SAFe-SGP Sample Questions Answers

According to the Scrum Master article on the Scaled Agile Framework website, the Scrum Master should talk to the Product Owner, compare the new work to existing backlog priorities, and negotiate a sustainable solution when the Product Owner raises a red flag stating there is an additional requirement that needs to be added to the current Iteration. The article states that “The Scrum Master helps the Product Owner manage the backlog effectively by facilitating backlog refinement and prioritization. The Scrum Master also helps the Product Owner understand and apply the concepts of WSJF, MVP, MMF, and other economic prioritization methods. The Scrum Master supports the Product Owner in negotiating with stakeholders, customers, and the team to ensure that the backlog items are clear, concise, and ready for implementation.” Therefore, the correct answer is B, talk to the Product Owner, compare the new work to existing backlog priorities, and negotiate a sustainable solution. The other options are not accurate, as they do not follow the Scrum principles of self-organization, time-boxing, and delivering value. Meeting with the team and accepting the work if they agree to work overtime (A) would violate the team’s autonomy and sustainability. Accepting the work and extending the Iteration © would disrupt the cadence and synchronization of the team and the ART. Refusing the new requirement (D) would ignore the feedback and collaboration of the Product Owner and the stakeholders.

According to the PI Objectives article on the Scaled Agile Framework website, uncommitted objectives are used to identify work that can be variable within the scope of a PI. The article states that “Uncommitted objectives help improve the predictability of delivering business value since they are not included in the team’s commitment or counted against teams in the ART predictability measure. 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 simply not certain. Teams can apply uncommitted objectives whenever there is low confidence in meeting the objective, but include in their plan.” Therefore, the correct answer is B, teams have low confidence they can meet the objective, but include in their plan. The other options are not accurate, as they do not reflect the definition of uncommitted objectives.

The result of traditional ‘at the end’ quality and compliance is that it leads to missed opportunities for iterative compliance assessment1. This means that the quality and compliance activities are deferred until the end of the development cycle, when the solution is already built and ready for testing. This approach increases the risk of finding defects and non-compliances late in the process, which can cause delays, rework, and waste2. It also prevents the teams from getting early feedback and validation from the compliance authorities, which can help them adjust and improve their work incrementally3. By applying the SAFe principle of building incrementally with fast, integrated learning cycles, the teams can integrate quality and compliance into their regular flow of work and deliver solutions that meet the regulatory and industry standards more efficiently and effectively4.

1: Government - Building in Quality and Compliance - Scaled Agile Framework 2: Quality vs. Compliance: What is the difference and what are the common pitfalls? - Honeywell 3: Achieving Regulatory and Industry Standards Compliance with the Scaled Agile Framework® (SAFe®) 4: Principle #6 – Visualize and limit WIP, reduce batch sizes, and manage queue lengths - Scaled Agile Framework

The Manifesto for Agile Software Development, also known as the Agile Manifesto, is a shared set of values and principles intended to improve software development1. The Agile Manifesto was created in 2001 by a group of 17 software practitioners who wanted to find a better way of developing software than the traditional, documentation-driven, and heavyweight processes. The Agile Manifesto states four values and twelve principles that guide the agile approach to software development, which emphasizes individuals and interactions, working software, customer collaboration, and responding to change2. The Agile Manifesto is not a specific methodology or practice, but rather a philosophy that can be applied to various agile frameworks, such as Scrum, Kanban, XP, and SAFe3.

1: Manifesto for Agile Software Development 2: What is the Agile Manifesto? | Agile Principles and Values - ProductPlan 3: The Agile Manifesto - Project Management Institute

According to the Government Article on the Scaled Agile Framework website, governance in a SAFe context is a framework for decision-making to ensure programs achieve desired mission outcomes. The article states that “Governance is not the natural enemy of the lean flow of value in technology development. In fact, governance plays a vital role in many high-assurance systems where the economic and human cost of failure is unacceptable. It is merely a framework for decision-making and oversight to ensure that programs achieve the desired mission outcomes.” Therefore, the correct answer is B, a framework for decision-making to ensure programs achieve desired mission outcomes. The other options are not accurate, as they are not the definitions of governance in a SAFe context. Oversight that is provided by the PMO (A) is not governance, but a function that supports governance by providing guidance and coordination. Agency level regulations that ensure compliance with federal laws © are not governance, but a set of rules that programs must follow. Participatory budgeting events conducted twice annually by LPM (D) are not governance, but a mechanism for allocating funds based on value and strategic alignment.

According to the Implementation Roadmap article on the Scaled Agile Framework website, organizations begin realizing better results when following the Implementation Roadmap as soon as the first Program Increment (PI). The article states that “The first PI is a critical milestone. It’s the first time the new ART delivers a fully integrated and tested increment of value. It’s also the first time the ART demonstrates its new way of working to the enterprise and its stakeholders. The first PI is a big deal. It’s a celebration of the new culture and the new way of working. It’s also the first time the enterprise can see the benefits of the new approach.” Therefore, the correct answer is B, as soon as the first Program Increment. The other options are not accurate, as the roadmap consists of more than just steps, training, or metrics. It is a continuous journey of learning and improvement.

According to the Roadmap article on the Scaled Agile Framework website, in a SAFe Roadmap, only the first PI is committed. The article states that “The committed PI shows the results of the teams’ most recent PI Planning event where they committed to event the program’s PI Objectives. The forecast may provide the deliverables and milestones for the following two PIs.” Therefore, the correct answer is A, the first one. The other options are not accurate, as they imply that more than one PI is committed, which is not the case. The roadmap is a forecast, not a guarantee, of future PIs.

According to the Government Article on the Scaled Agile Framework website, using firm fixed price contracts may significantly affect lead time for systems development. The article states that “Firm fixed price (FFP) contracts are often used in government programs, but they are not well suited for Agile development. FFP contracts typically require detailed specifications and fixed scope, which are incompatible with the iterative and adaptive nature of Agile. FFP contracts also create a misalignment of incentives between the contractor and the government, as they reward the contractor for delivering the minimum acceptable solution, rather than the best possible value. FFP contracts also discourage collaboration and feedback, as any change in scope or requirements may trigger lengthy negotiations and contract modifications.” Therefore, the correct answer is A, using firm fixed price contracts. The other options are not accurate, as they are not the types of decisions that may significantly affect lead time for systems development. Using relative size estimating (B) is a common Agile practice that helps teams plan and track their work. Approved budget, required development tools, and dedicated team members © are enablers, not impediments, of systems development. Prioritizing the product backlog using WSJF (D) is a method of applying an economic view to optimize value delivery.

According to the Government Article on the Scaled Agile Framework website, feature progress charts and burn-up charts are two visual reporting tools that can be used to help maintain fiduciary tracking of government technology programs. The article states that “SAFe provides a wide array of metrics and management tools to monitor program performance. Other metrics—such as feature progress charts, ART Kanban boards, burn-up charts, and continuous flow diagrams (Figure 3)—make program performance highly visible and transparent, enabling better fiduciary control.” Therefore, the correct answers are C, feature progress charts, and D, burn-up charts. The other options are not accurate, as they are not the visual reporting tools that can be used to help maintain fiduciary tracking of government technology programs. Detailed spreadsheets (A) are not visual tools, but rather data sources that can be used to create visual reports. Pro formas (B) are financial statements that project future outcomes, not track current performance. Integrated master schedules (E) are traditional project management tools that show the dependencies and milestones of various tasks, not the value delivery and progress of features.

According to the Apply Cadence, Synchronize with Cross-Domain Planning article on the Scaled Agile Framework website, cadence is the term that describes converting unpredictable events into predictable ones. The article states that “Cadence is the rhythm, or heartbeat, of the Agile Release Train (ART). It provides a steady and predictable pattern for planning, developing, and delivering value. Cadence helps teams manage the variability inherent in product development. By converting unpredictable events into predictable ones, cadence enables fast and reliable decision-making.” Therefore, the correct answer is C, cadence. The other options are not accurate, as they are not the terms that describe converting unpredictable events into predictable ones. Innovation and Planning (IP) Iteration (A) is a special iteration that occurs at the end of every Program Increment (PI) and provides an opportunity for innovation, planning, and system-level integration and testing. Program Increment (PI) Planning (B) is a face-to-face event that serves as the heartbeat of the ART, aligning all the teams on the ART to a shared mission and vision. Backlog refinement (D) is the process of breaking down, estimating, and prioritizing the backlog items.