Free Scrum SAFe-Practitioner Practice Exam with Questions & Answers | Set: 7

Quality is the first and foremost function of the second core value of SAFe, which is Built-in Quality1. Built-in Quality is a set of practices to help ensure that the outputs of Agile teams in business and technology domains meet appropriate quality standards throughout the process of creating customer value2. Built-in Quality requires a culture of shared responsibility, where everyone on the team is accountable for the quality of the work products and the system as a whole2. This culture fosters collaboration, feedback, and continuous improvement, and enables faster delivery and better outcomes2. References: Built-In Quality - Scaled Agile Framework, Quality is the first and foremost a function of what in a Lean-Agile …, Quality is first and foremost a function of what in a lean-agile …

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.

According to the SAFe for Teams SP (6.0) - SAFe Practitioner handbook and study guide, one of the core values of SAFe is alignment, which means that everyone involved in the solution development has a common understanding of the vision, strategy, and goals. To achieve alignment, teams need to demonstrate progress by showing the actual working product to the stakeholders and getting feedback. This is done through the sync events such as the Team Demo and the System Demo, where teams showcase the features and stories they have completed in the iteration or the PI. By showing the actual working product, teams can validate their assumptions, measure the value delivered, and identify improvement opportunities. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, SAFe® for Teams - Know Your Role on an Agile Team, SAFe for Teams | SAFe Practitioner (SP) Certification

The final agenda item of PI Planning is the Planning Retrospective. This is where the ART reflects on the PI Planning event itself and identifies improvements for the next planning session.

The SAFe 6.0 guidance states:

“The PI Planning event ends with a retrospective. Teams and stakeholders reflect on the process, identify improvements, and create actionable items for the next PI Planning.”

This ensures continuous improvement of the PI Planning process itself.

Surfacing risks (A), reviewing the final plan (B), and assigning Business Value (D) all happen earlier in the PI Planning agenda.

The retrospective is always the final step before closing the PI Planning event.

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

Understanding the optimum batch size is crucial for teams to ensure that value flows efficiently through the development pipeline. By optimizing batch sizes, teams can reduce the cycle time and improve the delivery of value to customers, aligning with the Lean-Agile principles of delivering value incrementally and continuously. The reason for the faster speed is obvious. The reduced variability results from the smaller number of items in the batch1.

The image you sent shows a table of assessment results for different categories related to agile project management. The category “Flow” has a score of 86%, which indicates that the team is performing well in terms of delivering value in a continuous and smooth manner. However, there may be some room for improvement in other categories, such as “Team backlog” and “PI Planning”, which have lower scores of 50%. These categories are related to the planning and prioritization of work items, which affect the batch size and the flow of value. The team may benefit from applying some of the practices and tools suggested by SAFe, such as Kanban boards, WIP limits, and PI Objectives, to optimize their batch size and increase their flow efficiency234. References: Visualize and Limit WIP, Reduce Batch Sizes, and Manage Queue Lengths, Team Flow, Principle #6 – Visualize and limit WIP, reduce batch sizes, and manage queue lengths, Simplicity Factor: Batch Size

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The final plan review is the last activity of the PI planning event, where the teams present their final plans and objectives to the group. The Business Owners review the plans and propose adjustments or accept the plan, in which case, the team brings out their PI Objective sheet for everyone to view1. The final plan review is also an opportunity to assess the program risks and ROAM them (Resolved, Owned, Accepted, Mitigated)2. The final plan review helps achieve alignment and commitment among all the stakeholders and teams on the ART3. References: PI Planning - Scaled Agile Framework, ROAMing Risks - Scaled Agile Framework, Final Plan Review - Scaled Agile Framework

This statement is one of the Lean budget Guardrails, which describe the policies and practices for budgeting, spending, and governance for a specific portfolio1. Continuous Business Owner engagement means that the Business Owners, who are key stakeholders for each Agile Release Train (ART), are actively involved in the planning, execution, and review of the value delivery1. They provide feedback, guidance, and approval for the PI objectives, features, and enablers, as well as participate in the Inspect and Adapt (I&A) workshop and the Program Increment (PI) system demo2. Continuous Business Owner engagement helps ensure alignment, transparency, and accountability for the value streams and ARTs1. References: Lean Budget Guardrails, Business Owners

 = An empathy map is a tool used to better understand and empathize with a specific group of people, such as customers or users. It helps teams gain deeper insights into the thoughts, feelings, needs, and behaviors of the target audience. An empathy map consists of four quadrants that reflect what the user said, did, thought, and felt during the research phase. An empathy map helps to synthesize the user data, identify the user needs, and generate insights for the design challenge. References: = Empathy Map – Why and How to Use It | IxDF, What Is an Empathy Map? [Complete Guide] - CareerFoundry, What Is an Empathy Map? | Coursera

Relentless improvement is one of the four SAFe Core Values, which are the guiding principles that help individuals and organizations achieve Business Agility1. Relentless improvement means that everyone in the organization is committed to continuously learning, growing, and innovating, and that they embrace a culture of experimentation, feedback, and problem-solving2. By inviting every team member to work on any project they choose during the Innovation and Planning Iteration, the organization is demonstrating relentless improvement, as they are providing time and space for people to explore their creative ideas, learn new skills, and collaborate with others outside their usual teams. This can lead to better solutions, higher engagement, and faster adaptation to changing customer and market needs34. References: = 1: SAFe Core Values - Scaled Agile Framework5; 2: Relentless Improvement - Scaled Agile Framework; 3: Innovation and Planning Iteration - Scaled Agile Framework; 4: How to Implement Quality in a Lean-Agile Environment Successfully