and standards3. References: Large Solution - Scaled Agile Framework, Large Solution SAFe - Scaled Agile Framework, Different SAFe Configurations Explained | Inflectra

 During the team breakout session, each team creates and estimates their Stories, and sequences them into a draft plan for the upcoming PI. This is where the team backlog is refined and prioritized, and dependencies are identified and resolved. References: SAFe for Teams - Know Your Role on an Agile Team, Exam Study Guide: SP (6.0) - SAFe® Practitioner, SAFe for Teams | SAFe Practitioner (SP) Certification

 A quality of an Agile team is that it is cross-functional, meaning that it has all the skills and roles necessary to deliver value to the customer. A cross-functional team can work independently and collaboratively, without relying on external dependencies or handoffs. A cross-functional team can also adapt to changing requirements and feedback, and deliver work in small increments. References: Agile Teams - Scaled Agile Framework, Top 8 Characteristics of High-Performing Agile Team - Techtic Solutions, Agile Q&A: Team Qualities | Agile Alliance, Agile Team Roles and Responsibilities: A Brief Guide - Teamhood

During the second team breakout session, the teams finalize their plans and objectives for the upcoming PI. They also review and adjust their load and capacity based on the feedback from the draft plan review. The teams then commit to do everything they can to meet the agreed-to-objectives, which are captured in the SMART format (Specific, Measurable, Achievable, Relevant, and Time-bound). References: PI Planning - Scaled Agile Framework, PI Planning - Scaled Agile Framework

user business value and time criticality are components of Cost of Delay (CoD), which is a measure of the economic value of a job over time. CoD is used to prioritize jobs based on the Weighted Shortest Job First (WSJF) model, which is part of the SAFe methodology. CoD is calculated as the sum of three components: user/business value, time criticality, and risk reduction and/or opportunity enablement. User/business value indicates the relative importance and revenue impact of a job. Time criticality indicates the urgency and value decay of a job. Risk reduction and/or opportunity enablement indicates the long-term benefits of a job12. References: 1: WSJF - Scaled Agile Framework2: WSJF = (Biz Value + Time Crit. + Risk Reduce) / Job Size

Assuming variability and preserving options is one of the SAFe Lean-Agile Principles that includes the critical part of “delaying decisions to the last responsible moment”. This principle states that "instead of committing to a single, often premature, design or requirement, Agile teams build systems that have the flexibility to support multiple options. They defer making decisions until the last responsible moment, when they have the most information and can make the best choice."1 This principle helps teams cope with uncertainty, reduce risk, and increase innovation.2 References: SAFe Lean-Agile Principles, Exam Study Guide: SP (6.0) - SAFe® Practitioner

Lean Portfolio Management, Agile Product Delivery, and Lean-Agile Leadership are three of the seven SAFe Core Competencies. These competencies are essential to achieving Business Agility, which is the ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative business solutions1. The SAFe Core Competencies are as follows2:

• Lean-Agile Leadership: Inspires, empowers, and coaches the people who design, build, and support the world’s solutions
• Team and Technical Agility: Drives high-quality, innovative solutions that delight customers and operate reliably
• Agile Product Delivery: Builds solutions that customers love, delivered with high frequency and quality
• Enterprise Solution Delivery: Builds and evolves the world’s largest and most sophisticated software, hardware, cyber-physical, and systems-of-systems solutions
• Lean Portfolio Management: Aligns strategy and execution by applying Lean and systems thinking approaches to strategy and investment funding, Agile portfolio operations, and governance
• Organizational Agility: Adapts quickly to changing market conditions and customer needs by reconfiguring strategy, structure, processes, people, and technology toward value-creating and value-preserving opportunities
• Continuous Learning Culture: Improves the competency and skills of individuals and teams, fosters a culture of innovation, and creates organizational resiliency References: 1: Business Agility - Scaled Agile Framework2: Core Competencies - Scaled Agile Framework

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]

The daily stand-up is a key event in SAFe that helps teams synchronize their work, identify impediments, and adjust their plans. It is a time-boxed event that should not exceed 15 minutes, as longer meetings can reduce the team’s focus and productivity. The daily stand-up is also aligned with the Lean-Agile principle of applying cadence and synchronizing with cross-domain planning, which enables teams to operate reliably and efficiently.

References: Team Sync - Scaled Agile Framework, 18 Paragraphs That Will Make Your Daily Scrum Better

The Continuous Delivery Pipeline enables ongoing learning by providing fast and frequent feedback loops throughout the value delivery process. The pipeline consists of four aspects: Continuous Exploration, Continuous Integration, Continuous Deployment, and Release on Demand, each of which supports the validation of assumptions, hypotheses, and outcomes. By applying the Lean Startup cycle of Build-Measure-Learn, the pipeline allows the organization to test and learn from the market, the customers, and the users, and to adapt and improve the solutions accordingly. The pipeline also fosters a culture of innovation and experimentation, where teams can explore new ideas and opportunities, and learn from failures and mistakes. References: Continuous Delivery Pipeline - Scaled Agile Framework, Build-Measure-Learn - Scaled Agile Framework

According to the SAFe for Teams SP (6.0) - SAFe Practitioner handbook and study guide, the Inspect and Adapt event is a significant event held at the end of each PI, where the current state of the solution is demonstrated and evaluated. Teams then reflect and identify improvement backlog items via a structured problem-solving workshop. The purpose of the Inspect and Adapt event is to increase the quality and reliability of the next PI by applying the following practices:

• Reflection: Teams review the PI objectives, the system demo, and the quantitative and qualitative measurements to assess the current state of the solution and the ART performance. Teams also share their learnings, successes, and challenges with each other and the stakeholders.
• Data collection: Teams collect data from various sources, such as team and program metrics, customer feedback, surveys, and assessments, to measure the outcomes and the health of the solution and the ART. Teams also use tools such as the PI burndown chart, the cumulative flow diagram, and the team self-assessment to visualize the data and identify trends and patterns.
• Problem solving: Teams use a structured problem-solving workshop to identify the most critical issues or impediments that are affecting the solution or the ART. Teams use techniques such as brainstorming

 One way to understand current work in progress (WIP) in a system is to make current work visible to all stakeholders. This means using visual tools, such as Kanban boards, to show the status, flow, and bottlenecks of work items in the system. Making current work visible helps to identify and limit WIP, reduce batch sizes, and manage queue lengths, which are key principles for achieving flow and delivering value faster1. Making current work visible also enables faster feedback, collaboration, and improvement, as well as transparency and alignment of goals and expectations23. References: = 1: Principle #6 - Visualize and Limit WIP, Reduce Batch Sizes, and Manage Queue Lengths - Scaled Agile Framework1; 2: Controlling Work-in-Process (WIP) - Project Management Institute2; 3: How to Identify and Measure Your Work in Progress (WIP)3

The Portfolio Kanban system is a method to visualize and manage the flow of portfolio Epics, from ideation through analysis, implementation, and completion. The Portfolio Kanban system is operated by the Lean Portfolio Management (LPM) function, which is responsible for strategy and investment funding, Agile portfolio operations, and Lean governance. The LPM function consists of three collaborating roles: the Enterprise Architect, the Lean Portfolio Manager, and the Operational Excellence Manager. The LPM function uses the strategic portfolio review and portfolio sync events to manage and monitor the flow of work in the Portfolio Kanban system. References: Portfolio Kanban - Scaled Agile Framework, Lean Portfolio Management - Scaled Agile Framework

Resizing the work is one method for reducing queue length in SAFe. Queue length is the number of work items waiting to be processed in a system. Reducing queue length can improve flow, reduce cycle time, and increase throughput. Resizing the work means breaking down large work items into smaller ones that can be completed faster and with less variability. Smaller work items also reduce the risk of rework, defects, and delays. Resizing the work can be done at any level of SAFe, from portfolio epics to team stories. SAFe provides several techniques for resizing the work, such as Weighted Shortest Job First (WSJF), Minimum Marketable Features (MMFs), Minimum Viable Products (MVPs), and Spikes1. References: Principle #6 - Visualize and Limit WIP, Reduce Batch Sizes, and Manage Queue Lengths - Scaled Agile Framework

The purpose of building a continuous delivery pipeline is to enable a streamlined and automated process of delivering software value to the end users. A continuous delivery pipeline consists of four aspects: continuous exploration, continuous integration, continuous deployment, and release on demand. These aspects work together to support the delivery of small batches of new functionality, which are then released to fulfill market demand. Building and maintaining a continuous delivery pipeline allows each Agile Release Train (ART) to deliver new functionality to users far more frequently than with traditional processes, which often involve long and complex release cycles. By delivering value more frequently, the ART can respond faster to customer feedback, reduce waste, improve quality, and increase business agility. References: Continuous Delivery Pipeline - Scaled Agile Framework, Continuous Delivery Pipeline - Scaled Agile Framework, SAFe Continuous Delivery Pipeline: A Comprehensive Guide to the …, Continuous Delivery Pipeline: The 5 Stages Explained - Codefresh

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

According to the book Team Topologies by Matthew Skelton and Manuel Pais, the four types of team topologies are stream-aligned, platform, enabling, and complicated subsystem. These team types are designed to optimize the flow of work and information in an organization, and to align with the principles of DevOps and agile. A stream-aligned team is focused on a single stream of work, such as a product, a feature, a user journey, or a user persona. A platform team provides the infrastructure and services that enable other teams to deliver value to customers. An enabling team helps other teams overcome obstacles and learn new skills and technologies. A complicated-subsystem team handles tasks that require specialized knowledge and expertise, such as mathematics, algorithms, or cryptography. References: Team Topologies: The 4 Team Types Explained | Shortform Books, Team Topologies | Atlassian, Key Concepts — Team Topologies, The Four Team Types from Team Topologies - IT Revolution, What are the core team types in Team Topologies?