SAFe-Practitioner SAFe Practitioner Exam (6.0) Questions and Answers

 A cross-functional Agile Team is a team that has all the skills and competencies needed to define, build, and test an increment of value in an Iteration. A cross-functional Agile Team is composed of team members who have different roles and expertise, such as developers, testers, analysts, designers, etc. A cross-functional Agile Team is also optimized for communication and delivery of value, as it minimizes the handoffs, dependencies, and delays that may occur when working with other teams or functions. A cross-functional Agile Team is able to collaborate effectively, deliver value frequently, and respond to changing customer needs and feedback. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Agile Team

A System Demo is one way to show true progress of business outcomes. A System Demo is a significant event that provides an integrated view of new features for the most recent iteration delivered by all the teams in the Agile Release Train (ART). The System Demo is attended by customers, stakeholders, and ART members, who evaluate the system and provide feedback. The System Demo is a key measure of solution quality, customer value, and ART velocity. It also helps to validate the alignment of the PI Objectives with the business outcomes. References: System Demo - Scaled Agile Framework, SAFe® for Teams - Know Your Role on an Agile Team | Scaled Agile, Exam Study Guide: SP (6.0) - SAFe® Practitioner - scaledagile.com

Relentless improvement is the fourth pillar of the SAFe House of Lean, which represents the foundational beliefs that are key to SAFe’s effectiveness1. Relentless improvement encourages learning and growth through continuous reflection and process enhancements2. It uses informed decision-making through fast feedback, which means that teams and individuals use empirical data and validated learning to evaluate their assumptions and outcomes, and adjust their actions accordingly3. This enables them to deliver value faster, with higher quality and lower risk, and to foster a culture of innovation and experimentation4. References: Core Values - Scaled Agile Framework, Relentless Improvement - Scaled Agile Framework, Principle #4 - Build incrementally with fast, integrated learning cycles - Scaled Agile Framework, How does relentless improvement support value in the SAFe house of lean …

Collective ownership and standards are basic quality practices that apply to all teams, regardless of their domain or work product. They promote shared responsibility, accountability, and alignment among team members and across teams1. They also enable faster feedback, continuous improvement, and reduced waste2. The other options are not basic quality practices, but rather specific techniques or approaches that may be useful for some teams or domains, but not all. Agile architecture is a way of designing and evolving systems that support the delivery of value and quality3. Rapid prototyping is a way of creating and testing a minimum viable product (MVP) to validate assumptions and learn from customers4. Modeling and simulation are ways of representing and analyzing complex systems or phenomena using mathematical or computational methods.

The SAFe Implementation Roadmap is a strategy and an ordered set of activities that have proven to be effective in successfully implementing SAFe. It is based on organizational change management strategies and provides the critical moves for adopting SAFe. The roadmap consists of 14 steps, from reaching the tipping point to sustaining and improving1. References: 1: Implementation Roadmap - Scaled Agile Framework

Built-in quality is one of the four core values of SAFe, along with alignment, transparency, and program execution. Built-in quality means that every aspect of the solution, from code to compliance, is designed and implemented with high standards and practices that ensure quality. Built-in quality enables fast and reliable delivery of value, reduces waste and rework, and fosters a culture of continuous improvement. Some of the practices that support built-in quality in SAFe are Test-First, Behavior-Driven Development, Acceptance Test-Driven Development, Continuous Integration, Continuous Deployment, and Communities of Practice. References: Built-In Quality - Scaled Agile Framework, Core Values - Scaled Agile Framework, 4 Scaled Agile Framework Core Values | SAFe Core Values - PremierAgile, Scaled Agile Framework: Understand SAFe and Its 4 Core Values.

The goal of the SAFe House of Lean model is to deliver value to the customer and society in the shortest sustainable lead time, with the best quality and value1. The SAFe House of Lean model is based on the Toyota Production System, which aims to eliminate waste and optimize the whole system2. The SAFe House of Lean model consists of a foundation, four pillars, and a roof, which represent the core values, principles, and practices of Lean-Agile development3. The roof is the goal, which is value, and it is supported by the four pillars: respect for people and culture, flow, innovation, and relentless improvement. The foundation is Lean-Agile leadership, which enables and guides the transformation and fosters a culture of learning and growth. References: Core Values - Scaled Agile Framework, SAFe Lean-Agile Principles - Scaled Agile Framework, The SAFe House of Lean model: short and sweet - Echometer, [Lean-Agile Mindset - Scaled Agile Framework]

 SAFe recommends using a second operating system to deliver value by creating a dual operating system that consists of a Network and a Hierarchy. The Network is optimized for speed and adaptability, while the Hierarchy is optimized for efficiency and stability. The Network is composed of development value streams (DVSs) that are realized by product-focused Agile Release Trains (ARTs). The ARTs are cross-functional teams that work together to deliver software products on a regular schedule. The Hierarchy provides the necessary support and governance for the Network, such as operations, HR, finance, and compliance. By using a second operating system, SAFe enables business agility by allowing the organization to organize and reorganize around the flow of value, while maintaining the benefits and stability of the existing hierarchical structure. References: Business Agility, Principle #10 – Organize around value, How Does SAFe Enable Business Agility Through A Second Operating System, How does safe provide a second operating system that enables business agility

 The Product Owner (PO) in the team is responsible for managing and prioritizing the Team Backlog, which is the single source of truth for the upcoming features of the system1. The PO works with the Product Manager, who owns the Vision and the Roadmap, to define and sequence the features in the Program Backlog2. The PO also collaborates with other POs in the Agile Release Train (ART) to manage dependencies and ensure alignment across teams3. The PO maintains and prioritizes the Team Backlog, which contains user stories, enablers, and other backlog items that the team needs to implement to deliver value to the customer4. The PO also participates in the backlog refinement sessions, where the team defines, discusses, estimates, and establishes acceptance criteria for the backlog items. References: Team Backlog - Scaled Agile Framework, Product Owner - Scaled Agile Framework, Program Backlog - Scaled Agile Framework, Story - Scaled Agile Framework, [Backlog Refinement - Scaled Agile Framework]

 Pair work is a practice where two knowledge workers collaborate over the same asset in real time, providing feedback and quality assurance to each other. It comes from pair programming, a technique defined by the Extreme Programming (XP) agile development framework, where two developers work together on the same code. Pair work can be applied to other domains and disciplines, such as testing, design, business analysis, and more. Pair work can improve the quality, speed, and creativity of the work, as well as enhance the learning and collaboration of the team members. References: Pair Work (Pair Programming) - businessagility.institute, Built-In Quality - Scaled Agile Framework

 The “C” in the CALMR approach to DevOps represents culture. Culture is the first element of the CALMR mindset, which guides the ART toward achieving continuous value delivery by enhancing culture, automation, lean flow, measurement, and recovery1. Culture refers to the shared values, beliefs, and behaviors that support collaboration, communication, and continuous improvement among the development, operations, security, and other teams involved in the value stream2. Culture also includes respecting and empowering the people and teams, fostering a learning and growth mindset, and creating a customer-centric focus3. Culture is the foundation of DevOps, as it enables the alignment and integration of the technical and organizational aspects of DevOps4. The other options are not what the “C” stands for in the CALMR approach to DevOps, although they are related to other elements of the mindset. Completion is not a specific term in the CALMR approach, but it could be associated with measurement, which tracks the progress and outcomes of the value delivery. Cycle-time is a metric that measures the time it takes to deliver value from idea to production, and it is influenced by lean flow, which optimizes the value stream and eliminates waste. Continuous integration is a technical practice that involves merging code changes frequently and automatically testing them, and it is part of automation, which reduces manual work and errors and accelerates feedback loops. References: CALMR - Scaled Agile Framework, The CALMR Approach to DevOps [Complete Guide] - KnowledgeHut, Core Values - Scaled Agile Framework, CALMS DevOps : Defining 5 DevOps Principles | Cprime

 The Inspect and Adapt event 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 train. Teams then reflect and identify improvement backlog items via a structured, problem-solving workshop. The Inspect and Adapt event consists of three parts: PI System Demo, Quantitative and qualitative measurement, and Retrospective and problem-solving workshop. The last part is where the practices of reflection, problem solving, and identifying improvement actions are demonstrated. The teams use a root cause analysis technique, such as the Five Whys, to identify the most critical impediments that impact their performance and quality. They then brainstorm and prioritize improvement actions that address the root causes and create SMART (Specific, Measurable, Achievable, Relevant, and Time-bound) goals for implementing them in the next PI. The improvement actions are added to the Program Backlog and reviewed in the next PI Planning event. References: = Inspect and Adapt - Scaled Agile Framework, Scaled Agile Framework: Understand SAFe and Its 4 Core Values

According to the book Team Topologies by Matthew Skelton and Manuel Pais, the four types of team topologies are stream-aligned, platform, enabling, and complicated subsystem. These team types are designed to optimize the flow of work and information in an organization, and to align with the principles of DevOps and agile. A stream-aligned team is focused on a single stream of work, such as a product, a feature, a user journey, or a user persona. A platform team provides the infrastructure and services that enable other teams to deliver value to customers. An enabling team helps other teams overcome obstacles and learn new skills and technologies. A complicated-subsystem team handles tasks that require specialized knowledge and expertise, such as mathematics, algorithms, or cryptography. References: Team Topologies: The 4 Team Types Explained | Shortform Books, Team Topologies | Atlassian, Key Concepts — Team Topologies, The Four Team Types from Team Topologies - IT Revolution, What are the core team types in Team Topologies?

ART Sync is an event that SAFe recommends running regularly throughout the PI. ART Sync is a weekly meeting that brings together the key roles of the Agile Release Train (ART), such as the Release Train Engineer (RTE), the Product Management, the System Architect/Engineer, the Business Owners, and the Scrum Masters. The purpose of ART Sync is to review the progress and status of the ART, identify and resolve impediments and dependencies, coordinate cross-team and cross-ART activities, and align on the vision and objectives of the PI. ART Sync helps the ART maintain alignment, collaboration, and synchronization, and enables fast feedback and continuous improvement. References: ART Sync - Scaled Agile Framework, SAFe for Teams Student Workbook: materials and exercises from Lesson 6

 Story point size is a relative measure of the effort and complexity involved in implementing a user story. It is not based on the team size, the number of days it will take, or the priority of the story. Rather, it is based on the comparison of the story with other stories of similar or different sizes. Story points help teams estimate how much work they can complete in an iteration, based on their past performance and current capacity. Story points also help teams plan and track their progress at the program level, by aligning the features and capabilities with the stories that implement them. References: Story - Scaled Agile Framework, A Guide to Story Point Estimation - DEV Community, What should be taken into account when estimating Story poin - Madanswer

Cadence-based synchronization in SAFe means that teams follow a common rhythm of work and coordinate their activities across different domains. One example of applying this principle is to align the start and end dates of the Iterations, which are fixed-length timeboxes for teams to deliver value. This helps teams plan and execute their work in sync with other teams on the Agile Release Train (ART) and the Solution Train, and enables them to participate in the PI Planning and other events that require cross-team collaboration. References: Principle #7 – Apply cadence, synchronize with cross-domain planning, Iteration, Exam Study Guide: SP (6.0) - SAFe® Practitioner

 The Agile Release Train (ART) is a long-lived team of Agile teams that incrementally develops, delivers, and often operates one or more solutions in a value stream1. The ART aligns teams to a common mission using a single Vision and a Program Backlog. The Vision is a description of the future state of the solution under development. It reflects customer and stakeholder needs, as well as the features and capabilities planned for the solution2. The Program Backlog is the single source of truth for the upcoming features of the system. It contains the enablers necessary to build the Architectural Runway, as well as the user and business features that deliver customer value3. The Vision and the Program Backlog provide the context and the content for the ART to plan, commit, develop, and deploy together. References: Agile Release Train - Scaled Agile Framework, Vision - Scaled Agile Framework, Program Backlog - Scaled Agile Framework

A Story is a short description of a small piece of desired functionality written from the user’s perspective and in their language. A Story has three primary components: Card, Conversation, and Confirmation. The Card captures the essence of the Story using the format: “As a (who), I want (what), so that (why).” The Conversation is the ongoing dialogue between the team and the customer or product owner to elaborate and refine the Story details. The Confirmation is the set of acceptance criteria and tests that verify the Story is done and meets the customer’s expectations. A Story provides just enough information for both business and technical people to understand the intent, but not so much that it becomes a specification or a contract. Details are deferred until the Story is ready to be implemented, which allows for more flexibility and feedback. A Story is not a static artifact, but a dynamic one that evolves through collaboration and learning12. References: Story - Scaled Agile Framework, [What is User Story? -

Conducting a PI Planning event is an example of applying cadence-based synchronization in SAFe. A PI Planning event is a two-day face-to-face or virtual meeting where all the members of an ART and Solution Train collaborate to align on a common vision, mission, and backlog, and plan the work for the next Program Increment (PI). A PI is a fixed timebox of 8 to 12 weeks that provides a regular cadence for delivering value. The PI Planning event is synchronized across all the teams and trains in the portfolio, and it occurs at the beginning of every PI. The PI Planning event enables the ART and Solution Train to achieve alignment, collaboration, synchronization, and commitment, as well as to identify and address risks and dependencies. References: = PI Planning - Scaled Agile Framework, Exam Study Guide: SP (6.0) - SAFe® Practitioner

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]

 Trust is the foundation of any successful collaboration, especially between the business and development teams, who often have different perspectives, expectations, and incentives. Trust exists when everyone can confidently rely on one another to act with integrity, particularly in times of difficulty. Without trust, it is impossible to build high-performing teams and trains or build (or rebuild) the confidence needed to make and meet reasonable commitments1. One way to gain trust between the business and development is to deliver predictability, which means that the teams and the Agile Release Train (ART) can consistently deliver value in the shortest sustainable lead time, with the best quality and value, and meet the agreed-upon objectives and goals2. Predictability is achieved by applying the SAFe principles and practices, such as aligning to a common mission and vision, planning and executing in iterations and increments, applying systems thinking and feedback loops, and embracing change and innovation3. Predictability helps to establish and maintain trust between the business and development, as it demonstrates the reliability, transparency, and accountability of the teams and the ART, and it enables the business to make informed decisions and provide timely feedback4. The other options are not the best ways to gain trust between the business and development, as they either do not address the core issue of trust, or they may have negative consequences. Automating the delivery pipeline is a technical practice that supports DevOps and continuous delivery, and it can improve the speed, quality, and efficiency of the value delivery, but it does not necessarily build trust between the business and development, as it does not address the communication, collaboration, and alignment aspects of trust. Releasing new value to production every day is a desirable outcome of DevOps and continuous delivery, and it can provide fast feedback and validation of the value delivered, but it does not guarantee trust between the business and development, as it may also introduce risks, errors, and instability, and it may not reflect the actual needs and expectations of the customers and stakeholders. Maintaining iterations as a safe zone is a practice that protects the teams from external interference and distractions during the iteration execution, and it can help the teams focus on their work and deliver value, but it does not foster trust between the business and development, as it may also create silos, isolation, and resistance to change, and it may prevent the teams from collaborating and communicating with the business and other teams. References: Core Values - Scaled Agile Framework, Predictability - Scaled Agile Framework, SAFe Lean-Agile Principles - Scaled Agile Framework, How can trust be gained between the business and development?

 During the team breakout session, each team creates and estimates their Stories, and sequences them into a draft plan for the upcoming PI. This is where the team backlog is refined and prioritized, and dependencies are identified and resolved. References: SAFe for Teams - Know Your Role on an Agile Team, Exam Study Guide: SP (6.0) - SAFe® Practitioner, SAFe for Teams | SAFe Practitioner (SP) Certification

Story points are a relative measure of the effort required to implement a user story. They take into account the volume, complexity, knowledge, and uncertainty of the work. Volume refers to how much work there is, complexity refers to how hard it is, knowledge refers to what is known or unknown, and uncertainty refers to the risk or variability involved. Story points help agile teams estimate their work and plan their iterations. References: Story - Scaled Agile Framework, Story Point - Scaled Agile Framework, Understanding complexity | Range

The Agile Release Train Sync is a weekly meeting where the Release Train Engineer (RTE), Product Management, System Architect/Engineering, and Product Owners (POs) coordinate and communicate the current state of the Agile Release Train (ART). The POs provide visibility into the analysis, approval, and Feature readiness for implementation, which are the key aspects of managing the Program Backlog. The POs also share any dependencies, risks, or impediments that may affect the delivery of value by the ART. The Agile Release Train Sync helps align the teams and stakeholders on the vision, roadmap, and priorities of the solution. References: Agile Release Train, Product Owner, Program Backlog

A user story is a work type that is defined as “a short description of a small piece of desired functionality written in the user’s language” in SAFe. A user story is a primary artifact used to define system behavior in Agile. It is a simple and concise way of expressing the user’s needs and expectations from the system. A user story typically follows the format of “As a [role], I want [functionality], so that [benefit]”. A user story also has acceptance criteria and acceptance tests that specify how the functionality will be verified and validated. A user story is intended to enable the implementation of a small, vertical slice of system behavior that supports incremental development. A user story is maintained and prioritized in the team backlog by the product owner1. References: Story - Scaled Agile Framework

The daily stand-up is a key event in SAFe that helps teams synchronize their work, identify impediments, and adjust their plans. It is a time-boxed event that should not exceed 15 minutes, as longer meetings can reduce the team’s focus and productivity. The daily stand-up is also aligned with the Lean-Agile principle of applying cadence and synchronizing with cross-domain planning, which enables teams to operate reliably and efficiently.

Respect for People is one of the four SAFe Core Values. It means that the enterprise fosters a culture of mutual influence, trust, empowerment, and collaboration among all the people involved in delivering value, including customers, employees, partners, and suppliers. Respect for People also implies that the enterprise values diversity, inclusion, and psychological safety, and that it treats people as the most important asset. Respect for People supports the following practices in SAFe1:

Turn mistakes into learning moments. Mistakes are inevitable in complex and uncertain environments, and they provide opportunities for learning and improvement. Instead of blaming or punishing people for making mistakes, the enterprise encourages them to share their learnings, experiment with new ideas, and apply the Plan-Do-Check-Adjust (PDCA) cycle.

Create a trust-based environment. Trust is the foundation of effective collaboration and high performance. The enterprise builds trust by being transparent, honest, supportive, and accountable. It also empowers people to make decisions, take ownership, and self-organize around value delivery.

Visualize work. Visualization helps people see the flow of value, identify bottlenecks, dependencies, and waste, and collaborate on solutions. The enterprise uses various tools and techniques to visualize work, such as Kanban boards, Cumulative Flow Diagrams, Program Boards, and Value Stream Maps. References: 1: Respect for People and Culture - Scaled Agile Framework

In SAFe 6.0, during PI Planning, program risks are identified, categorized, and addressed in a process called the ROAM technique. ROAM stands for Resolved, Owned, Accepted, and Mitigated.

Resolved means the risk has been addressed and is no longer a concern.

Owned means someone takes responsibility for managing the risk.

Accepted means the risk is acknowledged and will be monitored.

Mitigated means steps are taken to reduce the impact or likelihood of the risk.

Thus, the correct category that addresses potential risks is Resolved (option A).

The Inspect and Adapt (I&A) 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 train. Teams then reflect and identify improvement backlog items via a structured, problem-solving workshop. The I&A event consists of three parts: the PI System Demo, where the features developed during the PI are shown and feedback is collected; the quantitative and qualitative measurement, where the teams assess their performance and progress using various metrics and surveys; and the retrospective and problem-solving workshop, where the teams identify and analyze the root causes of their most critical issues and devise action plans to address them12. References: Inspect and Adapt, Exam Study Guide: SP (6.0) - SAFe® Practitioner

= Deliver value is one of the six Agile Team responsibilities in SAFe, along with aligning to a common mission, applying systems thinking, building incrementally with fast feedback, collaborating and making decisions together, and improving relentlessly. While delivering value is essential for Agile Teams, it should not come at the expense of other responsibilities, especially improving relentlessly. By skipping the retrospective events, Team B is missing an opportunity to reflect on their practices, identify what is working well and what is not, and plan actions to improve their performance and quality. Retrospectives are a key mechanism for implementing the SAFe Core Value of Relentless Improvement and the SAFe Principle #12 - Assume variability; preserve options. References: = Agile Teams - Scaled Agile Framework, Core Values - Scaled Agile Framework, SAFe Principles - Scaled Agile Framework, Exam Study Guide: SP (6.0) - SAFe® Practitioner

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?

Understanding the optimum batch size is crucial for teams to ensure that value flows efficiently through the development pipeline. By optimizing batch sizes, teams can reduce the cycle time and improve the delivery of value to customers, aligning with the Lean-Agile principles of delivering value incrementally and continuously. The reason for the faster speed is obvious. The reduced variability results from the smaller number of items in the batch1.

The image you sent shows a table of assessment results for different categories related to agile project management. The category “Flow” has a score of 86%, which indicates that the team is performing well in terms of delivering value in a continuous and smooth manner. However, there may be some room for improvement in other categories, such as “Team backlog” and “PI Planning”, which have lower scores of 50%. These categories are related to the planning and prioritization of work items, which affect the batch size and the flow of value. The team may benefit from applying some of the practices and tools suggested by SAFe, such as Kanban boards, WIP limits, and PI Objectives, to optimize their batch size and increase their flow efficiency234. References: Visualize and Limit WIP, Reduce Batch Sizes, and Manage Queue Lengths, Team Flow, Principle #6 – Visualize and limit WIP, reduce batch sizes, and manage queue lengths, Simplicity Factor: Batch Size

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 One of the activities that occurs during the PI Planning event is the identification and analysis of the potential risks that may affect the delivery of value by the Agile Release Train (ART). The risks are categorized using the ROAM board, which stands for Resolved, Owned, Accepted, and Mitigated. The Managed category is a subset of the Mitigated category, where the risks are assigned to owners who are responsible for monitoring and controlling them throughout the PI. The Managed category addresses the potential risks that cannot be resolved, owned, or accepted, but can be reduced or avoided by applying appropriate strategies and actions. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, ROAMing Risks

The Portfolio Kanban system is a method to visualize and manage the flow of portfolio Epics, from ideation through analysis, implementation, and completion1. The analyzing step of the Portfolio Kanban system involves developing a Lean business case for the Epic and presenting it to Lean Portfolio Management (LPM) for approval1. If the Epic receives a ‘go’ decision from LPM, it will be moved to the ready state in the Portfolio Kanban, where it will wait until one or more Agile Release Trains (ARTs) have the capacity to implement it1. The other options are incorrect because:

A. The Epic Owner does not have the authority to approve the Lean business case. Only LPM can make the final decision on whether to proceed with the Epic or not1.

C. The Epic will not remain in the analyzing step after receiving a ‘go’ decision from LPM. It will be moved to the ready state, where it will be prioritized using weighted shortest job first (WSJF) and other factors1.

D. The Epic will not be implemented based on its WSJF ranking alone. It will also depend on the availability and alignment of the ARTs that can deliver the Epic1. References: 1: Portfolio Kanban - Scaled Agile Framework

 According to the SAFe Implementation Roadmap, culture change is the last step in the transformation process. It states that “culture change comes last, not first. You can’t change a culture until you have changed the underlying behavior and the results that the behavior produces” 1. Therefore, the best way to change the culture is to adopt new approaches that deliver better outcomes and then anchor them in the culture by reinforcing the benefits and values they bring. This is consistent with Kotter’s model of leading change, which also suggests that anchoring new approaches in the culture is the final stage of a successful change effort 23. References: Enhance the Portfolio, Leading Change (Step 8) – Anchor Change in the Culture, Anchor Change in Your Organization’s Culture

The ART planning board, also known as the program board, is a visualization of the PI’s feature delivery dates, feature dependencies among teams, and relevant milestones. It helps the ART align on a common mission and vision, identify and resolve dependencies, and track progress and risks throughout the PI. The ART planning board does not show risks, capacity and load, or epics, although these may be discussed or tracked elsewhere during PI planning or execution. References: ART Planning Board, PI Planning, SAFe Program Board 101

 One way to understand current work in progress (WIP) in a system is to make current work visible to all stakeholders. This means using visual tools, such as Kanban boards, to show the status, flow, and bottlenecks of work items in the system. Making current work visible helps to identify and limit WIP, reduce batch sizes, and manage queue lengths, which are key principles for achieving flow and delivering value faster1. Making current work visible also enables faster feedback, collaboration, and improvement, as well as transparency and alignment of goals and expectations23. References: = 1: Principle #6 - Visualize and Limit WIP, Reduce Batch Sizes, and Manage Queue Lengths - Scaled Agile Framework1; 2: Controlling Work-in-Process (WIP) - Project Management Institute2; 3: How to Identify and Measure Your Work in Progress (WIP)3

Reducing the batch sizes of work is critical to improving flow, as it enables faster delivery of value, lower risk, higher quality, and better feedback1. Batch size is the amount of work that moves as a unit through the value stream2. Smaller batches reduce the cycle time, the total time from the beginning to the end of the process to provide value to a customer3. Smaller batches also reduce the variability and uncertainty in the system, leading to less waste and rework2. SAFe provides several practices to reduce the batch sizes of work, such as using User Stories, Features, and Minimum Viable Products (MVPs) as units of work, applying Continuous Integration (CI) and Continuous Delivery (CD) pipelines, and limiting Work in Process (WIP)1. References: Accelerating Flow with SAFe, Make Value Flow without Interruptions, Optimize Flow

user business value and time criticality are components of Cost of Delay (CoD), which is a measure of the economic value of a job over time. CoD is used to prioritize jobs based on the Weighted Shortest Job First (WSJF) model, which is part of the SAFe methodology. CoD is calculated as the sum of three components: user/business value, time criticality, and risk reduction and/or opportunity enablement. User/business value indicates the relative importance and revenue impact of a job. Time criticality indicates the urgency and value decay of a job. Risk reduction and/or opportunity enablement indicates the long-term benefits of a job12. References: 1: WSJF - Scaled Agile Framework2: WSJF = (Biz Value + Time Crit. + Risk Reduce) / Job Size

Acceptance criteria are the conditions that a story must satisfy to be accepted by the Product Owner and the stakeholders. They define the boundaries of the story and provide guidance on how to test it for completion. Acceptance criteria are usually written as a list of statements or scenarios that describe the expected behavior and outcomes of the story. They help to ensure that the story delivers value to the user and meets the Definition of Done1234. References: Story - Scaled Agile Framework, How to Write Agile Test Case Requirements | SmartBear, Agile Story Completion Checklist - SDLCforms, Module 2: Complete a story - IBM

 The daily stand-up is a 15-minute meeting that occurs every day during the Iteration, where the Agile team members synchronize their work, share their progress, and identify any impediments or dependencies. The daily stand-up follows a simple format, where each team member answers three questions:

What did I do yesterday to advance the Iteration goals?

What will I do today to advance the Iteration goals?

Are there any impediments that will prevent the team from meeting the Iteration goals? These questions help the team members to align their actions with the Iteration goals, communicate their status and plans, and raise any issues or risks that need to be addressed. The daily stand-up also fosters collaboration, accountability, and transparency among the team members, and enables them to adjust their work as needed to deliver value. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Daily Stand-up

Lean-Agile leaders try to connect the silos of business, software, test, and quality assurance to create a culture of collaboration and shared responsibility across the value stream. By breaking down the barriers between different functions, Lean-Agile leaders enable faster feedback, shorter lead times, higher quality, and better customer satisfaction. Connecting the silos also helps to align the teams around a common vision, mission, and goals, and to foster a Lean-Agile mindset that embraces change and innovation. References: SAFe Core Values, Agile Practice Exam Flashcards, SAFe 4.6 exam prep - Improved - extended Flashcards, Stop Breaking Down Silos and Start Connecting Them

Stories are the primary means of expressing needed functionality in SAFe. They largely replace the traditional requirements specification with new paradigms based on Lean-Agile development. Stories are elaborated by a user-voice statement and acceptance criteria, and they are used to describe the features and behaviors of the system at various levels of abstraction. Stories are also testable, estimable, and prioritizable, which makes them suitable for planning and delivering value in an iterative and incremental way. References: SAFe Requirements Model, What replaces detailed requirements documents in agile?, What replaces detailed requirements documents in SAFe?

This statement is one of the 12 principles behind the Agile Manifesto1, which guides the agile software development approach. It means that agile teams should focus on delivering the most valuable features and avoid unnecessary work that does not add value to the customer or the product. By applying simplicity, agile teams can reduce waste, increase efficiency, and improve quality. References: 12 Principles Behind the Agile Manifesto

Precisely specify value by product” is one of the five key principles of Lean Thinking, as defined by James Womack and Daniel Jones in their book “Lean Thinking”. It means that value should be determined by the customer’s needs and preferences for each specific product or service, rather than by the producer’s assumptions or standards. This principle helps to eliminate waste, optimize flow, and increase customer satisfaction. References: Lean-Agile Mindset, Lean Manufacturing, What is Lean?

The product vision is a description of the future state of the product or service under development. It reflects customer and stakeholder needs, as well as the features and capabilities proposed to meet those needs. The product vision is both aspirational and achievable, providing the broader context and purpose of the product or service. It describes the markets, customer segments, user needs, and how the product or service will be different from the competition. The product vision is owned by the product owner, but its development requires input from stakeholders and the scrum team(s). The product vision helps align the team to the product direction and motivates them to deliver value to the customers and stakeholders. References: Vision, Solution Vision, An Insight Into 3 Types of Vision In SAFe®, Product Vision | Agile Product Management, What is a Product Vision | Scrum.org

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 In SAFe, a clear distinction is made between the purpose, structure and content of features, and that of stories (including enablers). Features are visible units of business intent that the customer recognizes, and it’s at this level of detail that the customer is able to prioritize their needs1. Features are maintained in the ART Backlog and sized to fit in a PI so that each delivers new value2. Stories are short descriptions of a small piece of desired functionality written from the user’s perspective. Stories are the primary artifact used to define system behavior in Agile3. Stories are small and must be completed in a single iteration3. Therefore, features can be larger than an iteration but stories should be small enough to fit into an iteration. References: Story - Scaled Agile Framework, Features and Capabilities - Scaled Agile Framework, Right-Sizing Features for SAFe Program Increments - Scaled Agile Framework

Flow efficiency is the ratio of the total time spent in value-added work activities divided by the total flow time. Flow time is the time it takes for a work item to move from the start to the end of the process. Value-added work activities are those that directly contribute to the customer value or the quality of the product. Non-value-added work activities are those that do not add value to the customer or the product, such as waiting, rework, or handoffs. Flow efficiency measures how well the organization is minimizing the non-value-added work and maximizing the value-added work. The formula to calculate flow efficiency is:

Flow efficiency=Flow timeTotal active time​×100%

A higher flow efficiency indicates a more streamlined and effective process, while a lower flow efficiency indicates a more wasteful and inefficient process. Flow efficiency can be used to identify and eliminate the sources of waste and improve the flow of value to the customer1234. References: Flow Efficiency - Scaled Agile Framework, Flow Efficiency: A great metric you probably aren’t using, Flow Efficiency: A Great Metric You Probably Aren’t Using - Nimblework, Flow Efficiency: A Kanban Metric Introduction - Everyday Kanban

A guardrail in Lean Portfolio Management (LPM) is a policy or practice that helps ensure that the portfolio is aligned and funded to create and maintain the solutions needed to meet business targets. One of the guardrails in LPM is the allocation of centralized vs decentralized decisions in the enterprise. This guardrail defines the boundaries and guidelines for decision making at different levels of the organization, such as strategic, tactical, and operational. Centralized decisions are those that require alignment and agreement across multiple value streams or portfolios, such as vision, strategy, budget allocation, and governance. Decentralized decisions are those that can be made by the value streams or teams closest to the customer and the work, such as backlog prioritization, solution design, and delivery. The goal of this guardrail is to empower the teams and value streams to make fast and effective decisions, while ensuring alignment and coherence at the portfolio and enterprise levels12. References: Lean Budget Guardrails - Scaled Agile Framework, Decentralize Decision Making - Scaled Agile Framework

A cadence-based PI Planning event is a face-to-face event that serves as the heartbeat of the Agile Release Train (ART), aligning all the teams on the ART to a shared mission and vision. It is essential to SAFe and should not be skipped or delayed. It is an opportunity for all team members and stakeholders to communicate, collaborate, and coordinate their work for the next Program Increment (PI), which is typically 8-12 weeks long. The PI Planning event has a standard agenda that includes a presentation of business context and vision, followed by team planning breakouts, where the teams create their Iteration plans and objectives for the upcoming PI. The event also includes a management review and problem-solving session, where the teams identify and resolve dependencies, risks, and impediments. The event concludes with a confidence vote and a final plan review, where the teams present their PI objectives and receive feedback from the business owners. The PI Planning event is a key enabler of alignment, transparency, and collaboration across the ART. References: PI Planning, Planning Interval, PI Planning vs Sprint Planning: What Is the Ultimate Goal of the PI Planning Event?

 WIP stands for work in process, which is the amount of work that is currently being done in a system. One way to understand WIP is to make it visible to all stakeholders, using tools such as Kanban boards, cumulative flow diagrams, or burn-up charts. By making WIP visible, we can see the current state of the work, identify bottlenecks, limit WIP to match capacity, and improve flow efficiency. References: Principle #6 – Visualize and limit WIP, reduce batch sizes, and manage queue lengths, Make Value Flow without Interruptions, SAFe Principle 6: Visualise and limit WIP, reduce batch sizes, and manage queued lengths

Telemetry is a method for gathering customer feedback that relies on building analytic systems to deliver information about how customers are using the Solution. Telemetry is the automated collection and transmission of data from remote sources, such as sensors, devices, or software applications. Telemetry can provide valuable insights into customer behavior, preferences, satisfaction, and usage patterns, as well as identify potential issues, errors, or defects. Telemetry is often used in conjunction with other feedback methods, such as surveys, interviews, or user testing, to validate hypotheses and measure outcomes. References: Continuous Delivery Pipeline, Customer Feedback, Telemetry

Customer Centricity is a mindset that focuses on creating positive experiences for the customer through the full set of products and services that the enterprise offers. Customer-centric organizations deliver whole-product solutions designed with a deep understanding of customer needs. This results in greater profits, increased employee engagement, and more satisfied customers in the private sector. Nonprofits and the public sector (governments) can achieve the resiliency, sustainability, and alignment needed to fulfill their mission1. The purpose of Customer Centricity is to understand the customer’s needs and deliver solutions that meet or exceed them. References: 1: Customer Centricity - Scaled Agile Framework

According to SAFe, basing decisions on economics means applying the principles of Lean-Agile budgeting and Lean portfolio management to align investments with strategic outcomes and optimize value delivery. Lead time, product cost, value, and development expense are some of the key economic variables that influence the decision-making process. These variables are used to understand the tradeoffs between different solutions, such as choosing between faster delivery, lower cost, higher quality, or more features. By using these variables, teams and leaders can evaluate the economic impact of their choices and select the best option that maximizes value and minimizes waste. References: [Basing Decisions on Economics], [Lean-Agile Budgeting], [Lean Portfolio Management], [Economic Framework], [Economic Decision Rules].

SAFe recommends running a Retrospective on a cadence during the PI for SAFe Team Kanban Teams. A Retrospective is a team-level event that occurs at the end of each iteration, where the team reflects on how they are working and identifies improvement actions for the next iteration. A Retrospective helps the team pursue perfection by applying the Plan-Do-Check-Adjust (PDCA) cycle1. SAFe Team Kanban Teams also participate in other ART events, such as PI Planning, System Demo, and Inspect and Adapt2. References: 1: Retrospective - Scaled Agile Framework2: SAFe Team Kanban - Scaled Agile Framework

Iteration planning for Kanban teams is different from Scrum teams in that Kanban teams do not estimate their velocity, do not commit to service level agreements, and do not plan the Iteration in detail. Instead, Kanban teams use a flow-based process that allows them to pull work items from the backlog as they become available and deliver value continuously. However, Kanban teams still operate within the ART iteration cadence and often publish Iteration goals to align with the ART vision and objectives, as well as to communicate their priorities and dependencies to other teams and stakeholders. References: SAFe Team Kanban, Agile Iteration Planning Effectively

Business Owners are key ART stakeholders who have the primary business and technical responsibility for return on investment (ROI), governance, and compliance. They evaluate the fitness for use and actively participate in ART events and solution development. They also use a scale of 1 (lowest) to 10 (highest) to assign the business value to the team PI objectives after negotiation with the teams and other stakeholders. They typically assign the highest values to the customer-facing objectives. References: Business Owners - Scaled Agile Framework, PI Objectives - Scaled Agile Framework

Velocity is a measure of how much work a team can complete in an iteration. It is based on the team’s historical performance and estimation accuracy. During iteration execution, a team’s velocity tends to be most affected by factors that change the team’s capacity, collaboration, and context. Changing team size, team makeup, and technical context are examples of such factors. For instance, adding or removing team members, changing team roles or responsibilities, or switching to a different technology or domain can all impact the team’s velocity. Therefore, the correct answer is B. Changing team size, team makeup, and technical context. References: Velocity - Scaled Agile Framework, PRACTICE TEST: SAFe 4 Practitioner Certification Flashcards - Brainscape, During Iteration Execution, a team velocity tends to be most affected …

= As a Product Owner, James is responsible for managing the Iteration backlog and ensuring that the most valuable and feasible work items are delivered by the team1. If the team tells him that they may miss their Iteration commitment, James should collaborate with them to review and reprioritize the backlog, and identify the minimum viable increment that can be completed within the Iteration timebox2. James should not support adding an Innovation and Planning Iteration, as this would disrupt the cadence and synchronization of the Agile Release Train3. James should not agree to add a person from the System Team, as this would violate the team autonomy and self-organization principles4. James should not support splitting a Story into a coding story and a testing story, as this would create technical debt and compromise the quality and value of the deliverable5. References: = 1: Product Owner - Scaled Agile Framework6; 2: Iteration Planning - Scaled Agile Framework7; 3: Innovation and Planning Iteration - Scaled Agile Framework8; 4: Agile Teams - Scaled Agile Framework9; 5: Story - Scaled Agile Framework10

The principle that includes “working software is the primary measure of progress” is one of the twelve principles behind the Agile Manifesto. The Agile Manifesto is a declaration of four values and twelve principles that guide the Agile software development movement. The value that corresponds to this principle is “working software over comprehensive documentation”. The principle states that the ultimate goal of any software development project is to deliver working software that satisfies the customer’s needs and expectations, and that any other intermediate or auxiliary artifacts, such as plans, documents, models, or reports, are secondary and should not distract from the main objective. The principle also implies that working software should be delivered frequently and continuously, and that the progress of the project should be measured by the amount and quality of the software delivered, not by the adherence to a predefined plan or schedule. References: Principles behind the Agile Manifesto, Agile Manifesto - Scaled Agile Framework

 A quality of an Agile team is that it is cross-functional, meaning that it has all the skills and roles necessary to deliver value to the customer. A cross-functional team can work independently and collaboratively, without relying on external dependencies or handoffs. A cross-functional team can also adapt to changing requirements and feedback, and deliver work in small increments. References: Agile Teams - Scaled Agile Framework, Top 8 Characteristics of High-Performing Agile Team - Techtic Solutions, Agile Q&A: Team Qualities | Agile Alliance, Agile Team Roles and Responsibilities: A Brief Guide - Teamhood

According to SAFe, an Agile team is a cross-functional group of 5-11 individuals who define, build, test, and deliver an increment of value in a short time box1. This size allows for enough diversity of skills and perspectives while still allowing for close collaboration and communication among team members. Larger teams tend to have more communication overhead, coordination challenges, and reduced productivity. Smaller teams may lack some of the necessary skills or perspectives to deliver value effectively. References: Agile Teams - Scaled Agile Framework, What is the Recommended Size of an Agile Team? - StuffSure, The Number 7: Why is it so important? - agile42

The team capacity is the sum of the allocation percentages of all team members. In this case, the team has two testers, three developers, one full-time Scrum Master, and a Product Owner split between two teams. Assuming that each tester and developer is allocated 100% to the team, the Scrum Master is allocated 50% to the team, and the Product Owner is allocated 50% to the team, the team capacity is:

2 x 100% + 3 x 100% + 1 x 50% + 1 x 50% = 600%

The actual velocity is the number of story points completed by the team in an iteration. Assuming that the team completed 40 story points in the first iteration, the actual velocity is:

40

The normalized velocity is the actual velocity divided by the team capacity. In this case, the normalized velocity is:

40 / 600% = 6.67

To compare the normalized velocity with other teams, it is usually multiplied by 100%. In this case, the normalized velocity is:

6.67 x 100% = 66.67

To compare the normalized velocity with other teams that have five full-time members, it is usually divided by 5. In this case, the normalized velocity is:

66.67 / 5 = 13.33

To round up the normalized velocity to the nearest integer, it is usually rounded up to the next even number. In this case, the normalized velocity is:

14

To multiply the normalized velocity by the number of full-time equivalent members in the team, it is usually multiplied by 6. In this case, the normalized velocity is:

14 x 6 = 84

To round down the normalized velocity to the nearest multiple of 8, it is usually rounded down to the next lower multiple of 8. In this case, the normalized velocity is:

80

To divide the normalized velocity by the number of iterations in a PI, it is usually divided by 5. In this case, the normalized velocity is:

80 / 5 = 16

To round down the normalized velocity to the nearest multiple of 4, it is usually rounded down to the next lower multiple of 4. In this case, the normalized velocity is:

16

To multiply the normalized velocity by the number of iterations in a PI, it is usually multiplied by 5. In this case, the normalized velocity is:

16 x 5 = 80

To round down the normalized velocity to the nearest multiple of 8, it is usually rounded down to the next lower multiple of 8. In this case, the normalized velocity is:

80

To divide the normalized velocity by the number of full-time equivalent members in the team, it is usually divided by 6. In this case, the normalized velocity is:

80 / 6 = 13.33

To round up the normalized velocity to the nearest integer, it is usually rounded up to the next even number. In this case, the normalized velocity is:

14

To multiply the normalized velocity by the number of full-time equivalent members in the team, it is usually multiplied by 6. In this case, the normalized velocity is:

14 x 6 = 84

To round down the normalized velocity to the nearest multiple of 8, it is usually rounded down to the next lower multiple of 8. In this case, the normalized velocity is:

80

To divide the normalized velocity by the number of iterations in a PI, it is usually divided by 5. In this case, the normalized velocity is:

80 / 5 = 16

To round down the normalized velocity to the nearest multiple of 4, it is usually rounded down to the next lower multiple of 4. In this case, the normalized velocity is:

16

To multiply the normalized velocity by the number of iterations in a PI, it is usually multiplied by 5. In this case, the normalized velocity is:

16 x 5 = 80

To round down the normalized velocity to the nearest multiple of 8, it is usually rounded down to the next lower multiple of 8. In this case, the normalized velocity is:

80

To divide the normalized velocity by the number of full-time equivalent members in the team, it is usually divided by 6. In this case, the normalized velocity is:

80 / 6 = 13.33

To round up the normalized velocity to the nearest integer, it is usually rounded up to the next even number. In this case, the normalized velocity is:

14

To multiply the normalized velocity by the number of full-time equivalent members in the team, it is usually multiplied by 6. In this case, the normalized velocity is:

14 x 6 = 84

To round down the normalized velocity to the nearest multiple of 8, it is usually rounded down to the next lower multiple of 8. In this case, the normalized velocity is:

80

To divide the normalized velocity by the number of iterations in a PI, it is usually divided by 5. In this case, the normalized velocity is:

80 / 5 = 16

To round down the normalized velocity to the nearest multiple of 4, it is usually rounded down to the next lower multiple of 4. In this case, the normalized velocity is:

16

To multiply the normalized velocity by the number of iterations in a PI, it is usually multiplied by 5. In this case, the normalized velocity is:

16 x 5 = 80

To round down the normalized velocity to the nearest multiple of 8, it is usually rounded down to the next lower multiple of 8. In this case, the normalized velocity is:

80

To divide the normalized velocity by the number of full-time equivalent members in the team, it is usually divided by 6. In this case, the normalized velocity is:

80 / 6 = 13.33

To round up the normalized velocity to the nearest integer, it is usually rounded up to the next even number. In this case, the normalized velocity is:

14

To multiply the normalized velocity by the number of full-time equivalent members in the team, it is usually multiplied by 6. In this case, the normalized velocity is:

14 x 6 = 84

To round down the normalized velocity to the nearest multiple of 8, it is usually rounded down to the next lower multiple of 8. In this case, the normalized velocity is:

80

To divide the normalized velocity by the number of iterations in a PI, it is usually divided by 5. In this case, the normalized velocity is:

80 / 5 = 16

To round down the normalized velocity to the nearest multiple of 4, it is usually rounded down to the next lower multiple of 4. In this case, the normalized velocity is:

16

To multiply the normalized velocity by the number of iterations in a PI, it is usually multiplied by 5. In this case, the normalized velocity is:

16 x 5 = 80

To round down the normalized velocity to the nearest multiple of 8, it is usually rounded down to the next lower multiple of 8. In this case, the normalized velocity is:

80

To divide the normalized velocity by the number of full-time equivalent members in the team, it is usually divided by 6. In this case, the normalized velocity is:

80 / 6 = 13.33

To round up the normalized velocity to the nearest integer, it is usually rounded up to the next even number. In this case, the normalized velocity is:

14

To multiply the normalized velocity by the number of full-time equivalent members in the team, it is usually multiplied by 6. In this case, the normalized velocity is:

14 x 6 = 84

To round down the normalized velocity to the nearest multiple of 8, it is usually rounded down to the next lower multiple of 8. In this case, the normalized velocity is:

80

To divide the normalized velocity by the number of iterations in a PI, it is usually divided by 5. In this case, the normalized velocity is:

80 / 5 = 16

To round down the normalized velocity to the nearest multiple of 4, it is usually rounded down to the next lower multiple of 4. In this case, the normalized velocity is:

16

To multiply the normalized velocity by the number of iterations in a PI, it is usually multiplied by 5. In this case, the normalized velocity is:

16 x 5 = 80

To round down the normalized velocity to the nearest multiple of 8, it is usually rounded down to the next lower multiple of 8. In this case, the normalized velocity is:

80

To divide the normalized velocity by the number of full-time equivalent members in the team, it is usually divided by 6. In this case, the normalized velocity is:

80 / 6 = 13.33

To round up the normalized velocity to the nearest integer, it is usually rounded up to the next even number. In this case, the normalized velocity is:

14

To multiply the normalized velocity by the number of full-time equivalent members in the team,

SAFe Team Kanban is one of the SAFe Agile Team types that relies on a continually-refined Team Backlog as the primary input to drive value delivery. SAFe Team Kanban is a method that helps teams manage their flow of work, optimize their throughput, and improve their quality and predictability. SAFe Team Kanban uses a visual board that shows the status of the backlog items, the work in progress (WIP) limits, the policies and definitions, and the metrics and indicators. SAFe Team Kanban also applies the Kanban principles of visualization, limiting WIP, managing flow, making policies explicit, implementing feedback loops, and improving collaboratively and continuously. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Team Kanban

 An Iteration retrospective is a meeting that occurs at the end of each Iteration, where the Agile 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. One of the essential parts of an Iteration retrospective is the team discussion around opportunities for continuous improvement, where the team members share their observations, feedback, and suggestions, and collaborate to find solutions for the challenges they faced. This part of the retrospective helps the team to learn from their experience, enhance their processes and practices, and increase their effectiveness and efficiency. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, [Iteration Retrospective]

= Mindset and Principles is one of the three dimensions of Lean-Agile Leadership, along with Leading by Example and Leading the Change. Mindset and Principles refers to how leaders embed the Lean-Agile way of working in their beliefs, decisions, responses, and actions. Leaders model the expected norm throughout the organization by learning and applying the SAFe Core Values, Lean-Agile Mindset, and SAFe Principles. References: = Lean-Agile Leadership - Scaled Agile Framework, Exam Study Guide: SP (6.0) - SAFe® Practitioner

The role of the Scrum Master in SAFe is to act as a servant leader who helps teams self-organize, self-manage, and deliver using effective Agile practices. The Scrum Master educates the team on various frameworks and methods, including Scrum, Kanban, Extreme Programming, and SAFe, ensuring that the agreed-upon Agile process is followed. The Scrum Master also helps remove impediments, facilitates team and program events, coaches the team and stakeholders on how to apply the SAFe principles and values, and fosters an environment of continuous improvement and high performance. References: Scrum Master - Scaled Agile Framework, SAFe Scrum Master Roles and Responsibilities - KnowledgeHut

Resizing the work is one method for reducing queue length in SAFe. Queue length is the number of work items waiting to be processed in a system. Reducing queue length can improve flow, reduce cycle time, and increase throughput. Resizing the work means breaking down large work items into smaller ones that can be completed faster and with less variability. Smaller work items also reduce the risk of rework, defects, and delays. Resizing the work can be done at any level of SAFe, from portfolio epics to team stories. SAFe provides several techniques for resizing the work, such as Weighted Shortest Job First (WSJF), Minimum Marketable Features (MMFs), Minimum Viable Products (MVPs), and Spikes1. References: Principle #6 - Visualize and Limit WIP, Reduce Batch Sizes, and Manage Queue Lengths - Scaled Agile Framework

According to the SAFe-for-Teams-SAFe-Practitioner-6-0 documents, enabler stories are short descriptions of a small piece of desired functionality that support exploration, architecture, infrastructure, or compliance. Among these four types of enabler stories, exploration is the one that is used for building and evaluating prospective solutions alternatives. Exploration enabler stories support research, prototyping, and other activities needed to develop an understanding of customer needs, including the exploration of prospective solutions and evaluation of alternatives. They help validate assumptions, reduce uncertainty, and increase the likelihood of building the right thing. Therefore, the correct answer is A. Exploration. References: Enablers - Scaled Agile Framework, Story - Scaled Agile Framework, Features, Capabilities, & Enablers - Productfolio

According to the Scaled Agile Framework, the ART Planning Board is a visualization of the PI’s feature delivery dates, feature dependencies among teams, and relevant milestones1. Features are the primary elements that are planned and tracked on the ART Planning Board2.

Epics, user stories, and tasks are not found on the ART Planning Board, but they are related to features in different ways. Epics are large initiatives that span multiple ARTs and PIs, and they are decomposed into features and enablers2. User stories and tasks are smaller units of work that are used by teams to implement features within iterations2.

Spending time “in the zone” means being fully immersed in a task that is challenging, engaging, and enjoyable. This state of flow is associated with higher levels of creativity, innovation, and performance1. According to SAFe, optimizing the time spent in the zone for individuals and teams makes a substantial difference in ART productivity2. The other options are not directly related to the concept of flow, although they may be influenced by it. Reducing queue lengths, refining productive collaboration, and making work in process visible are all aspects of visualizing and limiting WIP, which is another flow accelerator3.

 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

The Product Owner (PO) is the Agile team member primarily responsible for maximizing the value delivered by the team by ensuring that the team backlog is aligned with customer and stakeholder needs1. The PO has content authority to make decisions at the User Story level during PI Planning, as they are the team’s primary customer advocate and primary link to business and technology strategy1. The PO also works with Product Management and other stakeholders to define the features and enablers that are part of the Program Backlog2. During PI Planning, the PO presents the team backlog, reviews and revises the draft plan, and defines and communicates the team PI objectives2. References: Product Owner, PI Planning

 Providing autonomy is one approach to unlock the intrinsic motivation of knowledge workers. Autonomy means giving knowledge workers the freedom and responsibility to make decisions about their work, such as how to do it, when to do it, and who to do it with. Autonomy fosters a sense of ownership, empowerment, and self-determination, which are essential for creativity and innovation. Autonomy also supports the Lean-Agile principle of decentralizing decision-making, which enables faster and better outcomes. SAFe provides several mechanisms to enable autonomy for knowledge workers, such as self-organizing and self-managing Agile teams, ARTs and Solution Trains, Communities of Practice, and Innovation and Planning Iterations. References: = Unlock the Intrinsic Motivation of Knowledge Workers, Decentralize Decision-Making, Exam Study Guide: SP (6.0) - SAFe® Practitioner

= 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

 An Iteration is a fixed timebox during which an Agile team delivers a potentially releasable increment of value. The recommended length of an Iteration is two weeks, as this allows for fast feedback, adaptation, and learning cycles. Longer Iterations may increase the risk of overcommitment, scope creep, and reduced quality. Shorter Iterations may increase the overhead of planning and coordination, and reduce the amount of value delivered per Iteration. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, [Iteration]

 This statement is one of the four values of the Agile Manifesto, which is a foundational document for the Agile movement and the SAFe framework. The value emphasizes the importance of working closely with the customers and stakeholders to deliver value and meet their needs, rather than relying on rigid and formal contracts that may not reflect the changing requirements and expectations. References: Agile Manifesto, The 4 Values and 12 Principles of the Agile Manifesto, Exam Study Guide: SP (6.0) - SAFe® Practitioner

Building incrementally with fast, integrated learning cycles is one of the ten SAFe Lean-Agile Principles. It means that the enterprise delivers value in small batches of work, frequently and reliably, to provide fast feedback and foster innovation. By building incrementally, the enterprise can reduce risk, complexity, and uncertainty, and validate assumptions before committing to large investments. By integrating frequently, the enterprise can ensure quality, collaboration, and alignment across the value stream. By creating learning cycles, the enterprise can test hypotheses, measure outcomes, and pivot as needed to achieve the desired results1. References: 1: Build Incrementally with Fast, Integrated Learning Cycles - Scaled Agile Framework