When should government technology programs be organized as Solution Trains?
D
Explanation:
According to the Solution Train article on the Scaled Agile Framework website, Solution Trains are the
organizational construct used to build large solutions that require the coordination of multiple ARTs
and suppliers. The article states that “Solution Trains form for different reasons. Some trains form
with new ARTs and Agile Teams to specifically address a large initiative, while others begin by
combining existing ARTs and teams.” Therefore, the correct answer is D, when the size and
complexity require two or more ARTs. The other options are not relevant to the definition of a
Solution Train.
When do organizations begin realizing better results when following the Implementation Roadmap?
B
Explanation:
According to the Implementation Roadmap article on the Scaled Agile Framework website,
organizations begin realizing better results when following the Implementation Roadmap as soon as
the first Program Increment (PI). The article states that “The first PI is a critical milestone. It’s the first
time the new ART delivers a fully integrated and tested increment of value. It’s also the first time the
ART demonstrates its new way of working to the enterprise and its stakeholders. The first PI is a big
deal. It’s a celebration of the new culture and the new way of working. It’s also the first time the
enterprise can see the benefits of the new approach.” Therefore, the correct answer is B, as soon as
the first Program Increment. The other options are not accurate, as the roadmap consists of more
than just steps, training, or metrics. It is a continuous journey of learning and improvement.
How does the Incremental Capability Review help streamline execution reviews?
A
Explanation:
According to the Adapting Governance Practices to Support Agility and Lean Flow of Value article on
the Scaled Agile Framework website, the Incremental Capability Review is an objective-based
progress review that replaces the traditional phase-gate reviews. The article states that “The
Incremental Capability Review (ICR) is a new governance practice that provides a more effective way
to measure progress and manage risk. It is based on the principle of objective evidence of working
systems rather than subjective opinions and documentation. The ICR is a lightweight, collaborative,
and transparent review process that aligns with the PI cadence and events. It leverages the System
Demo, Inspect and Adapt, and PI Planning to provide frequent and incremental checks of the
solution’s fitness for purpose and compliance with relevant standards and regulations.” Therefore,
the correct answer is A, it is an objective-based progress review. The other options are not accurate,
as the ICR is not the default for phase-gate reviews, it is not a document-based progress measure,
and it does not ensure manual review of processes.
What type of decision should be decentralized?
A
Explanation:
According to the Decentralize Decision-Making article on the Scaled Agile Framework website, the
type of decision that should be decentralized is the one that has a high cost of delay. The article
states that “All other decisions should be decentralized. Characteristics of these types of decisions
include: Frequent – The problems addressed by decentralized decisions are recurrent and common
(e.g., Team and Program Backlog prioritization, real-time Agile Release Train [ART] scoping, response
to defects and emerging issues). Time-critical – The cost of delay for these decisions is high, and
waiting for approval or consensus would cause significant waste or missed opportunities. Reversible
– The consequences of these decisions are not long-lasting or irreversible and can be easily changed
or corrected if needed.” Therefore, the correct answer is A, high cost of delay. The other options are
not accurate, as they are either irrelevant or better suited for centralized decisions.
What principle from the House of Lean explains the purpose of the PI Planning retrospective?
D
Explanation:
According to the House of Lean article on the Scaled Agile Framework website, the principle that
explains the purpose of the PI Planning retrospective is relentless improvement. The article states
that “Relentless improvement is a constant sense of danger combined with a paranoid desire to find
a better way. It’s a culture of organizational self-assessment, problem-solving, and action. It’s a
willingness to change before the crisis forces us to do so. It’s a commitment to relentless reflection
and a continuous learning journey.” Therefore, the correct answer is D, relentless improvement. The
other options are not accurate, as they are not the principles that directly relate to the PI Planning
retrospective. Respect for people and culture is the foundation of the House of Lean, innovation is
the roof, and flow is another principle that supports value delivery.
Which statement describes uncommitted objectives?
B
Explanation:
According to the PI Objectives article on the Scaled Agile Framework website, uncommitted
objectives are used to identify work that can be variable within the scope of a PI. The article states
that “Uncommitted objectives help improve the predictability of delivering business value since they
are not included in the team’s commitment or counted against teams in the ART predictability
measure. Uncommitted objectives are used to identify work that can be variable within the scope of
a PI. The work is planned, but the outcome is simply not certain. Teams can apply uncommitted
objectives whenever there is low confidence in meeting the objective, but include in their plan.”
Therefore, the correct answer is B, teams have low confidence they can meet the objective, but
include in their plan. The other options are not accurate, as they do not reflect the definition of
uncommitted objectives.
What are two reasons objective Milestones, like the System Demo, are useful? (Choose two.)
DE
Explanation:
According to the System Demo article on the Scaled Agile Framework website, objective milestones,
like the System Demo, are useful because they provide tangible evidence of progress and allow for
cost-effective adjustments towards an optimum solution. The article states that “The system demo
offers the ART a fact-based measure of current, system-level progress within the PI. It’s the true
measure of ART velocity and progress. Achieving this requires implementing the scalable engineering
practices necessary to support Continuous Integration across the ART.” The article also states that
“The system demo provides the opportunity to get fast feedback from the stakeholders, which is
essential for building the right solution. The feedback can be used to validate assumptions, evaluate
hypotheses, and identify potential pivots or changes in direction. The system demo also helps to
identify and resolve any integration issues, dependencies, or risks that may affect the solution’s
fitness for purpose or compliance.” Therefore, the correct answers are D, they provide tangible
evidence of progress, and E, they allow for cost-effective adjustments towards an optimum solution.
The other options are not accurate, as they are not the reasons why objective milestones are useful.
They do not necessarily allow the contracting officer to release funds for payment, satisfy phase-gate
governance processes, or satisfy a SAFe requirement.
Which three items are part of SAFe's Core Values? (Choose three.)
ABF
Explanation:
According to the Core Values article on the Scaled Agile Framework website, the three items that are
part of SAFe’s Core Values are alignment, relentless improvement, and transparency. The article
states that “The four Core Values of alignment, transparency, respect for people, and relentless
improvement represent the foundational beliefs that are key to SAFe’s effectiveness. These tenets
help guide the behaviors and actions of everyone participating in a SAFe portfolio.” Therefore, the
correct answers are A, alignment, B, relentless improvement, and F, transparency. The other options
are not accurate, as they are not the core values of SAFe. Decentralized decision-making is a
principle, not a value, of SAFe. Program execution is an outcome, not a value, of SAFe. Assume
variability is not a term used in SAFe.
In a SAFe Roadmap, which PIs are committed?
A
Explanation:
According to the Roadmap article on the Scaled Agile Framework website, in a SAFe Roadmap, only
the first PI is committed. The article states that “The committed PI shows the results of the teams’
most recent PI Planning event where they committed to event the program’s PI Objectives. The
forecast may provide the deliverables and milestones for the following two PIs.” Therefore, the
correct answer is A, the first one. The other options are not accurate, as they imply that more than
one PI is committed, which is not the case. The roadmap is a forecast, not a guarantee, of future PIs.
Toward the end of the Iteration, the Product Owner raises a red flag stating there is an additional
requirement that needs to be added to the current Iteration. The Agile Team could handle the
requirement if they work late and over the next weekend. What should the Scrum Master do?
B
Explanation:
According to the Scrum Master article on the Scaled Agile Framework website, the Scrum Master
should talk to the Product Owner, compare the new work to existing backlog priorities, and negotiate
a sustainable solution when the Product Owner raises a red flag stating there is an additional
requirement that needs to be added to the current Iteration. The article states that “The Scrum
Master helps the Product Owner manage the backlog effectively by facilitating backlog refinement
and prioritization. The Scrum Master also helps the Product Owner understand and apply the
concepts of WSJF, MVP, MMF, and other economic prioritization methods. The Scrum Master
supports the Product Owner in negotiating with stakeholders, customers, and the team to ensure
that the backlog items are clear, concise, and ready for implementation.” Therefore, the correct
answer is B, talk to the Product Owner, compare the new work to existing backlog priorities, and
negotiate a sustainable solution. The other options are not accurate, as they do not follow the Scrum
principles of self-organization, time-boxing, and delivering value. Meeting with the team and
accepting the work if they agree to work overtime (A) would violate the team’s autonomy and
sustainability. Accepting the work and extending the Iteration © would disrupt the cadence and
synchronization of the team and the ART. Refusing the new requirement (D) would ignore the
feedback and collaboration of the Product Owner and the stakeholders.
What assists with Epic evaluation and decision-making?
A
Explanation:
According to the SAFe® for Government course, strategic themes assist with epic evaluation and
decision-making. Strategic themes are specific, itemized business objectives that connect a portfolio
to the enterprise’s business strategy1. They provide guidance for the portfolio vision, budget
allocation, and the prioritization of epics1. Strategic themes help to align the portfolio with the
enterprise’s mission and vision, and to ensure that the epics deliver the most value to the customers
and stakeholders1.
Strategic themes are specific business objectives that connect a portfolio to the enterprise strategy.
They provide guidance for the portfolio vision, budget allocation, and metric selection. They also
assist with epic evaluation and decision-making by providing a context for assessing the value and
alignment of epics12
1: [Strategic Themes - Scaled Agile Framework] 2: Epic - Scaled Agile Framework
What are Business Epics in SAFe?
B
Explanation:
Business epics are large initiatives in SAFe that drive business value and typically cross the
organizational boundaries (release trains), time boundaries (Program Increments), or both1. They are
solution descriptions for the business that capture the more substantial investments that occur
within a portfolio2. Business epics directly deliver business value, while enabler epics are used to
advance the Architectural Runway to support upcoming business or technical needs2.
1: Implementation Strategies for Business Epics - Scaled Agile Framework 2: Epic - Scaled Agile
Framework
Which aspect of leading by example challenges Lean-Agile leaders to 'walk the talk' by being a role
model of desired professional and ethical behaviors by acting with honesty, integrity, and
transparency?
B
Explanation:
Authenticity is the aspect of leading by example that challenges Lean-Agile leaders to ‘walk the talk’
by being a role model of desired professional and ethical behaviors by acting with honesty, integrity,
and transparency1. Authentic leaders are genuine, self-aware, and trustworthy. They align their
actions with their words and values, and they inspire trust and respect from others2. Authenticity
helps leaders create a culture of openness, collaboration, and continuous learning in their
organizations3.
1: Lean-Agile Leadership - Scaled Agile Framework 2: What Is One Way Lean-agile Leaders Lead by
Example? - CGAA 3: Three Dimensions of Lean-Agile Leadership: A Guide for Leading Your …
What is the purpose of governance on a Lean-Agile government program?
A
Explanation:
Governance is a framework for decision-making and oversight to ensure that programs achieve the
desired mission outcomes1. It is not merely a set of constraints or compliance requirements, but a
way to align the program vision, strategy, and execution with the agency goals and
values2. Governance helps to ensure that the solutions delivered by the program are fit for purpose,
meet the user needs, and provide value to the public3.
1: Government - Adapting Governance Practices to Support Agility and Lean Flow of Value - Scaled
Agile Framework 2: Government - Scaled Agile Framework 3: Agile Government and Agile
Governance: We Need both
In addition to Program Increment (PI) Objectives and uncommitted objectives, what also must be
identified during PI Planning?
B
Explanation:
In addition to PI objectives and uncommitted objectives, program risks must also be identified during
PI planning1. Program risks are the uncertainties or impediments that may affect the ART’s ability to
deliver value in the PI2. Identifying and managing program risks is a collaborative activity that
involves all the teams and stakeholders in the ART. The program risks are captured in the program
risks board, which is a visual tool that helps prioritize and track the resolution of the risks3.
1: PI Planning - Scaled Agile Framework 2: Program Risks - Scaled Agile Framework 3: Program Risks
Board - Scaled Agile Framework