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| Section | Weight | Objectives |
|---|---|---|
| Digital Age and Business Agility | 12-14% | - Core competencies of Business Agility - SAFe as an Operating System for Business Agility - Thriving in the digital age |
| Leading the Change | 6-8% | - Lead by example - SAFe Implementation Roadmap - Lead the change |
| Agile Product Delivery | 29-33% | - Design Thinking - PI Planning - Develop on Cadence; Release on Demand - Customer-centric culture - Continuous Delivery Pipelines with DevOps - ART Backlog and WSJF |
| Lean-Agile Leaders | 29-33% | - Lean-Agile Mindset - SAFe Lean-Agile Principles - SAFe Core Values |
| Lean Portfolio Management | 12-14% | - Portfolio Kanban - Traditional and Lean budgeting approaches - Epic hypothesis statements - Strategic Themes - Portfolio canvas - SAFe Portfolio |
| Team and Technical Agility | 6-8% | - Cross-functional Agile Teams - Organizing around value with ARTs - Built-in Quality |
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NEW QUESTION # 66
Optimizing flow means identifying what?
Answer: C
Explanation:
The workbook details that optimizing flow is heavily dependent on:
"Most problems with your process will surface as delays... Reducing delays is the fastest way to reduce time- to-market." Thus, identifying and eliminating delays is the critical activity when optimizing flow.
Source:Workbook, Page 2-11
NEW QUESTION # 67
What are Lean Portfolio Management, Agile Product Delivery, and Lean-Agile Leadership?
Answer: C
Explanation:
Explanation
Lean Portfolio Management, Agile Product Delivery, and Lean-Agile Leadership are SAFe core competencies.
A SAFe core competency is a set of knowledge, skills, and behaviors that enable an organization to achieve business agility. Business agility is the ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative solutions. There are seven core competencies in SAFe: Team and Technical Agility, Agile Product Delivery, Enterprise Solution Delivery, Lean Portfolio Management, Organizational Agility, Continuous Learning Culture, and Lean-Agile Leadership. References:
SAFe as an Operating System for Business Agility, Core Competencies of Business Agility
NEW QUESTION # 68
A confidence vote is taken at the end of PI Planning after dependencies are resolved and risks are addressed.
What best describes the process of the confidence vote?
Answer: D
Explanation:
According to the SAFe Agilist 6.0 domain of PI Planning, the confidence vote is a process where:
* Each team conducts a vote using their fingers (fist of five) or a digital tool for remote events
* The teams vote on the confidence level for the objectives as a set, and if confidence is high enough, the aggregate set of objectives becomes the committed ART plan
* The Release Train Engineer summarizes the team objectives into the ART PI objectives in a format suitable for management communication
https://scaledagileframework.com/pi-planning/
NEW QUESTION # 69
Which SAFe Core Value focuses on transparency and trust across the organization?
Answer: D
NEW QUESTION # 70
Which statement applies to uncommitted objectives?
Answer: C
Explanation:
Uncommitted objectives are counted when calculating load. Load is a measure of how much work a team can realistically accomplish in a PI. Load is calculated by adding up the story points of all the committed and uncommitted objectives of a team. Committed objectives are SMART goals that reflect the value that each team intends to deliver in a PI with high confidence. Uncommitted objectives are stretch goals that reflect additional value that each team may be able to deliver in a PI if they have extra capacity or time.
Uncommitted objectives are not included in the commitment or the business value scoring, but they are included in theload to account for their potential impact on team capacity. References: PI Planning, Team PI Objectives
NEW QUESTION # 71
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