Pass the Scaled Agile SAFe Scrum Master SAFe-SGP Questions and answers with ExamsMirror

According to the Roadmap article on the Scaled Agile Framework website, in a SAFe Roadmap, only the first PI is committed. The article states that “The committed PI shows the results of the teams’ most recent PI Planning event where they committed to event the program’s PI Objectives. The forecast may provide the deliverables and milestones for the following two PIs.” Therefore, the correct answer is A, the first one. The other options are not accurate, as they imply that more than one PI is committed, which is not the case. The roadmap is a forecast, not a guarantee, of future PIs.

Business epics are large initiatives in SAFe that drive business value and typically cross the organizational boundaries (release trains), time boundaries (Program Increments), or both1. They are solution descriptions for the business that capture the more substantial investments that occur within a portfolio2. Business epics directly deliver business value, while enabler epics are used to advance the Architectural Runway to support upcoming business or technical needs2.

1: Implementation Strategies for Business Epics - Scaled Agile Framework 2: Epic - Scaled Agile Framework

Authenticity is the aspect of leading by example that challenges Lean-Agile leaders to ‘walk the talk’ by being a role model of desired professional and ethical behaviors by acting with honesty, integrity, and transparency1. Authentic leaders are genuine, self-aware, and trustworthy. They align their actions with their words and values, and they inspire trust and respect from others2. Authenticity helps leaders create a culture of openness, collaboration, and continuous learning in their organizations3.

1: Lean-Agile Leadership - Scaled Agile Framework 2: What Is One Way Lean-agile Leaders Lead by Example? - CGAA 3: Three Dimensions of Lean-Agile Leadership: A Guide for Leading Your …

According to the Core Values article on the Scaled Agile Framework website, relentless improvement is one of the four core values of SAFe, along with alignment, transparency, and respect for people. 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 C, relentless improvement. The other options are not accurate, as they are not the core values of SAFe. Intrinsic motivation of knowledge workers is a principle, not a value, of SAFe. Individuals and interactions is a value of the Agile Manifesto, not of SAFe. Built-in quality is an aspect of SAFe, not a value.

According to the Government Article on the Scaled Agile Framework website, governance in a SAFe context is a framework for decision-making to ensure programs achieve desired mission outcomes. The article states that “Governance is not the natural enemy of the lean flow of value in technology development. In fact, governance plays a vital role in many high-assurance systems where the economic and human cost of failure is unacceptable. It is merely a framework for decision-making and oversight to ensure that programs achieve the desired mission outcomes.” Therefore, the correct answer is B, a framework for decision-making to ensure programs achieve desired mission outcomes. The other options are not accurate, as they are not the definitions of governance in a SAFe context. Oversight that is provided by the PMO (A) is not governance, but a function that supports governance by providing guidance and coordination. Agency level regulations that ensure compliance with federal laws © are not governance, but a set of rules that programs must follow. Participatory budgeting events conducted twice annually by LPM (D) are not governance, but a mechanism for allocating funds based on value and strategic alignment.

One benefit of Program Increment (PI) Planning is that it builds the social network on which the Agile Release Train (ART) depends1. PI planning is a face-to-face event that establishes communication and collaboration among all team members and stakeholders2. It fosters a sense of shared mission and vision, trust and respect, and collective ownership and accountability3. It also helps to create a culture of learning and innovation within the ART4.

1: PI Planning - Scaled Agile Framework 2: The Ultimate Guide to PI Planning [2023 SAFe Edition] - Easy Agile 3: Program Increment (PI) is the Heart of Scaled Agile Framework (SAFe) 4: PI Planning - Scaled Agile Framework

According to the Scrum Master article on the Scaled Agile Framework website, the Scrum Master should talk to the Product Owner, compare the new work to existing backlog priorities, and negotiate a sustainable solution when the Product Owner raises a red flag stating there is an additional requirement that needs to be added to the current Iteration. The article states that “The Scrum Master helps the Product Owner manage the backlog effectively by facilitating backlog refinement and prioritization. The Scrum Master also helps the Product Owner understand and apply the concepts of WSJF, MVP, MMF, and other economic prioritization methods. The Scrum Master supports the Product Owner in negotiating with stakeholders, customers, and the team to ensure that the backlog items are clear, concise, and ready for implementation.” Therefore, the correct answer is B, talk to the Product Owner, compare the new work to existing backlog priorities, and negotiate a sustainable solution. The other options are not accurate, as they do not follow the Scrum principles of self-organization, time-boxing, and delivering value. Meeting with the team and accepting the work if they agree to work overtime (A) would violate the team’s autonomy and sustainability. Accepting the work and extending the Iteration © would disrupt the cadence and synchronization of the team and the ART. Refusing the new requirement (D) would ignore the feedback and collaboration of the Product Owner and the stakeholders.

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.

According to the Visualize and Limit WIP, Reduce Batch Sizes, and Manage Queue Lengths article on the Scaled Agile Framework website, batch size optimization happens over time as teams figure out the balance between holding cost and transaction cost. The article states that “To improve the economics of handling smaller batches—and thus increase throughput—teams must focus on reducing the transaction costs of any batch. This is a continuous improvement activity that happens over time as teams figure out the balance between holding cost and transaction cost.” Therefore, the correct answer is A, batch size optimization happens over time as teams figure out the balance between holding cost and transaction cost. The other options are not accurate, as they are not the statements that are true about optimizing batch sizes for newly-formed SAFe teams in a program. Batch size is not optimized immediately by looking at transaction and holding costs (B), as it takes time for teams to understand the nature of the work, identify bottlenecks, and find the optimal batch size that minimizes both costs. Batch size is not already optimized if there is continuous flow ©, as optimization involves finding the right balance between batch size and costs, even within a continuous flow environment. Batch size is not optimized when transaction and holding costs seldom change (D), as holding costs and transaction costs can change over time due to various factors such as team size, workload, and external dependencies.

According to the Apply Cadence, Synchronize with Cross-Domain Planning article on the Scaled Agile Framework website, cadence is the term that describes converting unpredictable events into predictable ones. The article states that “Cadence is the rhythm, or heartbeat, of the Agile Release Train (ART). It provides a steady and predictable pattern for planning, developing, and delivering value. Cadence helps teams manage the variability inherent in product development. By converting unpredictable events into predictable ones, cadence enables fast and reliable decision-making.” Therefore, the correct answer is C, cadence. The other options are not accurate, as they are not the terms that describe converting unpredictable events into predictable ones. Innovation and Planning (IP) Iteration (A) is a special iteration that occurs at the end of every Program Increment (PI) and provides an opportunity for innovation, planning, and system-level integration and testing. Program Increment (PI) Planning (B) 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 (D) is the process of breaking down, estimating, and prioritizing the backlog items.