In the first step of SAFe's Continuous Delivery Pipeline, Product Owners and Product Managers do
what activity?
D
Explanation:
Hypothesizing what would create value for customers is the main activity of Product Owners and
Product Managers in the first step of SAFe’s Continuous Delivery Pipeline, which is Continuous
Exploration (CE)12. In CE, they use design thinking to understand the market problem or customer
need and the solution required to meet that need12. They start with a hypothesis of something that
will provide value to customers, such as a new feature, capability, or enhancement12. They then
validate or invalidate their hypothesis through experimentation, feedback, and learning12.
Some additional information that might be helpful for you are:
•
The other options (A, B, and C) are not the main activity of Product Owners and Product
Managers in the first step of SAFe’s Continuous Delivery Pipeline, but rather activities that may occur
in other steps or roles.
•
Ensuring the Architecture team has sufficient capacity is an activity that may occur in the
second step of SAFe’s Continuous Delivery Pipeline, which is Continuous Integration (CI)12. In CI, the
Architecture team works with the Development teams to ensure the technical quality and integrity
of the solution12.
•
Negotiating Supplier contracts is an activity that may occur in the fourth step of SAFe’s
Continuous Delivery Pipeline, which is Release on Demand12. In Release on Demand, the Solution
Management team works with the Suppliers to coordinate the release of the solution components
that are provided by them12.
•
Prioritizing the Team Backlog is an activity that occurs in the Program Increment (PI) Planning
event, which is part of the Agile Product Delivery competency3. In PI Planning, the Product Owner
works with the Development team and other stakeholders to define, prioritize, and estimate the
work items for the upcoming PI3.
Which Product Owner responsibility supports the team with value delivery?
D
Explanation:
Fostering Built-in Quality is a Product Owner responsibility that supports the team with value
delivery. Built-in Quality is one of the four core values of SAFe® and it means that every aspect of the
solution is continuously verified for quality1. The Product Owner fosters Built-in Quality in the
following ways:
•
Collaborating with the Development team and other stakeholders to define clear and
testable acceptance criteria for each work item2.
•
Participating in team events such as Iteration Planning, Backlog Refinement, and Iteration
Review to provide feedback and guidance on the quality of the work2.
•
Reviewing and approving the work items that meet the Definition of Done and the
acceptance criteria2.
•
Encouraging the team to apply Agile testing practices such as Test-First, Test-Driven
Development, and Behavior-Driven Development3.
•
Supporting the team’s continuous integration and continuous delivery practices to ensure
fast and frequent feedback on the quality of the solution3.
Some additional information that might be helpful for you are:
•
The other options (A, B, and C) are not Product Owner responsibilities that support the team
with value delivery, but rather responsibilities that belong to other roles or activities.
•
Understanding market forces is a responsibility of Product Management, who is accountable
for the market and business aspects of the solution4.
•
Supporting the Architectural Runway is a responsibility of System Architects/Engineers, who
provide technical guidance and enablement to the teams.
•
Testing benefit hypotheses is an activity that occurs in the Continuous Exploration step of the
Continuous Delivery Pipeline, where Product Owners and Product Managers collaborate to validate
their assumptions about the customer and the solution.
What is the primary purpose of PO Sync?
A
Explanation:
The primary purpose of PO Sync is to assess progress of the Program Increment (PI) and adjust scope
and priority as needed12. PO Sync is a regular event that involves the Product Owners from all the
Agile teams in an Agile Release Train (ART)12. In PO Sync, they share the status of their work, identify
dependencies, risks, and impediments, and align on the product vision and roadmap12. PO Sync
helps to ensure that the ART delivers value to the customers and meets the PI objectives12.
Some additional information that might be helpful for you are:
•
The other options (B, C, and D) are not the primary purpose of PO Sync, but rather purposes
of other events or activities.
•
Building PI Objectives and improving alignment is the purpose of PI Planning, which is a two-
day event that occurs at the beginning of each PI3. In PI Planning, all the members of the ART
collaborate to define, prioritize, and plan the work for the next PI3.
•
Aligning with Coach Sync participants on the status of the PI is the purpose of Scrum of
Scrums (SoS), which is a regular event that involves the Scrum Masters from all the Agile teams in an
ART4. In SoS, they coordinate and synchronize the work of the teams, resolve cross-team
impediments, and report the progress and risks to the RTE4.
•
Conducting backlog refinement is an activity that occurs throughout the PI, where the
Product Owner and the Development team review and update the Team Backlog to prepare for the
upcoming Iterations. Backlog refinement helps to ensure that the work items are clear, feasible, and
valuable
What are the minimum requirements for a Feature?
B
Explanation:
The minimum requirements for a feature are a name, a benefit hypothesis, and acceptance
criteria12. A name is a brief and descriptive phrase that summarizes the feature. A benefit
hypothesis is a statement that describes the expected outcome and value of the feature for the
customer or user. Acceptance criteria are a set of conditions that the feature must satisfy to be
accepted by the customer or stakeholder12.
Some additional information that might be helpful for you are:
•
The other options (A, C, and D) are not the minimum requirements for a feature, but rather
additional or optional elements that may be included in the feature definition.
•
Data models are representations of the data structures and relationships that the feature
requires or affects. Data models are not mandatory for a feature, but they may be useful for complex
or data-intensive features3.
•
Priority is the relative importance or urgency of a feature compared to other features.
Priority is not a requirement for a feature, but it is a factor that influences the feature selection and
sequencing4.
•
Non-functional requirements (NFRs) are system qualities that guide the design of the
solution and often serve as constraints across the relevant backlogs. NFRs are not specific to a
feature, but they may affect the feature implementation or testing5.
•
Architecture is the design and structure of the system that supports the solution.
Architecture is not a requirement for a feature, but it is an enabler that facilitates the feature
delivery.
Which role does Product Management work with to prioritize Enablers?
A
Explanation:
Product Management works with System Architect to prioritize Enablers, which are backlog items
that extend the architectural runway of the solution under development or improve the performance
of the development value stream1. System Architect provides technical guidance and enablement to
the Agile Release Trains (ARTs) and helps identify and define the enablers needed to support the
features and capabilities2. In collaboration with System Architect, Product Management negotiates
capacity allocations that balance the concentration of business and enabler features in the ART
backlog3.
Some additional information that might be helpful for you are:
•
The other options (B, C, and D) are not the role that Product Management works with to
prioritize Enablers, but rather roles that have different responsibilities or collaborations with Product
Management.
•
Development Manager is a role that supports the Development teams in building quality
solutions and fosters a culture of technical excellence and innovation4. Development Manager may
work with Product Management to provide feedback on the feasibility and effort of the features and
enablers, but not to prioritize them.
•
Product Owner is a role that represents the customer and stakeholders to the Development
team and defines and accepts the work items in the Team Backlog. Product Owner may work with
Product Management to align on the product vision and roadmap and to decompose the features
and enablers into stories, but not to prioritize them.
•
Solution Management is a role that is responsible for defining and delivering complex
solutions that require multiple ARTs and Solution Trains. Solution Management may work with
Product Management to coordinate the dependencies and interfaces between the solutions and the
products, but not to prioritize the enablers.
What system delivers a product or service to a Customer?
B
Explanation:
An Operational Value Stream (OVS) is the sequence of activities needed to deliver a product or
service to a customer1. Examples include manufacturing a product, fulfilling an order, admitting and
treating a medical patient, providing a loan, or delivering a professional service1. An OVS is the
system that delivers value to the customer and generates revenue for the enterprise2. In SAFe®,
OVSs are the primary focus of the Customer Centricity competency, which aims to understand and
meet the needs and expectations of the customer3.
Some additional information that might be helpful for you are:
•
The other options (A, C, and D) are not systems that deliver a product or service to a
customer, but rather systems or concepts that support or enable the delivery of value.
•
A Kanban System is a method of visualizing and managing the flow of work in a value
stream4. A Kanban System can be applied to any type of value stream, whether operational or
developmental, to improve efficiency, quality, and predictability4.
•
A Development Value Stream (DVS) is the sequence of activities needed to convert a
business hypothesis into a digitally-enabled solution that delivers customer value. A DVS is the
system that develops and supports the solutions used by the OVSs. In SAFe®, DVSs are the primary
focus of the Agile Product Delivery competency, which aims to continuously explore, integrate,
deploy, and release value.
•
A Dual Operating System is a concept proposed by John Kotter that describes the need for
organizations to balance the traditional hierarchical structure with a more agile and networked
structure. A Dual Operating System enables organizations to exploit their existing capabilities while
exploring new opportunities for innovation and growth. In SAFe®, a Dual Operating System is
achieved by applying the Lean-Agile Leadership competency, which fosters a culture of learning and
empowerment.
What increases the effectiveness of System Demos?
D
Explanation:
Considering how and what to demo during Iteration Planning increases the effectiveness of System
Demos, which are events that provide an integrated view of new features delivered by the Agile
Release Train (ART) in each Iteration12. By thinking ahead of how and what to demo, the teams can:
•
Align on the product vision and roadmap and ensure that the work items are aligned with
the customer value and the PI objectives12.
•
Define clear and testable acceptance criteria for each work item and plan how to verify them
in the demo12.
•
Identify and resolve any dependencies, risks, or impediments that may affect the demo12.
•
Prepare the demo environment and the necessary tools and data to support the demo12.
•
Practice the demo and rehearse the script and the roles of the presenters12.
Some additional information that might be helpful for you are:
•
The other options (A, B, and C) are not actions that increase the effectiveness of System
Demos, but rather actions that may reduce it.
•
Spending a lot of time preparing for the demo may not be effective, as it may take away time
and focus from the actual development and testing of the work items. Instead, the teams should aim
for continuous integration and built-in quality practices that enable them to demo the work items as
soon as they are done12.
•
Limiting team attendance to minimize disruptions to the team may not be effective, as it
may reduce the feedback and collaboration opportunities that the demo provides. Instead, the
teams should invite and engage all the relevant stakeholders, such as Business Owners, executive
sponsors, other Agile Teams, development management, and customers, to the demo12.
•
Focusing on team-level metrics may not be effective, as it may not reflect the true value and
progress of the integrated work across the ART. Instead, the teams should focus on system-level
metrics, such as PI objectives, solution quality, and customer satisfaction, to evaluate the outcome
and impact of the demo12.
What is one influence on Solution and PI Roadmaps?
C
Explanation:
Market dynamics are one of the influences on Solution and PI Roadmaps, which are visual tools that
forecast and communicate the planned deliverables, milestones, and investments over a time
horizon12. Market dynamics are the external factors that affect the demand and supply of a product
or service in the market, such as customer needs, competitor actions, regulatory changes,
technological trends, and economic conditions3. Market dynamics influence Solution and PI
Roadmaps in the following ways:
•
They help identify the market problems or opportunities that the solution aims to address or
capture12.
•
They help prioritize the features and capabilities that deliver the most value to the customers
and stakeholders12.
•
They help align the solution delivery with the market rhythms and events, which are the
periodic or one-time occurrences that have a significant impact on the solution adoption or
performance12.
•
They help validate the assumptions and hypotheses about the customer and the solution
through feedback and learning12.
Some additional information that might be helpful for you are:
•
The other options (A, B, and D) are not influences on Solution and PI Roadmaps, but rather
elements or outcomes of the roadmaps.
•
Value Streams are the primary constructs for understanding, organizing, and delivering value
to the customer. Value Streams are the basis for defining the solution vision, strategy, and roadmap4.
•
Customer-centric Features are the work items that represent the benefits or outcomes that
the solution provides to the customer or user. Customer-centric Features are the main content of the
Solution and PI Roadmaps5.
•
ART capacity is the amount of work that an Agile Release Train (ART) can handle in a Program
Increment (PI). ART capacity is a factor that determines the feasibility and scope of the Solution and
PI Roadmaps.
What unit of time is used on Solution Roadmaps?
C
Explanation:
Program Increments (PIs) are the unit of time used on Solution Roadmaps, which are visual tools
that forecast and communicate the planned deliverables, milestones, and investments over a time
horizon12. PIs are fixed-length timeboxes, typically 8 to 12 weeks long, that provide a regular and
predictable planning cadence for the Agile Release Trains (ARTs) and Solution Trains3. PIs are used on
Solution Roadmaps to:
•
Align the solution delivery with the PI objectives, which are the SMART goals that define the
expected outcomes and benefits for each ART and Solution Train in a PI3.
•
Coordinate the dependencies and interfaces between the ARTs and Solution Trains that
contribute to the solution3.
•
Provide a near-term forecast of the features and capabilities that will be delivered in the next
two to three PIs12.
•
Incorporate feedback and learning from the previous PIs and adjust the scope and priority of
the work items as needed12.
Some additional information that might be helpful for you are:
•
The other options (A, B, and D) are not the unit of time used on Solution Roadmaps, but
rather units of time that may be used for other purposes or in other contexts.
•
Iterations are fixed-length timeboxes, typically one or two weeks long, that provide a regular
and predictable development cadence for the Agile Teams4. Iterations are used to plan, execute, and
demo the work items in the Team Backlog4.
•
Years are a unit of time that may be used to provide a high-level overview of the roadmap,
outlining major milestones, goals, and initiatives that are planned over multiple years2. Years are not
used to plan or forecast the solution delivery in detail, as they are too long and uncertain for Agile
planning2.
•
Days are a unit of time that may be used to estimate the effort or duration of a work item or
a task5. Days are not used to schedule or forecast the solution delivery on the roadmap, as they are
too granular and variable for Agile planning5.
What is essential when communicating the Vision?
C
Explanation:
The vision is a description of the future state of the solution under development, reflecting customer
and stakeholder needs, as well as the features and capabilities proposed to meet those needs1.
Communicating the vision effectively is essential for creating a shared understanding of the
program’s goals and objectives, especially as they evolve due to changing market needs and business
drivers1. One of the key aspects of communicating the vision is to establish the importance of Lean
budget Guardrails, which are policies and practices that ensure the financial integrity and economic
viability of the solution2. Lean budget Guardrails provide the boundaries and context for the solution
development, enabling decentralized decision-making and empowering teams to operate
autonomously within the agreed-upon funding2. By communicating the importance of Lean budget
Guardrails, the vision helps align the teams with the strategic themes and portfolio priorities, as well
as foster a culture of innovation and learning2.
Reference: 1 Vision - Scaled Agile Framework, 2 Lean Budgets - Scaled Agile Framework
Which statement describes a mitigated ART PI Risk?
C
Explanation:
A mitigated ART PI Risk is one that has an agreed-upon plan for alleviation, which may involve
changing the scope, schedule, or resources of the PI. This reduces the impact or likelihood of the risk,
but does not eliminate it completely
In a 12-week PI, how often does the Innovation and Planning (IP) Iteration occur?
A
Explanation:
The Innovation and Planning (IP) Iteration is a unique, dedicated iteration that occurs every Program
Increment (PI). A PI is a timebox of 8 to 12 weeks, during which an Agile Release Train (ART) delivers
incremental value in the form of working, tested software and systems. Therefore, in a 12-week PI,
the IP Iteration occurs every quarter
What is a pattern for splitting Features into Stories?
B
Explanation:
A pattern for splitting Features into Stories is to use variations in data, which means identifying
different types of data that the feature can handle and creating a story for each type. For example, a
feature that allows users to upload files can be split into stories for different file formats, sizes, or
sources. This way, the stories are independent, testable, and valuable12
Reference:
•
Story - Scaled Agile Framework
•
User stories splitting by data variations and interfaces
What is one method for designing the end-to-end Customer experience?
A
Explanation:
Journey mapping is one method for designing the end-to-end customer experience. It is a visual
representation of the steps, emotions, and pain points that a customer goes through when
interacting with a product or service. It helps to identify the customer needs, expectations, and
goals, as well as the gaps and opportunities for improvement in the current experience. Journey
mapping also helps to align the stakeholders on the customer perspective and prioritize the features
and solutions that will deliver the most value and satisfaction123
Reference:
•
The expanding role of design in creating an end-to-end customer experience
•
End to End Customer Experience: Know and Control its 3 Elements - HEFLO BPM
•
How Design thinking Can Shape end to end Customer Experience
What is one method to establish a team's velocity?
C
Explanation:
One method to establish a team’s velocity is to compare the average story points completed
throughout the previous iterations. This gives an indication of how much work the team can
realistically deliver in a given time frame, based on their past performance. To calculate the team’s
velocity, you can use the following formula: Team velocity = total story points completed / number of
iterations. You can also use various charts and tools to visualize the team’s velocity and track its
progress over time1234
Reference:
•
Velocity in Scrum: How to Measure and Improve Performance - Atlassian
•
Discover the Concept of Team Velocity - OpenClassrooms
•
A Word on Velocity - LeadingAgile
•
Increasing Your Scrum Team’s Velocity — ClearlyAgile