Latest [Feb 27, 2024] Scrum SAFe-SGP Real Exam Dumps PDF
SAFe-SGP Practice Test Questions Updated 47 Questions
NEW QUESTION # 10
What assists with Epic evaluation and decision-making?
- A. Strategic Themes
- B. Lean Budgets
- C. Program Budgets
- D. Solution Intent
Answer: A
Explanation:
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
NEW QUESTION # 11
What are three reasons the Innovation and Planning (IP) Iteration is critical to success in SAFe? (Choose three.)
- A. It is the only way a government ART can afford to do hackathons
- B. It provides the only time the Product Management can conduct backlog refinement
- C. It creates a guard band that ensures program predictability on cadence
- D. It creates a predictable window to allow for personal time off
- E. It ensures time for creative problem-solving needed by knowledge workers
- F. It provides a consistent time for PI Planning
Answer: C,E,F
Explanation:
Explanation
The Innovation and Planning (IP) Iteration is critical to success in SAFe because it provides the following benefits12:
It creates a guard band that ensures program predictability on cadence. The IP iteration acts as an estimating buffer that helps the ART meet their PI objectives and avoid carrying unfinished work into the next PI.
It ensures time for creative problem-solving needed by knowledge workers. The IP iteration allows the ART to explore innovative ideas, conduct research and design activities, and learn new skills and technologies.
It provides a consistent time for PI Planning. The IP iteration includes time for the PI planning event, which aligns the ART with the vision, roadmap, and strategic themes, and establishes the PI objectives and dependencies.
NEW QUESTION # 12
An agency performs development using contractors. Who is responsible for designating a story as 'Complete' based on acceptance criteria?
- A. The government contracting officer
- B. The team
- C. The government Product Owner
- D. The vendor program manager
Answer: C
Explanation:
Explanation
The government Product Owner is responsible for designating a story as 'Complete' based on acceptance criteria1. The Product Owner is the primary representative of the customer and stakeholder needs, and has the authority to accept or reject the work done by the team2. The Product Owner reviews the acceptance criteria for each user story and verifies that they are met by the working software. The Product Owner also ensures that the work meets the definition of done, which is a shared understanding of the quality standards for the team3.
1: Government - Building in Quality and Compliance - Scaled Agile Framework 2: Product Owner - Scaled Agile Framework 3: When is a User Story "Done?"- Acceptance Criteria and the Definition of "Done"
[Article] | Treehouse Blog
NEW QUESTION # 13
Which statement is true about optimizing batch sizes for newly-formed SAFe teams in a program?
- A. Batch size is optimized immediately by looking at transaction and holding costs
- B. Batch size is already optimized if there is continuous flow
- C. Batch size optimization happens over time as teams figure out the balance between holding cost and transaction cost
- D. Batch size is optimized when transaction and holding costs seldom change
Answer: C
NEW QUESTION # 14
What occurs when leaders create an environment for risk-taking that supports change without fear of negative consequences to self-image, status, or career?
- A. Alignment
- B. Psychological safety
- C. Decentralized decision-making
- D. Emotional intelligence
Answer: B
Explanation:
Explanation
According to the Lean-Agile Leadership article on the Scaled Agile Framework website, psychological safety occurs when leaders create an environment for risk-taking that supports change without fear of negative consequences to self-image, status, or career. The article states that "Psychological safety is a shared belief that the team is safe for interpersonal risk-taking. It can be defined as 'being able to show and employ one's self without fear of negative consequences of self-image, status, or career.' In psychologically safe teams, team members feel accepted and respected. They are confident that no one on the team will embarrass or punish anyone else for admitting a mistake, asking a question, or offering a new idea." Therefore, the correct answer is B, psychological safety. The other options are not accurate, as they are not the terms that describe the outcome of creating an environment for risk-taking that supports change without fear of negative consequences. Decentralized decision-making (A) is a principle, not an outcome, of Lean-Agile leadership.
Emotional intelligence is a skill, not an outcome, of Lean-Agile leadership. Alignment (D) is a value, not an outcome, of Lean-Agile leadership.
NEW QUESTION # 15
How does the Incremental Capability Review help streamline execution reviews?
- A. It is the default for phase-gate reviews
- B. It is an objective-based progress review
- C. It is a document-based progress measure
- D. It ensures manual review of processes
Answer: B
Explanation:
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.
NEW QUESTION # 16
What two visual reporting tools can be used to help maintain fiduciary tracking of government technology programs? (Choose two.)
- A. Feature progress charts
- B. Pro formas
- C. Burn-up charts
- D. Integrated master schedules
- E. Detailed spreadsheets
Answer: A,C
Explanation:
Explanation
According to the Government Article on the Scaled Agile Framework website, feature progress charts and burn-up charts are two visual reporting tools that can be used to help maintain fiduciary tracking of government technology programs. The article states that "SAFe provides a wide array of metrics and management tools to monitor program performance. Other metrics-such as feature progress charts, ART Kanban boards, burn-up charts, and continuous flow diagrams (Figure 3)-make program performance highly visible and transparent, enabling better fiduciary control." Therefore, the correct answers are C, feature progress charts, and D, burn-up charts. The other options are not accurate, as they are not the visual reporting tools that can be used to help maintain fiduciary tracking of government technology programs. Detailed spreadsheets (A) are not visual tools, but rather data sources that can be used to create visual reports. Pro formas (B) are financial statements that project future outcomes, not track current performance. Integrated master schedules (E) are traditional project management tools that show the dependencies and milestones of various tasks, not the value delivery and progress of features.
NEW QUESTION # 17
What result comes from traditional 'at the end' quality and compliance?
- A. Faster receipt of authority to operate in traditional projects
- B. Shorter testing timelines
- C. Missed opportunities for iterative compliance assessment
- D. Nominal quality differences when compared with waterfall approaches
Answer: C
Explanation:
Explanation
The result of traditional 'at the end' quality and compliance is that it leads to missed opportunities for iterative compliance assessment1. This means that the quality and compliance activities are deferred until the end of the development cycle, when the solution is already built and ready for testing. This approach increases the risk of finding defects and non-compliances late in the process, which can cause delays, rework, and waste2. It also prevents the teams from getting early feedback and validation from the compliance authorities, which can help them adjust and improve their work incrementally3. By applying the SAFe principle of building incrementally with fast, integrated learning cycles, the teams can integrate quality and compliance into their regular flow of work and deliver solutions that meet the regulatory and industry standards more efficiently and effectively4.
1: Government - Building in Quality and Compliance - Scaled Agile Framework 2: Quality vs. Compliance:
What is the difference and what are the common pitfalls? - Honeywell 3: Achieving Regulatory and Industry Standards Compliance with the Scaled Agile Framework (SAFe) 4: Principle #6 - Visualize and limit WIP, reduce batch sizes, and manage queue lengths - Scaled Agile Framework
NEW QUESTION # 18
What principle from the House of Lean explains the purpose of the PI Planning retrospective?
- A. Flow
- B. Innovation
- C. Relentless improvement
- D. Respect for people and culture
Answer: C
Explanation:
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.
NEW QUESTION # 19
What type of decision should be decentralized?
- A. Standard technology stack
- B. High cost of delay
- C. Long-lasting
- D. Unimportant
Answer: B
Explanation:
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.
NEW QUESTION # 20
What are two recommendations for tracking expenditures using the Program Backlog? (Choose two.)
- A. Tagging backlog items with funding metadata for future reporting
- B. Including a fiduciary expert in backlog refinement
- C. Using charge codes assigned by each program
- D. Organizing ARTs by funding classification
- E. Calculating a fixed cost labor cost per ART based on actual salaries
Answer: A,E
Explanation:
Explanation
According to the Government Article on the Scaled Agile Framework website, tagging backlog items with funding metadata for future reporting and calculating a fixed cost labor cost per ART based on actual salaries are two recommendations for tracking expenditures using the Program Backlog. The article states that "To track expenditures, the Program Backlog can be tagged with funding metadata for future reporting.
Additionally, a fixed cost labor cost per ART can be calculated based on actual salaries. This simplifies the tracking of labor costs and allows for more accurate forecasting." Therefore, the correct answers are A, tagging backlog items with funding metadata for future reporting, and E, calculating a fixed cost labor cost per ART based on actual salaries. The other options are not accurate, as they are not the recommendations for tracking expenditures using the Program Backlog. Organizing ARTs by funding classification (B) is not a recommended practice, as it may create silos and reduce collaboration across ARTs. Including a fiduciary expert in backlog refinement is not a necessary step, as the backlog items should be prioritized based on value and not on cost. Using charge codes assigned by each program (D) is not a simple or effective way to track expenditures, as it may introduce overhead and complexity.
NEW QUESTION # 21
Which three are configurations of SAFe 5.0? (Choose three.)
- A. Portfolio SAFe
- B. Essential SAFe
- C. Multi-train SAFe
- D. Lean Enterprise SAFe
- E. Team SAFe
- F. Full SAFe
Answer: A,B,F
Explanation:
Explanation
According to the SAFe 5 for Lean Enterprises article on the Scaled Agile Framework website, the three configurations of SAFe 5.0 are Essential SAFe, Portfolio SAFe, and Full SAFe. The article states that "SAFe 5 for Lean Enterprises is a knowledge base of proven, integrated principles, practices, and competencies for Lean, Agile, and DevOps. It's configurable and scalable for a single team, a large program, a portfolio, or an entire enterprise. SAFe 5 for Lean Enterprises is available in three configurations: Essential SAFe, Portfolio SAFe, and Full SAFe." Therefore, the correct answers are A, Essential SAFe, B, Portfolio SAFe, and E, Full SAFe. The other options are not accurate, as they are not the configurations of SAFe 5.0. Team SAFe is not a configuration, but a level within the Essential SAFe configuration. Multi-train SAFe (D) is not a configuration, but a term that refers to multiple Agile Release Trains (ARTs) working together. Lean Enterprise SAFe (F) is not a configuration, but a goal that SAFe 5.0 aims to help organizations achieve.
NEW QUESTION # 22
What is the appropriate Lean action to take once all of the expected value of an Epic has been delivered, even if all of the planned Features have not been completed?
- A. Close the Epic
- B. Continue building Features until the contract can be modified
- C. Initiate an early re-compete
- D. Finish all of the Features since they were included in the contract
Answer: A
Explanation:
Explanation
The appropriate Lean action to take once all of the expected value of an Epic has been delivered, even if all of the planned Features have not been completed, is to close the Epic1. This means that the Epic Owner declares that the epic is done and no further work is required. Closing the epic frees up the resources and budget that were allocated to it, and allows the teams to focus on other value streams and initiatives. Closing the epic also enables the Epic Owner to measure the actual outcomes and benefits of the epic, and compare them with the expected ones in the Lean business case2. Closing the epic does not mean that the solution is fixed and cannot be changed or improved later. It simply means that the current hypothesis of the epic has been validated or invalidated, and that further work can be initiated as new epics or features if needed3.
1: Epic - Scaled Agile Framework 2: Epic - Scaled Agile Framework 3: Epic - Scaled Agile Framework
NEW QUESTION # 23
An agency is ready to undertake a large modernization effort. Though the agency ensures the correct implementation of all stage gates in their SDLC, projects seem to always be over budget. They are exploring the use of SAFe due to the success stories from other agencies. What is the appropriate first step?
- A. Map all stage gates to Agile events
- B. Start an Agile project with an internal Agile Scrum Master
- C. Identify and train change agents that will lead the effort
- D. Train Product Owners in the principles, practices, and benefits of adopting SAFe
Answer: C
Explanation:
Explanation
According to the Implementation Roadmap article on the Scaled Agile Framework website, the appropriate first step for an agency that is ready to undertake a large modernization effort using SAFe is to identify and train change agents that will lead the effort. The article states that "The first step in the roadmap is to identify the change agents who will lead the transformation. These are the people who have the vision, influence, and drive to make the change happen. They include executives, managers, coaches, and other leaders who can champion the new way of working and inspire others to follow. Change agents need to be trained in the principles and practices of SAFe, as well as the skills and mindset of Lean-Agile leadership." Therefore, the correct answer is D, identify and train change agents that will lead the effort. The other options are not accurate, as they are not the first steps in the roadmap. Mapping all stage gates to Agile events (A) is a possible activity in the fourth step, which is to create the implementation plan. Training Product Owners in the principles, practices, and benefits of adopting SAFe (B) is a possible activity in the fifth step, which is to prepare for ART launch. Starting an Agile project with an internal Agile Scrum Master is not a recommended step in the roadmap, as it does not involve the whole ART or the Lean Portfolio Management.
NEW QUESTION # 24
What is an attribute of a high-performing team?
- A. Strong dependency within the team
- B. Slow, steady results
- C. An empowered project manager
- D. Healthy conflict
Answer: D
Explanation:
Explanation
An attribute of a high-performing team is healthy conflict. Healthy conflict means that the team members are able to express their diverse opinions, perspectives, and ideas in a constructive and respectful way. They also listen to each other, seek to understand different viewpoints, and resolve disagreements through consensus or compromise. Healthy conflict fosters creativity, innovation, and learning within the team, and helps the team to deliver better solutions that meet the customer and stakeholder needs12.
1: Creating High Performing Teams of Teams - Scaled Agile Framework 2: 4 Qualities of High Performing Teams You Must Know! | Turing
NEW QUESTION # 25
What is governance in a SAFe context?
- A. A framework for decision-making to ensure programs achieve desired mission outcomes
- B. Oversight that is provided by the PMO
- C. Agency level regulations that ensure compliance with federal laws
- D. Participatory budgeting events conducted twice annually by LPM
Answer: A
Explanation:
Explanation
According to the Government Article on the Scaled Agile Framework website, governance in a SAFe context is a framework for decision-making to ensure programs achieve desired mission outcomes. The article states that "Governance is not the natural enemy of the lean flow of value in technology development. In fact, governance plays a vital role in many high-assurance systems where the economic and human cost of failure is unacceptable. It is merely a framework for decision-making and oversight to ensure that programs achieve the desired mission outcomes." Therefore, the correct answer is B, a framework for decision-making to ensure programs achieve desired mission outcomes. The other options are not accurate, as they are not the definitions of governance in a SAFe context. Oversight that is provided by the PMO (A) is not governance, but a function that supports governance by providing guidance and coordination. Agency level regulations that ensure compliance with federal laws are not governance, but a set of rules that programs must follow. Participatory budgeting events conducted twice annually by LPM (D) are not governance, but a mechanism for allocating funds based on value and strategic alignment.
NEW QUESTION # 26
When should government technology programs be organized as Solution Trains?
- A. When the program involves classified information
- B. When the program crosses multiple agency divisions or branches
- C. When the size and complexity require two or more ARTs
- D. When the cost of the program exceeds $100M
Answer: C
Explanation:
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.
NEW QUESTION # 27
In a SAFe Roadmap, which PIs are committed?
- A. The first three
- B. The first one
- C. All
- D. The first two
Answer: B
Explanation:
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.
NEW QUESTION # 28
What type of decision may significantly affect lead time for systems development?
- A. Approved budget, required development tools, and dedicated team members
- B. Using firm fixed price contracts
- C. Prioritizing the product backlog using WSJF
- D. Using relative size estimating
Answer: B
Explanation:
Explanation
According to the Government Article on the Scaled Agile Framework website, using firm fixed price contracts may significantly affect lead time for systems development. The article states that "Firm fixed price (FFP) contracts are often used in government programs, but they are not well suited for Agile development. FFP contracts typically require detailed specifications and fixed scope, which are incompatible with the iterative and adaptive nature of Agile. FFP contracts also create a misalignment of incentives between the contractor and the government, as they reward the contractor for delivering the minimum acceptable solution, rather than the best possible value. FFP contracts also discourage collaboration and feedback, as any change in scope or requirements may trigger lengthy negotiations and contract modifications." Therefore, the correct answer is A, using firm fixed price contracts. The other options are not accurate, as they are not the types of decisions that may significantly affect lead time for systems development. Using relative size estimating (B) is a common Agile practice that helps teams plan and track their work. Approved budget, required development tools, and dedicated team members are enablers, not impediments, of systems development. Prioritizing the product backlog using WSJF (D) is a method of applying an economic view to optimize value delivery.
NEW QUESTION # 29
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