[Feb-2024] Scrum SAFe-SGP Dumps - Secret To Pass in First Attempt
Scrum SAFe-SGP Exam Dumps [2024] Practice Valid Exam Dumps Question
NEW QUESTION # 20
What is an attribute of a high-performing team?
- A. Slow, steady results
- B. Healthy conflict
- C. An empowered project manager
- D. Strong dependency within the team
Answer: B
Explanation:
Explanation
An attribute of a high-performing team is healthy conflict. Healthy conflict means that the team members are able to express their diverse opinions, perspectives, and ideas in a constructive and respectful way. They also listen to each other, seek to understand different viewpoints, and resolve disagreements through consensus or compromise. Healthy conflict fosters creativity, innovation, and learning within the team, and helps the team to deliver better solutions that meet the customer and stakeholder needs12.
1: Creating High Performing Teams of Teams - Scaled Agile Framework 2: 4 Qualities of High Performing Teams You Must Know! | Turing
NEW QUESTION # 21
What are two reasons the Agile Manifesto for Software Development is still relevant to Lean-Agile Enterprises? (Choose two.)
- A. It enables governance and controls over plans at scale
- B. Applying the Agile Manifesto is important for teams but less important for programs and portfolios
- C. It provides the foundation for empowered, self-organizing Agile teams
- D. SAFe extends the value system and principles of the Agile Manifesto to teams of Agile teams
- E. The foundations of the value system support organizational hierarchies for large Solutions
Answer: C,D
Explanation:
Explanation
Two reasons the Agile Manifesto for Software Development is still relevant to Lean-Agile Enterprises are:
It provides the foundation for empowered, self-organizing Agile teams. The Agile Manifesto values individuals and interactions over processes and tools, working software over comprehensive documentation, customer collaboration over contract negotiation, and responding to change over following a plan1. These values support the creation of cross-functional, autonomous, and collaborative teams that can deliver value to customers and stakeholders in an agile way2.
SAFe extends the value system and principles of the Agile Manifesto to teams of Agile teams. SAFe is based on the Agile Manifesto, but also incorporates additional values and principles that address the challenges of scaling agile to the enterprise level3. SAFe values alignment, built-in quality, transparency, and program execution, as well as the four original values of the Agile Manifesto4. SAFe also applies nine additional principles that guide the behavior of teams of Agile teams, or Agile Release Trains (ARTs), in a Lean-Agile context5.
1: Agile Manifesto for Software Development | Agile Alliance 2: The Agile Manifesto at 20: What's still relevant-and what's not | TechBeacon 3: SAFe Lean-Agile Principles - Scaled Agile Framework 4: Core Values - Scaled Agile Framework 5: SAFe Lean-Agile Principles - Scaled Agile Framework
NEW QUESTION # 22
In addition to Program Increment (PI) Objectives and uncommitted objectives, what also must be identified during PI Planning?
- A. Communication barriers and silos
- B. The chain of command
- C. PI velocity goals
- D. Program risks
Answer: D
Explanation:
Explanation
In addition to PI objectives and uncommitted objectives, program risks must also be identified during PI planning1. Program risks are the uncertainties or impediments that may affect the ART's ability to deliver value in the PI2. Identifying and managing program risks is a collaborative activity that involves all the teams and stakeholders in the ART. The program risks are captured in the program risks board, which is a visual tool that helps prioritize and track the resolution of the risks3.
1: PI Planning - Scaled Agile Framework 2: Program Risks - Scaled Agile Framework 3: Program Risks Board
- Scaled Agile Framework
NEW QUESTION # 23
What type of decision may significantly affect lead time for systems development?
- A. Using firm fixed price contracts
- B. Using relative size estimating
- C. Prioritizing the product backlog using WSJF
- D. Approved budget, required development tools, and dedicated team members
Answer: A
Explanation:
Explanation
According to the Government Article on the Scaled Agile Framework website, using firm fixed price contracts may significantly affect lead time for systems development. The article states that "Firm fixed price (FFP) contracts are often used in government programs, but they are not well suited for Agile development. FFP contracts typically require detailed specifications and fixed scope, which are incompatible with the iterative and adaptive nature of Agile. FFP contracts also create a misalignment of incentives between the contractor and the government, as they reward the contractor for delivering the minimum acceptable solution, rather than the best possible value. FFP contracts also discourage collaboration and feedback, as any change in scope or requirements may trigger lengthy negotiations and contract modifications." Therefore, the correct answer is A, using firm fixed price contracts. The other options are not accurate, as they are not the types of decisions that may significantly affect lead time for systems development. Using relative size estimating (B) is a common Agile practice that helps teams plan and track their work. Approved budget, required development tools, and dedicated team members are enablers, not impediments, of systems development. Prioritizing the product backlog using WSJF (D) is a method of applying an economic view to optimize value delivery.
NEW QUESTION # 24
What is the appropriate Lean action to take once all of the expected value of an Epic has been delivered, even if all of the planned Features have not been completed?
- A. Close the Epic
- B. Continue building Features until the contract can be modified
- C. Initiate an early re-compete
- D. Finish all of the Features since they were included in the contract
Answer: A
Explanation:
Explanation
The appropriate Lean action to take once all of the expected value of an Epic has been delivered, even if all of the planned Features have not been completed, is to close the Epic1. This means that the Epic Owner declares that the epic is done and no further work is required. Closing the epic frees up the resources and budget that were allocated to it, and allows the teams to focus on other value streams and initiatives. Closing the epic also enables the Epic Owner to measure the actual outcomes and benefits of the epic, and compare them with the expected ones in the Lean business case2. Closing the epic does not mean that the solution is fixed and cannot be changed or improved later. It simply means that the current hypothesis of the epic has been validated or invalidated, and that further work can be initiated as new epics or features if needed3.
1: Epic - Scaled Agile Framework 2: Epic - Scaled Agile Framework 3: Epic - Scaled Agile Framework
NEW QUESTION # 25
At what levels are confidence votes taken once dependencies and program risks are addressed?
- A. Program and Branch
- B. Program and Team
- C. Program and Portfolio
- D. Program and Train
Answer: B
Explanation:
Explanation
According to the PI Planning article on the Scaled Agile Framework website, confidence votes are taken at the program and team levels once dependencies and program risks are addressed. The article states that "After discussing plans and dependencies, each team member casts a vote, usually on a scale of 1 to 5. This collective feedback helps identify potential risks, enabling teams to address concerns and enhance their overall chances of success." The article also states that "The RTE then facilitates a program-level confidence vote, where the Business Owners and other stakeholders assess the feasibility and economic outcomes of the plan." Therefore, the correct answer is D, program and team. The other options are not accurate, as they are not the levels at which confidence votes are taken. Portfolio, branch, and train are not relevant terms in the context of PI planning.
NEW QUESTION # 26
Which two statements accurately describe the SAFe Implementation Roadmap? (Choose two.)
- A. It reflects success patterns from previous implementations of SAFe
- B. It provides recommended sequencing of role-based training
- C. The steps in the roadmap must be followed in order
- D. All steps must be complete with the first ART before launching additional trains
- E. It ensures standardization with software life cycle best practices
Answer: A,B
Explanation:
Explanation
Two statements that accurately describe the SAFe Implementation Roadmap are:
It reflects success patterns from previous implementations of SAFe. The SAFe Implementation Roadmap is based on the experiences and learnings of hundreds of enterprises that have successfully adopted SAFe1. It captures the common critical moves and best practices that have proven to be effective in implementing SAFe in a reliable and predictable way2.
It provides recommended sequencing of role-based training. The SAFe Implementation Roadmap includes a step for training Lean-Agile change agents, who are the key enablers and coaches of the transformation3. It also suggests the appropriate role-based training for executives, managers, leaders, and teams, as well as the timing and sequence of the training in relation to the launch of the ARTs. The training helps to build the knowledge and skills needed to apply SAFe principles and practices at various levels of the enterprise.
NEW QUESTION # 27
Which statement is true about Lean-Agile development and contracting?
- A. Lean-Agile development cannot be acquired with a fixed price contract
- B. Lean-Agile development contracts eliminate change orders
- C. They are based on a foundation of compliance
- D. Quality is built-in through collaboration and automation
Answer: D
Explanation:
Explanation
The true statement about Lean-Agile development and contracting is A. Quality is built-in through collaboration and automation. Lean-Agile development is an iterative and incremental approach to software development that emphasizes flexibility, adaptability, and continuous improvement. Quality is not something that is added at the end of the development cycle, but rather something that is embedded throughout the process. Lean-Agile teams collaborate with customers and stakeholders to define clear and testable acceptance criteria for each work item. They also use automation tools to perform frequent testing, integration, and deployment of the software, ensuring that the solution meets the quality standards and compliance requirements12.
1: Advanced Topic - Agile Contracts - Scaled Agile Framework 2: Government - Building in Quality and Compliance - Scaled Agile Framework
NEW QUESTION # 28
What two visual reporting tools can be used to help maintain fiduciary tracking of government technology programs? (Choose two.)
- A. Feature progress charts
- B. Pro formas
- C. Detailed spreadsheets
- D. Integrated master schedules
- E. Burn-up charts
Answer: A,E
Explanation:
Explanation
According to the Government Article on the Scaled Agile Framework website, feature progress charts and burn-up charts are two visual reporting tools that can be used to help maintain fiduciary tracking of government technology programs. The article states that "SAFe provides a wide array of metrics and management tools to monitor program performance. Other metrics-such as feature progress charts, ART Kanban boards, burn-up charts, and continuous flow diagrams (Figure 3)-make program performance highly visible and transparent, enabling better fiduciary control." Therefore, the correct answers are C, feature progress charts, and D, burn-up charts. The other options are not accurate, as they are not the visual reporting tools that can be used to help maintain fiduciary tracking of government technology programs. Detailed spreadsheets (A) are not visual tools, but rather data sources that can be used to create visual reports. Pro formas (B) are financial statements that project future outcomes, not track current performance. Integrated master schedules (E) are traditional project management tools that show the dependencies and milestones of various tasks, not the value delivery and progress of features.
NEW QUESTION # 29
Which three items are part of SAFe's Core Values? (Choose three.)
- A. Transparency
- B. Program execution
- C. Alignment
- D. Assume variability
- E. Decentralized decision-making
- F. Relentless improvement
Answer: A,C,F
Explanation:
Explanation
According to the Core Values article on the Scaled Agile Framework website, the three items that are part of SAFe's Core Values are alignment, relentless improvement, and transparency. The article states that "The four Core Values of alignment, transparency, respect for people, and relentless improvement represent the foundational beliefs that are key to SAFe's effectiveness. These tenets help guide the behaviors and actions of everyone participating in a SAFe portfolio." Therefore, the correct answers are A, alignment, B, relentless improvement, and F, transparency. The other options are not accurate, as they are not the core values of SAFe.
Decentralized decision-making is a principle, not a value, of SAFe. Program execution is an outcome, not a value, of SAFe. Assume variability is not a term used in SAFe.
NEW QUESTION # 30
How does the Incremental Capability Review help streamline execution reviews?
- A. It ensures manual review of processes
- B. It is a document-based progress measure
- C. It is an objective-based progress review
- D. It is the default for phase-gate reviews
Answer: C
Explanation:
Explanation
According to the Adapting Governance Practices to Support Agility and Lean Flow of Value article on the Scaled Agile Framework website, the Incremental Capability Review is an objective-based progress review that replaces the traditional phase-gate reviews. The article states that "The Incremental Capability Review (ICR) is a new governance practice that provides a more effective way to measure progress and manage risk. It is based on the principle of objective evidence of working systems rather than subjective opinions and documentation. The ICR is a lightweight, collaborative, and transparent review process that aligns with the PI cadence and events. It leverages the System Demo, Inspect and Adapt, and PI Planning to provide frequent and incremental checks of the solution's fitness for purpose and compliance with relevant standards and regulations." Therefore, the correct answer is A, it is an objective-based progress review. The other options are not accurate, as the ICR is not the default for phase-gate reviews, it is not a document-based progress measure, and it does not ensure manual review of processes.
NEW QUESTION # 31
Which role in SAFe has content authority over the Agile Team's backlog?
- A. Release Train Engineer
- B. Product Management
- C. Product Owner
- D. Agile Team
Answer: C
Explanation:
Explanation
According to the Essential SAFe article on the Scaled Agile Framework website, the Product Owner (PO) is the role in SAFe that has content authority over the Agile Team's backlog. The article states that "The Product Owner (PO) is the content authority for the team backlog. The PO is responsible for defining stories and prioritizing the backlog." Therefore, the correct answer is B, Product Owner. The other options are not accurate, as they are not the roles that have content authority over the Agile Team's backlog. The Release Train Engineer (A) is the servant leader and chief Scrum Master for the Agile Release Train (ART). The Product Management is the content authority for the program backlog. The Agile Team (D) is the cross-functional group of developers, testers, and other specialists that deliver value in an iteration.
NEW QUESTION # 32
What are two recommendations for tracking expenditures using the Program Backlog? (Choose two.)
- A. Calculating a fixed cost labor cost per ART based on actual salaries
- B. Using charge codes assigned by each program
- C. Organizing ARTs by funding classification
- D. Including a fiduciary expert in backlog refinement
- E. Tagging backlog items with funding metadata for future reporting
Answer: A,E
Explanation:
Explanation
According to the Government Article on the Scaled Agile Framework website, tagging backlog items with funding metadata for future reporting and calculating a fixed cost labor cost per ART based on actual salaries are two recommendations for tracking expenditures using the Program Backlog. The article states that "To track expenditures, the Program Backlog can be tagged with funding metadata for future reporting.
Additionally, a fixed cost labor cost per ART can be calculated based on actual salaries. This simplifies the tracking of labor costs and allows for more accurate forecasting." Therefore, the correct answers are A, tagging backlog items with funding metadata for future reporting, and E, calculating a fixed cost labor cost per ART based on actual salaries. The other options are not accurate, as they are not the recommendations for tracking expenditures using the Program Backlog. Organizing ARTs by funding classification (B) is not a recommended practice, as it may create silos and reduce collaboration across ARTs. Including a fiduciary expert in backlog refinement is not a necessary step, as the backlog items should be prioritized based on value and not on cost. Using charge codes assigned by each program (D) is not a simple or effective way to track expenditures, as it may introduce overhead and complexity.
NEW QUESTION # 33
What principle from the House of Lean explains the purpose of the PI Planning retrospective?
- A. Respect for people and culture
- B. Innovation
- C. Relentless improvement
- D. Flow
Answer: C
Explanation:
Explanation
According to the House of Lean article on the Scaled Agile Framework website, the principle that explains the purpose of the PI Planning retrospective is relentless improvement. The article states that "Relentless improvement is a constant sense of danger combined with a paranoid desire to find a better way. It's a culture of organizational self-assessment, problem-solving, and action. It's a willingness to change before the crisis forces us to do so. It's a commitment to relentless reflection and a continuous learning journey." Therefore, the correct answer is D, relentless improvement. The other options are not accurate, as they are not the principles that directly relate to the PI Planning retrospective. Respect for people and culture is the foundation of the House of Lean, innovation is the roof, and flow is another principle that supports value delivery.
NEW QUESTION # 34
What occurs when leaders create an environment for risk-taking that supports change without fear of negative consequences to self-image, status, or career?
- A. Alignment
- B. Decentralized decision-making
- C. Psychological safety
- D. Emotional intelligence
Answer: C
Explanation:
Explanation
According to the Lean-Agile Leadership article on the Scaled Agile Framework website, psychological safety occurs when leaders create an environment for risk-taking that supports change without fear of negative consequences to self-image, status, or career. The article states that "Psychological safety is a shared belief that the team is safe for interpersonal risk-taking. It can be defined as 'being able to show and employ one's self without fear of negative consequences of self-image, status, or career.' In psychologically safe teams, team members feel accepted and respected. They are confident that no one on the team will embarrass or punish anyone else for admitting a mistake, asking a question, or offering a new idea." Therefore, the correct answer is B, psychological safety. The other options are not accurate, as they are not the terms that describe the outcome of creating an environment for risk-taking that supports change without fear of negative consequences. Decentralized decision-making (A) is a principle, not an outcome, of Lean-Agile leadership.
Emotional intelligence is a skill, not an outcome, of Lean-Agile leadership. Alignment (D) is a value, not an outcome, of Lean-Agile leadership.
NEW QUESTION # 35
What result comes from traditional 'at the end' quality and compliance?
- A. Nominal quality differences when compared with waterfall approaches
- B. Faster receipt of authority to operate in traditional projects
- C. Missed opportunities for iterative compliance assessment
- D. Shorter testing timelines
Answer: C
Explanation:
Explanation
The result of traditional 'at the end' quality and compliance is that it leads to missed opportunities for iterative compliance assessment1. This means that the quality and compliance activities are deferred until the end of the development cycle, when the solution is already built and ready for testing. This approach increases the risk of finding defects and non-compliances late in the process, which can cause delays, rework, and waste2. It also prevents the teams from getting early feedback and validation from the compliance authorities, which can help them adjust and improve their work incrementally3. By applying the SAFe principle of building incrementally with fast, integrated learning cycles, the teams can integrate quality and compliance into their regular flow of work and deliver solutions that meet the regulatory and industry standards more efficiently and effectively4.
1: Government - Building in Quality and Compliance - Scaled Agile Framework 2: Quality vs. Compliance:
What is the difference and what are the common pitfalls? - Honeywell 3: Achieving Regulatory and Industry Standards Compliance with the Scaled Agile Framework (SAFe) 4: Principle #6 - Visualize and limit WIP, reduce batch sizes, and manage queue lengths - Scaled Agile Framework
NEW QUESTION # 36
What events in SAFe provide objective evidence of built-in quality and compliance?
- A. System Demos
- B. PI Planning
- C. Backlog refinement
- D. ART syncs
Answer: A
Explanation:
Explanation
According to the System Demo article on the Scaled Agile Framework website, system demos provide objective evidence of built-in quality and compliance. The article states that "The 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 Agile Release Train (ART). Each demo gives ART stakeholders an objective measure of progress during a Program Increment (PI). The system demo is part of the inspect and adapt cycle and provides ARTs with the opportunity to assess their current state, adjust, and improve. The system demo also provides feedback on functional and nonfunctional requirements, such as compliance, performance, security, and usability." Therefore, the correct answer is C, system demos. The other options are not accurate, as they are not the events that provide objective evidence of built-in quality and compliance. PI planning (A) is a face-to-face event that serves as the heartbeat of the ART, aligning all the teams on the ART to a shared mission and vision. Backlog refinement (B) is the process of breaking down, estimating, and prioritizing the backlog items. ART syncs (D) are meetings that facilitate cross-team collaboration and alignment.
NEW QUESTION # 37
When should government technology programs be organized as Solution Trains?
- A. When the cost of the program exceeds $100M
- B. When the program involves classified information
- C. When the size and complexity require two or more ARTs
- D. When the program crosses multiple agency divisions or branches
Answer: C
Explanation:
Explanation
According to the Solution Train article on the Scaled Agile Framework website, Solution Trains are the organizational construct used to build large solutions that require the coordination of multiple ARTs and suppliers. The article states that "Solution Trains form for different reasons. Some trains form with new ARTs and Agile Teams to specifically address a large initiative, while others begin by combining existing ARTs and teams." Therefore, the correct answer is D, when the size and complexity require two or more ARTs. The other options are not relevant to the definition of a Solution Train.
NEW QUESTION # 38
An agency performs development using contractors. Who is responsible for designating a story as 'Complete' based on acceptance criteria?
- A. The vendor program manager
- B. The team
- C. The government Product Owner
- D. The government contracting officer
Answer: C
Explanation:
Explanation
The government Product Owner is responsible for designating a story as 'Complete' based on acceptance criteria1. The Product Owner is the primary representative of the customer and stakeholder needs, and has the authority to accept or reject the work done by the team2. The Product Owner reviews the acceptance criteria for each user story and verifies that they are met by the working software. The Product Owner also ensures that the work meets the definition of done, which is a shared understanding of the quality standards for the team3.
1: Government - Building in Quality and Compliance - Scaled Agile Framework 2: Product Owner - Scaled Agile Framework 3: When is a User Story "Done?"- Acceptance Criteria and the Definition of "Done"
[Article] | Treehouse Blog
NEW QUESTION # 39
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