Updated SP-SAFe-Practitioner Dumps Questions Are Available [2024] For Passing Scaled Agile Exam
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Scaled Agile SP-SAFe-Practitioner Exam Syllabus Topics:
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NEW QUESTION # 127
What is one benefit of Design Thinking?
- A. The Solution is accountable
- B. The Solution is reliable
- C. The Solution is sustainable
- D. The Solution is actionable
Answer: D
Explanation:
Explanation
Design Thinking is a methodology that helps teams solve complex problems and create innovative solutions that meet the needs and desires of the users. One of the benefits of Design Thinking is that it produces solutions that are actionable, meaning that they can be implemented and tested in the real world. Actionable solutions are based on a deep understanding of the problem, a wide range of possible ideas, and iterative prototyping and testing. Actionable solutions are also aligned with the vision, values, and goals of the organization and the stakeholders. References: What is Design Thinking?, Design thinking, explained, What is design thinking?
NEW QUESTION # 128
What is the purpose of an empathy map?
- A. To gain deeper insight to the members of an Agile Team
- B. To help develop a deeper understanding of the customer
- C. To identify the customer
- D. To facilitate collaboration with other team members
Answer: B
Explanation:
Explanation
= An empathy map is a tool used to better understand and empathize with a specific group of people, such as customers or users. It helps teams gain deeper insights into the thoughts, feelings, needs, and behaviors of the target audience. An empathy map consists of four quadrants that reflect what the user said, did, thought, and felt during the research phase. An empathy map helps to synthesize the user data, identify the user needs, and generate insights for the design challenge. References: = Empathy Map - Why and How to Use It | IxDF, What Is an Empathy Map? [Complete Guide] - CareerFoundry, What Is an Empathy Map? | Coursera
NEW QUESTION # 129
Which of the following SAFe Lean-Agile principles involves delivering a continuous flow of value to customers in the shortest sustainable lead time?
- A. Take an economic view
- B. Apply systems thinking
- C. Decentralized decision-making
- D. Make value flow without interruptions
Answer: D
Explanation:
Explanation
= The SAFe Lean-Agile principle that involves delivering a continuous flow of value to customers in the shortest sustainable lead time is "Make value flow without interruptions". This principle is based on the Lean concept of optimizing the whole value stream, from concept to cash, by eliminating delays, queues, handoffs, and rework. By applying practices such as limiting work in progress (WIP), reducing batch sizes, managing queue lengths, and implementing continuous integration and continuous delivery (CI/CD), SAFe teams and trains can accelerate the flow of value and feedback, improve quality and reliability, and reduce waste and overhead. References: = SAFe Lean-Agile Principles - Scaled Agile Framework, Accelerating Flow with SAFe - Scaled Agile Framework1, The Five Principles of Lean - Project Management Institute
NEW QUESTION # 130
What is one of the Lean Thinking Principles?
- A. Responding to change over following a plan
- B. Individuals and Iterations over processes and tools
- C. Make value flow without interruptions
- D. Working software over comprehensive documentation
Answer: C
Explanation:
Explanation
One of the Lean Thinking Principles is to make value flow without interruptions. This means that the organization should optimize the entire value stream, from the customer's perspective, and eliminate any waste or delays that prevent the smooth and fast delivery of value. Waste can be anything that does not add value to the customer, such as defects, overproduction, waiting, inventory, transportation, motion, or overprocessing. Delays can be caused by handoffs, queues, approvals, dependencies, or variability. By making value flow without interruptions, the organization can increase customer satisfaction, reduce costs, improve quality, and accelerate time to market. References: Lean Thinking: Overview, Principles, Benefits, & Applications Explained, Lean Thinking - Lean Practice | Planview LeanKit
NEW QUESTION # 131
During the Innovation and Planning Iteration, an organization invites every team member to work on any project they choose. Which of the following SAFe Core Values is the organization demonstrating?
- A. Visualizing work
- B. Make value flow without interruptions
- C. Siloed thinking
- D. Relentless improvement
Answer: D
Explanation:
Explanation
Relentless improvement is one of the four SAFe Core Values, which are the guiding principles that help individuals and organizations achieve Business Agility1. Relentless improvement means that everyone in the organization is committed to continuously learning, growing, and innovating, and that they embrace a culture of experimentation, feedback, and problem-solving2. By inviting every team member to work on any project they choose during the Innovation and Planning Iteration, the organization is demonstrating relentless improvement, as they are providing time and space for people to explore their creative ideas, learn new skills, and collaborate with others outside their usual teams. This can lead to better solutions, higher engagement, and faster adaptation to changing customer and market needs34. References: = 1: SAFe Core Values - Scaled Agile Framework5; 2: Relentless Improvement - Scaled Agile Framework; 3: Innovation and Planning Iteration - Scaled Agile Framework; 4: How to Implement Quality in a Lean-Agile Environment Successfully
NEW QUESTION # 132
What best supports Innovation in the SAFe House of Lean?
- A. Built-in quality
- B. Visualizing work
- C. Fast learning cycles
- D. Optimizing the whole
Answer: C
NEW QUESTION # 133
Which of the Lean Thinking principles includes the activities from recognizing an opportunity through release and validation?
- A. Precisely specify value by product
- B. Pursue perfection
- C. Identify the Value Stream for each product
- D. Make value flow without interruptions
Answer: B
Explanation:
Explanation
Pursuing perfection is one of the five principles of Lean Thinking1. It means that the organization is continuously looking for ways to improve its products and processes, by identifying and eliminating waste, increasing quality, and delivering value faster. Pursuing perfection involves the activities from recognizing an opportunity through release and validation, as well as learning from feedback and applying the lessons learned to future work2. References: 1: Lean Thinking: Overview, Principles, Benefits, & Applications Explained2:
[Pursue Perfection - Lean Practice | Planview LeanKit]
NEW QUESTION # 134
On day two of PI Planning, management presents adjustments based on the previous day's management review and problem-solving meeting. What is one possible type of adjustment they could make?
- A. Create new User Stories
- B. Redefine the length of the PI
- C. Adjust business priorities
- D. Change a team's plan
Answer: C
Explanation:
Explanation
On day two of PI Planning, management presents adjustments based on the previous day's management review and problem-solving meeting. The management review and problem-solving meeting is a session where the management team reviews the draft plans and objectives from the teams, identifies risks and dependencies, and resolves any issues that may affect the ART's ability to deliver value. One possible type of adjustment they could make is to adjust the business priorities based on the new information and feedback from the teams. This could involve reprioritizing the features in the program backlog, changing the weight or value of some objectives, or adding or removing some stretch objectives. These adjustments are communicated to the teams during the second planning day, so they can finalize their plans and objectives accordingly. References: PI Planning - Scaled Agile Framework, PI Planning and the Management Review - Part 1 | Ivar Jacobson International
NEW QUESTION # 135
Which statement describes the information within a Story?
- A. Story acceptance criteria must be finalized before beginning Iteration Planning
- B. A Story is written in full detailed specifications so that the work is ready to be implemented immediately
- C. No further conversation is required after the Story is identified because it contains all necessary details
- D. A Story provides just enough information for the intent to be understood by both business and technical people
Answer: D
NEW QUESTION # 136
Which of the following activities occurs during the Inspect and Adapt workshop?
- A. Planning the next PI
- B. A retrospective of the Iteration
- C. Refining the ART backlog
- D. A demo of the integrated system
Answer: D
Explanation:
Explanation
The Inspect and Adapt workshop is a significant event held at the end of each Program Increment (PI), where the current state of the Solution is demonstrated and evaluated by the train1. The first part of the workshop is the PI System Demo, which shows all the Features that the Agile Release Train (ART) has developed over the course of the PI2. The other options are not activities that occur during the Inspect and Adapt workshop. Refining the ART backlog is a continuous process that happens throughout the PI3. A retrospective of the Iteration is a team-level event that happens after every Iteration4. Planning the next PI is a separate event that happens before the start of the next PI.
NEW QUESTION # 137
- During Iteration execution, a team's velocity tends to be most affected by what?
- A. Productivity changes, team location, and innovation measures
- B. Changing team size, team makeup, and technical context
- C. Product Owner changes, changing estimations, and new Features
- D. Changing financial planners, a new Scrum Master, and new testers
Answer: B
NEW QUESTION # 138
An Agile Team collects the Iteration Metrics they have agreed upon during which part of the team retrospective?
- A. During the time and materials retrospective
- B. During the quantitative part of the team retrospective
- C. During the Features agreement retrospective
- D. During the qualitative part of the team retrospective
Answer: B
Explanation:
Explanation
An Agile Team collects the Iteration Metrics they have agreed upon during the quantitative part of the team retrospective. This is the part where the team assesses whether they met the Iteration Goals using a binary (yes or no) measure, and reviews the metrics that provide visibility and insight into the team's performance and process improvement. Examples of Iteration Metrics include flow metrics, such as flow velocity, load and distribution, defects addressed, and automated test coverage. The team uses these metrics to identify trends, patterns, and areas for improvement, and to inform their qualitative feedback and improvement stories. References: Iteration Retrospective - Scaled Agile Framework, Metrics - Scaled Agile Framework
NEW QUESTION # 139
What do Strategic Themes influence directly?
- A. Enterprise Strategy
- B. Organization of the ART
- C. Lean budget Guardrails
- D. PI cadence
Answer: C
Explanation:
Explanation
Strategic Themes are portfolio-level business objectives that provide competitive differentiation and strategic advantage. They influence portfolio strategy and provide business context for portfolio decision-making1. Lean budget Guardrails are the spending policies and guidelines that enable decentralized decision-making and empowerment for value streams2. Strategic Themes affect the allocation of funds and resources to value streams, as well as the guidance for investments in existing and new solutions1. Therefore, Strategic Themes influence Lean budget Guardrails directly. References: Strategic Themes, Lean Budgets, Exam Study Guide: SP (6.0) - SAFe Practitioner
NEW QUESTION # 140
What type of visibility should Product Owners provide during the Agile Release Train Sync?
- A. Visibility into analysis, approval, and Feature readiness for implementation
- B. Visibility into scope and priority adjustments
- C. Visibility into backlog items
- D. Visibility into program Epics and Features
Answer: B
NEW QUESTION # 141
Which statement is true about batch size?
- A. Large batch sizes increase variability
- B. Large batch sizes ensure time for built-in quality
- C. When Stories are broken into tasks, it means there are small batch sizes
- D. The handoff batch should be made as large as possible
Answer: A
Explanation:
Explanation
Batch size is the size, measured in work product, of one completed unit of work. Cycle time is the amount of time it takes to complete one batch of work. What we focus on with lean development is reducing batch sizes, thereby reducing cycle times, thus increasing potential learning points over time1. The bigger a batch of work, the slower it flows through the system. We also have greater variability in the system because one big batch item may take 5 days to flow through the system whilst another big batch item may take 25 days to flow through the system. So that variability will impact the rate at which we can deliver value to customers2.
Therefore, large batch sizes increase variability and reduce flow, which is contrary to the principles of lean development. References: Principle #6 - Visualize and limit WIP, reduce batch sizes, and manage queue lengths, Principle #6 - Make Value Flow Without Interruptions, What is the good batch size for large datasets?, Understanding Lean product development: Batch Size, Work in Process (WIP), Risk for Small Teams, SAFe Principle 6: Visualise and limit WIP, reduce batch sizes, and manage queued lengths
NEW QUESTION # 142
What are two reasons Agile development is more beneficial than waterfall development? (Choose two.)
- A. It increases productivity and employee engagement
- B. It requires phase-gate approvals to ensure that everyone is moving together
- C. It allows management to track project progress based on steering committees and metrics
- D. It allows businesses to deliver value to the market more quickly
- E. It relies on external provider dependencies
Answer: A,D
NEW QUESTION # 143
What is one example of differentiating business objectives?
- A. Solution Intent
- B. Portfolio Vision
- C. Strategic Themes
- D. Enterprise Goals
Answer: C
Explanation:
Explanation
Differentiating business objectives are those that provide competitive differentiation and strategic advantage for the enterprise. They reflect the unique value proposition and vision of the enterprise and guide the portfolio strategy and decision-making. One example of differentiating business objectives is Strategic Themes, which are portfolio-level business objectives that connect a portfolio to the strategy of the enterprise. They are written in Objective and Key Result (OKR) format and influence the vision, budget, and backlogs for the portfolio, large solution, and program levels. They also provide business context and alignment for the agile teams and ARTs in the portfolio. References: Strategic Themes, SAFe 4.5 Reference Guide: Scaled Agile Framework for Lean Enterprises, How to use GOST + SAFe to increase your company's agility
NEW QUESTION # 144
Iteration planning, Iteration review, and backlog refinement are examples of which type of event
- A. Team event
- B. Sync event
- C. PI event
- D. Program event
Answer: A
Explanation:
Explanation
Iteration planning, Iteration review, and backlog refinement are examples of team events, which are events that occur within the Agile team to plan, execute, and improve their work. Team events are aligned with the Iteration cadence, which is typically two weeks. Team events include:
Iteration planning: A meeting where the team reviews the team backlog, estimates the stories, and commits to the Iteration goals Daily stand-up: A 15-minute meeting where the team members synchronize their work, share their progress, and identify any impediments or dependencies Backlog refinement: An ongoing activity where the team and the Product Owner collaborate to refine the team backlog, split features into stories, write acceptance criteria, and prioritize the work Iteration review: A meeting where the team demonstrates the completed stories to the Product Owner and other stakeholders, and collects feedback and validation Iteration retrospective: A meeting where the team reflects on their performance, identifies what went well and what can be improved, and agrees on action items to implement in the next Iteration Team events are different from PI events, which are events that occur at the program level and involve all the teams and stakeholders of an Agile Release Train (ART). PI events include:
PI planning: A two-day event where the ART aligns on a common vision, mission, and goals for the upcoming Program Increment (PI), and creates a plan for delivering value System demo: A meeting where the ART demonstrates the integrated solution to the Business Owners and other stakeholders, and collects feedback and validation Inspect and Adapt (I&A): A one-day event where the ART reviews the PI results, identifies the strengths and weaknesses, and creates an improvement backlog for the next PI Team events are also different from sync events, which are events that occur at the large solution level and involve multiple ARTs and Solution Trains that are working on a complex solution. Sync events include:
Solution demo: A meeting where the Solution Train demonstrates the integrated solution to the Customers and other stakeholders, and collects feedback and validation Pre- and Post-PI planning: Meetings where the Solution Train aligns on a common vision, mission, and goals for the upcoming PI, and coordinates the dependencies and risks across the ARTs Solution I&A: A meeting where the Solution Train reviews the PI results, identifies the strengths and weaknesses, and creates an improvement backlog for the next PI Team events are also different from program events, which are events that occur at the portfolio level and involve the Portfolio Management and other strategic roles. Program events include:
Portfolio sync: A meeting where the Portfolio Management reviews the portfolio vision, strategy, and roadmap, and aligns the value streams and ARTs on the portfolio priorities and objectives Lean budget guardrails: A set of policies and guidelines that govern the allocation and spending of the portfolio budget across the value streams and ARTs Portfolio Kanban: A system that visualizes and manages the portfolio work items, such as epics and capabilities, and ensures that they are aligned with the portfolio strategy and value delivery References: Exam Study Guide: SP (6.0) - SAFe Practitioner, Team Events, PI Events, Sync Events, [Program Events]
NEW QUESTION # 145
What does a program board help teams identify?
- A. Work breakdowns
- B. Program-level risks
- C. Each teams tasks
- D. Dependencies between teams
Answer: D
Explanation:
Explanation
A program board is a visual summary of the features or goals, when they need to be reached, and any cross-team dependencies impacting their delivery. The program board helps teams within the Agile Release Train (ART) to coordinate their work and communicate their plan to the entire organization. One of the main purposes of the program board is to help teams identify and manage dependencies between teams, which can affect the delivery of value and increase the risk of delays or failures. By visualizing and tracking dependencies on the program board, teams can avoid or resolve them during the Program Increment (PI) planning event or throughout the PI execution. References: SAFe Program Board 101: Everything You Need To Know, SAFe Program Board: Good Practices for SAFe PI Planning, Tips for using a SAFe program board
NEW QUESTION # 146
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