Latest [Apr 09, 2024] Scrum SAFe-SGP Exam Practice Test To Gain Brilliante Result
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NEW QUESTION # 20
How does the Incremental Capability Review help streamline execution reviews?
- A. It is the default for phase-gate reviews
- B. It is an objective-based progress review
- C. It ensures manual review of processes
- D. It is a document-based progress measure
Answer: B
Explanation:
Explanation
According to the Adapting Governance Practices to Support Agility and Lean Flow of Value article on the Scaled Agile Framework website, the Incremental Capability Review is an objective-based progress review that replaces the traditional phase-gate reviews. The article states that "The Incremental Capability Review (ICR) is a new governance practice that provides a more effective way to measure progress and manage risk. It is based on the principle of objective evidence of working systems rather than subjective opinions and documentation. The ICR is a lightweight, collaborative, and transparent review process that aligns with the PI cadence and events. It leverages the System Demo, Inspect and Adapt, and PI Planning to provide frequent and incremental checks of the solution's fitness for purpose and compliance with relevant standards and regulations." Therefore, the correct answer is A, it is an objective-based progress review. The other options are not accurate, as the ICR is not the default for phase-gate reviews, it is not a document-based progress measure, and it does not ensure manual review of processes.
NEW QUESTION # 21
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 optimized immediately by looking at transaction and holding costs
- C. Batch size is already optimized if there is continuous flow
- D. Batch size is optimized when transaction and holding costs seldom change
Answer: A
NEW QUESTION # 22
Which reduces the cone of uncertainty?
- A. Convergence of flexible specifications with design sets
- B. Convergence of architectures with design sets
- C. Convergence of requirements with designs
- D. Convergence of alternatives with flexible specifications
Answer: C
Explanation:
Explanation
According to the Build Incrementally with Fast, Integrated Learning Cycles article on the Scaled Agile Framework website, convergence of requirements with designs reduces the cone of uncertainty. The article states that "The cone of uncertainty describes the uncertainty and risk in estimates at different phases of development. The cone narrows as the project progresses, reflecting the fact that there is less uncertainty and risk as more is learned about the requirements and design of the system. The goal is to reduce the cone of uncertainty as quickly as possible by converging on the requirements and design through fast feedback and learning cycles." Therefore, the correct answer is A, convergence of requirements with designs. The other options are not accurate, as they are not the terms that describe reducing the cone of uncertainty. Convergence of alternatives with flexible specifications (B), convergence of architectures with design sets , and convergence of flexible specifications with design sets (D) are not concepts that are used in the Scaled Agile Framework.
NEW QUESTION # 23
An agency is ready to undertake a large modernization effort. Though the agency ensures the correct implementation of all stage gates in their SDLC, projects seem to always be over budget. They are exploring the use of SAFe due to the success stories from other agencies. What is the appropriate first step?
- A. Map all stage gates to Agile events
- B. Train Product Owners in the principles, practices, and benefits of adopting SAFe
- C. Start an Agile project with an internal Agile Scrum Master
- D. Identify and train change agents that will lead the effort
Answer: D
Explanation:
Explanation
According to the Implementation Roadmap article on the Scaled Agile Framework website, the appropriate first step for an agency that is ready to undertake a large modernization effort using SAFe is to identify and train change agents that will lead the effort. The article states that "The first step in the roadmap is to identify the change agents who will lead the transformation. These are the people who have the vision, influence, and drive to make the change happen. They include executives, managers, coaches, and other leaders who can champion the new way of working and inspire others to follow. Change agents need to be trained in the principles and practices of SAFe, as well as the skills and mindset of Lean-Agile leadership." Therefore, the correct answer is D, identify and train change agents that will lead the effort. The other options are not accurate, as they are not the first steps in the roadmap. Mapping all stage gates to Agile events (A) is a possible activity in the fourth step, which is to create the implementation plan. Training Product Owners in the principles, practices, and benefits of adopting SAFe (B) is a possible activity in the fifth step, which is to prepare for ART launch. Starting an Agile project with an internal Agile Scrum Master is not a recommended step in the roadmap, as it does not involve the whole ART or the Lean Portfolio Management.
NEW QUESTION # 24
What type of decision should be decentralized?
- A. Long-lasting
- B. Unimportant
- C. High cost of delay
- D. Standard technology stack
Answer: C
Explanation:
Explanation
According to the Decentralize Decision-Making article on the Scaled Agile Framework website, the type of decision that should be decentralized is the one that has a high cost of delay. The article states that "All other decisions should be decentralized. Characteristics of these types of decisions include: Frequent - The problems addressed by decentralized decisions are recurrent and common (e.g., Team and Program Backlog prioritization, real-time Agile Release Train [ART] scoping, response to defects and emerging issues).
Time-critical - The cost of delay for these decisions is high, and waiting for approval or consensus would cause significant waste or missed opportunities. Reversible - The consequences of these decisions are not long-lasting or irreversible and can be easily changed or corrected if needed." Therefore, the correct answer is A, high cost of delay. The other options are not accurate, as they are either irrelevant or better suited for centralized decisions.
NEW QUESTION # 25
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. Talk to the Product Owner, compare the new work to existing backlog priorities, and negotiate a sustainable solution
- B. Meet with the team and if they agree to work overtime, accept the work
- C. Refuse the new requirement because it is too late to accept requirements at this point in the Iteration
- D. Accept the work and extend the Iteration, informing other teams about the delay in delivery of other committed stories
Answer: A
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 # 26
Which role in SAFe has content authority over the Agile Team's backlog?
- A. Release Train Engineer
- B. Product Owner
- C. Product Management
- D. Agile Team
Answer: B
Explanation:
Explanation
According to the Essential SAFe article on the Scaled Agile Framework website, the Product Owner (PO) is the role in SAFe that has content authority over the Agile Team's backlog. The article states that "The Product Owner (PO) is the content authority for the team backlog. The PO is responsible for defining stories and prioritizing the backlog." Therefore, the correct answer is B, Product Owner. The other options are not accurate, as they are not the roles that have content authority over the Agile Team's backlog. The Release Train Engineer (A) is the servant leader and chief Scrum Master for the Agile Release Train (ART). The Product Management is the content authority for the program backlog. The Agile Team (D) is the cross-functional group of developers, testers, and other specialists that deliver value in an iteration.
NEW QUESTION # 27
What two visual reporting tools can be used to help maintain fiduciary tracking of government technology programs? (Choose two.)
- A. Burn-up charts
- B. Pro formas
- C. Integrated master schedules
- D. Detailed spreadsheets
- E. Feature progress charts
Answer: A,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 # 28
Which statement describes uncommitted objectives?
- A. They are reflected in the team's load but not the capacity
- B. Extra tasks a team could do in case they have time
- C. Teams have low confidence they can meet the objective, but include in their plan
- D. They are included in the PI commitment, making the commitment more reliable
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 # 29
What are three reasons the Innovation and Planning (IP) Iteration is critical to success in SAFe? (Choose three.)
- A. It provides a consistent time for PI Planning
- B. It provides the only time the Product Management can conduct backlog refinement
- C. It creates a guard band that ensures program predictability on cadence
- D. It is the only way a government ART can afford to do hackathons
- E. It ensures time for creative problem-solving needed by knowledge workers
- F. It creates a predictable window to allow for personal time off
Answer: A,C,E
Explanation:
Explanation
The Innovation and Planning (IP) Iteration is critical to success in SAFe because it provides the following benefits12:
It creates a guard band that ensures program predictability on cadence. The IP iteration acts as an estimating buffer that helps the ART meet their PI objectives and avoid carrying unfinished work into the next PI.
It ensures time for creative problem-solving needed by knowledge workers. The IP iteration allows the ART to explore innovative ideas, conduct research and design activities, and learn new skills and technologies.
It provides a consistent time for PI Planning. The IP iteration includes time for the PI planning event, which aligns the ART with the vision, roadmap, and strategic themes, and establishes the PI objectives and dependencies.
NEW QUESTION # 30
What assists with Epic evaluation and decision-making?
- A. Lean Budgets
- B. Program Budgets
- C. Solution Intent
- D. Strategic Themes
Answer: D
Explanation:
Explanation
According to the SAFe for Government course, strategic themes assist with epic evaluation and decision-making. Strategic themes are specific, itemized business objectives that connect a portfolio to the enterprise's business strategy1. They provide guidance for the portfolio vision, budget allocation, and the prioritization of epics1. Strategic themes help to align the portfolio with the enterprise's mission and vision, and to ensure that the epics deliver the most value to the customers and stakeholders1.
Strategic themes are specific business objectives that connect a portfolio to the enterprise strategy. They provide guidance for the portfolio vision, budget allocation, and metric selection. They also assist with epic evaluation and decision-making by providing a context for assessing the value and alignment of epics12
1: [Strategic Themes - Scaled Agile Framework] 2: Epic - Scaled Agile Framework
NEW QUESTION # 31
Which statement is true about Lean-Agile development and contracting?
- A. Quality is built-in through collaboration and automation
- B. They are based on a foundation of compliance
- C. Lean-Agile development contracts eliminate change orders
- D. Lean-Agile development cannot be acquired with a fixed price contract
Answer: A
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 # 32
What is one benefit of Program Increment (PI) Planning?
- A. It helps define Program Management Review agenda
- B. It provides the opportunity to fully define the system architecture
- C. It builds the social network on which the ART depends
- D. It creates the Vision and Roadmap
Answer: C
Explanation:
Explanation
One benefit of Program Increment (PI) Planning is that it builds the social network on which the Agile Release Train (ART) depends1. PI planning is a face-to-face event that establishes communication and collaboration among all team members and stakeholders2. It fosters a sense of shared mission and vision, trust and respect, and collective ownership and accountability3. It also helps to create a culture of learning and innovation within the ART4.
1: PI Planning - Scaled Agile Framework 2: The Ultimate Guide to PI Planning [2023 SAFe Edition] - Easy Agile 3: Program Increment (PI) is the Heart of Scaled Agile Framework (SAFe) 4: PI Planning - Scaled Agile Framework
NEW QUESTION # 33
What are two attributes of high-performing teams? (Choose two.)
- A. High-performing teams do not require the assistance of a Scrum Master
- B. Members of the team value uniformity
- C. High-performing teams can be larger than the typical Agile team
- D. They are self-organizing
- E. Experience mutual trust
Answer: D,E
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 # 34
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 optimized immediately by looking at transaction and holding costs
- C. Batch size is already optimized if there is continuous flow
- 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 # 35
What is the appropriate Lean action to take once all of the expected value of an Epic has been delivered, even if all of the planned Features have not been completed?
- A. Continue building Features until the contract can be modified
- B. Initiate an early re-compete
- C. Finish all of the Features since they were included in the contract
- D. Close the Epic
Answer: D
Explanation:
Explanation
The appropriate Lean action to take once all of the expected value of an Epic has been delivered, even if all of the planned Features have not been completed, is to close the Epic1. This means that the Epic Owner declares that the epic is done and no further work is required. Closing the epic frees up the resources and budget that were allocated to it, and allows the teams to focus on other value streams and initiatives. Closing the epic also enables the Epic Owner to measure the actual outcomes and benefits of the epic, and compare them with the expected ones in the Lean business case2. Closing the epic does not mean that the solution is fixed and cannot be changed or improved later. It simply means that the current hypothesis of the epic has been validated or invalidated, and that further work can be initiated as new epics or features if needed3.
1: Epic - Scaled Agile Framework 2: Epic - Scaled Agile Framework 3: Epic - Scaled Agile Framework
NEW QUESTION # 36
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