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| Section | Weight | Objectives |
|---|---|---|
| Executing the Program Increment | 27-29% | - Continuous Delivery Pipeline and DevOps practices - IP Iteration and Inspect & Adapt activities - Visualizing workflow and managing dependencies - Measuring and optimizing value flow - Supporting PI execution and team events |
| Serving and Improving the ART | 30-32% | - Release on Demand and deployment practices - Coaching teams, leaders, and stakeholders - Systems thinking and value stream mapping - Fostering relentless improvement and culture |
| Applying SAFe Principles | 21-24% | - Multi-location and distributed facilitation techniques - Preparing and facilitating PI Planning events - Organizing and launching Agile Release Trains - Applying SAFe principles and leadership behaviors |
| Exploring the RTE Role | 15-17% | - Key roles and structure within Agile Release Train - Responsibilities and characteristics of Release Train Engineer - Lean-Agile mindset and core values application |
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NEW QUESTION # 42
Becoming a coach requires a shift from old behaviors to new ones. What are three ex-amples of old behaviors? (Choose three.)
Answer: A,E,F
Explanation:
In the context of SAFe, becoming a coach involves a shift from traditional management behaviors to those that support and enable Agile and Lean practices. The old behaviors that a coach needs to move away from include:
* Focusing on deadlines (A): Traditional management often emphasizes strict adherence to deadlines, which can lead to a focus on output rather than outcome and value.
* Fixing problems for the team (B): This behavior undermines the team's ability to self-organize and solve problems on their own, which is a key aspect of Agile teams.
* Driving toward specific outcomes : While having goals is important, a coach should encourage teams to explore various paths to achieve outcomes, fostering innovation and adaptability rather than prescribing specific solutions.
These behaviors contrast with new behaviors expected of a SAFe coach, such as facilitating team problem- solving (E) and focusing on business value delivery (F), which align with Agile principles of empowerment and customer-centricity1.
NEW QUESTION # 43
Why is the problem-solving workshop more effective than traditional lessons learned documents?
Answer: C
NEW QUESTION # 44
What does an effective Scrum Master help the team with?
Answer: B
NEW QUESTION # 45
What is one risk of eliminating an Innovation and Planning (IP) Iteration?
Answer: B
Explanation:
Eliminating an Innovation and Planning (IP) Iteration can lead to uncontrollable growth in technical debt. The IP Iteration in SAFe provides a buffer for managing risks and unforeseen delays, ensuring a consistent and predictable delivery schedule. It also offers dedicated time for innovation, continuing education, PI Planning, and Inspect and Adapt (I&A) events1. Without this iteration, teams may miss out on opportunities for innovation due to the constant pressure of delivery, which can result in an accumulation of technical debt over time. This is because the focus remains on immediate feature delivery without the allocated time to address underlying issues or invest in system improvements2.
NEW QUESTION # 46
Which action describes the behavior of applying Systems Thinking for a Release Train Engineer (RTE)?
Answer: B
NEW QUESTION # 47
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