Free and Premium Scaled Agile SAFe-SPC Dumps Questions Answers

Strategic Themes

Solutions

Agile Release Trains

Cyber-physical systems

Have them attend Leading SAFe training and Scrum Master orientation.

Have them attend Leading SAFe training.

Have them attend SAFe for Teams training with all other teams on the train.

Have them attend Implementing SAFe training with SPC certification.

Have them review the SAFe Foundations presentation and provide on-the-job training.

True

False

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.

Budgets are allocated to projects.

Budgets are allocated to strategic themes.

Budgets are allocated to portfolios.

Budgets are allocated to teams.

Budgets are allocated to value streams.

Refining the Program Backlog.

Managing the ART sync.

Categorizing program risks during PI Planning.

Managing teams by the Release Train Engineer.

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.

25 practitioners.

25-50 practitioners.

50-125 practitioners.

126-200 practitioners.

Whatever the Value Stream requires.

Analysis-spikes help clarify feasibility.

Implementing-teams perform spikes as usual

Funnel-understand whether the Epic makes sense.

Portfolio Backlog-run a spike before pulling into development.

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.

True

False

Higher variability

Decreased motivation

Less cross-training

More multitasking

Slower delivery

Lower quality

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.

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.

Lead time

Value stream budget

Return on Investment (ROI)

Risk

Development expense

True

False

Governance, strategy and investment funding, program management.

Program management, stakeholder management, PI Planning.

Lightweight business case, Epic specification workshop, Budget allocation.

Governance, investment funding, product strategy.

<50%

50-75%

80-100%

100%

None of the above.

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.

True

False

Program board

Team PI Objectives

Top 10 Features

Vote of confidence/commitment

Portfolio Vision

Iteration Goals

In the Portfolio Kanban.

In the Value Stream planning board.

In the ART Kanban.

In the Value Stream Kanban.

Hold people accountable.

Hold employee reviews to provide fast feedback.

Optimize the whole.

Apply Lean problem-solving tools and techniques.

Reflect at key Milestones.

Solution Management

Value Stream Engineer

Solution Architect/Engineer

Customer

Release Management