Scaled Agile SAFe-SPC SAFe Practice Consultant SPC (6.0) Exam Practice Test

Defining Solution architecture.

Creating new automated test scenarios.

End-to-end system testing.

Building and maintaining a production-equivalent staging environment.

Deploying to staging.

Business value

CoD (Cost of Delay)

WSJF (Weighted Shortest Job First)

Capacity allocation according to budget

Have them attend Leading SAFe training and Scrum Master orientation.

Have them attend Leading SAFe training.

Have them attend SAFe for Teams training with all other teams on the train.

Have them attend Implementing SAFe training with SPC certification.

Have them review the SAFe Foundations presentation and provide on-the-job training.

True

False

Infrequent decisions.

Need for fast decision-making.

Economies of scale

Appropriate authority level of the decision maker.

High cost of delay

Lead the teams

Proactively eliminate impediments.

Run successful Agile Release Trains.

Facilitate relentless improvement

Embrace the values of Lean.

Manage the most critical day-to-day activities of team members.

To write all the user stories so that the team can focus on coding and testing.

To task team members in the efficient manner possible based on their skills.

To provide management with status reports on the team's progress.

To use servant leadership to help the team perform at its best.

Each Strategic Theme receives a budget allocation when Strategic Themes span portfolios.

Epics, Features, and Stories are funded based on their size in normalized Story points, while teams are allocated to high-priority work as needed.

Each Value Stream receives budget allocation as a whole; individual work is not specifically budgeted.

Each team gets budget allocation and Features are funded according to their size in normalized Story points.

True

False

Decentralization of control.

Transparency.

Reporting.

U-curve optimization.

Servant leadership.

Working software over comprehensive documentation.

Customer collaboration over contract negotiation.

Working software is the primary measure of progress.

Good architectures are built up front so that teams can focus on development.

Continuous attention to technical excellence and design enhances agility.

Business people and developers must work together daily throughout the project.

Assigning backlog items to team members.

Communicating the Solution Vision with the teams.

Working with other departments to establish better communication among teams.

Creating work breakdown structures.

Assigning team members to handle external dependencies.

Developing skills and career paths for team members.

Creating an environment of mutual influence.

True

False

Refining the Program Backlog.

Managing the ART sync.

Categorizing program risks during PI Planning.

Managing teams by the Release Train Engineer.

(User/Business Value + Time Criticality + Opportunity Enablement/Risk Reduction)/Job Size.

(Risk Reduction/Opportunity Enablement + Time Criticality + Size)/Business Value.

(User/Business Value + Size + Risk Reduction/Opportunity Enablement)/Job Size.

(User/Business Value + Size + Risk Reduction/Opportunity Enablement)/Time.

Governance, strategy and investment funding, program management.

Program management, stakeholder management, PI Planning.

Lightweight business case, Epic specification workshop, Budget allocation.

Governance, investment funding, product strategy.

By understanding the full Value Stream.

By constant reduction of delays.

By reducing batch sizes.

By applying subjective governance.

Business Capabilities

Portfolio Enabler Epics

Strategic Themes

Enabler Features

Spikes

Program Epics

The Customer is satisfied with the User Experience.

Nonfunctional Requirements are met.

Code is checked in and merged into main branch.

No must-fix defects exist.

All unit tests are passing.

Coding standards have been followed.

So that team members collaborate better.

So that the team is able to meet its Iteration Goals.

So that teams continuously invest in the Architectural Runway.

It helps resolve conflicts between Feature teams and component teams.

So that the work can be better estimated.

Predictability

Alignment

Transparency

Built-in Quality

Program execution

Analysis-spikes help clarify feasibility.

Implementing-teams perform spikes as usual

Funnel-understand whether the Epic makes sense.

Portfolio Backlog-run a spike before pulling into development.

Product Owner

Business Owners

Scrum Master

COE

Product Management

Solution Management

Value Stream Engineer

Solution Architect/Engineer

Customer

Release Management

The acceptance Criteria for the Capabilities.

Job sequencing for the Epics in the Value Stream Backlog.

The Economic Framework for the Value Stream.

The environment in which the Solution is deployed.

Demonstrate working software at each Solution Demo.

Develop her own Vision and Roadmap.

Attend key Value Stream events.

Maintain development and test environments to better match production.

Deploy to staging every sprint.

Put everything under version control.

Start automating the actual deployment process.

Build and maintain a production-equivalent staging environment.

Continuously synchronize all Feature and team branches.

Create the ability to automatically build environments.

To ensure that the analysis and discovery work needed for the items are not time bound.

To ensure that there is visibility and transparency.

To capture all ideas in the funnel.

To limit the number of initiatives under consideration.

To ensure that portfolio items are delivered to the Program or Solution Backlogs every 2 weeks.

True

False

Decentralized decision-making.

Built-in instability.

Use of Feature Teams.

Dunbar's number

Synchronize the technology stack and infrastructure across Value Streams.

Drive the strategy for maintaining the Enterprise's architecture.

Define the Solution design for Agile Release Trains.

Facilitate reuse of ideas and proven design patterns.

True

False

Number of lines of code produced.

Number of new test cases automated.

Number of test cases produced.

Percent of unit test coverage.

Percent of user stories accepted by the Product Owner.

Number of defects outstanding.

Have every team demonstrate their team increment to the stakeholders separately in the team branch.

Find a vendor that specializes in integrating system increments form multiple teams.

Stop working on any new functionality and fully integrate and test the system; adjust scope based on learnings.

Re-plan the current PI: De-scope to leave enough time to integrate what you've built during the IP Iteration.

Re-architect the system so that there are no dependencies between the teams and integration is not needed.

25 practitioners.

25-50 practitioners.

50-125 practitioners.

126-200 practitioners.

Whatever the Value Stream requires.