Pass the Scrum SAFe Certification SAFe-Practitioner Questions and answers with ExamsMirror

Differentiating business objectives are those that provide competitive differentiation and strategic advantage for the enterprise. They reflect the unique value proposition and vision of the enterprise and guide the portfolio strategy and decision-making. One example of differentiating business objectives is Strategic Themes, which are portfolio-level business objectives that connect a portfolio to the strategy of the enterprise. They are written in Objective and Key Result (OKR) format and influence the vision, budget, and backlogs for the portfolio, large solution, and program levels. They also provide business context and alignment for the agile teams and ARTs in the portfolio. References: Strategic Themes, SAFe 4.5 Reference Guide: Scaled Agile Framework for Lean Enterprises, How to use GOST + SAFe to increase your company’s agility

This statement is one of the Lean budget Guardrails, which describe the policies and practices for budgeting, spending, and governance for a specific portfolio1. Continuous Business Owner engagement means that the Business Owners, who are key stakeholders for each Agile Release Train (ART), are actively involved in the planning, execution, and review of the value delivery1. They provide feedback, guidance, and approval for the PI objectives, features, and enablers, as well as participate in the Inspect and Adapt (I&A) workshop and the Program Increment (PI) system demo2. Continuous Business Owner engagement helps ensure alignment, transparency, and accountability for the value streams and ARTs1. References: Lean Budget Guardrails, Business Owners

Roadmaps are a visual tool that assists in the development and communication of planned deliverables, milestones, and investments over time and help distinguish different types of work1. Roadmaps are the glue that links strategy to execution and offer the ability to develop, evolve and adjust planned activities1. Roadmaps communicate intent, not commitment, as they are subject to change based on feedback, learning, and market conditions1. Roadmaps are not fixed at PI boundaries, but rather are updated frequently to reflect the current state of the solution and the environment1. Roadmaps provide multiple planning horizons, such as near-term, mid-term, and long-term, to show how the solution will evolve over time1. References: 1: Roadmap

The team’s initial capacity is calculated by multiplying the number of team members by the number of hours per day they are available for work, and then by the number of days in the iteration. In this case, the team has six members (two testers, three developers, and one Scrum Master/Team Coach), and the Product Owner is split between two teams, so they only count as half a member. Assuming they are available for eight hours per day and the iteration is five days long, the team’s initial capacity is:

Initial capacity=(6+0.5)×8×5=260

However, this is not the final answer, because the team also needs to account for the time spent on non-value-added activities, such as meetings, emails, and other overhead. According to the SAFe for Teams course, a typical team spends about 15% of their time on these activities, so they need to subtract that from their initial capacity. Therefore, the team’s final capacity before calculating for time off is:

Final capacity=260×(1−0.15)=221

To get the answer in terms of story points, the team needs to divide their final capacity by the average number of hours per story point. According to the SAFe for Teams course, a typical team has an average of 5.5 hours per story point, so the team’s capacity in story points is:

Capacity in story points=5.5221​≈40

Therefore, the correct answer is C. 40.

System Demo is a critical event that provides stakeholders an integrated view of the new features delivered by the Agile Release Train (ART) over the past iteration. It offers the ART a fact-based measure of current, system-level progress within the Program Increment (PI). It also enables fast feedback and learning cycles, which help the ART build the right solution and improve quality. The System Demo takes place as close to the end of the iteration as possible, ideally the next day. It requires implementing the scalable engineering practices necessary to support Continuous Integration across the ART12. References: System Demo - Scaled Agile Framework, Sample Test: SAFe® Practitioner - scaledagile.com

 A user story is a short description of a small piece of desired functionality written from the user’s perspective and in their language. A user story has three primary components, each of which begin with the letter ‘C’: Card, Conversation, and Confirmation. The card is a written or digital note that captures the essence of the user story using the format: “As a (who), I want (what), so that (why).” The conversation is the ongoing dialogue between the team and the customer or product owner to elaborate and refine the user story details. The confirmation is the set of acceptance criteria and tests that verify the user story is done and meets the customer’s expectations12. References: What is User Story? - Visual Paradigm, The Anatomy of a User Story | Scrum Alliance | Includes Template

The purpose of building a continuous delivery pipeline is to enable a streamlined and automated process of delivering software value to the end users. A continuous delivery pipeline consists of four aspects: continuous exploration, continuous integration, continuous deployment, and release on demand. These aspects work together to support the delivery of small batches of new functionality, which are then released to fulfill market demand. Building and maintaining a continuous delivery pipeline allows each Agile Release Train (ART) to deliver new functionality to users far more frequently than with traditional processes, which often involve long and complex release cycles. By delivering value more frequently, the ART can respond faster to customer feedback, reduce waste, improve quality, and increase business agility. References: Continuous Delivery Pipeline - Scaled Agile Framework, Continuous Delivery Pipeline - Scaled Agile Framework, SAFe Continuous Delivery Pipeline: A Comprehensive Guide to the …, Continuous Delivery Pipeline: The 5 Stages Explained - Codefresh

Precisely specify value by product” is one of the five key principles of Lean Thinking, as defined by James Womack and Daniel Jones in their book “Lean Thinking”. It means that value should be determined by the customer’s needs and preferences for each specific product or service, rather than by the producer’s assumptions or standards. This principle helps to eliminate waste, optimize flow, and increase customer satisfaction. References: Lean-Agile Mindset, Lean Manufacturing, What is Lean?

Uncommitted objectives are used to identify work that can be variable within the scope of a PI. The work is planned, but the outcome is not certain. Teams can apply uncommitted objectives whenever there is low confidence in meeting the objective. Uncommitted objectives do not get assigned a business value score because they are not part of the ART predictability measure. They are also not included in the program predictability report. However, they are still important and valuable, and teams should strive to achieve them if possible. References: PI Objectives, PI Planning, What is an uncommitted objective in SAFe?

The three levels of the Scaled Agile Framework are Essential, Large Solution, and Portfolio. These levels represent the different levels of abstraction and complexity involved in delivering value to customers. The Essential level is the foundation of SAFe and includes the Team and Program levels, where agile teams and agile release trains (ARTs) work together to deliver solutions. The Large Solution level is an optional level that supports the coordination and alignment of multiple ARTs and suppliers that build large and complex solutions that require additional roles, events, and artifacts. The Portfolio level is the highest level of SAFe and provides strategic direction, funding, governance, and value stream management for the entire portfolio of solutions. References: SAFe® for Teams - Know Your Role on an Agile Team, Exam Study Guide: SP (6.0) - SAFe® Practitioner, SAFe 5.0 Framework