Free Scaled Agile SP-SAFe-Practitioner Practice Exam with Questions & Answers | Set: 3

The PO’s best course of action is to communicate the status of the Iteration to all stakeholders, including the other teams on the Agile Release Train (ART), the Release Train Engineer (RTE), the System Architect/Engineer, the Product Management, and the Business Owners. This will help to align expectations, manage dependencies, and mitigate risks. The PO should also collaborate with the team and the stakeholders to prioritize the remaining work and identify the most valuable Stories to deliver by the end of the Iteration. The PO should not defer acceptance testing to the next Iteration, as this would violate the Definition of Done and compromise the quality of the system increment. The PO should not have an emergency Iteration Planning meeting, as this would disrupt the cadence and synchronization of the ART and waste time and resources. The PO should not stop the current Iteration and plan a new Iteration with the new knowledge, as this would also disrupt the cadence and synchronization of the ART and create confusion and uncertainty.

References: Team Backlog - Scaled Agile Framework, Iteration Planning - Scaled Agile Framework, Iteration Execution - Scaled Agile Framework

 The balanced Agile testing pyramid is a testing strategy that illustrates the distribution of different types of tests in a test suite. It suggests that we should have many unit tests, which are small, low-level, and automated tests that verify the functionality of individual components of the codebase. We should also have many service or integration tests, which are automated tests that verify the interaction and integration of different components or services. Finally, we should have fewer large, manual tests, such as graphical user interface tests or end-to-end tests, which verify the functionality and usability of the whole system from the user’s perspective. The balanced Agile testing pyramid helps agile teams to achieve faster feedback, higher quality, and lower maintenance costs. References: The Practical Test Pyramid, What is Testing Pyramid? How Does It Benefit Agile Teams?, Climbing the Testing Pyramid, Agile Test Pyramid, Agile Test Automation Pyramid

= According to SAFe, a Feature should be sized to fit into one Program Increment (PI), which is a timebox of 8 to 12 weeks, typically consisting of 4 to 6 iterations1. A Feature is a service provided by the system that fulfills some important stakeholder needs and delivers business value2. A Feature should be small enough to be completed by a single Agile Release Train (ART) within a PI, but large enough to provide significant and measurable value3. A Feature should also be testable, demonstrable, and deployable4. References: = 1: Program Increment - Scaled Agile Framework; 2: Features and Capabilities - Scaled Agile Framework; 3: Right-Sizing Features for SAFe Program Increments - Scaled Agile Framework; 4: Feature - Scaled Agile Framework

 A user story is a short description of a small piece of desired functionality written from the user’s perspective and in their language. A user story has three primary components, each of which begin with the letter ‘C’: Card, Conversation, and Confirmation. The card is a written or digital note that captures the essence of the user story using the format: “As a (who), I want (what), so that (why).” The conversation is the ongoing dialogue between the team and the customer or product owner to elaborate and refine the user story details. The confirmation is the set of acceptance criteria and tests that verify the user story is done and meets the customer’s expectations12. References: What is User Story? - Visual Paradigm, The Anatomy of a User Story | Scrum Alliance | Includes Template

 This statement is the second principle of SAFe, which states: "Build incrementally with fast, integrated learning cycles"1. It involves delivering a continuous flow of value to customers in the shortest sustainable lead time by reducing the batch sizes of work, limiting work in process (WIP), implementing continuous integration (CI) and continuous delivery (CD) pipelines, and applying DevOps and Release on Demand2. This principle helps improve quality, reduce risk, increase customer satisfaction, and accelerate feedback and learning2. References: SAFe Lean-Agile Principles, Accelerating Flow with SAFe

Enabling teams are one of the four team topologies defined by Skelton and Pais in their book Team Topologies. They are organized to assist other teams with specialized capabilities and help them become more proficient in new technologies. They provide guidance, coaching, and mentoring to stream-aligned teams, platform teams, or complicated subsystem teams, and help them adopt new practices, tools, or frameworks. They also collaborate with them to deliver specific features or components that require their expertise. Enabling teams are temporary and dissolve once their mission is accomplished or no longer needed. References: Organizing Agile Teams and ARTs: Team Topologies at Scale, Team Topologies at Scale: A Worked Example, Exam Study Guide: SP (6.0) - SAFe Practitioner

Uncommitted objectives are used to identify work that can be variable within the scope of a PI. The work is planned, but the outcome is not certain. Teams can use uncommitted objectives whenever there is low confidence in meeting the objective. They are not included in the team’s commitment or counted against teams in the ART predictability measure. They are extra things teams can do if they have time and capacity, but they will not be penalized if not achieved. References: PI Objectives, What is an uncommitted objective in SAFe?, SAFe 5.0, PI Objectives - Easy Agile

Systems thinking is a holistic approach to solution development, incorporating all aspects of a system and its environment into the design, development, deployment, and maintenance. It requires leaders and teams to understand the solution, the enterprise, and the value stream as a system. One of the principles of systems thinking is that optimizing a component of the system does not optimize the whole system. In fact, it may even harm the system performance, as it may create bottlenecks, conflicts, or waste in other parts of the system. Therefore, systems thinking encourages looking at the system as a whole and finding the best trade-offs and synergies among the components. References: Principle #2 - Apply systems thinking - Scaled Agile Framework, What ‘systems thinking’ actually means - and why it matters today | World Economic Forum, What is Systems Thinking? - Critical Thinking Secrets

SAFe Team Kanban is one of the SAFe Agile Team types that relies on a continually-refined Team Backlog as the primary input to drive value delivery. SAFe Team Kanban is a method that helps teams manage their flow of work, optimize their throughput, and improve their quality and predictability. SAFe Team Kanban uses a visual board that shows the status of the backlog items, the work in progress (WIP) limits, the policies and definitions, and the metrics and indicators. SAFe Team Kanban also applies the Kanban principles of visualization, limiting WIP, managing flow, making policies explicit, implementing feedback loops, and improving collaboratively and continuously. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Team Kanban

Refactoring is the process of improving the design and structure of existing code without changing its external behavior. It is a quality practice for software development because it helps to reduce technical debt, improve maintainability, readability, and testability, and enable faster delivery of value. Refactoring is one of the core engineering practices in SAFe, along with Test-First, Continuous Integration, and Pair Work. References: SAFe for Teams - Know Your Role on an Agile Team, Exam Study Guide: SP (6.0) - SAFe® Practitioner, SAFe for Teams | SAFe Practitioner (SP) Certification, Built-in Quality