SAFe-SPC SAFe Practice Consultant SPC (6.0) Question and Answers

Product Owner

Business Owners

Scrum Master

COE

Product Management

Assigning backlog items to team members.

Communicating the Solution Vision with the teams.

Working with other departments to establish better communication among teams.

Creating work breakdown structures.

Assigning team members to handle external dependencies.

Developing skills and career paths for team members.

Creating an environment of mutual influence.

Release Train Engineer or Value Stream Engineer.

Scrum master

Business Owner

Product Manager

Pick only those Epics that have clearly defined success criteria and might fit into the PI.

Split Epics into Features and prioritize the Features to determine what should go into the PI.

Split Epics into Features and use capacity allocation to determine what should go into the PI.

Instead of planning just the upcoming PI, plan for a longer period to cover the full duration of the Program Epics.

To write all the user stories so that the team can focus on coding and testing.

To task team members in the efficient manner possible based on their skills.

To provide management with status reports on the team's progress.

To use servant leadership to help the team perform at its best.

Agile coach

Senior Scrum Master

Development manager or QA manager

Release Train Engineer

Value Stream Engineer

Funnel

Fixed date

Expedite

Standard

Accepted

Review

Higher variability

Decreased motivation

Less cross-training

More multitasking

Slower delivery

Lower quality

Have every team demonstrate their team increment to the stakeholders separately in the team branch.

Find a vendor that specializes in integrating system increments form multiple teams.

Stop working on any new functionality and fully integrate and test the system; adjust scope based on learnings.

Re-plan the current PI: De-scope to leave enough time to integrate what you've built during the IP Iteration.

Re-architect the system so that there are no dependencies between the teams and integration is not needed.

Individual and team performance incentives.

Making a contribution.

Ranking individuals for transparency in their contributions to the organization.

Well-structured MBOs so people know exactly what's expected of them.

Autonomy.

Business value

CoD (Cost of Delay)

WSJF (Weighted Shortest Job First)

Capacity allocation according to budget

Empowerment, self-managing teams, decentralization of control, value.

Built-in Quality, cadence, synchronization, trust.

Built-in Quality, program execution, alignment, transparency.

Lean Leadership, Built-in Quality, Agile Architecture, product flow.

Lead the teams

Proactively eliminate impediments.

Run successful Agile Release Trains.

Facilitate relentless improvement

Embrace the values of Lean.

Manage the most critical day-to-day activities of team members.

The Feature did not originate from a Program Epic.

The Feature involves a team or team members who represent a bottleneck.

The Feature did not originate from a Value Stream Capability.

The Feature involves a remote third-party vendor that has a formal scope-approval process.

The Feature has not yet been broken down into user stories by the Product Owner.

Objectives that are beyond the capacity of the team and so are uncommitted for the PI.

Objectives that are part of the team's capacity but not necessarily achievable during the PI.

Objectives that are identified during the PI.

Objectives that the business has promised to their Customers.

Working software over comprehensive documentation.

Customer collaboration over contract negotiation.

Working software is the primary measure of progress.

Good architectures are built up front so that teams can focus on development.

Continuous attention to technical excellence and design enhances agility.

Business people and developers must work together daily throughout the project.

The project cost accounting procedures in place.

The internal departments which are supported.

The number of ARTs which would be contained in the Portfolio.

The current products which the company sells.

Teams don't do a good job of task-switching.

All program teams are cross-functional, and therefore every team spawns work in multiple areas at the same time.

Backlog items in the Program Backlog are not truly end-to-end Features; they look more like large chunks of work at different layers of the system

Budgets are allocated to projects.

Budgets are allocated to strategic themes.

Budgets are allocated to portfolios.

Budgets are allocated to teams.

Budgets are allocated to value streams.

Launch it as two or more ARTs based on how the cost centers are defined.

Launch it as two distributed ARTs organized around end-to-end functionality.

Launch it as two geography-based ARTs, with one working on the UI and the other on business logic and databases.

Launch it as a single ART and then conduct Inspect & Adapt at the end of the PI to determine whether it needs to be split.

True

False

Make it easier to assess the state of smaller batches.

Decrease stress on the system.

Increase throughput.

Produce less measurement overhead.

Increase delivery reliability.

Split the backlog items into smaller, more manageable pieces of work and rearrange them into real Features.

Formulate business benefits for each backlog item. If not meaningful business benefits can be identified, it's not a Feature and should be redefined.

Build explicit dependencies between backlog items. If B depends on A for completion, make sure that the opportunity enablement WSJF is a parameter of A.

Identify the associated Epics when formulating Features.

Capabilities are simply a level of abstraction above Epics, exhibiting largely the same characteristics and practices.

Capability is a different name for Features, one that is preferred by some organizations.

Capabilities are simply a different kind of Epic, exhibiting largely the same characteristics and practices.

Capabilities are simply a level or abstraction above Features, exhibiting largely the same characteristics and practices.

Spikes are strictly for internal learning of the team and do not need to be demoed.

Showing the functioning code in the production environment.

Showing the knowledge gained by the spike.

Showing a prototype produced for the spike.

Showing the quantitative data that will prove useful in developing future user stories.

Program board

Team PI Objectives

Top 10 Features

Vote of confidence/commitment

Portfolio Vision

Iteration Goals

True

False

Defining Solution architecture.

Creating new automated test scenarios.

End-to-end system testing.

Building and maintaining a production-equivalent staging environment.

Deploying to staging.

Queues are processed in the order in which items are entered.

Backlogs are continuously refined and can be re-prioritized.

Queues are continuously refined and cannot be re-prioritized.

Backlog items are estimated; queues are not.

Establish clear objectives for managing.

Develop Solutions.

Protect subordinates from interference by outside stakeholders.

Support decentralized decision-making.

Emphasize lifelong learning.

True

False

Iteration Planning is required in every Iteration to enable fast learning cycles.

Teams that have no dependencies may choose not to do Iteration Planning once they have planned the PI.

Component teams require Iteration Planning in every Iteration, while Feature teams may or may not, based on dependencies.

Iteration Planning is required for all Iterations except for the first one, since there's nothing to cause a change in the PI plan yet.

When the teams define acceptance criteria during PI Planning, Iteration Planning is not strictly required during the PI.