SAFe Mock Test 1

 
Optimizing the solution result in identifying and reducing what? *
1/1
Delays
 
Systems
KPI
Decisions
Feedback
According to principle #6 - Visualize and Limit WIP reduce batch size, and manage queue length -
the emphasis is to optimize the solution which decreases delays, reduce waste and increases
predictability of outcomes

For more details, please refer: http://www.scaledagileframework.com/visualize-and-limit-wip-reduce-

batch-sizes-and-manage-queue-lengths

Question 2
 
Besides Inspection and transparency, which one is third pillar of
Empiricism? *
1/1
Retrospection
Program Risks
Adaptation
 
Flow
Feedback
Empirical process control, help us to solve complex problems. Empirical process control talks about
three main ideas of transparency, inspection, and adaptation.

For more details you can watch following video: https://www.youtube.com/watch?v=16I25gISCZQ

Question 3
 
Which one of the following is the main purpose of DevOps? *
1/1
It joins development and operations to enable continuous deployment
 
It solely focuses on a set of practices applied to large systems
It is primarily about test automation
It enables the architectural runway
Feedback
DevOps is an Agile approach to bridge the gap between development and operations to deliver
value faster and more reliable.

SAFe enterprise implements DevOps to break down silos and empower each Agile Release Train
(ART) and solution Train to deliver new features to their end users continuously. Over time, the
separation between the development and operations is significantly reduced and trains operate with
an automated, continuous delivery pipeline.

For more details, please refer: http://www.scaledagileframework.com/devops/

Question 4
 
What next after training of executives, managers, & leaders in new
SAFe implementation? *
0/1
Create implementation roadmap
 
Extend to the portfolio
Identify Value Stream and Agile Release Trains
Train Lean-Agile Change Agents
Correct answer
Identify Value Stream and Agile Release Trains
Feedback
Training helps in creating the sense of need, urgency. Afterward, it is time for the actual SAFe
implementation, which includes identifying Value Streams and Agile Release Trains (ARTs). Value
Streams and ARTs are the organizational backbones of a SAFe initiative.

For more details, please refer: http://www.scaledagileframework.com/identify-value-streams-and-

arts/

Question 5
 
When large solution be needed? *
1/1
When large solutions exceed the typical size of an Agile Release Train
 
When a solution can be delivered by a single Agile Release Train
Whenever there are two or more Agile Release Trains
When the number of suppliers span across more than one Agile Release
Train
Feedback
The Large Solution is meant for enterprises that face the biggest challenges - building large-scale
solutions that are beyond the scope of a single ART

For more information, please refer: http://www.scaledagileframework.com/large-solution-level/

Question 6
 
A team observed that they have to finish all the functionality in a PI as
per the organization regulatory compliance. As a result, the team has
not identified any stretch objective on day two of PI planning. Which
one of the following could be the next step for action? *
1/1
Ask team to collaborate with system architect to rework on plan
A team always need to add few stretch objective, ask them to add the same
Split the team's scope into committed and stretch objectives based on
implementation risk
 
Consider team is becoming flexible in defining scope of work
Feedback
The best way to proceed is splitting the scope into committed and stretch Objectives. Strech
Objectives are items which are low in confidence for commitment. Stretch Objectives are not
included in Team commitment.
According to #3 of SAFe - " Assume Variability; preserve options we do consider alternatives rather
preserving options.
All the alternatives of implementation may not be committed. Thus, the scope is split into committed
and stretch objectives
For more details, please refer: http://www.scaledagileframework.com/assume-variability-preserve-
options/

Question 7
 
Which SAFe Principle includes providing autonomy with purpose,
mission, and minimum constraints? *
1/1
Decentralize decision-making
Apply systems thinking
Unlock the intrinsic motivation of knowledge workers
 
Base milestones on objective evaluation of working systems
Feedback
Knowledge workers need or autonomy.Providing for autonomy, while harnessing it to the larger aim
of the enterprise is an important leadership responsibility.

For more details please refer: http://www.scaledagileframework.com/unlock-the-intrinsic-motivation-

of-knowledge-workers/

Question 8
 
What is defined by Solution Context when defining large solutions? *
1/1
The environment in which the Solution Operates
 
How It is uniquely associated with one Value Stream
Solution Intent
How it can span across multiple Pls
Feedback
Solution Context identifies vital aspects of the operational environment for a solution. It provides an
essential understanding of requirements, usage, installation, operation, and support of the solution
itself.

For more information, please refer: http://www.scaledagileframework.com/solution-context/

Question 9
 
We need a safe environment for learning, growth, and mutual
influence. Which one of the following leadership style supports the
same? *
0/1
Leader as the developer of people
Leader as influencer
 
Leader as conductor
Leader as servant
Correct answer
Leader as the developer of people
Feedback
Learning, growth, and mutual influence is supported by #3 - Develop People action. for more details,
please refer: http://www.scaledagileframework.com/lean-agile-leaders/

Question 10
 
When the team agreed on PI objectives? *
1/1
During Solution Planning
During PI Planning
 
During Portfolio Planning
During Iteration Planning
Feedback
The team creates team PI objectives at the PI planning meeting, indicating what they will have ready
by the end of the program increment.

For more details, please refer: http://www.scaledagileframework.com/pi-objectives/

Question 11
 
Applications which are incorporating DevOps, what attributes they
should have? (Choose Two) *
0/1
Overlay measurement with events (deploys, releases)
 
Generate logs to enable analysis
Use similar telemetry for different stakeholder
Manage the flow of value through the Continues Delivery Pipeline
 
Ensure continuous integration with manual deployment
Correct answer
Overlay measurement with events (deploys, releases)
Generate logs to enable analysis
Feedback
The goal is to build an application for:

• Collect data on business, application, infrastructure and client layers

• Store logs in ways that enable analysis
• Use different telemetry for different stakeholders
• Broadcast measurements and be hyper transparent
• Overlay measurements with events (deploys, releases)
• Continuously improve telemetry during and after problem-solving

For more details, please refer: http://www.scaledagileframework.com/devops/

Question 12
 
What are the two problems that can be understood from the Program
Board? (Choose Two) *
0/1
Too many features are placed in a team’s swim lane with no strings
Too many dependencies leading to a single program milestone
Events for future PIs
 
Too much Work-in-Process in one iteration
A significant dependency leading to a Feature
 
Correct answer
Too many dependencies leading to a single program milestone
A significant dependency leading to a Feature
Feedback
Too many dependencies and significant dependency leading to a feature can be understood from
the Program board.
Reference: http://www.scaledagileframework.com/pi-planning/

Question 13
 
If a program repeatedly shows separate feature branches rather than
a true system demo, which practice should be reviewed to address the
issue? *
1/1
Scrum of Scrum
Continuous Integration
 
PO Sync
Test First
Feedback
In case features shows separate feature branches, then program is not ready for system demo.
Continuous Integration helps to ready for deployment and release. It is the process of taking
features from the Program Backlog and developing testing, integrating, and validating them in a
staging environment.

A System demo is a significant event that provides an integrated view of new features for the most
recent iteration delivered by all the teams in the ART. Each demo provides ART stakeholders with
an objective measure of progress during a program increment.

For more details, please refer:

http://www.scaledagileframework.com/continuous-integration/
http://www.scaledagileframework.com/system-demo/

Question 14
 
A system is observing faster and lower variability with the small batch
size. Then which two statements are true about batch size? (Choose
Two) *
0/1
Co-Location enables small batch size
Batch Size cannot influence the behaviour
Good infrastructure enables large batches
Low utilization increases variability
 
Severe project slippage is the most likely result of large batches.
 
Correct answer
Co-Location enables small batch size
Severe project slippage is the most likely result of large batches.
Feedback
Small Batch size goes through the system faster, and with less variability, which fosters faster
learning. The faster speed is obvious; the variability increases because of the accumulated
variability of the items in the batch.

The economically optimal batch size is dependent upon both the holding cost (the cost for delaying
feedback and value)and the transaction cost (the cost of implementing and testing and the batch)
'The Co-Location helps in getting faster feedback (decreases holding cost), and the batches are
tested and implemented fast (decreasing transaction cost)

For more details, please refer:

http://www.scaledagileframework.com/visualize-and-limit-wip-reduce-batch-sizes-and-manage-
queue-lengths/

Question 15
 
What is the key ingredient for a successful SAFe implementation in a
strong organization culture? *
1/1
New work habits must be created
 
Change the organization structure
CEO communicates SAFe will be implemented
Existing work habits will align with new SAFe habits
Feedback
Launching the SAFe is a major transformation and creates new work habits

Question 16
 
What are the two ways to describe a cross-functional Agile Team?
(Choose Two) *
1/1
They use clear requirements from Business Analysis
They can define, build, and test a feature or component
 
They deliver value every six weeks
They are optimized for communication and delivery of value
 
They create boundaries between functions
Feedback
Requirements are abstract, and it is very difficult to get them up front. Six-month delivery value is not
a rule. Boundaries are the roadblock of collaboration.

Cross functional team work together for the common goal and they can collectively define, build, and
test a feature or component. The communication is the key to deliver the value.

Question 17
 
What can be the benefit of increasing or enhancing enterprise
agility? *
1/1
It requires less planning and forecasting
It does not require “what if” analysis of various implementation scenarios
It enables forecasting from the portfolio backlog
It allows for a faster response to changing market opportunities
 
Feedback
Enterprise Agility aligns the organization using a set of lightweight practices. By doing that, the
organization as a whole can adapt quickly as the market changes.

Question 18
 
Which three types of decisions should remain centralized even in a
decentralized decision-making environment? (Choose Three) *
0/1
Frequent and common decisions
 
Long lasting decisions
Decisions that require local information
 
Infrequent decisions
Decisions with significant economies of scale
 
Correct answer
Long lasting decisions
Infrequent decisions
Decisions with significant economies of scale
Feedback
According to the principle #9 - delivering value in the shortest sustainable lead time requires
decentralized decision making. Any decisions that must be escalated to higher levels of authority
introduces a delay in delivery. Also, escalated decisions can decrease decision fidelity due to the
lack of local context, plus changes to fact patterns that occur during the waiting period.

However, this is not to say, that all decisions should be decentralized. Some decisions are strategic,
have far reaching impact and are largely outside of the purview of the teams. Normally strategic
decisions are centralized.

Question 19
 
What do the three continuous cycles on the Continuous Delivery
Pipeline enable? *
0/1
Continuous refactoring
 
Continuous Learning Cycles
Ongoing development of team objectives
Ongoing Implementation
Correct answer
Continuous Learning Cycles
Feedback
The Continuous delivery pipeline is a mechanism for continuous learning and value delivery. It
includes continuous exploration, Continuous Integration, and Continuous Deployment.

Question 20
 
Which statement is true about program events? *
1/1
Team events run inside the Program events, and the Program events create a
closed loop system
 
The inspect and Adapt is the only Program event required to create a closed
loop system
The Daily Stand-Up is a Program event that requires the Scrum of Scrums
and Program Owner Sync involvement in the closed loop system
Program events run inside the Team events, and the team events create a
closed loop system
Feedback
When it comes to the execution, a sequence of program events creates a closed-loop system to
"keep the train on the tracks"

For more details, please refer: http://www.scaledagileframework.com/program-increment/

Question 21
 
Which statement is a value from the Agile Manifesto? *
1/1
Working software over continuous attention to technical excellence
Working Software over Working Hardware
Working Software over comprehensive conversation
Working Software over comprehensive documentation
 
Feedback
Agile Manifesto has following four values:
• Individuals and Interactions Over Processes and Tools
• Working Software Over Comprehensive Documentation
• Customer Collaboration Over Contract Negotiation
• Responding to Change Over Following a Plan

Question 22
 
What are the two characteristics of jobs to get preference from
Weighted Shortest Job First? *
0/1
Revenue Impact
Fixed Date
Shorter Duration
 
Higher Cost of Delay
Lower Cost of Delay
 
Correct answer
Shorter Duration
Higher Cost of Delay
Feedback
Weighted Shortest Job First gives preference to jobs with which two characteristics? 
WSJF is a prioritization model used to sequence "jobs" to produce maximum economic benefit. In
SAFe, WSJF is estimated as the cost of delay divided by the job size. The job with the highest
WSJF is the next most important item to do. One outcome of this model is that really big, important
jobs have to be divided into smaller, pretty important jobs to make the cut against easier ways of
making money. i.e. small, low-risk jobs that your customers are willing to pay now

Question 23
 
Which pillar of the House of lean can help explain why projects often
block enterprise Agility? *
0/1
Innovation
 
Relentless improvement
Respect for people & culture
Flow
Correct answer
Flow
Feedback
One of pillar of SAFe house of Lean is Flow :

-Optimizing continuous and sustainable thought-put of value

-Understanding and exploiting variability
-It Avoids start stop project delays
-Provide feedback for fast and effective decision making.

The project mindset does the opposite , it makes things asynchronous and generate delays results
in reduction in enterprise agility.

The key to successfully executing SAFe is to establish a continuous flow of work that supports
incremental value delivery based on continuous feedback and adjustment. It is essential for
enterprise level agility.

For more details, please refer: http://www.scaledagileframework.com/lean-agile-mindset/

Question 24
 
What is an example of cross-functional iterations? *
1/1
Iteration 1: Define, Build, Test
Iteration 1: Define
Iteration 1: Define, Build
Iteration 1: Define, Build, Test, Define, Build, Test
 
Feedback
During the iteration, the team collaborates intensively to define, build, and test the stories developed
during iteration planning. Teams avoid the tendency to "waterfall" the iteration and instead ensure
that they are completing multiple define-build-test cycles in the course of the iteration.

For more details, please refer: http://www.scaledagileframework.com/iteration-execution/

Question 25
 
When are team planning adjustments made during PI planning? *
1/1
At the beginning of day two
 
At the end of the day one
When Roaming risks
During breakout sessions
Feedback
Planning adjustments are done in day two. For more details, please
refer: http://www.scaledagileframework.com/pi-planning/

Question 26
 
Who is responsible for managing the Portfolio Kanban? *
1/1
Release Management
System Team
Solution Management
Lean Portfolio Management
 
Feedback
Implementation and management of the portfolio kanban system occur with the support of Lean
Portfolio Management. Implementing the Kanban system requires an understanding of Lean and
Agile development as it applies to Portfolio level practices.

For more details please refer: http://www.scaledagileframework.com/portfolio-kanban/

Question 27
 
Which one of the following is true about Lean Portfolio Management
and budgeting? *
1/1
It monitors the budgets in the different Agile Release Trains but avoids
funding new epics
It empowers stakeholders to adapt the current backlog and roadmap context
 
It cannot make any budget changes in the portfolio
It reviews the top performing solutions to ensure they are staying within
budget targets
Feedback
SAFe lean Agile Mindset fosters the decentralization of strategy execution to empower ART and
solution trains. In other words, it empowers stakeholders to adapt the current backlog and roadmap
context

For more details, please refer: http://www.scaledagileframework.com/lean-portfolio-management/

Question 28
 
What are the top two reasons for adopting Agile in an organization?
(Choose two) *
1/1
Increase predictability by reducing changes
Reduce project cost
Accelerate product delivery
 
Reduce risk by centralizing decision making
Enhance ability to manage changing priorities
 
Feedback
For more details please refer . https://explore.versionone.com/state-of-agile/versionone-11th-
annual-state-of-agile-report-2
Question 29
 
What is an example of applying cadence and synchronization in
SAFe? *
1/1
Allocating budgets to Agile Release Trains
Using a Portfolio Kanban System
Creating cross-functional teams
Conducting a PI planning Meeting
 
Feedback
PI planning is a cadence-based, face-to-face event that serves as the heartbeat of the ARTs,
aligning all the teams on the ART to a common mission and vision.

For more details, please refer: http://www.scaledagileframework.com/pi-planning/

Question 30
 
What is the best measure of complex system development? *
0/1
System Demo
Iteration Review
Inspect and Adapt
 
Prioritized Backlog
Correct answer
System Demo
Feedback
A system demo is a significant event that provides an integrated view of a new feature for the most
recent iteration delivered by all the teams in the ART. Each demo provides ART stakeholders with
an objective measure of progress during a program increment.

For more details please refer: http://www.scaledagileframework.com/system-demo/

Question 31
 
Who serves as the Servant Leader(s) for the Agile Release Train? *
1/1
Product Management
System Architect
System Team
Release Train Engineer
 
Feedback
For more details, please refer: http://www.scaledagileframework.com/glossary for the roles and
responsibilities of RTE.

Question 32
 
What is another name for technical or functional spikes needed to
uncover knowledge or reduce risk in the next PI? *
1/1
Proof of concept
Epic
Capability
Exploration enablers
 
Feedback
Spikes are a type of exploration enabler story in SAFe. The purpose of a spike is to gain the
knowledge necessary to reduce the risk of a technical approach, better understand a requirement,
or increase the reliability of a story estimate.

For more details, please refer: http://www.scaledagileframework.com/spikes/

Question 33
 
Strategic Themes are differentiated business objectives which helps
guide Solutions. Where are the Strategic Themes found in the SAFe
big picture? *
1/1
Portfolio
 
Team
Large Solution
Program
Feedback
Strategic themes are specific, differentiated business goals that communicate aspects of strategic
intent from the enterprise to the portfolio.

For more details, please refer: http://www.scaledagileframework.com/enterprise/

Question 34
 
How can an organization gain trust between the business and
development? *
0/1
Reduce the amount of feature
Deliver predictability
Give teams access to the Portfolio Kanban
 
Pair up IT with Epic Owners for all IT meetings
Correct answer
Deliver predictability
Feedback
Predictability is important in trust of relationships

For more details, please refer: http://www.scaledagileframework.com/epic-owner/

Question 35
 
SAFe first Lean-Agile Principle includes "Deliver early and often" and
what else? *
1/1
Deliver value incrementally
 
Apply Cadence
Use system thinking
Decentralize decision making
Feedback
Principle #1 - Take an economic view - It includes achieve goals in shortest lead time, with best
quality and value for people and society. It has two primary aspects of achieving optimum economic
outcomes via Lean-Agile methods. These are:
1. Deliver early and 
2. Deliver often

By understanding the economic trade-off parameters for each program and Value Stream. 
Deliver Early and often is based on the incremental development and early continuous value
delivery
For more details, please refer: http://www.scaledagileframework.com/take-an-economic-view/

Question 36
 
What is the primary focus of Lean Portfolio Management? *
1/1
Hold PI planning
Lead Solution management
Remove Program impediments
Align Lean-Agile development with business strategy
 
Feedback
Lean Portfolio Management includes Strategy & Investment Funding. It supports the implementation
of the business plan. The portfolio budgeting process allocates budgets to value streams and
ensures alignment by the overall enterprise strategy.

For more details, please refer: http://www.scaledagileframework.com/lean-portfolio-management/

Question 37
 
At the end of PI Planning, after dependencies are resolved, and risks
are addressed, a confidence vote is taken. What is the default method
used to vote? *
1/1
Majority Voting
Fist of Five
 
Planning Poker
Roman Voting
Feedback
PI planning includes confidence vote. Once program risks have been addressed, teams vote on
their confidence in meeting their program PI objectives. Each team conducts a "fist of five" vote.

For more details, please refer: http://www.scaledagileframework.com/pi-planning/

Question 38
 
According to the Harvard Business Review article titled, "The New
Product Development Game," what does it mean to create built-in
stability? *
0/1
Provide challenging requirements, a high degree of freedom to meet the
requirements, and get out of the way
Provide unclear requirements, a volatile demanding work environment, and
monitor the team's progress
Provide easy requirements, a clear path, a well-articulated plan to meet them,
and closely monitor the teams
Provide challenging requirements, a high degree of freedom to meet the
requirements, and review team outputs closely
 
Correct answer
Provide challenging requirements, a high degree of freedom to meet the
requirements, and get out of the way
Feedback
For more details please refer: http://www.wz.uw.edu.pl/pracownicyFiles/id12540-Takeuchi,
%20Nonaka%20-%20The%20new%20product%20development%20game.pdf

Question 39
 
Why is it important to decouple deployment from release? *
0/1
To deploy only on a cadence
To release only on a cadence
To enable releasing upon demand
To enable deploying upon demand
 
Correct answer
To enable releasing upon demand
Feedback
Release on Demand is the process by which features deployed into production are released
incrementally or immediately to customers based on market demand.

For more details, please refer: http://www.scaledagileframework.com/release-on-demand/

Question 40
 
How does SAFe extend the Agile Manifesto foundation to the level of
team of teams? *
0/1
By uncovering better ways of developing software by doing it and helping
others do it
 
By promoting face-to-face conversations across teams as the most efficient
way to convey information
By applying Lean thinking to understand and improve the systems that
support the teams
By allowing the team to reflect on how to become more effective
Correct answer
By applying Lean thinking to understand and improve the systems that
support the teams
Feedback
Lean thinking makes a significant impact on organizations that are keen to stay competitive in a
rapidly changing world.

Along with the various Agile methods, the Agile Manifesto provides the foundation for effective,
empowered, self-organizing teams. SAFe extends this foundation to the level of teams of teams,
applying Lean thinking to understand and relentlessly improve the systems that support their critical
work.

For more details, please refer: http://www.scaledagileframework.com/lean-agile-mindset/

Question 41
 
Why do Business Owners assign business value to Teams' PI
Objective? *
0/1
To determine the highest value using WSJF
 
To ensure high return on investment
To provide the teams with guidance value to the business
To provide an economic view on Solutions
Correct answer
To provide the teams with guidance value to the business
Feedback
Business Owners help drive investment in the Continuous Delivery Pipeline to improve the
responsiveness and quality of ART. They assign business value to Program PI objectives and
approve the PI plan. But they don't just disappear after planning. Active and continuous involvement
by Business Owners is a determining factor in the success of each train. They are ultimately
responsible provide the teams with guidance value to the business

For more details, please refer: http://www.scaledagileframework.com/business-owners/

Question 42
 
What is the ROOF of the Scaled Agile Framework House of Lean? *
1/1
Relentless Improvement
Innovation
Value
 
Lean-Agile-Leadership
Feedback
Value is the goal which includes sustainable shortest lead time. Best quality and value to people and
society. High morale, safety, customer delight.
Value has the following pillars:
• Respect for people and culture
• Flow
• Innovation
• Relentless Improvement
For more details, please refer: http://www.scaledagileframework.com/lean-agile-mindset/

Question 43
 
Which two areas are part of the Scaled Agile Framework Core
Values? (Choose Two) *
0/1
System Thinking
Collaboration
 
Built-in Quality
 
Decentralize decision making
Alignment
Correct answer
Built-in Quality
Alignment
Feedback
The four core values of alignment, built-quality, transparency, and program execution represents the
fundamental beliefs that are key to SAFe effectiveness.

For more details, please refer: http://www.scaledagileframework.com/safe-core-values/

Question 44
 
The analysing step of the Portfolio Kanban system has a new Epic
with a completed Lean business case. What best describes the next
step for Epic? *
1/1
It will be implemented if it has the highest Weighted Shortest Job First ranking
It will remain in the analysing step until one or more Agile Release Trains
have the capacity to implement it
It will be moved to the Portfolio Backlog if it receives a "Go" decision from
Lean Portfolio Management
 
It will be implemented once the Lean business case is approved by the Epic
Owner
Feedback
Portfolio Backlog has epics approved by the LPM team

For more details, please refer: http://www.scaledagileframework.com/portfolio-kanban/

Question 45
 
What is the statement defining "A series of activities that have proven
to be effective in successfully implementing SAFe"? *
1/1
The SAFe Lean-Agile Principles
An Agile Release Train
The Scaled Agile Framework
The SAFe implementation Roadmap
 
Feedback
Implementation Roadmap helps in implementing the changes necessary to become a Lean Agile
technology enterprise. It guides organizations on this journey.

For more details, please refer: http://www.scaledagileframework.com/what-is-safe/

SAFe Mock Test - 3

 
What best describes how a large Value Stream releases the Solution? *
1/1
As long as the Release process is coordinated, both the Value Stream and its trains can release
 
Releasing happens either at the Value Stream level or at the ART level, but not at both
Releasing happens primarily at the ART level to be able to accommodate Releases dates that
require sprint-level granularity, as opposed to PIs
Feedback
We can do release either at value stream level or at ART level. As long as the Release process is
coordinated, both the Value Stream and its trains can release
For more details, please refer: http://www.scaledagileframework.com/release-on-demand/

Question 2
 
Solution management has to prioritize the capabilities. During, Pre-PI
Planning, they realized that three capabilities require services of a supplier
who has proven ability to deliver but usually takes longer to coordinate and
execute. What could be the best Solution Management decision? *
1/1
Solution Management will increase the time criticality component of each of these Capabilities
to raise them higher in the priority list
Solution Management has to make adjustments to the denominator of the WSJF value for each of
these Capabilities, as it will take longer to implement them
 
Solution Management has to create a separate capacity allocation for the 3 Capabilities to avoid
comparing them with the rest of the Capabilities
Feedback
In WSJF, important jobs have to be divided into smaller, pretty important jobs to cut easier ways of
making money (i.e. small, low-risk jobs that your customers are willing to pay for now). Since the
implementation is incremental, whenever a continuing job doesn't rank well against its peers, then
you have likely satisfied that particular requirements sufficiently that you can move on to the next
job.

Let's take an example, During Pre-PI Planning, Product Management realizes that three features
require the participation of a Supplier, who has proven able to deliver but usually takes longer to
coordinate and execute. In that case, the best approach is to make adjustments to the Job size of
the WSJF value for each of these features, as it will take longer to implement them.

Again this is one view, you may also use Risk Area of COD , since items which are risky are
expected to have high COD.
For more details, please refer: http://www.scaledagileframework.com/wsjf/

Question 3
 
Select the statement that best describes the connection between Features and
Capabilities in a large Value Stream. *
1/1
Every Feature has a parent Capability
 
Some Capabilities may not have child Features
Some Features may not have parent Capabilities
Feedback
Features and capabilities are developed and managed through the Program and Value Streams
Kanbans, respectively. Capabilities are split into features. After split, these features are moved from
Value Stream to Program backlog. Every backlog is emergent in nature, and some features may
come directly in program backlog instead from the Value Stream backlog.

Having said that, at program level product management team is free to make some level of local
decisions (centralized and decentralized decision making ) and they may pick up features which
may come directly in program backlog, we can also have program epic at this level and may get
features as a result of dis-aggregation of program epic.
For more details, please refer: http://www.scaledagileframework.com/features-and-capabilities/

Question 4
 
What best describes aspects of the team's commitment during PI Planning? *
0/1
A team commits to all Stories they put on their PI plan
A team does not commit to stretch Objectives
A team commits to the PI Objectives with the highest business value
 
A team commits to resolve all the risks identified during PI Planning
Correct answer
A team does not commit to stretch Objectives
Feedback
Objectives are business summaries of what each team intends to deliver in the next PI. During PI
planning, Strech Objectives are items which are low in confidence for commitment. Stretch
Objectives are not included in Team commitment.

According to #3 of SAFe - " Assume Variability; preserve options we do consider alternatives rather
preserving options.
All the alternatives of implementation may not be committed. Thus, the scope is split into committed
and stretch objectives

Question 5
 
During the System Demo, it turns out that each team demonstrates their own
branch of code and the system is not truly integrated. When RTE asks about
the reasons behind this, the teams explain that they underestimated the
integration effort and now they can't afford integration in every sprint and
still accomplish the originally planned PI scope. What should the RTE
suggest to the teams? *
0/1
Integrate the system in the IP sprint
Integrate the existing branches and produce the System Demo; based on the amount of effort
involved, make scope corrections for the remaining sprints in the PI
Try to integrate the scope of the next sprint and produce the System Demo then
 
Other:

Correct answer
Integrate the existing branches and produce the System Demo; based on the amount of effort
involved, make scope corrections for the remaining sprints in the PI
Feedback
In case features shows separate feature branches, then program is not ready for system demo.
Continuous Integration helps to ready for deployment and release. It is the process of taking
features from the Program Backlog and developing testing, integrating, and validating them in a
staging environment.
A System demo is a significant event that provides an integrated view of new features for the most
recent iteration delivered by all the teams in the ART. Each demo provides ART stakeholders with
an objective measure of progress during a program increment.

For more details, please refer: 

http://www.scaledagileframework.com/continuous-integration/
http://www.scaledagileframework.com/system-demo/

Question 6
 
During the Inspect & Adapt, teams identified a considerable amount of action
items aimed at solving their current biggest problem as a train. What is the
best way for the teams to proceed? *
0/1
Load all improvement items into the PI plan to ensure that the problem will be fully solved
 
Pick any one or two improvement items for the next PI
Select a subset of items that produce a meaningful outcome in solving the problem and load them
into the PI plan
Correct answer
Pick any one or two improvement items for the next PI
Feedback
We should not try to do too many things. And picking up 2-3 items is the right strategy. It is better to
plan few things and get them done instead take a lot of things, increase work in progress and as a
result do end to end only a few.

Question 7
 
A single Agile Release Train can have software, firmware and hardware
engineers on board. *
1/1
Yes
 
No
Feedback
Teams are not just to recreate silos. They need to be actual cross-functional teams. For example, if
a Train has software, firmware, and hardware engineers on board and is delivering a cyber-physical
system. It is not possible that a team consisting only of software engineers as a Feature team.

Question 8
 
The Agile Release Train uses which type of teams to get work done? *
1/1
Cross-functional teams
 
Phased review process teams
Management teams
Solution teams
Feedback
Teams are not just to recreate silos. They need to be actual cross-functional teams. For example, if
a Train has a software, firmware, and hardware engineers on board and is delivering a cyber-
physical system. It is not possible that a team consisting only of software engineers as a Feature
team.

Question 9
 
Who has content authority to make decisions at the user story level during PI
Planning? *
0/1
Agile Team
 
Scrum Masters
Release Train Engineer
Product Owner
Correct answer
Product Owner
Feedback
User Story level decisions are own by Product Owner. Product Owner is the content authority at the
team level. They are responsible for the backlog, prioritizing and accepting stories, and representing
the customer to the Agile Team.
For more details, please refer: http://www.scaledagileframework.com/product-owner/ 

Question 10
 
What is the focus of the Daily Stand-up meeting? *
1/1
Iteration goals versus what got done
 
PI objectives versus outcomes
Plan objectives versus Program Owner objectives
Scrum Master goals versus Development Team goals
Feedback
The DSU is key to team synchronization and self-organization. It is most effective when it highlights
the stories that are the objective of the iteration.
For more details, please refer: http://www.scaledagileframework.com/iteration-execution/

Question 11
 
Which statement is a value from the Agile Manifesto? *
1/1
Responding to a plan over responding to change
Responding to change over following a system
Responding to change over following a plan
 
Responding to a plan over responding to customer collaboration
Feedback
Agile Manifesto has following four values:
• Individuals and Interactions Over Processes and Tools
• Working Software Over Comprehensive Documentation
• Customer Collaboration Over Contract Negotiation
• Responding to Change Over Following a Plan

Question 12
 
What is one benefit of unlocking the intrinsic motivation of knowledge
workers? *
1/1
To achieve the best value and quality to people and society
To strive to achieve a state of continuous flow
To provide autonomy with purpose, mission, and minimum constraints
 
To decentralize decision-making
Feedback
Knowledge workers need or autonomy. Providing for autonomy, while harnessing it to the larger aim
of the enterprise is an important leadership responsibility.
For more details please refer: http://www.scaledagileframework.com/unlock-the-intrinsic-motivation-
of-knowledge-workers/ 
Question 13
 
Which statement is a value from the Agile Manifesto? *
1/1
Customer collaboration over ongoing internal conversation
Customer collaboration over a constant indefinite pace
Customer collaboration over feature negotiation
Customer collaboration over contract negotiation
 
Feedback
Agile Manifesto has following four values:
• Individuals and Interactions Over Processes and Tools
• Working Software Over Comprehensive Documentation
• Customer Collaboration Over Contract Negotiation
• Responding to Change Over Following a Plan

Question 14
 
During Inspect and Adapt, teams identified a large number of action items
aimed at solving their biggest problem as a train. How should the team
proceed? *
0/1
Select an improvement item using WSJF
Identify two or three improvement items and load them into the Program Backlog
Keep all the items and if there is extra capacity in the PI, load as many as will fit into the
Program Backlog
Load all improvement items into the Program Backlog to ensure the problem is documented and
solved
 
Correct answer
Select an improvement item using WSJF
Feedback
In a flow system, job sequencing is the key to economic outcomes
In the general case, we give preference to jobs with shorter Duration and higher CoD. And Weighted
Shortest Job First (WSJF) takes both of these as an input. To calculate WSJF, the CoD is divided by
the duration. WSJF helps to deliver the best economic outcome from a constrained capacity
systemFor 
For more details, please refer: http://scaledagileframework.com/wsjf/ 

Question 15
 
What are three components of the Continuous Delivery Pipeline? (Choose
three.) *
0/1
Continuous Planning
Continuous Integration
 
Continuous Exploration
Continuous Cadence
Continuous Deployment
 
Continuous Improvement
 
Correct answer
Continuous Integration
Continuous Exploration
Continuous Deployment
Feedback
In SAFe, continuous Delivery Pipeline consists of four elements: Continuous Exploration,
Continuous Integration, and Continuous Deployment and Release on Demand.
For more details, please refer: http://www.scaledagileframework.com/continuous-delivery-pipeline/

Question 16
 
What are the three primary keys to implementing flow? (Choose three.) *
1/1
Increase capacity
Address the systemic problems
Reduce the batch sizes of work
 
Frequent context switching
Visualize and limit Work-in-Process
 
Manage queue lengths
 
Feedback
To achieve the sustainably shortest lead time, Lean systems builders strive to achieve a state of
continuous flow, whereby new system capabilities move quickly from concept to cash. Achieving
continuous flow requires the elimination of the traditional start-stop-start project initiation and
development process, along with the incumbent stage gates that hinder flow.

The three primary keys to implementing flow are to visualize and limit work-in-process, reduce the
batch sizes of work items, and to manage queue lengths

Question 17
 
Which statement describes aspects of the team's commitment during PI
Planning? *
0/1
A team commits to all Stories they put on their PI plan
A team commits only to the PI Objectives with the highest business value
 
A team commits to resolve all the risks identified during PI Planning
A team does not commit to stretch objectives
Correct answer
A team does not commit to stretch objectives
Feedback
Objectives are business summaries of what each team intends to deliver in the next PI. During PI
planning, Stretch Objectives made by items which are low in confidence for commitment. Stretch
Objectives are not included in Team commitment.
According to #3 of SAFe - " Assume Variability; preserve options we do consider alternatives rather
preserving options.
All the alternatives of implementation may not be committed. Thus, the scope is split into committed
and stretch objectives

Stretch objectives are not technical spikes /enablers only , but yes we may add some enables spikes
in stretch objectives.
For more details, please refer: http://www.scaledagileframework.com/pi-objectives/ 

Question 18
 
What are the first three steps of the SAFe Implementation Roadmap? *
0/1
Charter a Lean-Agile Center of Excellence, Train Lean-Agile change agents, and then train
executives, managers and leaders
 
Reach the tipping point, Train Lean-Agile change agents, and then train the identified support
personnel
Train Lean-Agile change agents, train executives, managers and leaders, and then prepare for
Agile Release Train launch
Reach the tipping point, train Lean-Agile change agents, and then train executives, managers and
leaders
Correct answer
Reach the tipping point, train Lean-Agile change agents, and then train executives, managers and
leaders
Feedback
The SAFe Implementation Roadmap includes the following 12 steps:
I. Reaching the Tipping Point
II. Train Lean-Agile Change Agents
III. Train Executive, Managers and Leaders
IV. Create a Lean Agile Centre of Excellence
V. Identify Value Streams and ARTs
VI. Create the implementation Plan
VII. Prepare for ART Launch
VIII. Train Teams and Launch ART
IX. Coach ART Execution
X. Launch More ARTs and Value Streams
XI. Extend to the [portfolio
XII. Sustain and improve

For more details, please refer: http://www.scaledagileframework.com/implementation-roadmap/ 

Question 19
 
Peter Drucker defines knowledge workers as individuals who know more
about the work they perform than who? *
0/1
Their bosses
Their team
Their organization
Their co-workers
 
Correct answer
Their bosses
Feedback
Knowledge workers are individuals who know more about the work that they perform than their
bosses."
For more details, please refer: http://www.scaledagileframework.com/unlock-the-intrinsic-motivation-
of-knowledge-workers/

Question 20
 
Lifelong learning is a requirement for Lean-Agile Leaders, and it helps them
do what? *
0/1
Demonstrate the values they want the teams to embody
Commit to quality and productivity
Provide the personnel, resources, direction, and support to the Enterprise
 
Act as an effective enabler for teams
Correct answer
Act as an effective enabler for teams
Feedback
Lean-Agile Leaders are lifelong learners who are responsible for the successful adoption of SAFe
and the results it delivers. They empower and help build better systems by learning, exhibiting, and
teaching and coaching SAFe Lean-Agile principles and practices.
For more details, please refer: http://www.scaledagileframework.com/lean-agile-leaders/ 

Question 21
 
What is the biggest benefit of decentralized decision-making to the
customer? *
0/1
Positively impacting economies of scale
Removing accountability from leaders
Delivering value in the shortest sustainable lead time
Ensuring strategic decisions are not made in a vacuum
 
Correct answer
Delivering value in the shortest sustainable lead time
Feedback
Delivering value in the shortest sustainable lead time requires decentralized decision-making. Any
decision that must be escalated to higher levels of authority introduces a delay in delivery.
For more details, please refer: http://www.scaledagileframework.com/decentralize-decision-making/ 

Question 22
 
Which two statements describe a Capability? (Choose two.) *
0/1
It is developed and approved without a dependence on the Solution Kanban
It is written using a phrase, benefit hypothesis, and acceptance criteria
It is maintained in the Portfolio Backlog
 
It remains complete and becomes a Feature for implementation
It must be structured to fit within a single PI
 
Correct answer
It remains complete and becomes a Feature for implementation
It must be structured to fit within a single PI
Feedback
A capability is described using a phrase and benefit hypothesis. Capabilities are sized to fit in a PI.
Capabilities must be split into features to be implemented.
For more details, please refer: http://www.scaledagileframework.com/features-and-capabilities/

Question 23
 
Which statement is true about DevOps? *
1/1
DevOps automation of testing reduces the holding cost
Lean-Agile principles are not necessary for a successful DevOps implementation
Measurements are not a top priority for DevOps
DevOps is an approach to bridge the gap between development and operations
 
Feedback
DevOps is an Agile approach to bridge the gap between development and operations to deliver
value faster and more reliable.

SAFe enterprise implements DevOps to break down silos and empower each Agile Release Train
(ART) and solution Train to deliver new features to their end users continuously. Over time, the
separation between the development and operations is significantly reduced and trains operate with
an automated, continuous delivery pipeline.

For more details, please refer: http://www.scaledagileframework.com/devops/ 

Question 24
 
What are two of the Agile Release Train Sync meetings? (Choose two.) *
0/1
Solution Demo
Scrum of Scrums
 
Product Owner Sync
Inspect and Adapt
 
System Demo
Correct answer
Scrum of Scrums
Product Owner Sync
Feedback
Participating in the Scrum of Scrum and Product Owner sync fosters progress.
For more details, please refer: http://www.scaledagileframework.com/coach-art-execution/ 

Question 25
 
What does the Program Roadmap do in the Scaled Agile Framework? *
0/1
It provides visibility into the Portfolio Epics being implemented in the next year
It describes the program commitment for the current and next two Program Increments
It describes technical dependencies between
It communicates the delivery of Features over a near term timeline
 
Correct answer
It describes the program commitment for the current and next two Program Increments
Feedback
The program Roadmap guides the delivery of Features over time. It shows three PIs maximum: The
Current, the next, and +1. It includes committed confidence and visibility for the current PI and a
forecast for the next 1 or 2 PIs
For more details, please refer: http://scaledagileframework.com/roadmap/

Question 26
 
What is the recommended frequency for updating Lean budget distribution? *
0/1
Annually
Every PI boundary
On Demand
 
Twice annually
Correct answer
Twice annually
Feedback
Nominally, these budgets can be adjusted twice annually. Less frequently than that, and spending is
fixed for too long, limiting agility. More frequently, and the enterprise may seem to be very Agile, but
people are standing on shifting sand. That creates too much uncertainty and an inability to commit to
any near-term course of action.

For more details, please refer: http://www.scaledagileframework.com/lean-budgets/

Question 27
 
Which statement is true about the Innovation and Planning (IP) Iteration? *
1/1
There is a risk that the tyranny of the urgent outweighs all innovation activities
 
It is used quarterly when the team needs to refocus on work processes
It is used only to inspect the outcome of the PI System Demo
The Scrum Master can decide if the IP Iteration is necessary
Feedback
Innovation and Planning iteration occurs every PI and serves multiple purposes. GIven the constant
urgency for delivery, there's a risk that the "tyranny of the urgent" will override any opportunity to
innovate.
For more details, please refer: http://www.scaledagileframework.com/innovation-and-planning-
iteration/

Question 28
 
The SAFe Implementation Roadmap is based on what? *
0/1
Effective Agile Release Train launches based on SAFe adoption
Continuous integration based on Systems Thinking
The SAFe House of Lean
 
Large Solution implementations based on the SAFe Framework
Correct answer
Effective Agile Release Train launches based on SAFe adoption
Feedback
Bringing an invitation based approach into the ART launch means decentralizing some decisions
around how to operate SAFe to the people on the ART themselves. Effective ART launches highly
based on Safe adoption.
For more details, please refer: http://www.scaledagileframework.com/invitation-based-safe-
implementation/ 

Question 29
 
What must management do for a successful Agile transformation? *
1/1
Strive to think of adoption as an area they can control
Send someone to represent themselves, and then delegate tasks to these individuals
Commit themselves to quality and they must be the change agent in the system
 
Rely on many others to change the system
Feedback
Change Agents lead the transformation. They effectively apply the principles and practices of SAFe,
and organize, train, and coach Agile Teams.
For more details, please refer: http://www.scaledagileframework.com/train-lean-agile-change-
agents/ 

Question 30
 
The House of Lean is a classic metaphor describing the mindset essential for
Lean thinking. Which one of the four pillars advocates a "Get out of the
office" mindset? *
1/1
Flow
Respect for people and culture
Relentless improvement
Innovation
 
Feedback
According to the Innovation pillar – innovation comes from the producer. For that innovator has to
come out from the comfort zone and resemble from the mind set of "Get out of the office"
Question 31
 
Which two statements are true about DevOps? (Choose two.) *
0/1
It removes the need to automate processes
 
It alleviates the reliance on the skill sets of Agile teams
It reduces risk and improves innovation by making it safer to experiment
It lessens the severity and frequency of release failures
It increases the Mean Time to Recovery
 
Correct answer
It reduces risk and improves innovation by making it safer to experiment
It lessens the severity and frequency of release failures
Feedback
The goal of DevOps:
• Increases the frequency and quality of deployments
• Improves innovation and risk taking by making it safer to experiment
• Realizes faster time to market
• Improves solution quality and shortens the lead time for fixes
• Reduces the severity and frequency of release failures
• Improves the MTTR
For more details, please refer: http://www.scaledagileframework.com/devops/ 

Question 32
 
Product Management has content authority over Features. What do Product
Owners have content authority over? *
1/1
Portfolio Vision
Team Backlog
 
Portfolio Backlog
Value Streams
Feedback
The PO is the content authority at the team level. They are responsible for the team backlog,
prioritizing and accepting stories, and representing the customer to the Agile Team.
For more details, please refer: http://www.scaledagileframework.com/product-owner/

Question 33
 
In the Program Kanban some of steps have Work-in-Process limits. Why is
this necessary? *
1/1
To keep timebox goals
To provide visibility into progress
To enable flow in a pull-based system
 
To help continuous deployment
Feedback
The Kanban systems allow ART and Solution Trains to manage capacity based on the Work in
Process limits of the different states of the process. This helps prevent the system from operating
with large handoffs and identifies bottlenecks and opportunities for improvement. It provides clear
guidelines for the policies governing each state, as well as the criteria for moving to the next state.
This combination of visualization, WIP limits, and policies fosters collaboration and effective
decision-making which facilitates a faster flow of a value through the system.
For more details, please refer: http://www.scaledagileframework.com/program-and-solution-
kanbans/

Question 34
 
What is considered an anti-pattern when assigning business values to Team
PI Objectives? *
0/1
Agile Teams and Business Owners working together to assign business values
Teams making minor scope adjustments after business value is assigned
 
Business Owners assigning the business value
A value of 10 given to all of the PI Objectives
Correct answer
A value of 10 given to all of the PI Objectives
Feedback
The Corse question becomes, "Is our goal to complete the listed features, or is our goal to provide
the outcomes desired by those features? In other words, if we could provide the same value with
half the amount of work, and without building all of the features, would this be acceptable?
The proper identification of value helps to produce something which can be usable. For more
details, please refer: http://www.scaledagileframework.com/pi-objectives/

Question 35
 
Which statement fits with the SAFe Core Value of Built-in Quality? *
0/1
Quality depends on the scale of the project and should be implemented from the top down
You cannot scale crappy code
Define goals and then build quality in
 
Quality is not part of the SAFe Core Values
Correct answer
You cannot scale crappy code
Feedback
You cannot scale crappy code. The Agile Manifesto certainly focused on quality: "Continuous
attention to technical excellence and good design enhances agility.
For more details, please refer: http://www.scaledagileframework.com/safe-core-values/

Question 36
 
During the final plan review, Program risks are addressed using ROAM.
What do the letters in ROAM represent? *
0/1
Managed, Resolved, Ordered, Accepted
Owned, Mitigated, Resolved, Accepted
Accepted, Redesigned, Ordered, Mitigated
Relegated, Owned, Approved, Managed
 
Correct answer
Owned, Mitigated, Resolved, Accepted
Feedback
Program risks are categorized into the following groups:
Resolved - The teams agree that the issue is no longer a concern.
Owned - The item cannot be resolved in the meeting, but someone takes ownership
Accepted - Some risks are just facts or potential occurrences that simply must be understood and
accepted
Mitigated - Teams can identify a plan to mitigate the impact of an item
For more details, please refer: http://www.scaledagileframework.com/pi-planning/

Question 37
 
Which role accepts Capabilities as complete? *
0/1
Product Management
Solution Management
Solution Architect/Engineer
Solution Train Engineer
 
Correct answer
Solution Management
Feedback
Capabilities are accepted by Solution Managers, who use acceptance criteria to determine whether
the functionality has been properly implemented.
For more details, please refer: http://www.scaledagileframework.com/features-and-capabilities/

Question 38
 
Which statement accurately characterizes Strategic Themes? *
1/1
They are large initiatives managed in the Portfolio Kanban that require Weighted Shortest Job
First prioritization and a lightweight business case
They are business objectives that connect the SAFe Portfolio to the Enterprise business strategy
 
They are key elements of the Portfolio used to define the overall company Vision
They are a high-level summary of each program’s Vision and are updated after every PI
Feedback
Strategic Themes connect each SAFe portfolio to the enterprise business strategy. Strategic
Themes influence ART funding, Portfolio Backlog, Program Vision, and Roadmap. Strategic Themes
represent the key direction for the portfolio.
Strategic Themes provides business context for decision-making within the portfolio and influence
investments in value Streams and serves as input to the Economic Framework, Budget, Portfolio,
Solution, and Program Backlog decisions.
http://www.scaledagileframework.com/strategic-themes/

Question 39
 
Which three items are found on a Program board? (Choose three.) *
1/1
Features
 
Significant dependencies
 
Backlog items
User Stories
Tasks
Milestones
 
Feedback
A program board shows Features, significant dependency, and Milestone/Event. For more details,
please refer: http://www.scaledagileframework.com/pi-planning/

Question 40
 
What is the recommended way to express a Feature or Capability? *
0/1
Feature and benefit statement
User Story voice
 
Lean business case
Functional requirement
Correct answer
Feature and benefit statement
Feedback
Features are described using a Features and Benefits Matrix (FAB):
Feature: A short phrase giving a name and context
Benefit Hypothesis: The proposed measurable benefit to the end-user or business
A feature is a system service that fulfils a stakeholder need. Each feature includes a benefits
hypothesis and acceptance criteria, and is sized or split as necessary to be delivered by a single
ART in a PI. 
A capability is a high-level solution behaviour that typically spans multiple ART. They are sized and
split into multiple features so that they can be implemented in a single PI.
For more details, please refer: http://www.scaledagileframework.com/features-and-capabilities/ 

Question 41
 
What is a minimum viable improvement step for implementing a Continuous
Delivery Pipeline? *
1/1
Assume all products are Minimum Viable Products
Eliminate inter-Iteration waterfalls
 
Reduce Work-in-Process limits on the testing column
Relax the Definition of Done
Feedback
In inter-Iteration waterfalls, continuous delivery pipeline cannot be implemented as in waterfall value
is realized at the end.

Question 42
 
On day two of PI Planning, adjustments are made by the group based on the
previous day's management review and problem solving meeting. What are
three possible types of changes? (Choose three.) *
0/1
Changes to scope
Planning requirements reset
Movement of people
Business priorities
 
Adjustment to PI Objectives
 
User Stories
 
Correct answer
Changes to scope
Movement of people
Adjustment to PI Objectives
Feedback
The day 2 begins with managers describing any changes to planning scope and resources. Team
continues planning based on their agenda from the previous day, making the appropriate
adjustments. They finalize their objectives for the PI.

For more details, please refer: http://www.scaledagileframework.com/pi-planning/

Question 43
 
What is the recommended way to estimate Epics? *
0/1
Estimate an Epic directly in normalized story points
Find the smallest Epic in the Backlog, give it 1 point, and estimate everything else relative to that
Split an Epic into potential Features, estimate each potential Feature in normalized story points,
and add up the estimates
Split an Epic into Features, split Features into Stories, estimate each Story in normalized story
points and roll up all estimates to the Epic
 
Correct answer
Split an Epic into potential Features, estimate each potential Feature in normalized story points,
and add up the estimates
Feedback
We do estimate Epics to forecast, by breaking the epic in features and estimating the features in
story points and finally aggregating it to an epic level. SAFe does recommend doing an epic
estimate to do ROI understanding and forecasting.

Question 44
 
Implementing SAFe requires buy-in from all levels of the organization. What
level of leadership is most important for effecting cultural change? *
0/1
Product Owners
Release Train Engineers
Solution Management
Executive Management
 
Correct answer
Release Train Engineers
Feedback
Release Train Engineers are the change agents.

Question 45
 
How often should System Demo occur in the default SAFe cadence? *
0/1
Every 4 weeks
 
Every 2 weeks
When requested
Weekly
Correct answer
Every 2 weeks
Feedback
A system demo is a significant event that provides an integrated view of a new feature for the most
recent iteration delivered by all the teams in the ART. Each demo provides ART stakeholders with
an objective measure of progress during a program increment. Every 2 weeks it is recommended.
For more details please refer: http://www.scaledagileframework.com/system-demo/