Scrum SAFe-SGP Real Exam Questions Test Engine Dumps Training With 47 Questions
SAFe-SGP Actual Questions Answers PDF 100% Cover Real Exam Questions
NEW QUESTION # 18
What is governance in a SAFe context?
- A. A framework for decision-making to ensure programs achieve desired mission outcomes
- B. Participatory budgeting events conducted twice annually by LPM
- C. Oversight that is provided by the PMO
- D. Agency level regulations that ensure compliance with federal laws
Answer: A
Explanation:
Explanation
According to the Government Article on the Scaled Agile Framework website, governance in a SAFe context is a framework for decision-making to ensure programs achieve desired mission outcomes. The article states that "Governance is not the natural enemy of the lean flow of value in technology development. In fact, governance plays a vital role in many high-assurance systems where the economic and human cost of failure is unacceptable. It is merely a framework for decision-making and oversight to ensure that programs achieve the desired mission outcomes." Therefore, the correct answer is B, a framework for decision-making to ensure programs achieve desired mission outcomes. The other options are not accurate, as they are not the definitions of governance in a SAFe context. Oversight that is provided by the PMO (A) is not governance, but a function that supports governance by providing guidance and coordination. Agency level regulations that ensure compliance with federal laws are not governance, but a set of rules that programs must follow. Participatory budgeting events conducted twice annually by LPM (D) are not governance, but a mechanism for allocating funds based on value and strategic alignment.
NEW QUESTION # 19
Which option is a Safe Core Value?
- A. Relentless improvement
- B. Built-in Quality
- C. Individuals and interactions
- D. Intrinsic motivation of knowledge workers
Answer: A
Explanation:
Explanation
According to the Core Values article on the Scaled Agile Framework website, relentless improvement is one of the four core values of SAFe, along with alignment, transparency, and respect for people. The article states that "Relentless improvement is a constant sense of danger combined with a paranoid desire to find a better way. It's a culture of organizational self-assessment, problem-solving, and action. It's a willingness to change before the crisis forces us to do so. It's a commitment to relentless reflection and a continuous learning journey." Therefore, the correct answer is C, relentless improvement. The other options are not accurate, as they are not the core values of SAFe. Intrinsic motivation of knowledge workers is a principle, not a value, of SAFe. Individuals and interactions is a value of the Agile Manifesto, not of SAFe. Built-in quality is an aspect of SAFe, not a value.
NEW QUESTION # 20
Which represents a good example of an agency Strategic Theme?
- A. Create a 'one-stop shop' for all citizen-facing services provided by the agency
- B. Reduce agency IT spend
- C. Comply with agency development lifecycle regulations
- D. Improve cost and schedule performance of IT projects
Answer: A
Explanation:
Explanation
According to the Strategic Themes article on the Scaled Agile Framework website, strategic themes are portfolio-level business objectives that provide competitive differentiation and strategic advantage. They provide business context for portfolio strategy and decision-making, representing aspects of the enterprise's strategic intent. Strategic themes are best stated in Objective and Key Result (OKR) format. Written in plain business language, these OKRs say what the portfolio will pursue, thus providing decision-makers and contributors at all levels the clarity needed for decentralized decision-making. Therefore, the correct answer is D, create a 'one-stop shop' for all citizen-facing services provided by the agency. This is a good example of an agency strategic theme, as it expresses a clear and measurable goal that aligns with the agency's vision and mission. The other options are not accurate, as they are not good examples of agency strategic themes. Comply with agency development lifecycle regulations (A) is not a strategic theme, but a compliance requirement that applies to all solutions. Reduce agency IT spend (B) is not a strategic theme, but a cost-cutting measure that does not reflect the value proposition of the agency. Improve cost and schedule performance of IT projects is not a strategic theme, but a project management metric that does not capture the business outcomes of the solutions.
NEW QUESTION # 21
What two visual reporting tools can be used to help maintain fiduciary tracking of government technology programs? (Choose two.)
- A. Integrated master schedules
- B. Burn-up charts
- C. Feature progress charts
- D. Pro formas
- E. Detailed spreadsheets
Answer: B,C
Explanation:
Explanation
According to the Government Article on the Scaled Agile Framework website, feature progress charts and burn-up charts are two visual reporting tools that can be used to help maintain fiduciary tracking of government technology programs. The article states that "SAFe provides a wide array of metrics and management tools to monitor program performance. Other metrics-such as feature progress charts, ART Kanban boards, burn-up charts, and continuous flow diagrams (Figure 3)-make program performance highly visible and transparent, enabling better fiduciary control." Therefore, the correct answers are C, feature progress charts, and D, burn-up charts. The other options are not accurate, as they are not the visual reporting tools that can be used to help maintain fiduciary tracking of government technology programs. Detailed spreadsheets (A) are not visual tools, but rather data sources that can be used to create visual reports. Pro formas (B) are financial statements that project future outcomes, not track current performance. Integrated master schedules (E) are traditional project management tools that show the dependencies and milestones of various tasks, not the value delivery and progress of features.
NEW QUESTION # 22
An agency performs development using contractors. Who is responsible for designating a story as 'Complete' based on acceptance criteria?
- A. The government Product Owner
- B. The government contracting officer
- C. The team
- D. The vendor program manager
Answer: A
Explanation:
Explanation
The government Product Owner is responsible for designating a story as 'Complete' based on acceptance criteria1. The Product Owner is the primary representative of the customer and stakeholder needs, and has the authority to accept or reject the work done by the team2. The Product Owner reviews the acceptance criteria for each user story and verifies that they are met by the working software. The Product Owner also ensures that the work meets the definition of done, which is a shared understanding of the quality standards for the team3.
1: Government - Building in Quality and Compliance - Scaled Agile Framework 2: Product Owner - Scaled Agile Framework 3: When is a User Story "Done?"- Acceptance Criteria and the Definition of "Done"
[Article] | Treehouse Blog
NEW QUESTION # 23
At what levels are confidence votes taken once dependencies and program risks are addressed?
- A. Program and Train
- B. Program and Branch
- C. Program and Team
- D. Program and Portfolio
Answer: C
Explanation:
Explanation
According to the PI Planning article on the Scaled Agile Framework website, confidence votes are taken at the program and team levels once dependencies and program risks are addressed. The article states that "After discussing plans and dependencies, each team member casts a vote, usually on a scale of 1 to 5. This collective feedback helps identify potential risks, enabling teams to address concerns and enhance their overall chances of success." The article also states that "The RTE then facilitates a program-level confidence vote, where the Business Owners and other stakeholders assess the feasibility and economic outcomes of the plan." Therefore, the correct answer is D, program and team. The other options are not accurate, as they are not the levels at which confidence votes are taken. Portfolio, branch, and train are not relevant terms in the context of PI planning.
NEW QUESTION # 24
Which SAFe principle ensures the maximum benefit is generated by understanding trade-offs between risks, cost of delay, operational costs, and development costs for each program and Value Stream?
- A. Apply systems thinking
- B. Assume variability, preserve options
- C. Build incrementally with fast, integrated learning cycles
- D. Take an economic view
Answer: D
Explanation:
Explanation
Taking an economic view is the SAFe principle that ensures the maximum benefit is generated by understanding trade-offs between risks, cost of delay, operational costs, and development costs for each program and value stream1. This principle requires a fundamental understanding of the economics of building systems and making decisions in a proper economic context. This includes the strategy for incremental value delivery and the broader economic framework for each value stream2. Taking an economic view helps to optimize the flow of value, reduce waste, and deliver solutions that meet customer and stakeholder needs3.
1: SAFe Lean-Agile Principles - Scaled Agile Framework 2: Principle #1 - Take an economic view - Scaled Agile Framework 3: Adopting Lean Budgeting Aligned to Development Value Streams
NEW QUESTION # 25
Toward the end of the Iteration, the Product Owner raises a red flag stating there is an additional requirement that needs to be added to the current Iteration. The Agile Team could handle the requirement if they work late and over the next weekend. What should the Scrum Master do?
- A. Meet with the team and if they agree to work overtime, accept the work
- B. Refuse the new requirement because it is too late to accept requirements at this point in the Iteration
- C. Talk to the Product Owner, compare the new work to existing backlog priorities, and negotiate a sustainable solution
- D. Accept the work and extend the Iteration, informing other teams about the delay in delivery of other committed stories
Answer: C
Explanation:
Explanation
According to the Scrum Master article on the Scaled Agile Framework website, the Scrum Master should talk to the Product Owner, compare the new work to existing backlog priorities, and negotiate a sustainable solution when the Product Owner raises a red flag stating there is an additional requirement that needs to be added to the current Iteration. The article states that "The Scrum Master helps the Product Owner manage the backlog effectively by facilitating backlog refinement and prioritization. The Scrum Master also helps the Product Owner understand and apply the concepts of WSJF, MVP, MMF, and other economic prioritization methods. The Scrum Master supports the Product Owner in negotiating with stakeholders, customers, and the team to ensure that the backlog items are clear, concise, and ready for implementation." Therefore, the correct answer is B, talk to the Product Owner, compare the new work to existing backlog priorities, and negotiate a sustainable solution. The other options are not accurate, as they do not follow the Scrum principles of self-organization, time-boxing, and delivering value. Meeting with the team and accepting the work if they agree to work overtime (A) would violate the team's autonomy and sustainability. Accepting the work and extending the Iteration would disrupt the cadence and synchronization of the team and the ART. Refusing the new requirement (D) would ignore the feedback and collaboration of the Product Owner and the stakeholders.
NEW QUESTION # 26
What are two recommendations for tracking expenditures using the Program Backlog? (Choose two.)
- A. Tagging backlog items with funding metadata for future reporting
- B. Calculating a fixed cost labor cost per ART based on actual salaries
- C. Organizing ARTs by funding classification
- D. Using charge codes assigned by each program
- E. Including a fiduciary expert in backlog refinement
Answer: A,B
Explanation:
Explanation
According to the Government Article on the Scaled Agile Framework website, tagging backlog items with funding metadata for future reporting and calculating a fixed cost labor cost per ART based on actual salaries are two recommendations for tracking expenditures using the Program Backlog. The article states that "To track expenditures, the Program Backlog can be tagged with funding metadata for future reporting.
Additionally, a fixed cost labor cost per ART can be calculated based on actual salaries. This simplifies the tracking of labor costs and allows for more accurate forecasting." Therefore, the correct answers are A, tagging backlog items with funding metadata for future reporting, and E, calculating a fixed cost labor cost per ART based on actual salaries. The other options are not accurate, as they are not the recommendations for tracking expenditures using the Program Backlog. Organizing ARTs by funding classification (B) is not a recommended practice, as it may create silos and reduce collaboration across ARTs. Including a fiduciary expert in backlog refinement is not a necessary step, as the backlog items should be prioritized based on value and not on cost. Using charge codes assigned by each program (D) is not a simple or effective way to track expenditures, as it may introduce overhead and complexity.
NEW QUESTION # 27
What type of decision may significantly affect lead time for systems development?
- A. Using firm fixed price contracts
- B. Using relative size estimating
- C. Prioritizing the product backlog using WSJF
- D. Approved budget, required development tools, and dedicated team members
Answer: A
Explanation:
Explanation
According to the Government Article on the Scaled Agile Framework website, using firm fixed price contracts may significantly affect lead time for systems development. The article states that "Firm fixed price (FFP) contracts are often used in government programs, but they are not well suited for Agile development. FFP contracts typically require detailed specifications and fixed scope, which are incompatible with the iterative and adaptive nature of Agile. FFP contracts also create a misalignment of incentives between the contractor and the government, as they reward the contractor for delivering the minimum acceptable solution, rather than the best possible value. FFP contracts also discourage collaboration and feedback, as any change in scope or requirements may trigger lengthy negotiations and contract modifications." Therefore, the correct answer is A, using firm fixed price contracts. The other options are not accurate, as they are not the types of decisions that may significantly affect lead time for systems development. Using relative size estimating (B) is a common Agile practice that helps teams plan and track their work. Approved budget, required development tools, and dedicated team members are enablers, not impediments, of systems development. Prioritizing the product backlog using WSJF (D) is a method of applying an economic view to optimize value delivery.
NEW QUESTION # 28
What assists with Epic evaluation and decision-making?
- A. Strategic Themes
- B. Program Budgets
- C. Solution Intent
- D. Lean Budgets
Answer: A
Explanation:
Explanation
According to the SAFe for Government course, strategic themes assist with epic evaluation and decision-making. Strategic themes are specific, itemized business objectives that connect a portfolio to the enterprise's business strategy1. They provide guidance for the portfolio vision, budget allocation, and the prioritization of epics1. Strategic themes help to align the portfolio with the enterprise's mission and vision, and to ensure that the epics deliver the most value to the customers and stakeholders1.
Strategic themes are specific business objectives that connect a portfolio to the enterprise strategy. They provide guidance for the portfolio vision, budget allocation, and metric selection. They also assist with epic evaluation and decision-making by providing a context for assessing the value and alignment of epics12
1: [Strategic Themes - Scaled Agile Framework] 2: Epic - Scaled Agile Framework
NEW QUESTION # 29
What result comes from traditional 'at the end' quality and compliance?
- A. Shorter testing timelines
- B. Faster receipt of authority to operate in traditional projects
- C. Missed opportunities for iterative compliance assessment
- D. Nominal quality differences when compared with waterfall approaches
Answer: C
Explanation:
Explanation
The result of traditional 'at the end' quality and compliance is that it leads to missed opportunities for iterative compliance assessment1. This means that the quality and compliance activities are deferred until the end of the development cycle, when the solution is already built and ready for testing. This approach increases the risk of finding defects and non-compliances late in the process, which can cause delays, rework, and waste2. It also prevents the teams from getting early feedback and validation from the compliance authorities, which can help them adjust and improve their work incrementally3. By applying the SAFe principle of building incrementally with fast, integrated learning cycles, the teams can integrate quality and compliance into their regular flow of work and deliver solutions that meet the regulatory and industry standards more efficiently and effectively4.
1: Government - Building in Quality and Compliance - Scaled Agile Framework 2: Quality vs. Compliance:
What is the difference and what are the common pitfalls? - Honeywell 3: Achieving Regulatory and Industry Standards Compliance with the Scaled Agile Framework (SAFe) 4: Principle #6 - Visualize and limit WIP, reduce batch sizes, and manage queue lengths - Scaled Agile Framework
NEW QUESTION # 30
When should government technology programs be organized as Solution Trains?
- A. When the size and complexity require two or more ARTs
- B. When the cost of the program exceeds $100M
- C. When the program crosses multiple agency divisions or branches
- D. When the program involves classified information
Answer: A
Explanation:
Explanation
According to the Solution Train article on the Scaled Agile Framework website, Solution Trains are the organizational construct used to build large solutions that require the coordination of multiple ARTs and suppliers. The article states that "Solution Trains form for different reasons. Some trains form with new ARTs and Agile Teams to specifically address a large initiative, while others begin by combining existing ARTs and teams." Therefore, the correct answer is D, when the size and complexity require two or more ARTs. The other options are not relevant to the definition of a Solution Train.
NEW QUESTION # 31
What is the appropriate Lean action to take once all of the expected value of an Epic has been delivered, even if all of the planned Features have not been completed?
- A. Initiate an early re-compete
- B. Close the Epic
- C. Finish all of the Features since they were included in the contract
- D. Continue building Features until the contract can be modified
Answer: B
Explanation:
Explanation
The appropriate Lean action to take once all of the expected value of an Epic has been delivered, even if all of the planned Features have not been completed, is to close the Epic1. This means that the Epic Owner declares that the epic is done and no further work is required. Closing the epic frees up the resources and budget that were allocated to it, and allows the teams to focus on other value streams and initiatives. Closing the epic also enables the Epic Owner to measure the actual outcomes and benefits of the epic, and compare them with the expected ones in the Lean business case2. Closing the epic does not mean that the solution is fixed and cannot be changed or improved later. It simply means that the current hypothesis of the epic has been validated or invalidated, and that further work can be initiated as new epics or features if needed3.
1: Epic - Scaled Agile Framework 2: Epic - Scaled Agile Framework 3: Epic - Scaled Agile Framework
NEW QUESTION # 32
What are two reasons objective Milestones, like the System Demo, are useful? (Choose two.)
- A. They allow for cost-effective adjustments towards an optimum Solution
- B. They satisfy phase-gate governance processes
- C. They satisfy a SAFe requirement
- D. They provide tangible evidence of progress
- E. They allow the contracting officer to release funds for payment
Answer: A,D
Explanation:
Explanation
According to the System Demo article on the Scaled Agile Framework website, objective milestones, like the System Demo, are useful because they provide tangible evidence of progress and allow for cost-effective adjustments towards an optimum solution. The article states that "The system demo offers the ART a fact-based measure of current, system-level progress within the PI. It's the true measure of ART velocity and progress. Achieving this requires implementing the scalable engineering practices necessary to support Continuous Integration across the ART." The article also states that "The system demo provides the opportunity to get fast feedback from the stakeholders, which is essential for building the right solution. The feedback can be used to validate assumptions, evaluate hypotheses, and identify potential pivots or changes in direction. The system demo also helps to identify and resolve any integration issues, dependencies, or risks that may affect the solution's fitness for purpose or compliance." Therefore, the correct answers are D, they provide tangible evidence of progress, and E, they allow for cost-effective adjustments towards an optimum solution. The other options are not accurate, as they are not the reasons why objective milestones are useful.
They do not necessarily allow the contracting officer to release funds for payment, satisfy phase-gate governance processes, or satisfy a SAFe requirement.
NEW QUESTION # 33
What is one benefit of Program Increment (PI) Planning?
- A. It provides the opportunity to fully define the system architecture
- B. It helps define Program Management Review agenda
- C. It builds the social network on which the ART depends
- D. It creates the Vision and Roadmap
Answer: C
Explanation:
Explanation
One benefit of Program Increment (PI) Planning is that it builds the social network on which the Agile Release Train (ART) depends1. PI planning is a face-to-face event that establishes communication and collaboration among all team members and stakeholders2. It fosters a sense of shared mission and vision, trust and respect, and collective ownership and accountability3. It also helps to create a culture of learning and innovation within the ART4.
1: PI Planning - Scaled Agile Framework 2: The Ultimate Guide to PI Planning [2023 SAFe Edition] - Easy Agile 3: Program Increment (PI) is the Heart of Scaled Agile Framework (SAFe) 4: PI Planning - Scaled Agile Framework
NEW QUESTION # 34
What is the Manifesto for Agile Software Development?
- A. A set of practices that originated from Scrum
- B. A set of four values and twelve principles that help organizations implement systems thinking
- C. A value system that only applies to software development
- D. A shared set of values and principles intended to improve software development
Answer: D
Explanation:
Explanation
The Manifesto for Agile Software Development, also known as the Agile Manifesto, is a shared set of values and principles intended to improve software development1. The Agile Manifesto was created in 2001 by a group of 17 software practitioners who wanted to find a better way of developing software than the traditional, documentation-driven, and heavyweight processes. The Agile Manifesto states four values and twelve principles that guide the agile approach to software development, which emphasizes individuals and interactions, working software, customer collaboration, and responding to change2. The Agile Manifesto is not a specific methodology or practice, but rather a philosophy that can be applied to various agile frameworks, such as Scrum, Kanban, XP, and SAFe3.
1: Manifesto for Agile Software Development 2: What is the Agile Manifesto? | Agile Principles and Values - ProductPlan 3: The Agile Manifesto - Project Management Institute
NEW QUESTION # 35
Which statement describes uncommitted objectives?
- A. Teams have low confidence they can meet the objective, but include in their plan
- B. Extra tasks a team could do in case they have time
- C. They are included in the PI commitment, making the commitment more reliable
- D. They are reflected in the team's load but not the capacity
Answer: A
Explanation:
Explanation
According to the PI Objectives article on the Scaled Agile Framework website, uncommitted objectives are used to identify work that can be variable within the scope of a PI. The article states that "Uncommitted objectives help improve the predictability of delivering business value since they are not included in the team's commitment or counted against teams in the ART predictability measure. 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 simply not certain. Teams can apply uncommitted objectives whenever there is low confidence in meeting the objective, but include in their plan." Therefore, the correct answer is B, teams have low confidence they can meet the objective, but include in their plan. The other options are not accurate, as they do not reflect the definition of uncommitted objectives.
NEW QUESTION # 36
Which three are configurations of SAFe 5.0? (Choose three.)
- A. Lean Enterprise SAFe
- B. Essential SAFe
- C. Portfolio SAFe
- D. Multi-train SAFe
- E. Full SAFe
- F. Team SAFe
Answer: B,C,E
Explanation:
Explanation
According to the SAFe 5 for Lean Enterprises article on the Scaled Agile Framework website, the three configurations of SAFe 5.0 are Essential SAFe, Portfolio SAFe, and Full SAFe. The article states that "SAFe 5 for Lean Enterprises is a knowledge base of proven, integrated principles, practices, and competencies for Lean, Agile, and DevOps. It's configurable and scalable for a single team, a large program, a portfolio, or an entire enterprise. SAFe 5 for Lean Enterprises is available in three configurations: Essential SAFe, Portfolio SAFe, and Full SAFe." Therefore, the correct answers are A, Essential SAFe, B, Portfolio SAFe, and E, Full SAFe. The other options are not accurate, as they are not the configurations of SAFe 5.0. Team SAFe is not a configuration, but a level within the Essential SAFe configuration. Multi-train SAFe (D) is not a configuration, but a term that refers to multiple Agile Release Trains (ARTs) working together. Lean Enterprise SAFe (F) is not a configuration, but a goal that SAFe 5.0 aims to help organizations achieve.
NEW QUESTION # 37
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