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NEW QUESTION # 23
What is the Manifesto for Agile Software Development?
- A. A set of four values and twelve principles that help organizations implement systems thinking
- B. A set of practices that originated from Scrum
- C. A shared set of values and principles intended to improve software development
- D. A value system that only applies to software development
Answer: C
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 # 24
What are Business Epics in SAFe?
- A. Solution descriptions for the business
- B. Solutions to address financial constraints
- C. An Agile term that is equivalent to a government program
- D. System attributes that deliver business value
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 # 25
In reference to large programs, what are Strategic Themes?
- A. Persuasive concepts used to aid in the "tipping" process of decision-makers in an agency or program
- B. Itemized mission objectives connecting a portfolio to the strategy
- C. A collection of ideas used at the program level to create Epics
- D. Vehicles used to decentralize decision-making
Answer: B
Explanation:
Explanation
Strategic themes are specific, defined business objectives that connect a portfolio to the enterprise's strategy1. They provide business context for portfolio decision-making and influence the investments in value streams and solutions2. They also serve as inputs to the vision, budget, and backlogs of the portfolio, large solution, and program levels3. Strategic themes help align the portfolio with the mission and goals of the enterprise or government agency.
1: Strategic Themes - Scaled Agile Framework 2: Strategic Themes - Scaled Agile Framework 3: The Influence of Strategic Themes across a Portfolio - Scaled Agile Framework
NEW QUESTION # 26
How does the Incremental Capability Review help streamline execution reviews?
- A. It ensures manual review of processes
- B. It is the default for phase-gate reviews
- C. It is a document-based progress measure
- D. It is an objective-based progress review
Answer: D
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 # 27
Which SAFe principle ensures the maximum benefit is generated by understanding trade-offs between risks, cost of delay, operational costs, and development costs for each program and Value Stream?
- A. Apply systems thinking
- B. Assume variability, preserve options
- C. Build incrementally with fast, integrated learning cycles
- D. Take an economic view
Answer: D
Explanation:
Explanation
Taking an economic view is the SAFe principle that ensures the maximum benefit is generated by understanding trade-offs between risks, cost of delay, operational costs, and development costs for each program and value stream1. This principle requires a fundamental understanding of the economics of building systems and making decisions in a proper economic context. This includes the strategy for incremental value delivery and the broader economic framework for each value stream2. Taking an economic view helps to optimize the flow of value, reduce waste, and deliver solutions that meet customer and stakeholder needs3.
1: SAFe Lean-Agile Principles - Scaled Agile Framework 2: Principle #1 - Take an economic view - Scaled Agile Framework 3: Adopting Lean Budgeting Aligned to Development Value Streams
NEW QUESTION # 28
What assists with Epic evaluation and decision-making?
- A. Strategic Themes
- B. Program Budgets
- C. Solution Intent
- D. Lean Budgets
Answer: A
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 # 29
Which represents a good example of an agency Strategic Theme?
- A. Reduce agency IT spend
- B. Comply with agency development lifecycle regulations
- C. Create a 'one-stop shop' for all citizen-facing services provided by the agency
- D. Improve cost and schedule performance of IT projects
Answer: C
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 # 30
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. Accept the work and extend the Iteration, informing other teams about the delay in delivery of other committed stories
- C. Meet with the team and if they agree to work overtime, accept the work
- D. Refuse the new requirement because it is too late to accept requirements at this point in the Iteration
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 # 31
What result comes from traditional 'at the end' quality and compliance?
- A. Faster receipt of authority to operate in traditional projects
- B. Nominal quality differences when compared with waterfall approaches
- C. Missed opportunities for iterative compliance assessment
- D. Shorter testing timelines
Answer: C
Explanation:
Explanation
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
NEW QUESTION # 32
What are two attributes of high-performing teams? (Choose two.)
- A. Experience mutual trust
- B. High-performing teams do not require the assistance of a Scrum Master
- C. They are self-organizing
- D. High-performing teams can be larger than the typical Agile team
- E. Members of the team value uniformity
Answer: A,C
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 # 33
What are two recommendations for tracking expenditures using the Program Backlog? (Choose two.)
- A. Organizing ARTs by funding classification
- B. Including a fiduciary expert in backlog refinement
- C. Using charge codes assigned by each program
- D. Calculating a fixed cost labor cost per ART based on actual salaries
- E. Tagging backlog items with funding metadata for future reporting
Answer: D,E
Explanation:
Explanation
According to the Government Article on the Scaled Agile Framework website, tagging backlog items with funding metadata for future reporting and calculating a fixed cost labor cost per ART based on actual salaries are two recommendations for tracking expenditures using the Program Backlog. The article states that "To track expenditures, the Program Backlog can be tagged with funding metadata for future reporting.
Additionally, a fixed cost labor cost per ART can be calculated based on actual salaries. This simplifies the tracking of labor costs and allows for more accurate forecasting." Therefore, the correct answers are A, tagging backlog items with funding metadata for future reporting, and E, calculating a fixed cost labor cost per ART based on actual salaries. The other options are not accurate, as they are not the recommendations for tracking expenditures using the Program Backlog. Organizing ARTs by funding classification (B) is not a recommended practice, as it may create silos and reduce collaboration across ARTs. Including a fiduciary expert in backlog refinement is not a necessary step, as the backlog items should be prioritized based on value and not on cost. Using charge codes assigned by each program (D) is not a simple or effective way to track expenditures, as it may introduce overhead and complexity.
NEW QUESTION # 34
What are two reasons the Agile Manifesto for Software Development is still relevant to Lean-Agile Enterprises? (Choose two.)
- A. It provides the foundation for empowered, self-organizing Agile teams
- B. The foundations of the value system support organizational hierarchies for large Solutions
- C. SAFe extends the value system and principles of the Agile Manifesto to teams of Agile teams
- D. It enables governance and controls over plans at scale
- E. Applying the Agile Manifesto is important for teams but less important for programs and portfolios
Answer: A,C
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 # 35
What type of decision may significantly affect lead time for systems development?
- A. Prioritizing the product backlog using WSJF
- B. Approved budget, required development tools, and dedicated team members
- C. Using relative size estimating
- D. Using firm fixed price contracts
Answer: D
Explanation:
Explanation
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.
NEW QUESTION # 36
Which statement is true for estimating and forecasting in SAFe?
- A. Epics should be estimated by the Epic Owner
- B. Feature estimation is independent of team-level input
- C. ART velocities are used to conduct 'what if' analysis
- D. Work breakdown structure to the task level helps increase estimation accuracy
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 # 37
Which reduces the cone of uncertainty?
- A. Convergence of flexible specifications with design sets
- B. Convergence of alternatives with flexible specifications
- C. Convergence of architectures with design sets
- D. Convergence of requirements with designs
Answer: D
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 # 38
Which statement is true about optimizing batch sizes for newly-formed SAFe teams in a program?
- A. Batch size is already optimized if there is continuous flow
- B. Batch size is optimized when transaction and holding costs seldom change
- C. Batch size optimization happens over time as teams figure out the balance between holding cost and transaction cost
- D. Batch size is optimized immediately by looking at transaction and holding costs
Answer: C
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 # 39
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. Train Product Owners in the principles, practices, and benefits of adopting SAFe
- B. Identify and train change agents that will lead the effort
- C. Start an Agile project with an internal Agile Scrum Master
- D. Map all stage gates to Agile events
Answer: B
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 # 40
What is one benefit of Program Increment (PI) Planning?
- A. It builds the social network on which the ART depends
- B. It provides the opportunity to fully define the system architecture
- C. It helps define Program Management Review agenda
- D. It creates the Vision and Roadmap
Answer: A
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 # 41
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