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1. Once an Epic is approved, an Epic Owner tracks the Epic through implementation.

True

False

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2. What is true about Epic implementation?

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.

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3. What are the 2 biggest reasons to reduce batch size? (Select 2)

Make it easier to assess the state of smaller batches.

Decrease stress on the system.

Increase throughput.

Produce less measurement overhead.

Increase delivery reliability.

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4. (Select 2) What factors favor centralized decision-making?

Infrequent decisions.

Need for fast decision-making.

Economies of scale

Appropriate authority level of the decision maker.

High cost of delay

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5. What would imply a change to the ART Budget?

Extending the duration of a P

Changing total ART resources

Switching to a different PI cadence.

Reducing the scope of a Program Epic.

Prioritizing Features based on Cost of Delay.

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6. In SAFe, Dunbar's number provides guidance for:

The number of members on a self-managing, self-organizing AR

The maximum number of tasks in a Program Increment for optimal predictability.

The number of Stories created during PI Planning to enable commitment.

The percent utilization that enables a sustainable pace.

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7. What role would a traditional program manager most likely take on in SAFe?

Release Train Engineer or Value Stream Engineer.

Scrum master

Business Owner

Product Manager

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8. How do you demo a spike? (Select 3)

Spikes are strictly for internal learning of the team and do not need to be demoed.

Showing the functioning code in the production environment.

Showing the knowledge gained by the spike.

Showing a prototype produced for the spike.

Showing the quantitative data that will prove useful in developing future user stories.

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9. What are the primary responsibilities of Program Portfolio Management (PPM)?

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.

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10. If all Agile Release Trains in a Value Stream are organized around Capabilities, they don't require cross-train coordination.

True

False

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11. A Program Epic that originates from a Portfolio Epic takes precedence over all local priorities on that train.

True

False

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12. What is the key reason for deploying each team increment to the production-equivalent staging environment?

Teams can verify whether new functionality or Nonfunctional Requirements are compatible with the current production configuration.

It allows the System Team to test the deployability of the Solution.

It enable SAFe teams to Develop on Cadence and Release Any Time.

If something goes wrong with the production environment, teams can switch their staging to perform the role of production.

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13. Cultural change must come before you start a SAFe implementation.

True

False

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14. SAFe uses Story points for estimating the size of Stories, Features, Capabilities, and Epics.

True

False

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15. What is the primary purpose of the management meeting at the end of Day 1 of PI Planning?

To assign business value to the teams' draft PI Objectives.

To make adjustments to the PI scope and address program challenges.

To design the next generation of the product.

To evaluate the performance of teams.

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16. What are stretch objectives?

Objectives that are beyond the capacity of the team and so are uncommitted for the P

Objectives that are part of the team's capacity but not necessarily achievable during the P

Objectives that are identified during the P

Objectives that the business has promised to their Customers.

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17. What are the primary reasons to limit WIP? (Select 3)

Reduce multiplexing

Decrease wait times

Expand context switching

Make it easier to visualize the important work

Increase throughput

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18. (Select 4) What are legitimate examples of management as an enabling function, rather than as top-down control?

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.

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19. What are appropriate aspects of the System Architect's role in SAFe?

Collaborate with Scrum Masters to establish the emergent design.

Collaborate with PMs, POs, and Agile Teams to establish the Architectural Runway.

Approve teams' increments into the mainline branch.

Approve all the design work of teams before they can implement their user stories.

Provide the designs behind each user story.

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20. What is NOT a SAFE-recommended Metric?

Number of lines of code produced.

Number of new test cases automated.

Number of test cases produced.

Percent of unit test coverage.

Percent of user stories accepted by the Product Owner.

Number of defects outstanding.

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21. What factors foster team "Ba"? (Select 2)

Decentralized decision-making.

Built-in instability.

Use of Feature Teams.

Dunbar's number

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22. What should a Supplier using a traditional methodology do when working with ARTs in a Value Stream?

Demonstrate working software at each Solution Demo.

Develop her own Vision and Roadmap.

Attend key Value Stream events.

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23. (Select 2) What applies to the Portfolio Backlog?

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.

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24. When does the System Demo happen?

After the Solution Demo, but before PI Planning.

After every Iteration.

On demand.

After continuous integration.

After Pre-PI Planning.

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25. What is the correct statement about Work in Process (WIP).

The bigger the WIP, the richer the feedback.

The amount of WIP is unrelated to utilization.

Lower WIP limits foster collaboration.

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26. What are the SAFe Core Values that typically resonate with executives when talking about SAFe?

Empowerment, self-managing teams, decentralization of control, value.

Built-in Quality, cadence, synchronization, trust.

Built-in Quality, program execution, alignment, transparency.

Lean Leadership, Built-in Quality, Agile Architecture, product flow.

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27. What does the SAFe budgeting model suggest?

Each Strategic Theme receives a budget allocation when Strategic Themes span portfolios.

Epics, Features, and Stories are funded based on their size in normalized Story points, while teams are allocated to high-priority work as needed.

Each Value Stream receives budget allocation as a whole; individual work is not specifically budgeted.

Each team gets budget allocation and Features are funded according to their size in normalized Story points.

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28. Developing a framework for decision-making is tool for taking an economic view.

True

False

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29. What is the ideal size of an ART?

25 practitioners.

25-50 practitioners.

50-125 practitioners.

126-200 practitioners.

Whatever the Value Stream requires.

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30. What does Little's Law tells us?

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.

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31. The portfolio Vision is an aggregation of every Agile Release Train's Vision?

True

False

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32. What activity calls for using ROAM technique?

Refining the Program Backlog.

Managing the ART sync.

Categorizing program risks during PI Planning.

Managing teams by the Release Train Engineer.

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33. The User Experience (UX) team does not believe in Agile development. They say, "We have to understand the full behavior of the eventual system in order to be able to define an effective user experience. We don't work in timeboxes.

How would you respond?

User experience is indeed a different concept and the team should be exempt from working in Iterations.

Just like system architecture, the entire user experience should be fully designed before an implementation.

Since the team is working in timeboxes, this has been proven to be the most effective way to implement the user experience.

It's important to have an overall user experience vision before implementation, but the vision can be implemented iteratively for early feedback.

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34. What does relentless improvement, as defined in SAFe, include? (select 3)

Hold people accountable.

Hold employee reviews to provide fast feedback.

Optimize the whole.

Apply Lean problem-solving tools and techniques.

Reflect at key Milestones.

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35. Select 3) Which behaviors are typically associated with Lean-Agile Leaders?

Establish clear objectives for managing.

Develop Solutions.

Protect subordinates from interference by outside stakeholders.

Support decentralized decision-making.

Emphasize lifelong learning.

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36. What is the target percentage for the Program Predictability Measure?

<50%

50-75%

80-100%

100%

None of the above.

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