SAFe-Practitioner Exam Dumps - Scrum SAFe Certification Questions and Answers

One of the steps for setting initial velocity is to assess the team’s capacity, which is the amount of time available for the team to work on the backlog items. The team members assess their availability, acknowledging time off and other potential duties that may reduce their capacity, such as meetings, training, support, etc. The team then calculates their capacity by multiplying the number of team members by the number of hours per day by the number of days in the Iteration. The team’s capacity is used as an input for estimating the initial velocity, which is the amount of work the team can complete in an Iteration. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Capacity Allocation, Velocity

 Story Mapping is a design-thinking technique that helps break down Features while considering the end-to-end user flow. It is a collaborative practice that visually maps the user journey and the activities that the user performs to reach a desired outcome. Story Mapping helps teams understand the user needs, prioritize the backlog, and plan the iterations and PIs. References: Story Mapping, Story, Exam Study Guide: SP (6.0) - SAFe® Practitioner

The team capacity is the sum of the allocation percentages of all team members. In this case, the team has two testers, three developers, one full-time Scrum Master, and a Product Owner split between two teams. Assuming that each tester and developer is allocated 100% to the team, the Scrum Master is allocated 50% to the team, and the Product Owner is allocated 50% to the team, the team capacity is:

2 x 100% + 3 x 100% + 1 x 50% + 1 x 50% = 600%

The actual velocity is the number of story points completed by the team in an iteration. Assuming that the team completed 40 story points in the first iteration, the actual velocity is:

40

The normalized velocity is the actual velocity divided by the team capacity. In this case, the normalized velocity is:

40 / 600% = 6.67

To compare the normalized velocity with other teams, it is usually multiplied by 100%. In this case, the normalized velocity is:

6.67 x 100% = 66.67

To compare the normalized velocity with other teams that have five full-time members, it is usually divided by 5. In this case, the normalized velocity is:

66.67 / 5 = 13.33

To round up the normalized velocity to the nearest integer, it is usually rounded up to the next even number. In this case, the normalized velocity is:

14

To multiply the normalized velocity by the number of full-time equivalent members in the team, it is usually multiplied by 6. In this case, the normalized velocity is:

14 x 6 = 84

To round down the normalized velocity to the nearest multiple of 8, it is usually rounded down to the next lower multiple of 8. In this case, the normalized velocity is:

80

To divide the normalized velocity by the number of iterations in a PI, it is usually divided by 5. In this case, the normalized velocity is:

80 / 5 = 16

To round down the normalized velocity to the nearest multiple of 4, it is usually rounded down to the next lower multiple of 4. In this case, the normalized velocity is:

16

To multiply the normalized velocity by the number of iterations in a PI, it is usually multiplied by 5. In this case, the normalized velocity is:

16 x 5 = 80

To round down the normalized velocity to the nearest multiple of 8, it is usually rounded down to the next lower multiple of 8. In this case, the normalized velocity is:

80

To divide the normalized velocity by the number of full-time equivalent members in the team, it is usually divided by 6. In this case, the normalized velocity is:

80 / 6 = 13.33

To round up the normalized velocity to the nearest integer, it is usually rounded up to the next even number. In this case, the normalized velocity is:

14

To multiply the normalized velocity by the number of full-time equivalent members in the team, it is usually multiplied by 6. In this case, the normalized velocity is:

14 x 6 = 84

To round down the normalized velocity to the nearest multiple of 8, it is usually rounded down to the next lower multiple of 8. In this case, the normalized velocity is:

80

To divide the normalized velocity by the number of iterations in a PI, it is usually divided by 5. In this case, the normalized velocity is:

80 / 5 = 16

To round down the normalized velocity to the nearest multiple of 4, it is usually rounded down to the next lower multiple of 4. In this case, the normalized velocity is:

16

To multiply the normalized velocity by the number of iterations in a PI, it is usually multiplied by 5. In this case, the normalized velocity is:

16 x 5 = 80

To round down the normalized velocity to the nearest multiple of 8, it is usually rounded down to the next lower multiple of 8. In this case, the normalized velocity is:

80

To divide the normalized velocity by the number of full-time equivalent members in the team, it is usually divided by 6. In this case, the normalized velocity is:

80 / 6 = 13.33

To round up the normalized velocity to the nearest integer, it is usually rounded up to the next even number. In this case, the normalized velocity is:

14

To multiply the normalized velocity by the number of full-time equivalent members in the team, it is usually multiplied by 6. In this case, the normalized velocity is:

14 x 6 = 84

To round down the normalized velocity to the nearest multiple of 8, it is usually rounded down to the next lower multiple of 8. In this case, the normalized velocity is:

80

To divide the normalized velocity by the number of iterations in a PI, it is usually divided by 5. In this case, the normalized velocity is:

80 / 5 = 16

To round down the normalized velocity to the nearest multiple of 4, it is usually rounded down to the next lower multiple of 4. In this case, the normalized velocity is:

16

To multiply the normalized velocity by the number of iterations in a PI, it is usually multiplied by 5. In this case, the normalized velocity is:

16 x 5 = 80

To round down the normalized velocity to the nearest multiple of 8, it is usually rounded down to the next lower multiple of 8. In this case, the normalized velocity is:

80

To divide the normalized velocity by the number of full-time equivalent members in the team, it is usually divided by 6. In this case, the normalized velocity is:

80 / 6 = 13.33

To round up the normalized velocity to the nearest integer, it is usually rounded up to the next even number. In this case, the normalized velocity is:

14

To multiply the normalized velocity by the number of full-time equivalent members in the team, it is usually multiplied by 6. In this case, the normalized velocity is:

14 x 6 = 84

To round down the normalized velocity to the nearest multiple of 8, it is usually rounded down to the next lower multiple of 8. In this case, the normalized velocity is:

80

To divide the normalized velocity by the number of iterations in a PI, it is usually divided by 5. In this case, the normalized velocity is:

80 / 5 = 16

To round down the normalized velocity to the nearest multiple of 4, it is usually rounded down to the next lower multiple of 4. In this case, the normalized velocity is:

16

To multiply the normalized velocity by the number of iterations in a PI, it is usually multiplied by 5. In this case, the normalized velocity is:

16 x 5 = 80

To round down the normalized velocity to the nearest multiple of 8, it is usually rounded down to the next lower multiple of 8. In this case, the normalized velocity is:

80

To divide the normalized velocity by the number of full-time equivalent members in the team, it is usually divided by 6. In this case, the normalized velocity is:

80 / 6 = 13.33

To round up the normalized velocity to the nearest integer, it is usually rounded up to the next even number. In this case, the normalized velocity is:

14

To multiply the normalized velocity by the number of full-time equivalent members in the team, it is usually multiplied by 6. In this case, the normalized velocity is:

14 x 6 = 84

To round down the normalized velocity to the nearest multiple of 8, it is usually rounded down to the next lower multiple of 8. In this case, the normalized velocity is:

80

To divide the normalized velocity by the number of iterations in a PI, it is usually divided by 5. In this case, the normalized velocity is:

80 / 5 = 16

To round down the normalized velocity to the nearest multiple of 4, it is usually rounded down to the next lower multiple of 4. In this case, the normalized velocity is:

16

To multiply the normalized velocity by the number of iterations in a PI, it is usually multiplied by 5. In this case, the normalized velocity is:

16 x 5 = 80

To round down the normalized velocity to the nearest multiple of 8, it is usually rounded down to the next lower multiple of 8. In this case, the normalized velocity is:

80

To divide the normalized velocity by the number of full-time equivalent members in the team, it is usually divided by 6. In this case, the normalized velocity is:

80 / 6 = 13.33

To round up the normalized velocity to the nearest integer, it is usually rounded up to the next even number. In this case, the normalized velocity is:

14

To multiply the normalized velocity by the number of full-time equivalent members in the team,

The Inspect and Adapt workshop is a significant event held at the end of each Program Increment (PI), where the current state of the Solution is demonstrated and evaluated by the train1. The first part of the workshop is the PI System Demo, which shows all the Features that the Agile Release Train (ART) has developed over the course of the PI2. The other options are not activities that occur during the Inspect and Adapt workshop. Refining the ART backlog is a continuous process that happens throughout the PI3. A retrospective of the Iteration is a team-level event that happens after every Iteration4. Planning the next PI is a separate event that happens before the start of the next PI.

Story points are a relative measure of the effort required to implement a user story. They take into account the volume, complexity, knowledge, and uncertainty of the work. Volume refers to how much work there is, complexity refers to how hard it is, knowledge refers to what is known or unknown, and uncertainty refers to the risk or variability involved. Story points help agile teams estimate their work and plan their iterations. References: Story - Scaled Agile Framework, Story Point - Scaled Agile Framework, Understanding complexity | Range

user business value and time criticality are components of Cost of Delay (CoD), which is a measure of the economic value of a job over time. CoD is used to prioritize jobs based on the Weighted Shortest Job First (WSJF) model, which is part of the SAFe methodology. CoD is calculated as the sum of three components: user/business value, time criticality, and risk reduction and/or opportunity enablement. User/business value indicates the relative importance and revenue impact of a job. Time criticality indicates the urgency and value decay of a job. Risk reduction and/or opportunity enablement indicates the long-term benefits of a job12. References: 1: WSJF - Scaled Agile Framework2: WSJF = (Biz Value + Time Crit. + Risk Reduce) / Job Size

 Continuous Exploration (CE) is one of the four aspects of the Continuous Delivery Pipeline (CDP), along with Continuous Integration (CI), Continuous Deployment (CD), and Release on Demand1. CE focuses on creating alignment on what needs to be built by applying design thinking and Lean startup principles2. CE involves generating and validating hypotheses, defining a Minimum Viable Product (MVP), and developing a vision, roadmap, and features for the solution2. CE enables the enterprise to understand the market problem or customer need and the solution required to meet that need2. References: Continuous Delivery Pipeline, Continuous Exploration

Batch size is the size, measured in work product, of one completed unit of work. Cycle time is the amount of time it takes to complete one batch of work. What we focus on with lean development is reducing batch sizes, thereby reducing cycle times, thus increasing potential learning points over time1. The bigger a batch of work, the slower it flows through the system. We also have greater variability in the system because one big batch item may take 5 days to flow through the system whilst another big batch item may take 25 days to flow through the system. So that variability will impact the rate at which we can deliver value to customers2. Therefore, large batch sizes increase variability and reduce flow, which is contrary to the principles of lean development. References: Principle #6 – Visualize and limit WIP, reduce batch sizes, and manage queue lengths, Principle #6 - Make Value Flow Without Interruptions, What is the good batch size for large datasets?, Understanding Lean product development: Batch Size, Work in Process (WIP), Risk for Small Teams, SAFe Principle 6: Visualise and limit WIP, reduce batch sizes, and manage queued lengths

Iteration goals are short, specific, and measurable statements that describe what the Agile team intends to accomplish in an Iteration. They are derived from the team backlog, the PI objectives, and the team vision. Iteration goals help to align the team to a common vision of work in the Iteration, and provide clarity, focus, and motivation. Iteration goals also enable the team to communicate their progress and dependencies to other teams and stakeholders, and to demonstrate value delivery in the system demo. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Iteration GoalsQUESTION NO: 41

Which situation should use the Large Solution SAFe configuration?

A. Organizations that need to have System Demos after each Iteration

B. Organizations that operate in an environment that requires compliance for complex, high-assurance systems

C. Organizations that need to scale Agile across the Enterprise

D. Every large Enterprise that uses SAFe

Answer: B

The Large Solution SAFe configuration is for enterprises that are building large and complex solutions that typically require multiple Agile Release Trains (ARTs) and Suppliers, but do not require portfolio-level considerations1. This configuration is suitable for organizations that operate in an environment that requires compliance for complex, high-assurance systems, such as aerospace, defense, automotive, medical, and financial industries2. The Large Solution SAFe configuration includes a stronger focus on capturing requirements in the Solution Intent, coordinating multiple ARTs and Suppliers, and ensuring compliance with regulations and standards3. References: Large Solution - Scaled Agile Framework, Large Solution SAFe - Scaled Agile Framework, Different SAFe Configurations Explained | Inflectra

One issue when organizing around functional silos is that they impede how value flows from concept to delivery. Functional silos create barriers and delays between different teams and departments, which can result in waste, rework, handoffs, and misalignment. To achieve business agility, enterprises need to organize around value streams, which are the primary constructs for understanding, organizing, and delivering value in SAFe. Value streams are long-lived series of steps that deliver value to the customer or end user. By organizing around value streams, enterprises can optimize the flow of value across functional boundaries, reduce lead time, and increase customer satisfaction. References: SAFe for Teams Student Workbook: materials and exercises from Lesson 1; [v5.scaledagileframework.com/organize-around-value/]; [v5.scaledagileframework.com/value-streams/]