Scaled Agile SAFe-SPC SAFe Practice Consultant SPC (6.0) Exam Practice Test

On demand.

At the end of each Sprint.

At the end of each PI.

Mid-PI.

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

Extending the duration of a PI.

Changing total ART resources

Switching to a different PI cadence.

Reducing the scope of a Program Epic.

Prioritizing Features based on Cost of Delay.

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.

Defining Solution architecture.

Creating new automated test scenarios.

End-to-end system testing.

Building and maintaining a production-equivalent staging environment.

Deploying to staging.

Maintain development and test environments to better match production.

Deploy to staging every sprint.

Put everything under version control.

Start automating the actual deployment process.

Build and maintain a production-equivalent staging environment.

Continuously synchronize all Feature and team branches.

Create the ability to automatically build environments.

By understanding the full Value Stream.

By constant reduction of delays.

By reducing batch sizes.

By applying subjective governance.

Product Owner

Business Owners

Scrum Master

COE

Product Management

PI Predictability Measure update.

Roadmap update

Team Iteration Demo

Biweekly System Demo

Iteration Metrics update

The acceptance Criteria for the Capabilities.

Job sequencing for the Epics in the Value Stream Backlog.

The Economic Framework for the Value Stream.

The environment in which the Solution is deployed.

Teams can verify whether new functionality or Nonfunctional Requirements are compatible with the current production configuration.

It allows the System Team to test the deployability of the Solution.

It enable SAFe teams to Develop on Cadence and Release Any Time.

If something goes wrong with the production environment, teams can switch their staging to perform the role of production.

True

False

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.

<50%

50-75%

80-100%

100%

None of the above.

True

False

Once pulled into implementation, the Epic needs to be finished.

A budget reserve is established that can be used to fund Epics.

Agile Release Trains are empowered to decide whether or not they proceed with a Portfolio Epic.

Re-prioritization happens at every PI boundary, and the rest of the Epic can be postponed or canceled if there are more important new initiatives.

True

False

The number of members on a self-managing, self-organizing ART.

The maximum number of tasks in a Program Increment for optimal predictability.

The number of Stories created during PI Planning to enable commitment.

The percent utilization that enables a sustainable pace.

To assign business value to the teams' draft PI Objectives.

To make adjustments to the PI scope and address program challenges.

To design the next generation of the product.

To evaluate the performance of teams.

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.

Refining the Program Backlog.

Managing the ART sync.

Categorizing program risks during PI Planning.

Managing teams by the Release Train Engineer.

The Customer is satisfied with the User Experience.

Nonfunctional Requirements are met.

Code is checked in and merged into main branch.

No must-fix defects exist.

All unit tests are passing.

Coding standards have been followed.

Release Train Engineer or Value Stream Engineer.

Scrum master

Business Owner

Product Manager

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.

True

False

Train Scrum Masters in servant leadership following "SAFe for Teams" training.

Make an initial presentation on SAFe to the organization.

Familiarize Release Train Engineers with the PI Planning process.

Familiarize executives with SAFe.

Train the teams prior to PI Planning.

True

False

The Portfolio Kanban holds Capabilities that are ready for implementation.

Programs plan PIs so that they exhaust the Portfolio Backlog and only then work on their local priorities.

It provides a low-cost holding area for approved Business and Enabler Epics.

WSJF is used to prioritize Epics in the Portfolio Backlog.

True

False

Synchronization enables multiple perspectives to be understood, resolved, and integrated at the same time.

They enable systems builders to operate reliably and with certainty within a safety buffer.

Synchronization enables reduction in WIP.

Cadence limits variance.

Cadence enables variability and makes wait times predictable.

It supports a stable velocity.

It provides the documentation on which Features and Capabilities are built.

It iteratively evolves the architecture to meet changing needs.

It allows for nontechnical changes

Agile coach

Senior Scrum Master

Development manager or QA manager

Release Train Engineer

Value Stream Engineer

Involve representatives of department teams in Iteration Planning and Demos.

Make daily stand-ups more engaging and strictly timeboxed.

Review the burn-down chart at each retrospective to improve team estimating.

Increase unit test coverage.

True

False

Scrum Masters

Product Owners

Business Owners

Release Train Engineer

Release Management

Solution Management