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| Section | Weight | Objectives |
|---|---|---|
| Digital Age and Business Agility | 12-14% | - Thriving in the digital age - Core competencies of Business Agility - SAFe as an Operating System for Business Agility |
| Leading the Change | 6-8% | - Lead by example - Lead the change - SAFe Implementation Roadmap |
| Agile Product Delivery | 29-33% | - Customer-centric culture - Design Thinking - Continuous Delivery Pipelines with DevOps - Develop on Cadence; Release on Demand - PI Planning - ART Backlog and WSJF |
| Team and Technical Agility | 6-8% | - Cross-functional Agile Teams - Organizing around value with ARTs - Built-in Quality |
| Lean-Agile Leaders | 29-33% | - SAFe Lean-Agile Principles - Lean-Agile Mindset - SAFe Core Values |
| Lean Portfolio Management | 12-14% | - SAFe Portfolio - Portfolio canvas - Traditional and Lean budgeting approaches - Strategic Themes - Epic hypothesis statements - Portfolio Kanban |
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NEW QUESTION # 38
Which Lean budget Guardrail helps ensure the appropriate allocation of budgets to balance near-term opportunities with long-term strategy and growth?
Answer: D
Explanation:
Guiding investments by horizon is the Lean budget guardrail that helps ensure the appropriate allocation of budgets to balance near-term opportunities with long-term strategy and growth. A Lean budget guardrail is a policy or guideline that governs how the portfolio operates within the Lean budgeting system. Guiding investments by horizon means allocating budgets across three time horizons: Horizon 1 (current value streams), Horizon 2 (emerging opportunities), and Horizon 3 (exploration and innovation). This helps the portfolio balance the exploitation of existing markets with the exploration of new ones, and foster a culture of experimentation and learning. References: Lean Portfolio Management, Traditional and Lean Budgeting Approaches
NEW QUESTION # 39
Why do Business Owners assign business value to team PI Objectives?
Answer: C
Explanation:
The reason why business owners assign business value to team PI objectives is to empower teams to make decisions around work. Business value is a relative measure of the importance of a work item or an outcome to the business. Team PI objectives are SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals that reflect the value that each team intends to deliver in a PI. Business owners assign business value points to each team PI objective based on their alignment with the program vision and objectives. This helps teams prioritize their work, balance their capacity, negotiate dependencies, and make trade-offs based on value delivery. References: PI Planning, Business Owners
NEW QUESTION # 40
Which implementation step follows Coach ART Execution on the SAFe Implementation Roadmap?
Answer: D
Explanation:
Explanation
Launching more ARTs and Value Streams is the implementation step that follows Coach ART Execution on the SAFe Implementation Roadmap. The SAFe Implementation Roadmap is a guide that helps enterprises implement SAFe in a structured and reliable way. The roadmap consists of 12 critical moves that span from reaching the tipping point to extending to the portfolio and beyond. Coach ART Execution is the seventh move, where the first ART is launched and coached by a SAFe Program Consultant (SPC) or other expert.
Launch more ARTs and Value Streams is the eighth move, where the enterprise expands the implementation of SAFe to other value streams and ARTs, based on the learnings and successes of the first ART. References:
SAFe Implementation Roadmap, Coach ART Execution, Launch more ARTs and Value Streams
NEW QUESTION # 41
Which type of decision should remain centralized even in a decentralized decision-making environment?
Answer: C
Explanation:
Decisions that deliver large and broad economic benefits are the type of decisions that should remain centralized even in a decentralized decision-making environment. Decentralized decision-making is a principle and practice that empowers individuals and teams to makedecisions about their work without excessive interference or control from others. Decentralized decision-making fosters autonomy, agility, innovation, and ownership among knowledge workers. However, some decisions are better made centrally by those who have more authority, information, or expertise. These include decisions that affect the whole enterprise or portfolio, such as strategy, vision, budgeting, governance, compliance, etc. References: SAFe Lean-Agile Principles, SAFe Principle #9
NEW QUESTION # 42
How does SAFe recommend using a second operating system to deliver value?
Answer: C
Explanation:
Explanation
This is how SAFe recommends using a second operating system to deliver value. A second operating system is a way of organizing an enterprise that combines two complementary structures: a traditional hierarchy that provides stability, alignment, and efficiency; and a network of empowered teams that provides speed, agility, and creativity. A second operating system helps enterprises achieve organizational agility, which is one of the core competencies of business agility in SAFe. Organizing development around the flow of value means creating cross-functional Agile teams and ARTs that deliver value in a regular cadence. Maintaining the hierarchies means preserving the existing roles and functions that provide governance, compliance, and support. References: Organizational Agility, Dual Operating System
NEW QUESTION # 43
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