SAFe-SPC Sample Questions Answers

Capitalizing the cost of software development using Story points.

Defining, empirically measuring, and communicating the true progress of innovation.

Demoing Stories that come out of the IP Iteration.

Being sure to account for the investment in new product initiatives on a P&L.

Illustrate the power of feedback in content decision-making.

Emphasize the value of "Responding to change" from the Agile Manifesto.

Explain that too much up-front detail demotivates Product Owners as they have almost nothing to do thereafter.

Explain the "understand and exploit variability" principle or product development flow.

Explain why development doesn't need to commit to anything in Agile.

The number of members on a self-managing, self-organizing ART.

The maximum number of tasks in a Program Increment for optimal predictability.

The number of Stories created during PI Planning to enable commitment.

The percent utilization that enables a sustainable pace.

To ensure that the analysis and discovery work needed for the items are not time bound.

To ensure that there is visibility and transparency.

To capture all ideas in the funnel.

To limit the number of initiatives under consideration.

To ensure that portfolio items are delivered to the Program or Solution Backlogs every 2 weeks.

ROAMing of risks.

Assignment of business value.

Management review and problem-solving meeting.

Team breakouts.

Hourly checkpoints.

Synchronize the technology stack and infrastructure across Value Streams.

Drive the strategy for maintaining the Enterprise's architecture.

Define the Solution design for Agile Release Trains.

Facilitate reuse of ideas and proven design patterns.

True

False

Architecture

Team tasks

Exploration

Vertical slice of a feature

Infrastructure

Maintain development and test environments to better match production.

Deploy to staging every sprint.

Put everything under version control.

Start automating the actual deployment process.

Build and maintain a production-equivalent staging environment.

Continuously synchronize all Feature and team branches.

Create the ability to automatically build environments.

Scrum Masters

Product Owners

Business Owners

Release Train Engineer

Release Management

Solution Management

Predictability

Alignment

Transparency

Built-in Quality

Program execution

The Customer is satisfied with the User Experience.

Nonfunctional Requirements are met.

Code is checked in and merged into main branch.

No must-fix defects exist.

All unit tests are passing.

Coding standards have been followed.

Collaborate with Scrum Masters to establish the emergent design.

Collaborate with PMs, POs, and Agile Teams to establish the Architectural Runway.

Approve teams' increments into the mainline branch.

Approve all the design work of teams before they can implement their user stories.

Provide the designs behind each user story.

Once pulled into implementation, the Epic needs to be finished.

A budget reserve is established that can be used to fund Epics.

Agile Release Trains are empowered to decide whether or not they proceed with a Portfolio Epic.

Re-prioritization happens at every PI boundary, and the rest of the Epic can be postponed or canceled if there are more important new initiatives.

Working software over comprehensive documentation.

Customer collaboration over contract negotiation.

Working software is the primary measure of progress.

Good architectures are built up front so that teams can focus on development.

Continuous attention to technical excellence and design enhances agility.

Business people and developers must work together daily throughout the project.

Demonstrate working software at each Solution Demo.

Develop her own Vision and Roadmap.

Attend key Value Stream events.

Solution Management

Value Stream Engineer

Solution Architect/Engineer

Customer

Release Management

True

False

Have every team demonstrate their team increment to the stakeholders separately in the team branch.

Find a vendor that specializes in integrating system increments form multiple teams.

Stop working on any new functionality and fully integrate and test the system; adjust scope based on learnings.

Re-plan the current PI: De-scope to leave enough time to integrate what you've built during the IP Iteration.

Re-architect the system so that there are no dependencies between the teams and integration is not needed.

Pick only those Epics that have clearly defined success criteria and might fit into the PI.

Split Epics into Features and prioritize the Features to determine what should go into the PI.

Split Epics into Features and use capacity allocation to determine what should go into the PI.

Instead of planning just the upcoming PI, plan for a longer period to cover the full duration of the Program Epics.

The Feature did not originate from a Program Epic.

The Feature involves a team or team members who represent a bottleneck.

The Feature did not originate from a Value Stream Capability.

The Feature involves a remote third-party vendor that has a formal scope-approval process.

The Feature has not yet been broken down into user stories by the Product Owner.

Individual and team performance incentives.

Making a contribution.

Ranking individuals for transparency in their contributions to the organization.

Well-structured MBOs so people know exactly what's expected of them.

Autonomy.

Refining the Program Backlog.

Managing the ART sync.

Categorizing program risks during PI Planning.

Managing teams by the Release Train Engineer.

Agile coach

Senior Scrum Master

Development manager or QA manager

Release Train Engineer

Value Stream Engineer

Collect additional input from other stakeholders.

Take time to provide more detailed specifications for each Epic.

Use strategic themes to help the group understand how an Epic contributes to the realization of the enterprise business strategy.

Change the scale for WSJF parameters.

Split Epics into Capabilities, prioritize them, and combine those priorities back to the Epic level.

Synchronization enables multiple perspectives to be understood, resolved, and integrated at the same time.

They enable systems builders to operate reliably and with certainty within a safety buffer.

Synchronization enables reduction in WIP.

Cadence limits variance.

Cadence enables variability and makes wait times predictable.

The bigger the WIP, the richer the feedback.

The amount of WIP is unrelated to utilization.

Lower WIP limits foster collaboration.

The project cost accounting procedures in place.

The internal departments which are supported.

The number of ARTs which would be contained in the Portfolio.

The current products which the company sells.

The Portfolio Kanban holds Capabilities that are ready for implementation.

Programs plan PIs so that they exhaust the Portfolio Backlog and only then work on their local priorities.

It provides a low-cost holding area for approved Business and Enabler Epics.

WSJF is used to prioritize Epics in the Portfolio Backlog.

True

False

True

False

Business Capabilities

Portfolio Enabler Epics

Strategic Themes

Enabler Features

Spikes

Program Epics