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| Section | Objectives |
|---|---|
| Executing Iterations | - Understand the role of the Iteration Review and Retrospective events - Explain the role of the Scrum Master in SAFe - Understand the role of the Iteration Planning event - Describe the flow of value through the ART |
| Executing the Program Increment | - Explain the Inspect and Adapt event - Understand the role of the Innovation and Planning (IP) Iteration - Describe the role of the System Demo |
| Embracing a Lean-Agile Mindset | - Recognize the importance of a growth mindset - Understand Lean thinking and the Agile Manifesto - Identify the SAFe House of Lean |
| Understanding SAFe Principles | - Unlock the intrinsic motivation of knowledge workers - Decentralize decision-making - Assume variability; preserve options - Apply Systems Thinking - Visualize and limit WIP, reduce batch sizes, and manage queue lengths - Build incrementally with fast, integrated learning cycles - Organize around value - Understand Economic Framework - Base milestones on objective evaluation of working systems - Apply the 9 SAFe principles - Apply cadence, synchronize with cross-domain planning |
| Introducing the Scaled Agile Framework (SAFe) | - Recognize the challenges of scaling Agile - Understand the SAFe Big Picture - Identify the core values and principles of SAFe - Understand the concept of Business Agility |
| Planning a Program Increment (PI) | - Describe the steps of PI Planning - Explain the concept of a Program Increment - Understand the role of the PI Planning event - Create a PI Planning agenda |
| Lean-Agile Leadership | - Understand the characteristics of a Lean-Agile Leader - Describe the behaviors of a Lean-Agile Leader - Explain how leaders drive the implementation of SAFe |
| Implementing an Agile Release Train (ART) | - Understand the role of Product Management - Understand the role of the Release Train Engineer (RTE) - Identify the roles and responsibilities on an ART - Define an Agile Release Train - Understand the role of the System Architect/Engineer |
1. When should new approaches be anchored in an organization's culture?
A) Culture change needs to happen before the SAFe implementation can begin.
B) Culture change comes last as a result of changing work habits.
C) Culture should not be changed because SAFe respects the current culture.
D) Culture change comes right after a sense of urgency is created in the organization.
2. What is one way to quickly address impediments to flow?
A) Raise visibility of effects outside of ART control
B) Wait for the next Inspect and Adapt event
C) Review burn-down charts
D) Identify them on the Planning Board
3. Which of the following work types is defined as "a short description of a small piece of desired functionality written in the user's language"?
A) User Feature
B) User Criteria
C) User Requirement
D) User Story
4. Why do Lean-Agile leaders try to connect the silos of business, software, test, and quality assurance?
A) To optimize vertical communication
B) To allow friction between the teams
C) To enforce organizational boundaries between functions
D) To align around value
5. Which of the stakeholders primarily develops the definition of done for the team increment?
A) Solution Architect
B) Release Train Engineer
C) Business Owners
D) Agile Teams
Solutions:
| Question # 1 Answer: B | Question # 2 Answer: D | Question # 3 Answer: D | Question # 4 Answer: D | Question # 5 Answer: D |
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