Scaled Agile SAFE-POPM Online Practice Questions and Exam Preparation

Scaled Agile SAFE-POPM Online Questions & Answers

• Question 21:

  What is one way Kanban boards are used in SAFe?

  A. To manage WIP limits
  B. To manage individual performance
  C. To manage non-functional requirements (NFRs) in the backlog
  D. To manage PI Objectives
  A. To manage WIP limits

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  Explanation

  One way Kanban boards are used in SAFe is to manage Work-In-Progress (WIP) limits. WIP limits are the maximum number of work items that can be in a given state or column of the Kanban board at any time. They help to prevent

  bottlenecks, reduce waste, improve flow, and increase quality and predictability. WIP limits are applied at every level of the SAFe framework, from the portfolio to the team, to optimize the value delivery

  References:

  SAFe Team Kanban - Scaled Agile Framework

  Applying Kanban in SAFe - Scaled Agile Framework

  What is one way Kanban boards are used in SAFE? a. To manage runway ...

• Question 22:

  What is one responsibility of Product Management?

  A. Managing and prioritizing the Team Backlog
  B. Supporting the team in delivering value
  C. Connecting with the Customer
  D. Building the Solution
  C. Connecting with the Customer

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  Explanation

  One of the key responsibilities of Product Management in SAFe is to connect with the customer and understand their needs, preferences, and feedback. Product Management is the voice of the customer for the Agile Release Train (ART) and represents their interests in defining and prioritizing the features and capabilities of the solution. Product Management also engages withthe customer throughout the product life cycle, conducting market research, validating assumptions, soliciting feedback, and ensuring customer satisfaction.

  References: Product Management - Scaled Agile Framework The Role of Product Management in the Scaled Agile Framework (SAFe) - iZenBridge

• Question 23:

  In the first step of SAFe's Continuous Delivery Pipeline, Product Owners and Product Managers do what activity?

  A. Ensure the Architecture team has sufficient capacity
  B. Negotiate Supplier contracts
  C. Prioritize the Team Backlog
  D. Hypothesize what would create value for Customers
  D. Hypothesize what would create value for Customers

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  Explanation

  Hypothesizing what would create value for customers is the main activity of Product Owners and Product Managers in the first step of SAFe's Continuous Delivery Pipeline, which is Continuous Exploration (CE). In CE, they use design thinking to understand the market problem or customer need and the solution required to meet that need. They start with a hypothesis of something that will provide value to customers, such as a new feature, capability, or enhancement. They then validate or invalidate their hypothesis through experimentation, feedback, and learning.

  Some additional information that might be helpful for you are:

  The other options (A, B, and C) are not the main activity of Product Owners and Product Managers in the first step of SAFe's Continuous Delivery Pipeline, but rather activities that may occur in other steps or roles.

  Ensuring the Architecture team has sufficient capacity is an activity that may occur in the second step of SAFe's Continuous Delivery Pipeline, which is Continuous Integration (CI). In CI, the Architecture team works with the Development teams to ensure the technical quality and integrity of the solution.

  Negotiating Supplier contracts is an activity that may occur in the fourth step of SAFe's Continuous Delivery Pipeline, which is Release on Demand. In Release on Demand, the Solution Management team works with the Suppliers to coordinate the release of the solution components that are provided by them.

  Prioritizing the Team Backlog is an activity that occurs in the Program Increment (PI) Planning event, which is part of the Agile Product Delivery competency. In PI Planning, the Product Owner works with the Development team and other stakeholders to define, prioritize, and estimate the work items for the upcoming P.

• Question 24:

  What is one benefit of capacity allocation?

  A. It enables effective time-tracking
  B. It prevents different types of backlog items from being compared against each another
  C. It allocates developers and testers to an initiative
  D. It ensures all Value Streams in the Portfolio are appropriately funded
  B. It prevents different types of backlog items from being compared against each another

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  Explanation

  Capacity allocation is an allocation of work by work item type for an upcoming planning period1. It helps the Agile Teams to balance their investments across different types of backlog items, such as new features, enablers, defects, and technical debt. One benefit of capacity allocation is that it prevents different types of backlog items from being compared against each other based on their relative value or priority, which can be misleading or subjective. Instead, capacity allocation allows the teams to focus on delivering value and quality in each work item type, without compromising the other.

  References: Capacity Allocation - Scaled Agile Framework Team Backlog - Scaled Agile Framework How Does SAFe Handle Capacity Planning and Resource Management? - Value Glide

• Question 25:

  Which is developed by teams and rolled up to the ART level during PI Planning?

  A. Dependencies
  B. Milestones
  C. Objectives
  D. Risks
  C. Objectives

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  Explanation

  Objectives are developed by teams and rolled up to the ART level during PI Planning. Objectives are a summary of the business and technical goals that the teams and the ART intend to achieve in the upcoming Program Increment (PI). During PI Planning, each team creates their own team PI objectives, which are then presented and reviewed by the ART and the stakeholders. The aggregated team PI objectives form the ART PI objectives, which provide a common vision and alignment for the ART.

  References: PI Objectives - Scaled Agile Framework PI Planning - Scaled Agile Framework

• Question 26:

  What is one method for designing the end-to-end Customer experience?

  A. Journey mapping
  B. Whole-product thinking
  C. Feature storming
  D. Persona development
  A. Journey mapping

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  Explanation

  Journey mapping is one method for designing the end-to-end customer experience. It is a visual representation of the steps, emotions, and pain points that a customer goes through when interacting with a product or service. It helps to identify the customer needs, expectations, and goals, as well as the gaps and opportunities for improvement in the current experience. Journey mapping also helps to align the stakeholders on the customer perspective and prioritize the features and solutions that will deliver the most value and satisfaction

  References: The expanding role of design in creating an end-to-end customer experience End to End Customer Experience: Know and Control its 3 Elements - HEFLO BPM How Design thinking Can Shape end to end Customer Experience

• Question 27:

  What system delivers a product or service to a Customer?

  A. Kanban System
  B. Operational Value Stream
  C. Development Value Stream
  D. Dual Operating System
  B. Operational Value Stream

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  Explanation

  An Operational Value Stream (OVS) is the sequence of activities needed to deliver a product or service to a customer. Examples include manufacturing a product, fulfilling an order, admitting and treating a medical patient, providing a loan, or delivering a professional service. An OVS is the system that delivers value to the customer and generates revenue for the enterprise. In SAFe OVSs are the primary focus of the Customer Centricity competency, which aims to understand and meet the needs and expectations of the customer.

  Some additional information that might be helpful for you are:

  The other options (A, C, and D) are not systems that deliver a product or service to a customer, but rather systems or concepts that support or enable the delivery of value.

  A Kanban System is a method of visualizing and managing the flow of work in a value stream. A Kanban System can be applied to any type of value stream, whether operational or developmental, to improve efficiency, quality, and predictability.

  A Development Value Stream (DVS) is the sequence of activities needed to convert a business hypothesis into a digitally-enabled solution that delivers customer value. A DVS is the system that develops and supports the solutions used by the OVSs. In SAFe DVSs are the primary focus of the Agile Product Delivery competency, which aims to continuously explore, integrate, deploy, and release value.

  A Dual Operating System is a concept proposed by John Kotter that describes the need for organizations to balance the traditional hierarchical structure with a more agile and networked structure. A Dual Operating System enables organizations to exploit their existing capabilities while exploring new opportunities for innovation and growth. In SAFe a Dual Operating System is achieved by applying the Lean-Agile Leadership competency, which fosters a culture of learning and empowerment.

• Question 28:

  What is a pattern for splitting Features into Stories?

  A. Tasks to complete
  B. Variations in data
  C. Team skills
  D. Layers of the technology stack
  B. Variations in data

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  Explanation

  A pattern for splitting Features into Stories is to use variations in data, which means identifying different types of data that the feature can handle and creating a story for each type. For example, a feature that allows users to upload files can be split into stories for different file formats, sizes, or sources. This way, the stories are independent, testable, and valuable12

  References: Story - Scaled Agile Framework User stories splitting by data variations and interfaces

• Question 29:

  What is one influence on Solution and PI Roadmaps?

  A. Value Streams
  B. Customer-centric Features
  C. Market dynamics
  D. ART capacity
  C. Market dynamics

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  Explanation

  Market dynamics are one of the influences on Solution and PI Roadmaps, which are visual tools that forecast and communicate the planned deliverables, milestones, and investments over a time horizon. Market dynamics are the external factors that affect the demand and supply of a product or service in the market, such as customer needs, competitor actions, regulatory changes, technological trends, and economic conditions. Market dynamics influence Solution and PI Roadmaps in the following ways:

  They help identify the market problems or opportunities that the solution aims to address or capture.

  They help prioritize the features and capabilities that deliver the most value to the customers and stakeholders.

  They help align the solution delivery with the market rhythms and events, which are the periodic or one-time occurrences that have a significant impact on the solution adoption or performance.

  They help validate the assumptions and hypotheses about the customer and the solution through feedback and learning.

  Some additional information that might be helpful for you are:

  The other options (A, B, and D) are not influences on Solution and PI Roadmaps, but rather elements or outcomes of the roadmaps.

  Value Streams are the primary constructs for understanding, organizing, and delivering value to the customer. Value Streams are the basis for defining the solution vision, strategy, and roadmap.

  Customer-centric Features are the work items that represent the benefits or outcomes that the solution provides to the customer or user. Customer-centric Features are the main content of the Solution and PI Roadmaps.

  ART capacity is the amount of work that an Agile Release Train (ART) can handle in a Program Increment (PI). ART capacity is a factor that determines the feasibility and scope of the Solution and PI Roadmaps.

• Question 30:

  What increases the effectiveness of System Demos?

  A. Spend a lot of time preparing for the demo
  B. Limit team attendance to minimize disruptions to the team
  C. Focus on team-level Metrics
  D. Consider how and what to demo during Iteration Planning
  D. Consider how and what to demo during Iteration Planning

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  Explanation

  Considering how and what to demo during Iteration Planning increases the effectiveness of System Demos, which are events that provide an integrated view of new features delivered by the Agile Release Train (ART) in each Iteration12. By

  thinking ahead of how and what to demo, the teams can:

  Align on the product vision and roadmap and ensure that the work items are aligned with the customer value and the PI objectives.

  Define clear and testable acceptance criteria for each work item and plan how to verify them in the demo.

  Identify and resolve any dependencies, risks, or impediments that may affect the demo.

  Prepare the demo environment and the necessary tools and data to support the demo.

  Practice the demo and rehearse the script and the roles of the presenters.

  Some additional information that might be helpful for you are:

  The other options (A, B, and C) are not actions that increase the effectiveness of System Demos, but rather actions that may reduce it.

  Spending a lot of time preparing for the demo may not be effective, as it may take away time and focus from the actual development and testing of the work items. Instead, the teams should aim for continuous integration and built-in quality

  practices that enable them to demo the work items as soon as they are done.

  Limiting team attendance to minimize disruptions to the team may not be effective, as it may reduce the feedback and collaboration opportunities that the demo provides. Instead, the teams should invite and engage all the relevant

  stakeholders, such as Business Owners, executive sponsors, other Agile Teams, development management, and customers, to the demo.

  Focusing on team-level metrics may not be effective, as it may not reflect the true value and progress of the integrated work across the ART. Instead, the teams should focus on system-level metrics, such as PI objectives, solution quality, and

  customer satisfaction, to evaluate the outcome and impact of the demo.