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| Section | Weight | Objectives |
|---|---|---|
| Lean-Agile Leaders | 29-33% | - SAFe Lean-Agile Principles - Lean-Agile Mindset - SAFe Core Values |
| Leading the Change | 6-8% | - SAFe Implementation Roadmap - Lead the change - Lead by example |
| Agile Product Delivery | 29-33% | - Continuous Delivery Pipelines with DevOps - Develop on Cadence; Release on Demand - Design Thinking - Customer-centric culture - PI Planning - ART Backlog and WSJF |
| Digital Age and Business Agility | 12-14% | - SAFe as an Operating System for Business Agility - Core competencies of Business Agility - Thriving in the digital age |
| Lean Portfolio Management | 12-14% | - Strategic Themes - Traditional and Lean budgeting approaches - Portfolio canvas - Epic hypothesis statements - Portfolio Kanban - SAFe Portfolio |
| Team and Technical Agility | 6-8% | - Cross-functional Agile Teams - Built-in Quality - Organizing around value with ARTs |
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NEW QUESTION # 30
What is one output of enterprise strategy formulation?
Answer: A
NEW QUESTION # 31
The analyzing step of the Portfolio Kanban system has a new Epic with a completed Lean business case. What best describes the next step for the Epic?
Answer: D
Explanation:
Explanation
The next step for an epic with a completed Lean business case in the analyzing step of the Portfolio Kanban is to move it to the ready state if it receives a 'go' decision from Lean Portfolio Management. The analyzing step is where the epic hypothesis statement and the Lean business case are developed and validated. The Lean business case provides the economic justification, assumptions, risks, and potential benefits of the epic. The Lean Portfolio Management is the authority that reviews and approves the Lean business case and decides whether to fund and implement the epic or not. If the epic receives a 'go' decision, it moves to the ready state, where it waits for implementation capacity. If the epic receives a 'no go' decision, it is either deferred or cancelled. References: Portfolio Kanban, Lean Portfolio Management
NEW QUESTION # 32
Who is responsible for managing the Portfolio Kanban?
Answer: D
NEW QUESTION # 33
What is used to brainstorm potential Portfolio future states?
Answer: D
Explanation:
SWOT and TOWS are used to brainstorm potential portfolio future states. SWOT is an acronym for Strengths, Weaknesses, Opportunities, and Threats. SWOT analysis is a tool that helps identify the internal and external factors that affect the portfolio's performance and position in the market. TOWS is an acronym for Threats, Opportunities, Weaknesses, and Strengths. TOWS analysis is a tool that helps generate strategic alternatives based on the SWOT factors. SWOT and TOWS help create a portfolio vision that reflects the desired future state of the portfolio. References: SAFe Portfolio, Portfolio Canvas
NEW QUESTION # 34
What is one way Lean-Agile leaders lead by example?
Answer: B
Explanation:
One way Lean-Agile leaders lead by example is by modeling SAFe's Lean-Agile Mindset, values, principles, and practices. A Lean-Agile Mindset is a way of thinking that embraces the values and principles of Lean thinking and Agile development. A Lean-Agile leader is someone who exhibits this mindset and applies it to lead others in achieving business agility. A Lean-Agile leader models SAFe's four core values: Alignment, Built-in Quality, Transparency, and Program Execution; as well as its ten principles: Take an economic view; Apply systems thinking; Assume variability; preserve options; Build incrementally with fast integrated learning cycles; Base milestones on objective evaluation of working systems; Visualize and limit WIP; reduce batch sizes; manage queue lengths; Apply cadence; synchronize with cross-domain planning; Unlock the intrinsic motivation of knowledge workers; Decentralize decision-making; Organize around value; and Adopt a customer-centric mindset. References: Lean-Agile Mindset, SAFe Core Values, SAFe Lean-Agile Principles, Lead by Example
NEW QUESTION # 35
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