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

 On day two of PI Planning, management presents adjustments based on the previous day’s management review and problem-solving meeting. The management review and problem-solving meeting is a session where the management team reviews the draft plans and objectives from the teams, identifies risks and dependencies, and resolves any issues that may affect the ART’s ability to deliver value. One possible type of adjustment they could make is to adjust the business priorities based on the new information and feedback from the teams. This could involve reprioritizing the features in the program backlog, changing the weight or value of some objectives, or adding or removing some stretch objectives. These adjustments are communicated to the teams during the second planning day, so they can finalize their plans and objectives accordingly. References: PI Planning - Scaled Agile Framework, PI Planning and the Management Review - Part 1 | Ivar Jacobson International

= Mindset and Principles is one of the three dimensions of Lean-Agile Leadership, along with Leading by Example and Leading the Change. Mindset and Principles refers to how leaders embed the Lean-Agile way of working in their beliefs, decisions, responses, and actions. Leaders model the expected norm throughout the organization by learning and applying the SAFe Core Values, Lean-Agile Mindset, and SAFe Principles. References: = Lean-Agile Leadership - Scaled Agile Framework, Exam Study Guide: SP (6.0) - SAFe® Practitioner

 According to Kotter’s 8-step process for leading change, the first step is to create a sense of urgency among both managers and employees. This means making them aware of the existing problems or opportunities that require change, and motivating them to act with passion and purpose. Creating a sense of urgency helps to overcome complacency, resistance, and fear of change, and builds momentum for the change initiative. References: Kotter’s 8-step process for leading change, The Easy Guide to Kotter’s 8 Step Change Model, John Kotter’s Eight Step Change Model, Kotter’s 8 step Model of Change, How to Successfully Implement Kotter’s 8 Step Change Model

 The Release Train Engineer (RTE) is a servant leader and coach for the Agile Release Train (ART), which is a group of Agile teams that work together to deliver value. The RTE facilitates the ART events and processes, and supports the teams in delivering value. They communicate with stakeholders, escalate impediments, help manage risk, and drive relentless improvement. The RTE also serves as the ART Chief Coach, which means they help the teams apply and improve the SAFe principles and practices, such as PI planning, system demos, inspect and adapt, and innovation and planning1. The RTE is not the team backlog owner, the ART-level content authority, or the technical leader of the ART, but rather the facilitator and enabler of the ART’s success. References: Release Train Engineer - Scaled Agile Framework, Release Train Engineer(RTE): Roles & Responsibilities - KnowledgeHut, Release Train Engineer - Scaled Agile Framework

The SAFe Core Competencies of Business Agility are the seven essential skills that enable enterprises to achieve true business agility and thrive in the digital age1. The built-in quality dimension is one of the five dimensions of Team and Technical Agility, which is the competency that describes the critical skills and Lean-Agile principles and practices that high-performing Agile teams and teams of Agile teams use to create high-quality solutions for their customers2. The built-in quality dimension ensures that every element and every increment of the solution reflects quality standards throughout the development lifecycle2. The other options are incorrect because:

A. Agile Product Delivery is the competency that describes how to deliver innovative solutions to the market that delight customers and meet their needs and expectations3. It does not include the built-in quality dimension, although it does rely on it as a prerequisite for achieving continuous delivery and release on demand3.

C. Organizational Agility is the competency that describes how to adapt strategy and operations quickly to meet the changing needs of customers, competitors, and markets4. It does not include the built-in quality dimension, although it does depend on it as a foundation for enabling faster feedback and learning cycles4.

D. Enterprise Solution Delivery is the competency that describes how to build and evolve the world’s largest applications, networks, and cyber-physical systems5. It does not include the built-in quality dimension, although it does require it as a key enabler for achieving solution integrity, compliance, and alignment with the enterprise architecture5. References: 1: Business Agility - Scaled Agile Framework, 2: Team and Technical Agility - Scaled Agile Framework, 3: Agile Product Delivery - Scaled Agile Framework, 4: Organizational Agility - Scaled Agile Framework, 5: Enterprise Solution Delivery - Scaled Agile Framework

System Demo is a critical event that provides stakeholders an integrated view of the new features delivered by the Agile Release Train (ART) over the past iteration. It offers the ART a fact-based measure of current, system-level progress within the Program Increment (PI). It also enables fast feedback and learning cycles, which help the ART build the right solution and improve quality. The System Demo takes place as close to the end of the iteration as possible, ideally the next day. It requires implementing the scalable engineering practices necessary to support Continuous Integration across the ART12. References: System Demo - Scaled Agile Framework, Sample Test: SAFe® Practitioner - scaledagile.com

A program board is a visual summary of the features or goals, when they need to be reached, and any cross-team dependencies impacting their delivery. The program board helps teams within the Agile Release Train (ART) to coordinate their work and communicate their plan to the entire organization. One of the main purposes of the program board is to help teams identify and manage dependencies between teams, which can affect the delivery of value and increase the risk of delays or failures. By visualizing and tracking dependencies on the program board, teams can avoid or resolve them during the Program Increment (PI) planning event or throughout the PI execution. References: SAFe Program Board 101: Everything You Need To Know, SAFe Program Board: Good Practices for SAFe PI Planning, Tips for using a SAFe program board

The daily stand-up is a key event in SAFe that helps teams synchronize their work, identify impediments, and adjust their plans. It is a time-boxed event that should not exceed 15 minutes, as longer meetings can reduce the team’s focus and productivity. The daily stand-up is also aligned with the Lean-Agile principle of applying cadence and synchronizing with cross-domain planning, which enables teams to operate reliably and efficiently.

Conducting a PI Planning event is an example of applying cadence-based synchronization in SAFe. A PI Planning event is a two-day face-to-face or virtual meeting where all the members of an ART and Solution Train collaborate to align on a common vision, mission, and backlog, and plan the work for the next Program Increment (PI). A PI is a fixed timebox of 8 to 12 weeks that provides a regular cadence for delivering value. The PI Planning event is synchronized across all the teams and trains in the portfolio, and it occurs at the beginning of every PI. The PI Planning event enables the ART and Solution Train to achieve alignment, collaboration, synchronization, and commitment, as well as to identify and address risks and dependencies. References: = PI Planning - Scaled Agile Framework, Exam Study Guide: SP (6.0) - SAFe® Practitioner

Design Thinking is a methodology that helps teams solve complex problems and create innovative solutions that meet the needs and desires of the users. One of the benefits of Design Thinking is that it produces solutions that are actionable, meaning that they can be implemented and tested in the real world. Actionable solutions are based on a deep understanding of the problem, a wide range of possible ideas, and iterative prototyping and testing. Actionable solutions are also aligned with the vision, values, and goals of the organization and the stakeholders. References: What is Design Thinking?, Design thinking, explained, What is design thinking?