What assists with Epic evaluation and decision-making?
A
Explanation:
According to the SAFe® for Government course, strategic themes assist with epic evaluation and
decision-making. Strategic themes are specific, itemized business objectives that connect a portfolio
to the enterprise’s business strategy1. They provide guidance for the portfolio vision, budget
allocation, and the prioritization of epics1. Strategic themes help to align the portfolio with the
enterprise’s mission and vision, and to ensure that the epics deliver the most value to the customers
and stakeholders1.
Strategic themes are specific business objectives that connect a portfolio to the enterprise strategy.
They provide guidance for the portfolio vision, budget allocation, and metric selection. They also
assist with epic evaluation and decision-making by providing a context for assessing the value and
alignment of epics12
1: [Strategic Themes - Scaled Agile Framework] 2: Epic - Scaled Agile Framework
What are Business Epics in SAFe?
B
Explanation:
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
Which aspect of leading by example 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
transparency?
B
Explanation:
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 …
What is the purpose of governance on a Lean-Agile government program?
A
Explanation:
Governance is a framework for decision-making and oversight to ensure that programs achieve the
desired mission outcomes1. It is not merely a set of constraints or compliance requirements, but a
way to align the program vision, strategy, and execution with the agency goals and
values2. Governance helps to ensure that the solutions delivered by the program are fit for purpose,
meet the user needs, and provide value to the public3.
1: Government - Adapting Governance Practices to Support Agility and Lean Flow of Value - Scaled
Agile Framework 2: Government - Scaled Agile Framework 3: Agile Government and Agile
Governance: We Need both
In addition to Program Increment (PI) Objectives and uncommitted objectives, what also must be
identified during PI Planning?
B
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
What is one benefit of Program Increment (PI) Planning?
D
Explanation:
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
What are three reasons the Innovation and Planning (IP) Iteration is critical to success in SAFe?
(Choose three.)
ACE
Explanation:
The Innovation and Planning (IP) Iteration is critical to success in SAFe because it provides the
following benefits12:
It creates a guard band that ensures program predictability on cadence. The IP iteration acts as an
estimating buffer that helps the ART meet their PI objectives and avoid carrying unfinished work into
the next PI.
It ensures time for creative problem-solving needed by knowledge workers. The IP iteration allows
the ART to explore innovative ideas, conduct research and design activities, and learn new skills and
technologies.
It provides a consistent time for PI Planning. The IP iteration includes time for the PI planning event,
which aligns the ART with the vision, roadmap, and strategic themes, and establishes the PI
objectives and dependencies.
Which option is a Safe Core Value?
C
Explanation:
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.
What type of decision may significantly affect lead time for systems development?
A
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.
What occurs when leaders create an environment for risk-taking that supports change without fear
of negative consequences to self-image, status, or career?
B
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.