SAFe-SPC SAFe Practice Consultant SPC (6.0) Questions and Answers

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.

At the end of the IP Iteration.

At each PI boundary, provided there are no PI defects.

Whenever it meets relevant governance and market criteria.

At quarterly boundaries.

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.

Business value

CoD (Cost of Delay)

WSJF (Weighted Shortest Job First)

Capacity allocation according to budget

True

False

True

False

True

False

Extending the duration of a PI.

Changing total ART resources

Switching to a different PI cadence.

Reducing the scope of a Program Epic.

Prioritizing Features based on Cost of Delay.

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.

PI Predictability Measure update.

Roadmap update

Team Iteration Demo

Biweekly System Demo

Iteration Metrics update

Decentralized decision-making.

Built-in instability.

Use of Feature Teams.

Dunbar's number

Illustrate the power of feedback in content decision-making.

Emphasize the value of "Responding to change" from the Agile Manifesto.

Explain that too much up-front detail demotivates Product Owners as they have almost nothing to do thereafter.

Explain the "understand and exploit variability" principle or product development flow.

Explain why development doesn't need to commit to anything in Agile.

By understanding the full Value Stream.

By constant reduction of delays.

By reducing batch sizes.

By applying subjective governance.

Predictability

Alignment

Transparency

Built-in Quality

Program execution

True

False

It supports a stable velocity.

It provides the documentation on which Features and Capabilities are built.

It iteratively evolves the architecture to meet changing needs.

It allows for nontechnical changes

True

False

True

False

Product Owner

Business Owners

Scrum Master

COE

Product Management

Individual and team performance incentives.

Making a contribution.

Ranking individuals for transparency in their contributions to the organization.

Well-structured MBOs so people know exactly what's expected of them.

Autonomy.

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.

Split the backlog items into smaller, more manageable pieces of work and rearrange them into real Features.

Formulate business benefits for each backlog item. If not meaningful business benefits can be identified, it's not a Feature and should be redefined.

Build explicit dependencies between backlog items. If B depends on A for completion, make sure that the opportunity enablement WSJF is a parameter of A.

Identify the associated Epics when formulating Features.

Strategic Themes

Solutions

Agile Release Trains

Cyber-physical systems

True

False

In the Portfolio Kanban.

In the Value Stream planning board.

In the ART Kanban.

In the Value Stream Kanban.

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.

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.

Once pulled into implementation, the Epic needs to be finished.

A budget reserve is established that can be used to fund Epics.

Agile Release Trains are empowered to decide whether or not they proceed with a Portfolio Epic.

Re-prioritization happens at every PI boundary, and the rest of the Epic can be postponed or canceled if there are more important new initiatives.

Assume variability of scope and preserve options for the release date.

Preserve flexibility in system functionality and design, but have fixed Solution intent.

Assume variability of scope, but have fixed Solution Context.

Preserve flexibility in both system functionality and design.

Program board

Team PI Objectives

Top 10 Features

Vote of confidence/commitment

Portfolio Vision

Iteration Goals

The number of members on a self-managing, self-organizing ART.

The maximum number of tasks in a Program Increment for optimal predictability.

The number of Stories created during PI Planning to enable commitment.

The percent utilization that enables a sustainable pace.

True

False