Management Safe Practitioner Exam With Answers (236 Solved Questions)

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SAFE PRACTITIONEREXAM/235 QUESTIONSAND ANSWERS (A+)Which Continuous Delivery Pipeline event(s)should happen every Iteration?a) Continuous Integration and ContinuousDeploymentb) Continuous Integrationc) Continuous Exploration, ContinuousIntegration,Continuous Deployment, and Release on Demandd) Continuous Exploration, Continuous Integrationand Continuous Deployment-=d) ContinuousExploration, Continuous Integration, andContinuous Deployment-Which tool or process supports customercentricity?a) Design thinkingb) Whole product developmentc) User researchd) Market research-=a) Design thinking-Why was the Dev Team removed from SAFe 5.0?a) To provide more focus to Product Owners andScrum Mastersb) To better relate to businessteams

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c) To shift focus from team agility to organizationalagilityd) to simplify the SAFe big picture-=b) to betterrelate to business teams-Which of the seven core competencies addressesthe other solutions that are necessary to delivercomplete enterprise value?a) Lean Portfolio Managementb) Agile Product Deliveryc) Organizational Agilityd) Enterprise Solution Delivery-=a) Lean PortfolioManagement-What is the foundation the customer-centricenterprise?a) Whole product solutionb) Productlifecyclec) Market and user researchd) Customer value-=c) Market and user research-When should Continuous Exploration activitiestake place?a) In the first PI Iteration to prepare for work inIteration 2 and deployment in Iteration 3b) EveryIterationc) On demand, based on market rhythms andeventsd) During the IP Iteration in preparation for PIPlanning-=b) Every Iteration

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-Those who master _____ will define the economiclandscape of the 21st century.-=large-scalesoftware delivery-SAFe 5 for Lean Enterprises is a knowledgebased of proven, integrated principles, practicesand competencies for achieving ________ byimplementing Lean, Agile, and DevOps at scale.-=Business Agility-What are the seven core competencies ofBusiness Agility-=Enterprise Solutions Delivery,Agile Product Delivery, Team and TechnicalAgility, Lean-Agile Leadership, Lean PortfolioManagement, Organizational Agility, ContinuousLearning Culture--High-performing, cross-functional Agile teams-Teams of business and technical teams buildSolutions-Quality business Solutions delight Customers-=Team and Technical Agility--The Customer is the center of your productstrategy-Decouple the release of value from thedevelopment cadence-Continuously explore, integrate, deploy, andrelease-=Agile Product Delivery

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--Apply Lean system engineering practices to buildreally big systems-Coordinate and align the full supply chain-Continue to enhance value after release-=Enterprise Solution Delivery--Align strategy, funding, and execution-Optimize operations across the portfolio-Lightweight governance empowers decentralizeddecision-making-=Lean Portfolio Management-What are the three parts of Lean PortfolioManagement?-=Strategy & Investment Funding,Agile Portfolio Operations, Lean Governance--Create an enterprise-wide, Lean-Agile mindset-Map and continuously improve businessprocesses-Respond quickly to opportunities and threats-=Organizational Agility--Everyone in the organization learns andgrowstogether-Exploration and creativity are part of theorganization's DNA-Continuously improving solutions, services, andprocesses is everyone's responsibility-=Continuous Learning Culture

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--Inspire others by modeling desired behaviors-Align mindset, words, and actions to Lean-Agilevalues and principles-Actively lead the change and guide others to thenew way of working-=Lean-Agile Leadership-What are the four configuration of SAFe?-=FullConfiguration, Large Solution Configuration,Portfolio Configuration, Essential Configuration-Roles and activities, and events and processeswhich Agile Teams use to build and deliver valuein the context of the ART-=Essential SAFecontains--Precisely specify value by product-Identify the Value Stream for each product-Make value flow without interruptions-Let the Customer pull value from the producer-Pursue perfection-=Lean thinking-The Lean thinking mindset is embodied in the-=SAFe House of Lean-Achieve the shortest sustainable lead timewith:-The best quality and value to people and society-Might morale, safety, and Customer delight-=Value

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-What is on the roof of the SAFe House of Lean?-=Value--Generate culture-People do all the work-Your Customer is whoever consumes your work-Build long-term partnerships based on trust-To change the culture, you have to change theorganization-=Respect for the people and culture-What are the pillars in the SAFe House of Lean?-=Respect for people and culture, Flow, Innovation,Relentless improvement--Optimize sustainable value-Build in quality-Understand, exploit, and manage variability-Move from projects to products-=Flow--Innovative people-Provide time and space for innovation-Go see-Experimentation and feedback-Innovationriptides-Pivot without mercy or guilt-=Innovation--A constant sense of danger-Optimize the whole-Problem-solving culture-Base improvements on facts

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-Reflect at key Milestones-=Relentlessimprovement--Lead by example-Adopt a growth mindset-Exemplify the values and principles of Lean-Agileand SAFe-Develop people-Lead the change-Foster psychological safety-=Leadership-What is the base of the SAFe House of Lean?-=Leadership-What are the 4 main values of the Agile Manifesto-=Individuals and interaction, Working software,customer collaboration, responding to change-over processes and tools-=Individuals andinteractions-over comprehensive documentation-=Workingsoftware-over contract negotiation-=customercollaboration-over following a plan-=responding to change

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-1. Our highest priority is to satisfy the customerthrough early and continuous delivery of valuablesoftware.2. Welcome changing requirements, even late indevelopment. Agile processes harness change forthe customer's competitive advantage.3. Deliver working software frequently, from acouple of weeks to a couple of months, with apreference for the shorter timescale.4. Business people and developers must worktogether daily throughout the project.-=The AgileManifesto Principles-5. Build projects around motivated individuals.Give them the environment and support they need,and trust them to get the job done.6. The most efficient and effective method ofconveying information to and within adevelopmentteam is face-to-face conversation.7. Working software is the primary measure ofprogress.8. Agile processes promote sustainabledevelopment. The sponsors, developers, andusers should be able to maintain a constant paceindefinitely-=The Agile Manifesto Principles-9. Continuous attention to technical excellenceand good design enhances agility.10. Simplicity-the art of maximizing the amount ofwork not done-is essential.

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11. The best architectures, requirements anddesigns emerge fromself-organizing teams.12. At regular intervals, the team reflects on howto become more effective, then tunes and adjustsits behavior accordingly.-=The Agile ManifestoPrinciples-#1 Take an economic view#2 Apply systems thinking#3 Assume variability; preserve options#4 Build incrementally with fast, integratedlearning cycles#5 Base milestones on objective evaluation ofworking systems#6 Visualize and limit WIP, reduce batch sizes,and manage queue lengths#7 Apply cadence, synchronize with cross-domainplanning#8 Unlock the intrinsic motivation of knowledgeworkers#9 Decentralize decision-making#10 Organize around value-=SAFe Lean-AgilePrinciples-Delivery early and often-=Agile economics-Use ______ and Program Increments to learnquickly-=Iterations

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-Base _____ on objective evaluation of workingsystms-=milestones-_____ are orchestrated to deliver objectiveprogress, product, and process Metrics-=Program Increment (PI) System Demos-Visualize and limit _____, reduce batchsize, andmanage queue lengths-=WIP-=average queue length divided by averageprocessing rate-=Average wait time-Visualize and _____ work in progress-=limit-Reduce batch size for higher _____-=predictability-Apply _____, synchronize with cross-domainplanning-=cadence-_____ planning limits variability-=Cadence-based-Value doesn't follow _____-=silos-_____ is inhibited by hands off and delays-=Value delivery

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-_____ can prevent cooperation-=Politicalboundaries-_____ encourage geographic distribution offunctions-=Silos-_____ across silos is difficult-=Communication-Instead, organize around _____-=DevelopmentValue Streams-Include activities from _____ through release andvalidation-=recognizing and opportunity-Contains the steps, and flow of information andmaterial, and the people who develop theSolutions used by the _____-=Operational ValueStreams-Scrum is build on _____, and short learningcycles.-=transparency, inspection, adaptation-_____ practices provides the basis for TechnicalAgility-=Quality-Team in SAFe are part of an _____-=AgileRelease Train-The _____ and teams continuously deliver value-=ART

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-_____ are cross-functional, self-organizingentities that can define,build, test, and whereapplicable, deploy increments of value.-=AgileTeams-What are the two specialty roles on an AgileTeam-=Scrum Master & Product Owner--Five to eleven team members-Create and refine Stories and acceptance criteria-Define, build, test and develop Stories-Build quality in to each increment of the solution.-Develop and commit to team PI Objectives andIteration plans-=Responsibilities of the AgileTeam-organized around the flow of work and has theability to deliver valuedirectly to Customer or enduser-=Stream-aligned team-organized around specific subsystems thatrequire deep specialty skills and expertise-=Complicated subsystem team-organized around the development and support ofplatforms that provide servicesto other teams-=Platform team

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-organized to assist other teams with specializedcapabilities and help them become proficient innew technologies-=Enabling team-The _____ helps teams to clearly define theirpurpose, responsibilities and successcriteriaamongst other critical elements-=Agile Teamcharter--Coaches the Agile Team in self-management-Helps the team focus on creating increments ofvalue each iteration-Facilitates the removal of impediments to theteam's progress-Ensures that all team events take place, areproductive and kept within the timebox-=ScrumMaster--Contributes to the Vision and Roadmap-Acts as the Customer for the team questions-Creates, clearly communicates and acceptsStories-Prioritizes the Team Backlog-=Product Owner--Coordinates with other Product Owners, theSystem Team, and Shared Services in the PIPlanning meetings-works with the above teams throughout eachIteration and PI

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-Coordinates with other Scrum Masters and theRelease Train Engineer in the Scrum of Scrums-Helps team understand and operate within itscapacity-Helps team operate under architectural andporfolio governance, system-level integration, andSystem Demos-Foster team adoption of Agile technical practices-=The Scrum Master in the Enterprise--Establishes the sequence of backlog itemsbased on program priorities, events, anddependencies within other teams-Operates as part of an extended ProductManagement Team-Understands how the Enterprise backlog structureoperates within Epics, Capabilities, Features, andStories-Work with Product Management to plan ProgramIncrements (PI)-Uses PI Objectives and Iteration Goals tocommunicate with management-Coordinates with other Product Owners, theSystem Team, and Shared Services in the PIPlanning meeting-Works with other Product Owners and the ProductManagement team throughout each Iteration andPI-=The Product Owner in the Enterprise

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