Question # 1
| What is one output from the problem-solving workshop? | | A. ROAMed risks | | B. All the potential Solutions the team could identify | | C. An assessment report | | D. Top improvement items for the next PI |
D. Top improvement items for the next PI
Explanation:
One of the primary outputs from the problem-solving workshop in SAFe is identifying the top improvement items for the next Program Increment (PI). These workshops focus on analyzing issues, determining root causes, and formulating actionable improvements. By prioritizing and committing to these improvement items, teams can systematically address problems and enhance their performance and productivity in subsequent PIs.
Question # 2
| What is one requirement for achieving Continuous Deployment? | | A. Decouple deployment from release | | B. Couple development cadence and deployment cadence | | C. Create all Features using behavior-driven development | | D. Automate all unit-tests |
A. Decouple deployment from release
Explanation:
Achieving Continuous Deployment involves several practices, one of which is decoupling deployment from release. This means that code can be deployed to production continuously and automatically, but it is only released to end-users when it is appropriate. Decoupling these processes allows for more frequent and reliable deployments without affecting the user experience until the features are ready for release. This practice helps in maintaining system stability and enabling faster feedback loops.
SAFe Scrum Master References
SAFe Continuous Delivery Pipeline: practices for Continuous Deployment
SAFe 5.0 framework: decoupling deployment and release for continuous improvement
Question # 3
| What is one problem with phase-gate Milestones? | | A. They assume a point Solution exists and can be built right the first time | | B. They force design decisions too late in the process | | C. They account for variability inherent in the process | | D. They require the Product Owner to act as gatekeeper or guardian of the process |
A. They assume a point Solution exists and can be built right the first time
Explanation:
Phase-gate milestones are traditional project management mechanisms that mark the end of one phase and the beginning of another. One major problem with phase-gate milestones is that they assume a point solution exists and can be built correctly the first time. This assumption does not account for the iterative nature of Agile methodologies, where solutions are developed incrementally and iteratively, with feedback loops and continuous improvement. Assuming a point solution can be finalized early often leads to rigidity, lack of adaptability, and higher risks of delivering a product that does not meet the actual needs or expectations.
Question # 4
| What should be the first step a team should take to feed potential problems into the Problem Solving workshop? | | A. Identify enablers needed to build out the Architectural Runway | | B. Conduct a short team retrospective | | C. Review feedback from the System Demo | | D. Analyze quantitative & qualitative metrics |
D. Analyze quantitative & qualitative metrics
Explanation:
The first step a team should take to feed potential problems into the Problem Solving workshop is to analyze quantitative and qualitative metrics. These metrics provide objective data about the team's performance and can highlight areas where issues may be occurring. By reviewing these metrics, the team can identify trends, pinpoint specific problems, and prioritize them for discussion in the Problem Solving workshop. This approach ensures that the workshop focuses on data-driven issues, leading to more effective and targeted solutions.
SAFe Scrum Master References
SAFe 5.0 framework: importance of data-driven decision-making and problem-solving
SAFe Advanced Scrum Master learning materials: analyzing metrics for continuous improvement
Question # 5
| What are two benefits of applying cadence? (Choose two.) | | A. To transform unpredictable events into predictable events | | B. To help teams increase their velocity | | C. To synchronize planningfor multiple teams and ARTs | | D. To ensure teams wait to integrate their changes on cadence boundaries | | E. Toensure teams nan accent new workat anytime |
A. To transform unpredictable events into predictable events
C. To synchronize planningfor multiple teams and ARTs
Explanation:
To transform unpredictable events into predictable events (A): Cadence creates a regular, reliable schedule for events, which helps in managing and mitigating variability. This predictability allows teams to plan and execute their work more effectively, reducing the uncertainty of unforeseen events.
To synchronize planning for multiple teams and ARTs (C): Cadence helps align the planning cycles of multiple teams and Agile Release Trains (ARTs), ensuring that everyone works in a coordinated manner. This synchronization is critical for integrated, cross-team activities and for maintaining a cohesive workflow across the organization.
SAFe Scrum Master References
SAFe Principles: the importance of cadence and synchronization
SAFe 5.0 framework: benefits of applying cadence in Agile teams
Question # 6
| Which statement is true about large Stories? | | A. They make it difficult to apply iterative development | | B. They require additional refinement sessions to fully understand the scope | | C. They fit into one Iteration | | D. They should be split into multiple tasks |
A. They make it difficult to apply iterative development
Explanation:
Large stories, often referred to as "epics," pose a challenge to iterative development because they encompass too much work to be completed within a single iteration. This contradicts the principles of Agile, which emphasize small, incremental deliveries to ensure continuous progress and feedback. By breaking down large stories into smaller, more manageable pieces, teams can better align with iterative development practices, allowing for more frequent delivery of value, better risk management, and easier progress tracking.
Question # 7
| What are two timestamps required to measure lead time when using a Team Kanban board? (Choose two.) | | A. When the Story is released to users and validated | | B. When the Story is deployed | | C. When the Agile Team pulls a Story onto the board | | D. When the Story is accepted by the Product Owner | | E. When the team completes validation of the Story |
C. When the Agile Team pulls a Story onto the board
D. When the Story is accepted by the Product Owner
Explanation:
In SAFe (Scaled Agile Framework), lead time is an essential metric used to measure the efficiency and effectiveness of a process. Lead time is defined as the total time it takes for a work item to move through the entire process from the moment it is initiated until it is completed. To measure lead time accurately using a Team Kanban board, two specific timestamps are crucial:
When the Agile Team pulls a Story onto the board (Timestamp C):
This is the starting point of the lead time. It marks the moment when the team commits to working on a particular story by pulling it into the workflow. This action indicates that the story is now in progress and the clock starts ticking from this point.
When the Story is accepted by the Product Owner (Timestamp D):
This is the endpoint of the lead time. It signifies that the story has been completed to the satisfaction of the team and has met the acceptance criteria defined by the Product Owner. When the Product Owner accepts the story, it indicates that the work is done and the lead time measurement stops.
These two timestamps effectively capture the duration a story takes to go through the development process, providing valuable insights into process efficiency and identifying areas for improvement.
SAFe Scrum Master References
SAFe Advanced Scrum Master learning materials
SAFe 5.0 Scrum Master Certification resources
The 2020 Scrum Guide:Scrum Guide 2020
This information aligns with the principles and practices outlined in the SAFe framework and the Scrum Guide, ensuring a comprehensive understanding of lead time measurement within a Team Kanban board context.
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