Pass Scrum SAFe-SGP Actual Free Exam Q&As Updated Dump Apr 13, 2024
Latest SAFe-SGP Actual Free Exam Updated 47 Questions
NEW QUESTION # 26
What are two attributes of high-performing teams? (Choose two.)
- A. Experience mutual trust
- B. They are self-organizing
- C. Members of the team value uniformity
- D. High-performing teams can be larger than the typical Agile team
- E. High-performing teams do not require the assistance of a Scrum Master
Answer: A,B
Explanation:
Explanation
Two attributes of high-performing teams are:
They experience mutual trust. High-performing teams trust each other to deliver quality work, to support each other, and to resolve conflicts constructively. They also trust their leaders to provide clear direction, feedback, and empowerment. Trust is the foundation of effective collaboration and communication within and across teams12.
They are self-organizing. High-performing teams are able to plan and execute their work without excessive supervision or micromanagement. They have the autonomy and authority to make decisions that affect their work, and they hold themselves accountable for the outcomes. They also continuously inspect and adapt their processes and practices to improve their performance3
NEW QUESTION # 27
Which represents a good example of an agency Strategic Theme?
- A. Reduce agency IT spend
- B. Create a 'one-stop shop' for all citizen-facing services provided by the agency
- C. Improve cost and schedule performance of IT projects
- D. Comply with agency development lifecycle regulations
Answer: B
Explanation:
Explanation
According to the Strategic Themes article on the Scaled Agile Framework website, strategic themes are portfolio-level business objectives that provide competitive differentiation and strategic advantage. They provide business context for portfolio strategy and decision-making, representing aspects of the enterprise's strategic intent. Strategic themes are best stated in Objective and Key Result (OKR) format. Written in plain business language, these OKRs say what the portfolio will pursue, thus providing decision-makers and contributors at all levels the clarity needed for decentralized decision-making. Therefore, the correct answer is D, create a 'one-stop shop' for all citizen-facing services provided by the agency. This is a good example of an agency strategic theme, as it expresses a clear and measurable goal that aligns with the agency's vision and mission. The other options are not accurate, as they are not good examples of agency strategic themes. Comply with agency development lifecycle regulations (A) is not a strategic theme, but a compliance requirement that applies to all solutions. Reduce agency IT spend (B) is not a strategic theme, but a cost-cutting measure that does not reflect the value proposition of the agency. Improve cost and schedule performance of IT projects is not a strategic theme, but a project management metric that does not capture the business outcomes of the solutions.
NEW QUESTION # 28
Toward the end of the Iteration, the Product Owner raises a red flag stating there is an additional requirement that needs to be added to the current Iteration. The Agile Team could handle the requirement if they work late and over the next weekend. What should the Scrum Master do?
- A. Meet with the team and if they agree to work overtime, accept the work
- B. Refuse the new requirement because it is too late to accept requirements at this point in the Iteration
- C. Talk to the Product Owner, compare the new work to existing backlog priorities, and negotiate a sustainable solution
- D. Accept the work and extend the Iteration, informing other teams about the delay in delivery of other committed stories
Answer: C
Explanation:
Explanation
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.
NEW QUESTION # 29
Which statement is true for estimating and forecasting in SAFe?
- A. Work breakdown structure to the task level helps increase estimation accuracy
- B. Feature estimation is independent of team-level input
- C. ART velocities are used to conduct 'what if' analysis
- D. Epics should be estimated by the Epic Owner
Answer: C
Explanation:
Explanation
According to the Applying Lean Estimating and Forecasting in Cadence article on the Scaled Agile Framework website, ART velocities are used to conduct 'what if' analysis for estimating and forecasting in SAFe. The article states that "The ART velocity is used to conduct 'what if' analysis, which helps determine the feasibility of the plan and the number of features that can be delivered in a PI. The ART velocity is also used to forecast the delivery of features and capabilities beyond the current PI." Therefore, the correct answer is C, ART velocities are used to conduct 'what if' analysis. The other options are not accurate, as they are not the statements that are true for estimating and forecasting in SAFe. Feature estimation is not independent of team-level input (A), as teams are involved in estimating the size and complexity of features using story points or normalized story points. Epics are not estimated by the Epic Owner (B), as they are estimated collaboratively by the Epic Owner, Enterprise Architect, and Lean Portfolio Management. Work breakdown structure to the task level does not help increase estimation accuracy (D), as it introduces unnecessary overhead and delays feedback.
NEW QUESTION # 30
In addition to Program Increment (PI) Objectives and uncommitted objectives, what also must be identified during PI Planning?
- A. Communication barriers and silos
- B. PI velocity goals
- C. Program risks
- D. The chain of command
Answer: C
Explanation:
Explanation
In addition to PI objectives and uncommitted objectives, program risks must also be identified during PI planning1. Program risks are the uncertainties or impediments that may affect the ART's ability to deliver value in the PI2. Identifying and managing program risks is a collaborative activity that involves all the teams and stakeholders in the ART. The program risks are captured in the program risks board, which is a visual tool that helps prioritize and track the resolution of the risks3.
1: PI Planning - Scaled Agile Framework 2: Program Risks - Scaled Agile Framework 3: Program Risks Board
- Scaled Agile Framework
NEW QUESTION # 31
What describes converting unpredictable events into predictable ones?
- A. Backlog refinement
- B. Innovation and Planning (IP) Iteration
- C. Cadence
- D. Program Increment (PI) Planning
Answer: C
Explanation:
Explanation
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.
NEW QUESTION # 32
What two visual reporting tools can be used to help maintain fiduciary tracking of government technology programs? (Choose two.)
- A. Detailed spreadsheets
- B. Integrated master schedules
- C. Burn-up charts
- D. Pro formas
- E. Feature progress charts
Answer: C,E
Explanation:
Explanation
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.
NEW QUESTION # 33
When should government technology programs be organized as Solution Trains?
- A. When the cost of the program exceeds $100M
- B. When the program involves classified information
- C. When the size and complexity require two or more ARTs
- D. When the program crosses multiple agency divisions or branches
Answer: C
Explanation:
Explanation
According to the Solution Train article on the Scaled Agile Framework website, Solution Trains are the organizational construct used to build large solutions that require the coordination of multiple ARTs and suppliers. The article states that "Solution Trains form for different reasons. Some trains form with new ARTs and Agile Teams to specifically address a large initiative, while others begin by combining existing ARTs and teams." Therefore, the correct answer is D, when the size and complexity require two or more ARTs. The other options are not relevant to the definition of a Solution Train.
NEW QUESTION # 34
Which two statements accurately describe the SAFe Implementation Roadmap? (Choose two.)
- A. It reflects success patterns from previous implementations of SAFe
- B. It provides recommended sequencing of role-based training
- C. All steps must be complete with the first ART before launching additional trains
- D. It ensures standardization with software life cycle best practices
- E. The steps in the roadmap must be followed in order
Answer: A,B
Explanation:
Explanation
Two statements that accurately describe the SAFe Implementation Roadmap are:
It reflects success patterns from previous implementations of SAFe. The SAFe Implementation Roadmap is based on the experiences and learnings of hundreds of enterprises that have successfully adopted SAFe1. It captures the common critical moves and best practices that have proven to be effective in implementing SAFe in a reliable and predictable way2.
It provides recommended sequencing of role-based training. The SAFe Implementation Roadmap includes a step for training Lean-Agile change agents, who are the key enablers and coaches of the transformation3. It also suggests the appropriate role-based training for executives, managers, leaders, and teams, as well as the timing and sequence of the training in relation to the launch of the ARTs. The training helps to build the knowledge and skills needed to apply SAFe principles and practices at various levels of the enterprise.
NEW QUESTION # 35
How can Lean-Agile leaders exemplify the SAFe Core Value of alignment?
- A. Participate in backlog visibility, review, and preparation
- B. Demonstrate quality by refusing to accept or ship low quality work
- C. Invite vendor program managers to government management meetings
- D. Government and vendor managers prepare joint status reports
Answer: A
Explanation:
Explanation
One way that Lean-Agile leaders can exemplify the SAFe Core Value of alignment is by participating in backlog visibility, review, and preparation1. This means that leaders are actively involved in understanding and prioritizing the work items that deliver value to the customers and stakeholders. They also provide feedback and guidance to the teams and trains that execute the work. By participating in backlog management, leaders can ensure that the work is aligned with the vision, mission, and strategy of the enterprise or government agency2.
1: The Evolving Role of Managers in Lean-Agile Development - Scaled Agile Framework 2: Core Values - Scaled Agile Framework
NEW QUESTION # 36
What is the Manifesto for Agile Software Development?
- A. A value system that only applies to software development
- B. A set of practices that originated from Scrum
- C. A set of four values and twelve principles that help organizations implement systems thinking
- D. A shared set of values and principles intended to improve software development
Answer: D
Explanation:
Explanation
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
NEW QUESTION # 37
Which statement describes uncommitted objectives?
- A. They are included in the PI commitment, making the commitment more reliable
- B. They are reflected in the team's load but not the capacity
- C. Teams have low confidence they can meet the objective, but include in their plan
- D. Extra tasks a team could do in case they have time
Answer: C
Explanation:
Explanation
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.
NEW QUESTION # 38
What are Business Epics in SAFe?
- A. Solution descriptions for the business
- B. System attributes that deliver business value
- C. Solutions to address financial constraints
- D. An Agile term that is equivalent to a government program
Answer: A
Explanation:
Explanation
Business epics are large initiatives in SAFe that drive business value and typically cross the organizational boundaries (release trains), time boundaries (Program Increments), or both1. They are solution descriptions for the business that capture the more substantial investments that occur within a portfolio2. Business epics directly deliver business value, while enabler epics are used to advance the Architectural Runway to support upcoming business or technical needs2.
1: Implementation Strategies for Business Epics - Scaled Agile Framework 2: Epic - Scaled Agile Framework
NEW QUESTION # 39
Which three are configurations of SAFe 5.0? (Choose three.)
- A. Essential SAFe
- B. Lean Enterprise SAFe
- C. Team SAFe
- D. Portfolio SAFe
- E. Multi-train SAFe
- F. Full SAFe
Answer: A,D,F
Explanation:
Explanation
According to the SAFe 5 for Lean Enterprises article on the Scaled Agile Framework website, the three configurations of SAFe 5.0 are Essential SAFe, Portfolio SAFe, and Full SAFe. The article states that "SAFe 5 for Lean Enterprises is a knowledge base of proven, integrated principles, practices, and competencies for Lean, Agile, and DevOps. It's configurable and scalable for a single team, a large program, a portfolio, or an entire enterprise. SAFe 5 for Lean Enterprises is available in three configurations: Essential SAFe, Portfolio SAFe, and Full SAFe." Therefore, the correct answers are A, Essential SAFe, B, Portfolio SAFe, and E, Full SAFe. The other options are not accurate, as they are not the configurations of SAFe 5.0. Team SAFe is not a configuration, but a level within the Essential SAFe configuration. Multi-train SAFe (D) is not a configuration, but a term that refers to multiple Agile Release Trains (ARTs) working together. Lean Enterprise SAFe (F) is not a configuration, but a goal that SAFe 5.0 aims to help organizations achieve.
NEW QUESTION # 40
Which three items are part of SAFe's Core Values? (Choose three.)
- A. Decentralized decision-making
- B. Assume variability
- C. Relentless improvement
- D. Program execution
- E. Alignment
- F. Transparency
Answer: C,E,F
Explanation:
Explanation
According to the Core Values article on the Scaled Agile Framework website, the three items that are part of SAFe's Core Values are alignment, relentless improvement, and transparency. The article states that "The four Core Values of alignment, transparency, respect for people, and relentless improvement represent the foundational beliefs that are key to SAFe's effectiveness. These tenets help guide the behaviors and actions of everyone participating in a SAFe portfolio." Therefore, the correct answers are A, alignment, B, relentless improvement, and F, transparency. The other options are not accurate, as they are not the core values of SAFe.
Decentralized decision-making is a principle, not a value, of SAFe. Program execution is an outcome, not a value, of SAFe. Assume variability is not a term used in SAFe.
NEW QUESTION # 41
What are two reasons the Agile Manifesto for Software Development is still relevant to Lean-Agile Enterprises? (Choose two.)
- A. SAFe extends the value system and principles of the Agile Manifesto to teams of Agile teams
- B. It provides the foundation for empowered, self-organizing Agile teams
- C. It enables governance and controls over plans at scale
- D. Applying the Agile Manifesto is important for teams but less important for programs and portfolios
- E. The foundations of the value system support organizational hierarchies for large Solutions
Answer: A,B
Explanation:
Explanation
Two reasons the Agile Manifesto for Software Development is still relevant to Lean-Agile Enterprises are:
It provides the foundation for empowered, self-organizing Agile teams. The Agile Manifesto values individuals and interactions over processes and tools, working software over comprehensive documentation, customer collaboration over contract negotiation, and responding to change over following a plan1. These values support the creation of cross-functional, autonomous, and collaborative teams that can deliver value to customers and stakeholders in an agile way2.
SAFe extends the value system and principles of the Agile Manifesto to teams of Agile teams. SAFe is based on the Agile Manifesto, but also incorporates additional values and principles that address the challenges of scaling agile to the enterprise level3. SAFe values alignment, built-in quality, transparency, and program execution, as well as the four original values of the Agile Manifesto4. SAFe also applies nine additional principles that guide the behavior of teams of Agile teams, or Agile Release Trains (ARTs), in a Lean-Agile context5.
1: Agile Manifesto for Software Development | Agile Alliance 2: The Agile Manifesto at 20: What's still relevant-and what's not | TechBeacon 3: SAFe Lean-Agile Principles - Scaled Agile Framework 4: Core Values - Scaled Agile Framework 5: SAFe Lean-Agile Principles - Scaled Agile Framework
NEW QUESTION # 42
What occurs when leaders create an environment for risk-taking that supports change without fear of negative consequences to self-image, status, or career?
- A. Decentralized decision-making
- B. Psychological safety
- C. Alignment
- D. Emotional intelligence
Answer: B
Explanation:
Explanation
According to the Lean-Agile Leadership article on the Scaled Agile Framework website, psychological safety occurs when leaders create an environment for risk-taking that supports change without fear of negative consequences to self-image, status, or career. The article states that "Psychological safety is a shared belief that the team is safe for interpersonal risk-taking. It can be defined as 'being able to show and employ one's self without fear of negative consequences of self-image, status, or career.' In psychologically safe teams, team members feel accepted and respected. They are confident that no one on the team will embarrass or punish anyone else for admitting a mistake, asking a question, or offering a new idea." Therefore, the correct answer is B, psychological safety. The other options are not accurate, as they are not the terms that describe the outcome of creating an environment for risk-taking that supports change without fear of negative consequences. Decentralized decision-making (A) is a principle, not an outcome, of Lean-Agile leadership.
Emotional intelligence is a skill, not an outcome, of Lean-Agile leadership. Alignment (D) is a value, not an outcome, of Lean-Agile leadership.
NEW QUESTION # 43
Which statement is true about Lean-Agile development and contracting?
- A. Lean-Agile development cannot be acquired with a fixed price contract
- B. Quality is built-in through collaboration and automation
- C. Lean-Agile development contracts eliminate change orders
- D. They are based on a foundation of compliance
Answer: B
Explanation:
Explanation
The true statement about Lean-Agile development and contracting is A. Quality is built-in through collaboration and automation. Lean-Agile development is an iterative and incremental approach to software development that emphasizes flexibility, adaptability, and continuous improvement. Quality is not something that is added at the end of the development cycle, but rather something that is embedded throughout the process. Lean-Agile teams collaborate with customers and stakeholders to define clear and testable acceptance criteria for each work item. They also use automation tools to perform frequent testing, integration, and deployment of the software, ensuring that the solution meets the quality standards and compliance requirements12.
1: Advanced Topic - Agile Contracts - Scaled Agile Framework 2: Government - Building in Quality and Compliance - Scaled Agile Framework
NEW QUESTION # 44
Which statement is true about optimizing batch sizes for newly-formed SAFe teams in a program?
- A. Batch size optimization happens over time as teams figure out the balance between holding cost and transaction cost
- B. Batch size is already optimized if there is continuous flow
- C. Batch size is optimized immediately by looking at transaction and holding costs
- D. Batch size is optimized when transaction and holding costs seldom change
Answer: A
Explanation:
Explanation
According to the Visualize and Limit WIP, Reduce Batch Sizes, and Manage Queue Lengths article on the Scaled Agile Framework website, batch size optimization happens over time as teams figure out the balance between holding cost and transaction cost. The article states that "To improve the economics of handling smaller batches-and thus increase throughput-teams must focus on reducing the transaction costs of any batch. This is a continuous improvement activity that happens over time as teams figure out the balance between holding cost and transaction cost." Therefore, the correct answer is A, batch size optimization happens over time as teams figure out the balance between holding cost and transaction cost. The other options are not accurate, as they are not the statements that are true about optimizing batch sizes for newly-formed SAFe teams in a program. Batch size is not optimized immediately by looking at transaction and holding costs (B), as it takes time for teams to understand the nature of the work, identify bottlenecks, and find the optimal batch size that minimizes both costs. Batch size is not already optimized if there is continuous flow , as optimization involves finding the right balance between batch size and costs, even within a continuous flow environment. Batch size is not optimized when transaction and holding costs seldom change (D), as holding costs and transaction costs can change over time due to various factors such as team size, workload, and external dependencies.
NEW QUESTION # 45
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