SAFe-SPC Sample Questions Answers

At the end of the IP Iteration.

At each PI boundary, provided there are no PI defects.

Whenever it meets relevant governance and market criteria.

At quarterly boundaries.

Teams don't do a good job of task-switching.

All program teams are cross-functional, and therefore every team spawns work in multiple areas at the same time.

Backlog items in the Program Backlog are not truly end-to-end Features; they look more like large chunks of work at different layers of the system

The easiest way achieve flow is to reduce queue lengths.

Long queues help increase process efficiency.

The easiest way to reduce waits is to increase the processing rate.

The average wait time is dependent on the varying arrival rate of items coming into the queue.

Single-piece flow is always best.

Capitalizing the cost of software development using Story points.

Defining, empirically measuring, and communicating the true progress of innovation.

Demoing Stories that come out of the IP Iteration.

Being sure to account for the investment in new product initiatives on a P&L.

Have them attend Leading SAFe training and Scrum Master orientation.

Have them attend Leading SAFe training.

Have them attend SAFe for Teams training with all other teams on the train.

Have them attend Implementing SAFe training with SPC certification.

Have them review the SAFe Foundations presentation and provide on-the-job training.

True

False

Make it easier to assess the state of smaller batches.

Decrease stress on the system.

Increase throughput.

Produce less measurement overhead.

Increase delivery reliability.

Synchronization enables multiple perspectives to be understood, resolved, and integrated at the same time.

They enable systems builders to operate reliably and with certainty within a safety buffer.

Synchronization enables reduction in WIP.

Cadence limits variance.

Cadence enables variability and makes wait times predictable.

Once pulled into implementation, the Epic needs to be finished.

A budget reserve is established that can be used to fund Epics.

Agile Release Trains are empowered to decide whether or not they proceed with a Portfolio Epic.

Re-prioritization happens at every PI boundary, and the rest of the Epic can be postponed or canceled if there are more important new initiatives.

Release Train Engineer or Value Stream Engineer.

Scrum master

Business Owner

Product Manager

<50%

50-75%

80-100%

100%

None of the above.

True

False

Prioritizing work by ROI.

Requiring lightweight business cases for Epics.

Empowering the Product Owners to sequence the Value Stream Backlog.

Finding Value Streams.

Train Scrum Masters in servant leadership following "SAFe for Teams" training.

Make an initial presentation on SAFe to the organization.

Familiarize Release Train Engineers with the PI Planning process.

Familiarize executives with SAFe.

Train the teams prior to PI Planning.

Predictability

Alignment

Transparency

Built-in Quality

Program execution

Establish clear objectives for managing.

Develop Solutions.

Protect subordinates from interference by outside stakeholders.

Support decentralized decision-making.

Emphasize lifelong learning.

Extending the duration of a PI.

Changing total ART resources

Switching to a different PI cadence.

Reducing the scope of a Program Epic.

Prioritizing Features based on Cost of Delay.

True

False

The bigger the WIP, the richer the feedback.

The amount of WIP is unrelated to utilization.

Lower WIP limits foster collaboration.

Assume variability of scope and preserve options for the release date.

Preserve flexibility in system functionality and design, but have fixed Solution intent.

Assume variability of scope, but have fixed Solution Context.

Preserve flexibility in both system functionality and design.

25 practitioners.

25-50 practitioners.

50-125 practitioners.

126-200 practitioners.

Whatever the Value Stream requires.

Move teams across Value Streams to respond to changing business demands.

Establish Enterprise architecture.

Empower the Value Stream Engineer to coordinate all teams in the Value Stream.

Apply cadence and synchronization.

Fund the Portfolio, not the Value Streams.

Create a Portfolio Vision and Roadmap.

Illustrate the power of feedback in content decision-making.

Emphasize the value of "Responding to change" from the Agile Manifesto.

Explain that too much up-front detail demotivates Product Owners as they have almost nothing to do thereafter.

Explain the "understand and exploit variability" principle or product development flow.

Explain why development doesn't need to commit to anything in Agile.

Governance, strategy and investment funding, program management.

Program management, stakeholder management, PI Planning.

Lightweight business case, Epic specification workshop, Budget allocation.

Governance, investment funding, product strategy.

Assigning backlog items to team members.

Communicating the Solution Vision with the teams.

Working with other departments to establish better communication among teams.

Creating work breakdown structures.

Assigning team members to handle external dependencies.

Developing skills and career paths for team members.

Creating an environment of mutual influence.

Business Capabilities

Portfolio Enabler Epics

Strategic Themes

Enabler Features

Spikes

Program Epics

True

False

The Portfolio Kanban holds Capabilities that are ready for implementation.

Programs plan PIs so that they exhaust the Portfolio Backlog and only then work on their local priorities.

It provides a low-cost holding area for approved Business and Enabler Epics.

WSJF is used to prioritize Epics in the Portfolio Backlog.

Maintain development and test environments to better match production.

Deploy to staging every sprint.

Put everything under version control.

Start automating the actual deployment process.

Build and maintain a production-equivalent staging environment.

Continuously synchronize all Feature and team branches.

Create the ability to automatically build environments.

To write all the user stories so that the team can focus on coding and testing.

To task team members in the efficient manner possible based on their skills.

To provide management with status reports on the team's progress.

To use servant leadership to help the team perform at its best.

Synchronize the technology stack and infrastructure across Value Streams.

Drive the strategy for maintaining the Enterprise's architecture.

Define the Solution design for Agile Release Trains.

Facilitate reuse of ideas and proven design patterns.

By understanding the full Value Stream.

By constant reduction of delays.

By reducing batch sizes.

By applying subjective governance.