Which two actions can be taken immediately during the management review and prob-lem-solving
meeting? (Choose two.)
A, D
Explanation:
Actions that can be taken immediately during the management review and problem-solving meeting
include changing the business priorities and changing the scope. These are part of the adjustments
that can be made based on the management review and problem-solving meeting's outcomes, as
described in the Release Train Engineer Workbook (6.0) .
SAFe is based on four primary bodies of knowledge which include Agile development, systems
thinking, DevOps, and what type of product development?
C
Explanation:
The Scaled Agile Framework (SAFe) incorporates principles from Lean product development as one
of its primary bodies of knowledge. This approach emphasizes creating value through the efficient
flow of products from concept to cash. Lean thinking encourages systems to optimize the whole,
eliminate waste, and deliver quickly with the highest quality. In the context of SAFe, Lean product
development supports the creation of a sustainable workflow that delivers continuous value to the
customer, aligning with the other bodies of knowledge such as Agile development, systems thinking,
and DevOps to form a comprehensive framework for enterprise-scale delivery of solutions.
What does assigning business value to a team's Pl Objectives influence?
A
Explanation:
Assigning business value to PI Objectives influences how teams plan the implementation of these
objectives. During PI Planning, teams create PI objectives they intend to accomplish in the upcoming
PI. These objectives provide a common language for communicating with business and technology
stakeholders, create a near-term focus and vision, enable the ART to assess its performance and the
business value achieved, and expose dependencies that require coordination. By assigning business
value, teams can prioritize their work based on the relative importance of each objective, which
directly affects how they plan their implementation efforts.
This process helps to ensure alignment
with business goals and facilitates a more effective and efficient approach to achieving the desired
outcomes1
.
What can a Release Train Engineer use to support relentless improvement for the Pro-gram
Increment?
A
Explanation:
The Release Train Engineer (RTE) plays a crucial role in facilitating events and processes that support
relentless improvement within the Program Increment (PI).
According to the SAFe framework, one of
the primary responsibilities of the RTE is to “facilitate ART practices and PI execution” and to "drive
relentless improvement"1
.
The Inspect and Adapt (I&A) event is specifically designed as a significant event held at the end of
each PI, where the current state of the Solution is demonstrated and evaluated.
Teams then reflect
and identify improvement backlog items via a structured problem-solving workshop2
.
This aligns
with the SAFe principle of relentless improvement, which is a core value and a dimension of the
Continuous Learning Culture competency within SAFe2
.
During the I&A event, all ART stakeholders participate along with the Agile Teams.
The result is a set
of improvement backlog items that go into the ART Backlog for the next PI Planning event, ensuring
that every ART improves every PI2
. This structured approach to reflection and problem-solving is
what makes the Inspect and Adapt event a key mechanism for the RTE to support relentless
improvement for the Program Increment.
What are two anti-patterns for the IP Iteration? (Choose two.)
B, D
Explanation:
The IP Iteration in SAFe is designed to provide an estimating buffer for meeting PI Objectives and
dedicated time for innovation, continuing education, PI Planning, and Inspect and Adapt (I&A)
events1
. It is not intended for planning work or fixing defects that should have been addressed
during the regular iterations.
Option B is an anti-pattern because planning work for the IP Iteration during PI Planning can lead to
overloading the IP Iteration with planned work, which contradicts its purpose as a buffer and time for
innovation1
.
Option D is an anti-pattern because waiting for the IP Iteration to fix defects can result in a
bottleneck and delay in addressing issues that should be resolved promptly within the regular
iteration cycles1
.
The IP Iteration should not be seen as a catch-all for unfinished work or deferred problem-solving but
rather as an opportunity to innovate, learn, and prepare for the next PI1
.
At which Tuckman stage would an ART be if it is improving engineering practices and fostering more
effective communication?
D
Explanation:
At the Norming stage of the Tuckman model, an ART would be improving engineering practices and
fostering more effective communication. This is part of establishing the ART as a community and
enhancing collaboration and performance within the team of teams.
Program Increment (PI) Objectives should be written in the SMART format. What does the "R" in
SMART stand for?
A
Explanation:
The “R” in the SMART criteria for writing Program Increment (PI) Objectives stands for “Realistic.”
This means that the objectives should be set in a way that can be realistically achieved within the
given time and resources. It’s important that the objectives are challenging yet attainable, as setting
unrealistic goals can lead to disappointment and a lack of motivation among team members. The
SMART criteria help ensure that the objectives are specific, measurable, achievable, realistic, and
time-bound, which is essential for the successful execution of PI objectives within the SAFe
framework.
Which event facilitated by the Release Train Engineer is designed to keep the Agile Re-lease Train on
the tracks?
D
Explanation:
This event allows multiple teams to coordinate and work together to deliver complex solutions1
.
It’s
a scaled agile method that helps ensure alignment and collaboration among the teams1
.
What is one way to develop sufficient Architectural Runway for the Agile Release Train?
D
Explanation:
To develop sufficient Architectural Runway for the Agile Release Train (ART), it is essential to balance
emergent design with intentional architecture. This involves working with Product Management and
System Architects to identify future Features and determine the Enablers needed to achieve them.
The process includes:
Understanding the Vision and Roadmap: Product Management provides the vision and roadmap that
guide the features to be developed.
Identifying Future Features: Collaboratively work with Product Management to understand the
upcoming features that will deliver business value.
Determining Enablers: System Architects and Product Management identify the necessary Enablers
that will support the implementation of these features.
Creating the Architectural Runway: The identified Enablers are then implemented to extend the
Architectural Runway, providing the infrastructure and code needed for future features with minimal
delay and redesign.
Continuous Exploration: This process is part of the Continuous Exploration, which drives the
synthesis of a Vision, a Roadmap, and Backlogs, ensuring that the ART has the technical capability to
support upcoming features.
This approach ensures that the ART can deliver value continuously and efficiently, with a sustainable
and cohesive solution architecture that evolves with the business needs1
.
What is one way Kanbans are used in SAFe?
A
Explanation:
Kanban is a visual management tool used in SAFe to help Agile teams visualize their workflow and
manage the status of work items at various stages of development. One of the primary ways Kanban
is utilized within SAFe is to manage Work-In-Progress (WIP) limits.
By doing so, teams can effectively
control the queue length, ensuring that work items are processed in a timely manner and that the
flow of work is optimized for efficiency2
.
This method aligns with the Lean-Agile principles of SAFe,
which emphasize the importance of visualizing work, limiting WIP, and achieving a sustainable pace
for the team’s work3
.