Latest [Jan 25, 2024] Real Scrum SAFe-SGP Exam Dumps Questions
SAFe-SGP Dumps To Pass SAFe Certification Exam in One Day (Updated 47 Questions)
NEW QUESTION # 22
Which three are configurations of SAFe 5.0? (Choose three.)
- A. Portfolio SAFe
- B. Essential SAFe
- C. Multi-train SAFe
- D. Team SAFe
- E. Full SAFe
- F. Lean Enterprise SAFe
Answer: A,B,E
Explanation:
Explanation
According to the SAFe 5 for Lean Enterprises article on the Scaled Agile Framework website, the three configurations of SAFe 5.0 are Essential SAFe, Portfolio SAFe, and Full SAFe. The article states that "SAFe 5 for Lean Enterprises is a knowledge base of proven, integrated principles, practices, and competencies for Lean, Agile, and DevOps. It's configurable and scalable for a single team, a large program, a portfolio, or an entire enterprise. SAFe 5 for Lean Enterprises is available in three configurations: Essential SAFe, Portfolio SAFe, and Full SAFe." Therefore, the correct answers are A, Essential SAFe, B, Portfolio SAFe, and E, Full SAFe. The other options are not accurate, as they are not the configurations of SAFe 5.0. Team SAFe is not a configuration, but a level within the Essential SAFe configuration. Multi-train SAFe (D) is not a configuration, but a term that refers to multiple Agile Release Trains (ARTs) working together. Lean Enterprise SAFe (F) is not a configuration, but a goal that SAFe 5.0 aims to help organizations achieve.
NEW QUESTION # 23
What two visual reporting tools can be used to help maintain fiduciary tracking of government technology programs? (Choose two.)
- A. Detailed spreadsheets
- B. Feature progress charts
- C. Integrated master schedules
- D. Burn-up charts
- E. Pro formas
Answer: B,D
Explanation:
Explanation
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.
NEW QUESTION # 24
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?
- A. Decentralized decision-making
- B. Emotional intelligence
- C. Life-long learning
- D. Authenticity
Answer: D
Explanation:
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 ...
NEW QUESTION # 25
What is the purpose of governance on a Lean-Agile government program?
- A. To ensure contractors are accountable for how taxpayer money is spent
- B. To ensure the Solution is delivered within fixed time, cost, and scope constraints
- C. To ensure compliance with statutory and regulatory requirements
- D. To provide a framework for decision-making to achieve desired mission outcomes
Answer: D
Explanation:
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
NEW QUESTION # 26
Toward the end of the Iteration, the Product Owner raises a red flag stating there is an additional requirement that needs to be added to the current Iteration. The Agile Team could handle the requirement if they work late and over the next weekend. What should the Scrum Master do?
- A. Accept the work and extend the Iteration, informing other teams about the delay in delivery of other committed stories
- B. Talk to the Product Owner, compare the new work to existing backlog priorities, and negotiate a sustainable solution
- C. Refuse the new requirement because it is too late to accept requirements at this point in the Iteration
- D. Meet with the team and if they agree to work overtime, accept the work
Answer: B
Explanation:
Explanation
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.
NEW QUESTION # 27
When do organizations begin realizing better results when following the Implementation Roadmap?
- A. Once all steps in the roadmap are complete
- B. Once the predictability measure exceeds 80%
- C. Once all training classes have been completed
- D. As soon as the first Program Increment
Answer: D
Explanation:
Explanation
According to the Implementation Roadmap article on the Scaled Agile Framework website, organizations begin realizing better results when following the Implementation Roadmap as soon as the first Program Increment (PI). The article states that "The first PI is a critical milestone. It's the first time the new ART delivers a fully integrated and tested increment of value. It's also the first time the ART demonstrates its new way of working to the enterprise and its stakeholders. The first PI is a big deal. It's a celebration of the new culture and the new way of working. It's also the first time the enterprise can see the benefits of the new approach." Therefore, the correct answer is B, as soon as the first Program Increment. The other options are not accurate, as the roadmap consists of more than just steps, training, or metrics. It is a continuous journey of learning and improvement.
NEW QUESTION # 28
At what levels are confidence votes taken once dependencies and program risks are addressed?
- A. Program and Team
- B. Program and Branch
- C. Program and Portfolio
- D. Program and Train
Answer: A
Explanation:
Explanation
According to the PI Planning article on the Scaled Agile Framework website, confidence votes are taken at the program and team levels once dependencies and program risks are addressed. The article states that "After discussing plans and dependencies, each team member casts a vote, usually on a scale of 1 to 5. This collective feedback helps identify potential risks, enabling teams to address concerns and enhance their overall chances of success." The article also states that "The RTE then facilitates a program-level confidence vote, where the Business Owners and other stakeholders assess the feasibility and economic outcomes of the plan." Therefore, the correct answer is D, program and team. The other options are not accurate, as they are not the levels at which confidence votes are taken. Portfolio, branch, and train are not relevant terms in the context of PI planning.
NEW QUESTION # 29
What is an attribute of a high-performing team?
- A. An empowered project manager
- B. Strong dependency within the team
- C. Slow, steady results
- D. Healthy conflict
Answer: D
Explanation:
Explanation
An attribute of a high-performing team is healthy conflict. Healthy conflict means that the team members are able to express their diverse opinions, perspectives, and ideas in a constructive and respectful way. They also listen to each other, seek to understand different viewpoints, and resolve disagreements through consensus or compromise. Healthy conflict fosters creativity, innovation, and learning within the team, and helps the team to deliver better solutions that meet the customer and stakeholder needs12.
1: Creating High Performing Teams of Teams - Scaled Agile Framework 2: 4 Qualities of High Performing Teams You Must Know! | Turing
NEW QUESTION # 30
What is governance in a SAFe context?
- A. Agency level regulations that ensure compliance with federal laws
- B. Oversight that is provided by the PMO
- C. Participatory budgeting events conducted twice annually by LPM
- D. A framework for decision-making to ensure programs achieve desired mission outcomes
Answer: D
Explanation:
Explanation
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.
NEW QUESTION # 31
How can Lean-Agile leaders exemplify the SAFe Core Value of alignment?
- A. Invite vendor program managers to government management meetings
- B. Government and vendor managers prepare joint status reports
- C. Participate in backlog visibility, review, and preparation
- D. Demonstrate quality by refusing to accept or ship low quality work
Answer: C
Explanation:
Explanation
One way that Lean-Agile leaders can exemplify the SAFe Core Value of alignment is by participating in backlog visibility, review, and preparation1. This means that leaders are actively involved in understanding and prioritizing the work items that deliver value to the customers and stakeholders. They also provide feedback and guidance to the teams and trains that execute the work. By participating in backlog management, leaders can ensure that the work is aligned with the vision, mission, and strategy of the enterprise or government agency2.
1: The Evolving Role of Managers in Lean-Agile Development - Scaled Agile Framework 2: Core Values - Scaled Agile Framework
NEW QUESTION # 32
How does the Incremental Capability Review help streamline execution reviews?
- A. It ensures manual review of processes
- B. It is a document-based progress measure
- C. It is the default for phase-gate reviews
- D. It is an objective-based progress review
Answer: D
Explanation:
Explanation
According to the Adapting Governance Practices to Support Agility and Lean Flow of Value article on the Scaled Agile Framework website, the Incremental Capability Review is an objective-based progress review that replaces the traditional phase-gate reviews. The article states that "The Incremental Capability Review (ICR) is a new governance practice that provides a more effective way to measure progress and manage risk. It is based on the principle of objective evidence of working systems rather than subjective opinions and documentation. The ICR is a lightweight, collaborative, and transparent review process that aligns with the PI cadence and events. It leverages the System Demo, Inspect and Adapt, and PI Planning to provide frequent and incremental checks of the solution's fitness for purpose and compliance with relevant standards and regulations." Therefore, the correct answer is A, it is an objective-based progress review. The other options are not accurate, as the ICR is not the default for phase-gate reviews, it is not a document-based progress measure, and it does not ensure manual review of processes.
NEW QUESTION # 33
Which SAFe principle ensures the maximum benefit is generated by understanding trade-offs between risks, cost of delay, operational costs, and development costs for each program and Value Stream?
- A. Apply systems thinking
- B. Assume variability, preserve options
- C. Build incrementally with fast, integrated learning cycles
- D. Take an economic view
Answer: D
Explanation:
Explanation
Taking an economic view is the SAFe principle that ensures the maximum benefit is generated by understanding trade-offs between risks, cost of delay, operational costs, and development costs for each program and value stream1. This principle requires a fundamental understanding of the economics of building systems and making decisions in a proper economic context. This includes the strategy for incremental value delivery and the broader economic framework for each value stream2. Taking an economic view helps to optimize the flow of value, reduce waste, and deliver solutions that meet customer and stakeholder needs3.
1: SAFe Lean-Agile Principles - Scaled Agile Framework 2: Principle #1 - Take an economic view - Scaled Agile Framework 3: Adopting Lean Budgeting Aligned to Development Value Streams
NEW QUESTION # 34
What occurs when leaders create an environment for risk-taking that supports change without fear of negative consequences to self-image, status, or career?
- A. Decentralized decision-making
- B. Emotional intelligence
- C. Alignment
- D. Psychological safety
Answer: D
Explanation:
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.
NEW QUESTION # 35
What are two attributes of high-performing teams? (Choose two.)
- A. Members of the team value uniformity
- B. High-performing teams do not require the assistance of a Scrum Master
- C. High-performing teams can be larger than the typical Agile team
- D. They are self-organizing
- E. Experience mutual trust
Answer: D,E
Explanation:
Explanation
Two attributes of high-performing teams are:
They experience mutual trust. High-performing teams trust each other to deliver quality work, to support each other, and to resolve conflicts constructively. They also trust their leaders to provide clear direction, feedback, and empowerment. Trust is the foundation of effective collaboration and communication within and across teams12.
They are self-organizing. High-performing teams are able to plan and execute their work without excessive supervision or micromanagement. They have the autonomy and authority to make decisions that affect their work, and they hold themselves accountable for the outcomes. They also continuously inspect and adapt their processes and practices to improve their performance3
NEW QUESTION # 36
Which three items are part of SAFe's Core Values? (Choose three.)
- A. Alignment
- B. Decentralized decision-making
- C. Relentless improvement
- D. Program execution
- E. Assume variability
- F. Transparency
Answer: A,C,F
Explanation:
Explanation
According to the Core Values article on the Scaled Agile Framework website, the three items that are part of SAFe's Core Values are alignment, relentless improvement, and transparency. The article states that "The four Core Values of alignment, transparency, respect for people, and relentless improvement represent the foundational beliefs that are key to SAFe's effectiveness. These tenets help guide the behaviors and actions of everyone participating in a SAFe portfolio." Therefore, the correct answers are A, alignment, B, relentless improvement, and F, transparency. The other options are not accurate, as they are not the core values of SAFe.
Decentralized decision-making is a principle, not a value, of SAFe. Program execution is an outcome, not a value, of SAFe. Assume variability is not a term used in SAFe.
NEW QUESTION # 37
An agency is ready to undertake a large modernization effort. Though the agency ensures the correct implementation of all stage gates in their SDLC, projects seem to always be over budget. They are exploring the use of SAFe due to the success stories from other agencies. What is the appropriate first step?
- A. Start an Agile project with an internal Agile Scrum Master
- B. Identify and train change agents that will lead the effort
- C. Map all stage gates to Agile events
- D. Train Product Owners in the principles, practices, and benefits of adopting SAFe
Answer: B
Explanation:
Explanation
According to the Implementation Roadmap article on the Scaled Agile Framework website, the appropriate first step for an agency that is ready to undertake a large modernization effort using SAFe is to identify and train change agents that will lead the effort. The article states that "The first step in the roadmap is to identify the change agents who will lead the transformation. These are the people who have the vision, influence, and drive to make the change happen. They include executives, managers, coaches, and other leaders who can champion the new way of working and inspire others to follow. Change agents need to be trained in the principles and practices of SAFe, as well as the skills and mindset of Lean-Agile leadership." Therefore, the correct answer is D, identify and train change agents that will lead the effort. The other options are not accurate, as they are not the first steps in the roadmap. Mapping all stage gates to Agile events (A) is a possible activity in the fourth step, which is to create the implementation plan. Training Product Owners in the principles, practices, and benefits of adopting SAFe (B) is a possible activity in the fifth step, which is to prepare for ART launch. Starting an Agile project with an internal Agile Scrum Master is not a recommended step in the roadmap, as it does not involve the whole ART or the Lean Portfolio Management.
NEW QUESTION # 38
What result comes from traditional 'at the end' quality and compliance?
- A. Missed opportunities for iterative compliance assessment
- B. Faster receipt of authority to operate in traditional projects
- C. Nominal quality differences when compared with waterfall approaches
- D. Shorter testing timelines
Answer: A
Explanation:
Explanation
The result of traditional 'at the end' quality and compliance is that it leads to missed opportunities for iterative compliance assessment1. This means that the quality and compliance activities are deferred until the end of the development cycle, when the solution is already built and ready for testing. This approach increases the risk of finding defects and non-compliances late in the process, which can cause delays, rework, and waste2. It also prevents the teams from getting early feedback and validation from the compliance authorities, which can help them adjust and improve their work incrementally3. By applying the SAFe principle of building incrementally with fast, integrated learning cycles, the teams can integrate quality and compliance into their regular flow of work and deliver solutions that meet the regulatory and industry standards more efficiently and effectively4.
1: Government - Building in Quality and Compliance - Scaled Agile Framework 2: Quality vs. Compliance:
What is the difference and what are the common pitfalls? - Honeywell 3: Achieving Regulatory and Industry Standards Compliance with the Scaled Agile Framework (SAFe) 4: Principle #6 - Visualize and limit WIP, reduce batch sizes, and manage queue lengths - Scaled Agile Framework
NEW QUESTION # 39
What type of decision may significantly affect lead time for systems development?
- A. Approved budget, required development tools, and dedicated team members
- B. Using firm fixed price contracts
- C. Prioritizing the product backlog using WSJF
- D. Using relative size estimating
Answer: B
Explanation:
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.
NEW QUESTION # 40
What is the appropriate Lean action to take once all of the expected value of an Epic has been delivered, even if all of the planned Features have not been completed?
- A. Initiate an early re-compete
- B. Continue building Features until the contract can be modified
- C. Finish all of the Features since they were included in the contract
- D. Close the Epic
Answer: D
Explanation:
Explanation
The appropriate Lean action to take once all of the expected value of an Epic has been delivered, even if all of the planned Features have not been completed, is to close the Epic1. This means that the Epic Owner declares that the epic is done and no further work is required. Closing the epic frees up the resources and budget that were allocated to it, and allows the teams to focus on other value streams and initiatives. Closing the epic also enables the Epic Owner to measure the actual outcomes and benefits of the epic, and compare them with the expected ones in the Lean business case2. Closing the epic does not mean that the solution is fixed and cannot be changed or improved later. It simply means that the current hypothesis of the epic has been validated or invalidated, and that further work can be initiated as new epics or features if needed3.
1: Epic - Scaled Agile Framework 2: Epic - Scaled Agile Framework 3: Epic - Scaled Agile Framework
NEW QUESTION # 41
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