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SAFe Program Consultant (SPC) 5 > Leading SAFe > Flashcards

Leading SAFe Flashcards

1
Q

SAFe 5 for Lean Enterprises is defined as:

A. A knowledge base of proven, integrated principles, practices, and competencies for achieving Business Agility by implementing Lean, Agile, and DevOps at scale.

B. A methodology with clearly defined processes for creating high-quality software.

C. A software development methodology built upon agile values, principles, and practices, and its goal is to allow small to mid-sized teams to produce high-quality software and adapt to evolving and changing requirements.

D. A lean production model which identifies the main factors that must be perfected to create an efficient and effective business system.

A

A. A knowledge base of proven, integrated principles, practices, and competencies for achieving Business Agility by implementing Lean, Agile, and DevOps at scale.

A methodology with clearly defined processes for creating high-quality software is the Software Development Life Cycle. A software development methodology built upon agile values, principles, and practices, and its goal is to allow small to mid-sized teams to produce high-quality software and adapt to evolving and changing requirements is Extreme Programming (XP). A practice that may be utilized on Agile teams within SAFe programs but not the all encompassing definition of SAFe. A lean production model which identifies the main factors that must be perfected to create an efficient and effective business system is the house of lean and again a lean tool that may be utilized in SAFe.

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2
Q

Which of the following is NOT an expected benefit of SAFe?

A. 30% happier, more motivated employees

B. 50% faster time-to-market

C. 35% increase in productivity

D. 50% better actuals to plan

A

D. 50% better actuals to plan

Actuals to plan is not a SAFe focus point, this is a waterfall focus. SAFe’s primary goal is to produce working software. SAFe enables:

happier, more motivated employees
faster time-to-market
increase in productivity
defect reduction

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3
Q

What are the 4 SAFe configurations?

A. Essential, System, Program, Full

B. Sprint, Release, Program, Full

C. Scrum, Team of Teams, Solution, Program

D. Essential, Large Solution, Portfolio, Full

A

D. Essential, Large Solution, Portfolio, Full

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4
Q

For businesses to thrive in the digital age and achieve business agility, they need a dual operating system that focuses on which 2:

A. Speed of development (Innovative Tools/Value Chains)

B. Speed of innovation (Customer Centricity/Value Stream Network)

C. Efficiency and Stability (Functional hierarchy)

D. Organizational Alignment (Dedicated small teams)

A

B + C

B. Speed of innovation (Customer Centricity/Value Stream Network)

C. Efficiency and Stability (Functional hierarchy)

The SAFe approach to addressing the challenge of digital transformation is the ‘dual operating system’, one that leverages the stability and resources of the existing organizational hierarchy while implementing a value stream network that leverages the entrepreneurial drive still present in every organization. By organizing and reorganizing the enterprise around the flow of value instead of the traditional organizational silos, SAFe restores the second (network) operating system. It allows organizations to focus on both the innovation and growth of new ideas as well as the execution, delivery, operation, and support of existing solutions.

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5
Q

What is Business Agility?

A. A customer-centric approach to defining, building, and releasing a continuous flow of valuable products and services to customer and users.

B. The ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative business Solutions.

C. Applying Lean-Agile principles and practices to the specification, development, deployment, operation, and evolution of the world’s largest and most sophisticated systems.

D. How Lean-thinking people and Agile Teams optimize their business processes, evolve strategy with clear and decisive new commitments, and quickly adapt the organization as needed to capitalize on new opportunities.

A

B. The ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative business Solutions.

A customer-centric approach to defining, building, and releasing a continuous flow of valuable products and services to customer and users is Agile Product Delivery. Applying Lean-Agile principles and practices to the specification, development, deployment, operation, and evolution of the world’s largest and most sophisticated systems is Enterprise Solution Delivery. How Lean-thinking people and Agile Teams optimize their business processes, evolve strategy with clear and decisive new commitments, and quickly adapt the organization as needed to capitalize on new opportunities is Organizational Agility.

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6
Q

Which of the following is NOT necessary for Business Agility?

A. Technical Agility

B. Threat of digital disruption

C. Business-level commitment to product

D. Value Stream thinking

E. Everyone involved using lean and agile practices

A

B. Threat of digital disruption.

Most of the leaders in traditional organizations are well aware of the threat of digital disruption, and yet many fail to make the transition to take their place in the next economy. So the threat of digital disruption is not enough to drive business agility. Business agility requires technical agility and a business-level commitment to product and Value Stream thinking, a business-level commitment to product and value stream thinking. For a business to be agile everyone involved must be using lean and agile practices.

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7
Q

What is Enterprise Solution Delivery?

A. A customer-centric approach to defining, building, and releasing a continuous flow of valuable products and services to customer and users.

B. The ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative business Solutions.

C. Applying Lean-Agile principles and practices to the specification, development, deployment, operation, and evolution of the world’s largest and most sophisticated systems.

D. How Lean-thinking people and Agile Teams optimize their business processes, evolve strategy with clear and decisive new commitments, and quickly adapt the organization as needed to capitalize on new opportunities.

A

C. Applying Lean-Agile principles and practices to the specification, development, deployment, operation, and evolution of the world’s largest and most sophisticated systems.

The ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative business Solutions is Business Agility. A customer-centric approach to defining, building, and releasing a continuous flow of valuable products and services to customer and users is Agile Product Delivery. How Lean-thinking people and Agile Teams optimize their business processes, evolve strategy with clear and decisive new commitments, and quickly adapt the organization as needed to capitalize on new opportunities is Organizational Agility.

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8
Q

How many core competencies are in Business Agility?

A. 7

B. 9

C. 11

D. 12

A

A. 7 (Hint: “TALL CEO”)

Team and Technical Agility
Agile Product Delivery
Lean-Agile Leadership
Lean Portfolio Management
Continuous Learning Culture
Enterprise Solution Delivery
Organizational Agility
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9
Q

Why is Program Increment (PI) Planning itself considered a short-term win?

A. It emphasizes the importance of having an Architectural Runway

B. It creates a clear commitment to goals

C. It improves the Inspect and Adapt process

D. It requires delivery of new functionality to users far more frequently than previous processes could

A

B. It creates a clear commitment to goals

The Agile Architecture framework in SAFe emphasizes the importance of having an Architectural Runway. 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 continuous delivery pipeline delivers of new functionality to users far more frequently than previous processes could.

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10
Q

What are 2 responsibilities of a Lean-Agile Center of Excellence (LACE)?

A. To implement a new organizational structure

B. To lead Inspect and Adapts (I&A) events

C. To foster SAFe communities of practice

D. To coordinate portfolio-level events

E. To help establish relentless improvement

A

C & E

C. To foster SAFe communities of practice
E. To help establish relentless improvement

The Lean-Agile Center of Excellence (LACE) is a small team of people dedicated to implementing the SAFe Lean-Agile way of working. Creating a LACE is often one of the key differentiators between companies practicing Agile in name only and those fully committed to adopting Lean-Agile practices and getting the best business outcomes. The LACE is the third element of the ‘sufficiently powerful guiding coalition’ for change. The I&A is typically led by the RTE. The LPM coordinates portfolio-level events. Leadership implements any new organizational structure.

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11
Q

What is Agile Product Delivery?

A. A customer-centric approach to defining, building, and releasing a continuous flow of valuable products and services to customer and users.

B. The ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative business Solutions.

C. Applying Lean-Agile principles and practices to the specification, development, deployment, operation, and evolution of the world’s largest and most sophisticated systems.

D. How Lean-thinking people and Agile Teams optimize their business processes, evolve strategy with clear and decisive new commitments, and quickly adapt the organization as needed to capitalize on new opportunities.

A

A. A customer-centric approach to defining, building, and releasing a continuous flow of valuable products and services to customer and users.

The ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative business Solutions is Business Agility. Applying Lean-Agile principles and practices to the specification, development, deployment, operation, and evolution of the world’s largest and most sophisticated systems is Enterprise Solution Delivery. How Lean-thinking people and Agile Teams optimize their business processes, evolve strategy with clear and decisive new commitments, and quickly adapt the organization as needed to capitalize on new opportunities is Organizational Agility.

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12
Q

What is Team and Technical Agility?

A. A set of values and practices that encourage individuals—and the enterprise as a whole—to continually increase knowledge, competence, performance, and innovation.

B. Often referred to as the cornerstone competency of Business Agility, the critical skills and Lean-Agile principles and practices that high-performing Agile teams and Teams of Agile teams use to create high-quality solutions for their customers.

C. Applying Lean-Agile principles and practices to the specification, development, deployment, operation, and evolution of the world’s largest and most sophisticated systems.

D. A customer-centric approach to defining, building, and releasing a continuous flow of valuable products and services to customer and users

A

B. Often referred to as the cornerstone competency of Business Agility, the critical skills and Lean-Agile principles and practices that high-performing Agile teams and Teams of Agile teams use to create high-quality solutions for their customers.

A set of values and practices that encourage individuals—and the enterprise as a whole—to continually increase knowledge, competence, performance, and innovation is Continuous Learning Culture competency. Applying Lean-Agile principles and practices to the specification, development, deployment, operation, and evolution of the world’s largest and most sophisticated systems is Enterprise Solution Delivery. A customer-centric approach to defining, building, and releasing a continuous flow of valuable products and services to customer and users is Agile Product Delivery.

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13
Q

What is Organizational Agility?

A. A set of values and practices that encourage individuals—and the enterprise as a whole—to continually increase knowledge, competence, performance, and innovation.

B. Often referred to as the cornerstone competency of Business Agility, the critical skills and Lean-Agile principles and practices that high-performing Agile teams and Teams of Agile teams use to create high-quality solutions for their customers.

C. Applying Lean-Agile principles and practices to the specification, development, deployment, operation, and evolution of the world’s largest and most sophisticated systems.

D. How Lean-thinking people and Agile Teams optimize their business processes, evolve strategy with clear and decisive new commitments, and quickly adapt the organization as needed to capitalize on new opportunities.

A

D. How Lean-thinking people and Agile Teams optimize their business processes, evolve strategy with clear and decisive new commitments, and quickly adapt the organization as needed to capitalize on new opportunities.

A set of values and practices that encourage individuals—and the enterprise as a whole—to continually increase knowledge, competence, performance, and innovation is Continuous Learning Culture competency. Often referred to as the cornerstone competency of Business Agility, the critical skills and Lean-Agile principles and practices that high-performing Agile teams and Teams of Agile teams use to create high-quality solutions for their customers is Team and Technical Agility. Applying Lean-Agile principles and practices to the specification, development, deployment, operation, and evolution of the world’s largest and most sophisticated systems is Enterprise Solution Delivery.

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14
Q

What is Lean Portfolio Management?

A. A set of values and practices that encourage individuals—and the enterprise as a whole—to continually increase knowledge, competence, performance, and innovation.

B. Often referred to as the cornerstone competency of Business Agility, the critical skills and Lean-Agile principles and practices that high-performing Agile teams and Teams of Agile teams use to create high-quality solutions for their customers.

C. Aligns strategy and execution by applying Lean and systems thinking approaches to strategy and investment funding, Agile portfolio operations, and governance.

D. How Lean-thinking people and Agile Teams optimize their business processes, evolve strategy with clear and decisive new commitments, and quickly adapt the organization as needed to capitalize on new opportunities.

A

C. Aligns strategy and execution by applying Lean and systems thinking approaches to strategy and investment funding, Agile portfolio operations, and governance.

A set of values and practices that encourage individuals—and the enterprise as a whole—to continually increase knowledge, competence, performance, and innovation is Continuous Learning Culture competency. Often referred to as the cornerstone competency of Business Agility, the critical skills and Lean-Agile principles and practices that high-performing Agile teams and Teams of Agile teams use to create high-quality solutions for their customers is Team and Technical Agility. How Lean-thinking people and Agile Teams optimize their business processes, evolve strategy with clear and decisive new commitments, and quickly adapt the organization as needed to capitalize on new opportunities Organizational Agility.

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15
Q

What is Continuous Learning Culture?

A. A set of values and practices that encourage individuals—and the enterprise as a whole—to continually increase knowledge, competence, performance, and innovation.

B. Often referred to as the cornerstone competency of Business Agility, the critical skills and Lean-Agile principles and practices that high-performing Agile teams and Teams of Agile teams use to create high-quality solutions for their customers.

C. Aligns strategy and execution by applying Lean and systems thinking approaches to strategy and investment funding, Agile portfolio operations, and governance.

D. Lean-Agile Leaders drive and sustain organizational change and operational excellence by empowering individuals and teams to reach their highest potential.

A

A. A set of values and practices that encourage individuals—and the enterprise as a whole—to continually increase knowledge, competence, performance, and innovation.

Often referred to as the cornerstone competency of Business Agility, the critical skills and Lean-Agile principles and practices that high-performing Agile teams and Teams of Agile teams use to create high-quality solutions for their customers is Team and Technical Agility. Aligns strategy and execution by applying Lean and systems thinking approaches to strategy and investment funding, Agile portfolio operations, and governance is Lean Portfolio Management. Lean-Agile Leaders drive and sustain organizational change and operational excellence by empowering individuals and teams to reach their highest potential is Lean-Agile Leadership.

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16
Q

What is Lean-Agile Leadership?

A. A set of values and practices that encourage individuals—and the enterprise as a whole—to continually increase knowledge, competence, performance, and innovation.

B. Often referred to as the cornerstone competency of Business Agility, the critical skills and Lean-Agile principles and practices that high-performing Agile teams and Teams of Agile teams use to create high-quality solutions for their customers.

C. Aligns strategy and execution by applying Lean and systems thinking approaches to strategy and investment funding, Agile portfolio operations, and governance.

D. Lean-Agile Leaders drive and sustain organizational change and operational excellence by empowering individuals and teams to reach their highest potential.

A

D. Lean-Agile Leaders drive and sustain organizational change and operational excellence by empowering individuals and teams to reach their highest potential.

A set of values and practices that encourage individuals—and the enterprise as a whole—to continually increase knowledge, competence, performance, and innovation. is Continuous Learning Culture. Often referred to as the cornerstone competency of Business Agility, the critical skills and Lean-Agile principles and practices that high-performing Agile teams and Teams of Agile teams use to create high-quality solutions for their customers is Team and Technical Agility. Aligns strategy and execution by applying Lean and systems thinking approaches to strategy and investment funding, Agile portfolio operations, and governance is Lean Portfolio Management.

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17
Q

Which core competency is “lean system and solution engineering” (applying lean system engineering practices to build really big systems) a dimension of?

A. Team and Technical Agility

B. Agile Product Delivery

C. Lean-Agile Leadership

D. Lean Portfolio Management

E. Continuous Learning Culture

F. Enterprise Solution Delivery

G. Organizational Agility

A

F. Enterprise Solution Delivery (ESD)

The 3 dimensions of Enterprise Solution Delivery are:

  1. Lean System and Solution Engineering (Apply Lean system engineering practices to build really big systems
  2. Coordinate trains and suppliers (coordinate and align the full supply chain)
  3. Continually evolve live systems (continue to enhance value after release)
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18
Q

Which core competency is “Coordinate trains and suppliers” (coordinate and align the full supply chain) a dimension of?

A. Team and Technical Agility

B. Agile Product Delivery

C. Lean-Agile Leadership

D. Lean Portfolio Management

E. Continuous Learning Culture

F. Enterprise Solution Delivery

G. Organizational Agility

A

F. Enterprise Solution Delivery (ESD)

The 3 dimensions of Enterprise Solution Delivery are:

  1. Lean System and Solution Engineering (Apply Lean system engineering practices to build really big systems
  2. Coordinate trains and suppliers (coordinate and align the full supply chain)
  3. Continually evolve live systems (continue to enhance value after release)
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19
Q

Which core competency is “Customer Centricity and Design Thinking” (customer is the center of your product strategy) a dimension of?

A. Team and Technical Agility

B. Agile Product Delivery

C. Lean-Agile Leadership

D. Lean Portfolio Management

E. Continuous Learning Culture

F. Enterprise Solution Delivery

G. Organizational Agility

A

B. Agile Product Delivery (APD)

The 3 dimensions of Agile Product Delivery are:

  1. Customer Centricity and Design Thinking (customer is the center of your product strategy)
  2. Develop on Cadence and Release on Demand (Decouple the release of value from the development cadence)
  3. Devops and the Continuous Delivery Pipeline (continuously explore, integrate, deploy, and release)
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20
Q

Which core competency is “Continually evolve live systems” (continue to enhance value after release) a dimension of?

A. Team and Technical Agility

B. Agile Product Delivery

C. Lean-Agile Leadership

D. Lean Portfolio Management

E. Continuous Learning Culture

F. Enterprise Solution Delivery

G. Organizational Agility

A

F. Enterprise Solution Delivery (ESD)

The 3 dimensions of Enterprise Solution Delivery are:

  1. Lean System and Solution Engineering (apply lean system engineering practices to build really big systems)
  2. Coordinate trains and suppliers (coordinate and align the full supply chain)
  3. Continually evolve live systems (continue to enhance value after release)
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21
Q

Which core competency is “Develop on Cadence and Release on Demand” (Decouple the release of value from the development cadence) a dimension of?

A. Team and Technical Agility

B. Agile Product Delivery

C. Lean-Agile Leadership

D. Lean Portfolio Management

E. Continuous Learning Culture

F. Enterprise Solution Delivery

G. Organizational Agility

A

B. Agile Product Delivery (APD)

The 3 dimensions of Agile Product Delivery are:

  1. Customer Centricity and Design Thinking (customer is the center of your product strategy)
  2. Develop on Cadence and Release on Demand (Decouple the release of value from the development cadence)
  3. Devops and the Continuous Delivery Pipeline (continuously explore, integrate, deploy, and release)
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22
Q

Which core competency is “Devops and the Continuous Delivery Pipeline” (continuously explore, integrate, deploy, and release) a dimension of?

A. Team and Technical Agility

B. Agile Product Delivery

C. Lean-Agile Leadership

D. Lean Portfolio Management

E. Continuous Learning Culture

F. Enterprise Solution Delivery

G. Organizational Agility

A

B. Agile Product Delivery (APD)

The 3 dimensions of Agile Product Delivery are:

  1. Customer Centricity and Design Thinking (customer is the center of your product strategy)
  2. Develop on Cadence and Release on Demand (Decouple the release of value from the development cadence)
  3. Devops and the Continuous Delivery Pipeline (continuously explore, integrate, deploy, and release)
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23
Q

Which core competency is “Agile Teams” (high-performing, cross functional teams) a dimension of?

A. Team and Technical Agility

B. Agile Product Delivery

C. Lean-Agile Leadership

D. Lean Portfolio Management

E. Continuous Learning Culture

F. Enterprise Solution Delivery

G. Organizational Agility

A

A. Team and Technical Agility

The 3 dimensions of Team and Technical Agility are:

  1. Agile Teams (high-performing, cross-functional teams)
  2. Teams of Teams (Teams of business and technical teams build solution)
  3. Built-In Quality (quality business solutions delight customers)
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24
Q

Which core competency is “Teams of Teams” (Teams of business and technical teams build solution) a dimension of?

A. Team and Technical Agility

B. Agile Product Delivery

C. Lean-Agile Leadership

D. Lean Portfolio Management

E. Continuous Learning Culture

F. Enterprise Solution Delivery

A

A. Team and Technical Agility

The 3 dimensions of Team and Technical Agility are:

  1. Agile Teams (high-performing, cross-functional teams)
  2. Teams of Teams (Teams of business and technical teams build solution)
  3. Built-In Quality (quality business solutions delight customers)
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25
Q

Which core competency is “Built-In Quality” (quality business solutions delight customers) a dimension of?

A. Team and Technical Agility

B. Agile Product Delivery

C. Lean-Agile Leadership

D. Lean Portfolio Management

E. Continuous Learning Culture

F. Enterprise Solution Delivery

G. Organizational Agility

A

A. Team and Technical Agility

The 3 dimensions of Team and Technical Agility are:

  1. Agile Teams (high-performing, cross-functional teams)
  2. Teams of Teams (Teams of business and technical teams build solution)
  3. Built-In Quality (quality business solutions delight customers)
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26
Q

Which core competency is “Strategy and Investment Funding” (align strategy, funding, and execution) a dimension of?

A. Team and Technical Agility

B. Agile Product Delivery

C. Lean-Agile Leadership

D. Lean Portfolio Management

E. Continuous Learning Culture

F. Enterprise Solution Delivery

G. Organizational Agility

A

D. Lean Portfolio Management

The 3 dimensions of Lean Portfolio Management are:

  1. Strategy and Investment Funding (align strategy, funding, and execution)
  2. Agile Portfolio Operations (optimize operations across the portfolio)
  3. Lean governance (lightweight governance empowers decentralized decision-making)
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27
Q

Which core competency is “Agile Portfolio Operations” (optimize operations across the portfolio) a dimension of?

A. Team and Technical Agility

B. Agile Product Delivery

C. Lean-Agile Leadership

D. Lean Portfolio Management

E. Continuous Learning Culture

F. Enterprise Solution Delivery

G. Organizational Agility

A

D. Lean Portfolio Management

The 3 dimensions of Lean Portfolio Management are:

  1. Strategy and Investment Funding (align strategy, funding, and execution)
  2. Agile Portfolio Operations (optimize operations across the portfolio)
  3. Lean governance (lightweight governance empowers decentralized decision-making)
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28
Q

Which core competency is “Lean governance” (lightweight governance empowers decentralized decision-making) a dimension of?

A. Team and Technical Agility

B. Agile Product Delivery

C. Lean-Agile Leadership

D. Lean Portfolio Management

E. Continuous Learning Culture

F. Enterprise Solution Delivery

G. Organizational Agility

A

D. Lean Portfolio Management

The 3 dimensions of Lean Portfolio Management are:

  1. Strategy and Investment Funding (align strategy, funding, and execution)
  2. Agile Portfolio Operations (optimize operations across the portfolio)
  3. Lean governance (lightweight governance empowers decentralized decision-making)
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29
Q

Which core competency is “Lean-thinking people and Agile Teams” (create an enterprise-wide, lean-agile mindset) a dimension of?

A. Team and Technical Agility

B. Agile Product Delivery

C. Lean-Agile Leadership

D. Lean Portfolio Management

E. Continuous Learning Culture

F. Enterprise Solution Delivery

G. Organizational Agility

A

G. Organizational Agility

The 3 dimensions of Organizational Agility are:

  1. Lean-thinking people and Agile Teams create an enterprise-wide, lean-agile mindset)
  2. Lean Business Operations (map and continuously improve business processes)
  3. Strategy Agility (respond quickly to opportunities and threats)
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30
Q

Which core competency is “Lean Business Operations” (map and continuously improve business processes) a dimension of?

A. Team and Technical Agility

B. Agile Product Delivery

C. Lean-Agile Leadership

D. Lean Portfolio Management

E. Continuous Learning Culture

F. Enterprise Solution Delivery

G. Organizational Agility

A

G. Organizational Agility

The 3 dimensions of Organizational Agility are:

  1. Lean-thinking people and Agile Teams create an enterprise-wide, lean-agile mindset)
  2. Lean Business Operations (map and continuously improve business processes)
  3. Strategy Agility (respond quickly to opportunities and threats)
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31
Q

Which core competency is “Strategy Agility” (respond quickly to opportunities and threats) a dimension of?

A. Team and Technical Agility

B. Agile Product Delivery

C. Lean-Agile Leadership

D. Lean Portfolio Management

E. Continuous Learning Culture

F. Enterprise Solution Delivery

G. Organizational Agility

A

G. Organizational Agility

The 3 dimensions of Organizational Agility are:

  1. Lean-thinking people and Agile Teams create an enterprise-wide, lean-agile mindset)
  2. Lean Business Operations (map and continuously improve business processes)
  3. Strategy Agility (respond quickly to opportunities and threats)
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32
Q

Which core competency is “Learning Organization” (everyone in the organization learns and grows together) a dimension of?

A. Team and Technical Agility

B. Agile Product Delivery

C. Lean-Agile Leadership

D. Lean Portfolio Management

E. Continuous Learning Culture

F. Enterprise Solution Delivery

G. Organizational Agility

A

E. Continuous Learning Culture

The 3 dimensions of Continuous Learning Culture are:

  1. Learning Organization (everyone in the organization learns and grows together)
  2. Innovation Culture (exploration and creativity are part of the organization’s DNA)
  3. Relentless Improvement (continuously improving solutions, services, and processes is everyone’s responsibility)
33
Q

Which core competency is “Innovation Culture” (exploration and creativity are part of the organization’s DNA) a dimension of?

A. Team and Technical Agility

B. Agile Product Delivery

C. Lean-Agile Leadership

D. Lean Portfolio Management

E. Continuous Learning Culture

F. Enterprise Solution Delivery

G. Organizational Agility

A

E. Continuous Learning Culture

The 3 dimensions of Continuous Learning Culture are:

  1. Learning Organization (everyone in the organization learns and grows together)
  2. Innovation Culture (exploration and creativity are part of the organization’s DNA)
  3. Relentless Improvement (continuously improving solutions, services, and processes is everyone’s responsibility)
34
Q

Which core competency is “Relentless Improvement” (continuously improving solutions, services, and processes is everyone’s responsibility) a dimension of?

A. Team and Technical Agility

B. Agile Product Delivery

C. Lean-Agile Leadership

D. Lean Portfolio Management

E. Continuous Learning Culture

F. Enterprise Solution Delivery

G. Organizational Agility

A

E. Continuous Learning Culture

The 3 dimensions of Continuous Learning Culture are:

  1. Learning Organization (everyone in the organization learns and grows together)
  2. Innovation Culture (exploration and creativity are part of the organization’s DNA)
  3. Relentless Improvement (continuously improving solutions, services, and processes is everyone’s responsibility)
35
Q

Which core competency is “Leading by Example” (inspiring others by modeling desired behaviors) a dimension of?

A. Team and Technical Agility

B. Agile Product Delivery

C. Lean-Agile Leadership

D. Lean Portfolio Management

E. Continuous Learning Culture

F. Enterprise Solution Delivery

G. Organizational Agility

A

C. Lean-Agile Leadership

The 3 dimensions of Lean-Agile Leadership are:

  1. Leading by Example (inspiring others by modeling desired behaviors)
  2. Mindset & Principles (align mindset, words, and actions to Lean-Agile values and principles)
  3. Leading Change (actively lead the change and guide others to the new way of working)
36
Q

Which core competency is “Mindset & Principles (align mindset, words, and actions to Lean-Agile values and principles) a dimension of?

A. Team and Technical Agility

B. Agile Product Delivery

C. Lean-Agile Leadership

D. Lean Portfolio Management

E. Continuous Learning Culture

F. Enterprise Solution Delivery

G. Organizational Agility

A

C. Lean-Agile Leadership

The 3 dimensions of Lean-Agile Leadership are:

  1. Leading by Example (inspiring others by modeling desired behaviors)
  2. Mindset & Principles (align mindset, words, and actions to Lean-Agile values and principles)
  3. Leading Change (actively lead the change and guide others to the new way of working)
37
Q

Which core competency is “Leading Change (actively lead the change and guide others to the new way of working) a dimension of?

A. Team and Technical Agility

B. Agile Product Delivery

C. Lean-Agile Leadership

D. Lean Portfolio Management

E. Continuous Learning Culture

F. Enterprise Solution Delivery

G. Organizational Agility

A

C. Lean-Agile Leadership

The 3 dimensions of Lean-Agile Leadership are:

  1. Leading by Example (inspiring others by modeling desired behaviors)
  2. Mindset & Principles (align mindset, words, and actions to Lean-Agile values and principles)
  3. Leading Change (actively lead the change and guide others to the new way of working)
38
Q

Which of the following is NOT part of Leading by Example for a Lean-Agile Leader?

A. Authenticity

B. Vision

C. Decentralized Decision-Making

D. Emotional Intelligence

E. Lifelong learning

F. Growing others

A

B. Vision (hint: “G-DEAL”)

In “Leading by Example” Leaders gain earned authority by modeling the desired behaviors or character traits/strengths for others to follow, inspiring them to incorporate the leader’s example into their own personal development journey.

Setting or establishing vision is NOT behavior, it is a targeted action or task that is part of “Leading Change”. In “Leading Change” the Leaders lead (rather than simply support) the transformation by creating the environment, preparing the people, and providing the necessary resources to realize the desired outcomes.

39
Q

In “Leading Change” the Leaders lead (rather than simply support) the transformation by creating the environment, preparing the people, and providing the necessary resources to realize the desired outcomes. Which of the following is NOT a responsibility of “Leading Change”?

A. Change Vision

B. Change Leadership

C. Phycological Safety

E. Coalition for Change

F. Lifelong Learning

G. Training

A

F. Lifelong learning

In “Leading Change” the Leaders lead (rather than simply support) the transformation by creating the environment, preparing the people, and providing the necessary resources to realize the desired outcomes.

Lifelong learning is an innate characteristic of a Leader not an action leading. It is the art of “being” or “embodying” rather than actions or tasks of leading.

40
Q

Which core competency of the Lean Enterprise focuses on building quality in?

A. Business Solutions and Lean Systems Engineering

B. Lean Portfolio Management

C. Team and Technical Agility

D. DevOps and Release on Demand

A

C. Team and Technical Agility

Business Solutions and Lean Systems Engineering is not a core competency neither is DevOps and Release on Demand. Lean Portfolio Management aligns strategy and execution by applying Lean and systems thinking approaches to strategy and investment funding, Agile portfolio operations, and governance.

41
Q

Design Thinking identifies at least four new ways to measure success. What are 2 of those ways?

A. Marketability

B. Reliability

C. Scalability

D. Sustainability

E. Desirability

A

D + E

D. Sustainability
E. Desirability

Design Thinking is a customer-centric development process that creates desirable products that are profitable and sustainable over their lifecycle.

Design thinking also inspires new ways to measure the success of our efforts:

Desirable – Do customers and users want it?
Feasible – Can we deliver it?
Viable – Will it generate more revenue than it costs?
Sustainable – Are we proactively managing our solution to account for its expected product-market lifecycle?

42
Q

A sufficiently powerful guiding coalition consists of which three elements?

A. Enterprise Architecture

B. Product Management

C. Release Train Engineers (RTEs)

D. Executives with high credibility

E. Change agents trained as SAFe Program Consultants (SPCs)

F. Trained Lean-Agile leaders

A

D + E + F

D. Executives with high credibility

E. Change agents trained as SAFe Program Consultants (SPCs)

F. Trained Lean-Agile leaders

To be effective, the coalition requires:

  1. Leaders who can set the vision, show the way, and remove impediments to change
  2. Practitioners, managers, and change agents who can implement specific process changes
  3. Sufficient organizational credibility to be taken seriously
  4. The expertise needed to make fast, intelligent decisions

To create a SAFe coalition that is sufficiently powerful to initiate change, our experience shows that the organization must take three critical steps:

  1. Train Lean-Agile change agents as Certified SAFe® Program Consultants (SPCs). They provide the knowledge and horsepower needed to implement the change.
  2. Train executives, managers, and other leaders. They sponsor the change and support the implementation.
  3. Leading SAFe® is a two-day course designed for this purpose. Charter a Lean-Agile Center of Excellence (LACE). This working group becomes the focal point and continuous source of inspiration and energy for change management activities.
43
Q

Which core competency of the Lean Enterprise addresses the integration across Agile Release Trains (ARTs)?

A. Enterprise Solution Delivery

B. Lean-Agile Leadership

C. Lean Portfolio Management

D. DevOps and Release on Demand

A

2 is where the integration across Agile Release Trains (ARTs) is addressed.

A. Enterprise Solution Delivery

Enterprise Solution Delivery is the competency of applying Lean-Agile principles and practices to the specification, development, deployment, operation, and evolution of the world’s largest and most sophisticated systems which includes the 3 dimensions of:

  1. Lean System and Solution Engineering (apply lean system engineering practices to build really big systems)
  2. Coordinate trains and suppliers (coordinate and align the full supply chain)
  3. Continually evolve live systems (continue to enhance value after release)

Lean-Agile Leadership deals with drive and sustaining organizational change and operational excellence by empowering individuals and teams to reach their highest potential not integrations across ARTs.

Lean Portfolio Management aligns strategy and execution by applying Lean and systems thinking approaches to strategy and investment funding, Agile portfolio operations, and governance. Clearly outside the ART.

DevOps and Release on Demand is not one of the 7 core competencies.

44
Q

FLOW is one of the four pillars of the SAFe House of Lean. What are the other three pillars?

A. Collaboration and organization

B. Respect for people and culture

C. Innovation

D. Leadership

E. Systems thinking

F. Relentless Improvement

A

B + C + F

B. Respect for people and culture
C. Innovation
F. Relentless Improvement

RESPECT for PEOPLE and CULTURE is pillar 1 of the house of lean and a basic human need. When treated with respect, people are empowered to evolve their practices and improve. Management challenges people to change and may steer them toward better ways of working: promote a generative culture which is positive, safe, performance-centric environment; people do all the work; customer is whoever consumes your work; build long-tern partnerships based on trust; and to change the culture you have to change the org.

FLOW is pillar 2. FLOW optimizes sustainable value delivery, build in quality, understand-exploit-manage variability, move from projects to products.

Pillar 3 is INNOVATION and includes hiring innovative people, provide time and space for innovation, go see, experimentation and feedback, innovation riptides, pivot without mercy or guilt.

Pillar 4 is RELENTLESS IMPROVEMENT encourages learning and growth through continuous reflection and process enhancements. A constant sense of competitive danger drives the company to pursue improvement opportunities aggressively. A focus on optimizing the whole, problem-solving culture, base improvements on facts, reflect at key milestones.

45
Q

Why is the first Program Increment (PI) the most crucial to facilitate?

A. Existing team, program, and organizational impediments become highly visible

B. The Vision is not in place yet

C. Management needs to get used to releasing to production after every PI

D. There is no Lean-Agile Center of Excellence (LACE) at this stage

A

A. Existing team, program, and organizational impediments become highly visible

46
Q

Why is it important the SAFe Program Consultant (SPC) supports the Release Train Engineer (RTE) in the first problem-solving workshop?

A. To give the Agile Release Train (ART) the tools it needs to improve its performance

B. To make sure program-level items are addressed

C. To maximize the items for improvement for the first Program Increment (PI)

D. To make sure senior management voices are prioritized

A

A. To give the Agile Release Train (ART) the tools it needs to improve its performance

47
Q

Which SAFe core competency includes fostering an innovative culture?

A. Lean-Agile Leadership

B. Organizational Agility

C. Team and Technical Agility

D. Continuous Learning Culture

A

D. Continuous Learning Culture

Continuous Learning Culture is a set of values and practices that encourage individuals—and the enterprise as a whole—to continually increase knowledge, competence, performance, and innovation.

48
Q

What are two benefits of funding Value Streams rather than projects?

A. To reduce the level of analysis needed to prioritize business initiatives

B. To reduce the effort in hiring new people

C. To eliminate the delays of project approvals and funding

D. To eliminate the delays in identifying key performance indicators to track progress

E. People can keep working on the right feature for the right reasons when work takes longer than planned

A

C + E

C. To eliminate the delays of project approvals and funding

E. People can keep working on the right feature for the right reasons when work takes longer than planned

49
Q

What are two benefits of communities of practice?

A. They provide access to expertise

B. They reduce the work in process (WIP)

C. They enable visibility into the skill matrix in large Enterprises

D. They increase coordination/synergy across units

E. They provide an arena for managers who might not find their role on the SAFe Big Picture

A

A + D

A. They provide access to expertise

D. They increase coordination/synergy across units

50
Q

Why does a SAFe Program Consultant (SPC) provide ongoing program consulting and team coaching?

A. To build the program’s ability to get more work in process (WIP)

B. To enable the teams to release independent of the business

C. To build the organization’s Lean-Agile capabilities

D. To help the teams remove the need for Architectural Runway

A

C. To build the organization’s Lean-Agile capabilities

51
Q

According to SAFe Lean-Agile Principle #10, what should the Enterprise do when markets and Customers demand change?

A. Create an Agile Release Train (ART) to focus on value

B. Reorganize the network around the new value flow

C. Create a reliable decision-making framework to empower employees and ensure a fast flow of value

D. Apply development cadence and synchronization to operate effectively and manage uncertainty

A

B. Reorganize the network around the new value flow

52
Q

What is an example of traditional mindset for Lean Portfolio Management?

A. Rolling-wave planning

B. Lean budgeting

C. Centralized annual planning

D. Demand management

A

C. Centralized annual planning

53
Q

The House of Lean is a classic metaphor describing the mindset essential for Lean thinking. Which one of the four pillars advocates a “go see” mindset?

A. Flow

B. Innovation

C. Relentless Improvement

D. Respect for people and culture

A

B. Innovation

54
Q

What is a key business benefit of SAFe?

A. To adapt quickly to changing technologies and economic conditions

B. To integrate Agile Release Trains (ARTs)

C. To release products using the latest software versions

D. To integrate waterfall and Agile Teams

A

A. To adapt quickly to changing technologies and economic conditions

55
Q

When basing decisions on economics, how are lead time, product cost, value, and development expense used?

A. The limit work in process (WIP) through the system

B. To recover money already spent

C. To identify different parameters of the economic framework

D. To take into account sunk costs

A

C. To identify different parameters of the economic framework

56
Q

When optimizing your value stream, what is the most common cause of problems and the fastest way to improve time to market?

A. Rework

B. Scrap

C. Downtime

D. Delays

E. Overtime

A

D. Delays

To support SAFe principle #2 and apply systems thinking, to optimize the entire value stream you must focus on reducing delays.

57
Q

What is one key reason an organization starts a SAFe transformation?

A. To partner with the leaders in the Agile business category

B. There are SAFe-certified employees on staff

C. Because SAFe is becoming a standard in the industry

D. A ‘burning platform’; there is an obvious need to change a product or service

A

D. A ‘burning platform’; there is an obvious need to change a product or service

58
Q

How many people are on an Agile Release Train (ART)?

A. 25-75

B. 50-125

C. 50-150

D. 100-200

E. 200+

A

B. 50-125 individuals

An ART is a virtual organization typically made up on 5-12 agile teams.

59
Q

How many Program Backlogs does each ART support?

A. 1

B. 2

C. 3

D. 4+

A

A. 1

60
Q

Which of the following is NOT one of the different types of teams might be aligned to a single Agile Release Train (ART)?

A. Stream-aligned team

B. Complicated subsystem team

C. Strategy team

D. Platform team

E. Enabling Team

A

C. Strategy team

61
Q

Which role on the Agile Release Train (ART) is responsible for acting as the chief Scrum Master for the train?

A. Release Train Engineer (RTE)

B. System Architect/Engineering

C. Business Owners

D. Product Management

E. System team

F. Agile Team

G. Scrum Master

H. Product Owner

A

A. Release Train Engineer (RTE)

62
Q

Which role on the Agile Release Train (ART) as provides architectural guidance and technical enablement to the teams on the train?

A. Release Train Engineer (RTE)

B. System Architect/Engineering

C. Business Owners

D. Product Management

E. System team

F. Agile Team

G. Scrum Master

H. Product Owner

A

B. System Architect/Engineering

63
Q

Which role on the Agile Release Train (ART) are key stakeholders on the Agile Release Train?

A. Release Train Engineer (RTE)

B. System Architect/Engineering

C. Business Owners

D. Product Management

E. System team

F. Agile Team

G. Scrum Master

H. Product Owner

A

C. Business Owners

64
Q

Which role on the Agile Release Train (ART) owns, defines, and prioritizes the Program Backlog?

A. Release Train Engineer (RTE)

B. System Architect/Engineering

C. Business Owners

D. Product Management

E. System team

F. Agile Team

G. Scrum Master

H. Product Owner

A

D. Product Management

65
Q

Which role on the Agile Release Train (ART) provides processes and tools to integrate and evaluate assets early and often?

A. Release Train Engineer (RTE)

B. System Architect/Engineering

C. Business Owners

D. Product Management

E. System team

F. Agile Team

G. Scrum Master

H. Product Owner

A

E. System team

66
Q

Which role on the Agile Team coaches the team in self-management, facilitates the removal of impediments, ensures all team events take place and are timeboxed and productive?

A. Release Train Engineer (RTE)

B. System Architect/Engineering

C. Business Owners

D. Product Management

E. System team

F. Agile Team

G. Scrum Master

H. Product Owner

A

G. Scrum Master

67
Q

Which role on the Agile Team contributes to the Vision and Roadmap, acts as Customer for the team, creates and clearly communicates and accepts stories, and prioritizes the team backlog?

A. Release Train Engineer (RTE)

B. System Architect/Engineering

C. Business Owners

D. Product Management

E. System team

F. Agile Team

G. Scrum Master

H. Product Owner

A

H. Product Owner

68
Q

What is known as “a clear and continuous understanding of the target market, Customers, the problems they are facing, and the jobs to be done”?

A. Agile Product Delivery

B. Customer Centricity

C. Design Thinking

D. Personas

A

C. Design Thinking

Design Thinking is a clear and continuous understanding of the target market, Customers, the problems they are facing, and the jobs to be done.

69
Q

What is managed at the Program Backlog level?

A. Epics

B. Features

C. Stories

D. Tasks

A

B. Features

70
Q

Which of the following is NOT one of the power pack 4 questions that every Release Train Engineer should ask to maintain their Program Backlog?

A. What would you improve about the product?

B. How will our product solve our Customer’s problems?

C. What Feature does it have?

D. How will it differentiate us?

E. What nonfunctional requirements does it deliver?

A

A. What would you improve about the product?

71
Q

A Feature should be completed when?

A. Within a Sprint

B. Within a PI

C. Within 2 PI’s

D. Within 3 PI’s

E. Within 1 Year

A

B. Within a PI

72
Q

What 2 pieces of information must you have to prioritize features for optimal ROI?

A. Cost of delay, cost to implement

B. Risk, Reward

C. Cost to create, Potential Realized Value

D. Size of effort, Expected Business Value

A

A. Cost of delay, cost to implement

73
Q

Who are your stakeholders for providing the Weighted Shortest Job First estimates?

A. Business Owner, Portfolio Leader, Enterprise Architect, Solution Train Engineer

B. Scrum Master, Product Manager, Lean-Agile Center of Excellence

C. Business Owners, Product Managers, Product Owners, and System Architects

E. Release Train Engineers, Product Owners, Scrum Masters, Program Manager

A

C. Business Owners, Product Managers, Product Owners, and System Architects

74
Q

What are 3 benefits of organizing around Value Streams?

A. Optimize the system as a whole

B. Reduce hands-off and faster delivery

C. Improve resource utilization

D. Efficient utilization of Shared Services

E. Clearly redefined roles and responsibilities

F. Built-in alignment between the business and development

A

A + B + C

A. Optimize the system as a whole

B. Reduce hands-off and faster delivery

F. Built-in alignment between the business and development

75
Q

Which 3 SAFe roles help coordinate between multiple Agile Release Trains (ARTs) within a Value Stream?

A. Solution Management

B. Business Owner

C. Enterprise Architect

D. Solution Train Engineer (STE)

E. Release Train Engineer (RTE)

F. Solution Architect

A

A + D + F

A. Solution Management
D. Solution Train Engineer (STE)
F. Solution Architect

76
Q

A leader that admits his own mistakes exhibits which SAFe Core Value?

A. Transparency

B. Alignment

C. Built-in Quality

D. Program Execution

A

A. Transparency

77
Q

According to John Kotter, what is the first step to successful change?

A. Generating short-term wins

B. Establishing a sense of urgency

C. Developing the vision and strategy for change

D. Creating a powerful guiding coalition

A

B. Establishing a sense of urgency

78
Q

What is the last step in Kotter’s eight step model to implementing successful change?

A. Consolidate gains and produce more change

B. Anchor new approaches in the culture

C. Celebrate successes

D. Accelerate towards success

A

B. Anchor new approaches in the culture

SAFe Program Consultant (SPC) 5 (4 decks)

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