SAFe-SPC SAFe Practice Consultant SPC (6.0) Questions and Answers

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.

Record and communicate the necessary requirements and design decisions.

Create a comprehensive design document for approval before development begins.

Provide an up-front and static definition of the system's design.

The Feature did not originate from a Program Epic.

The Feature involves a team or team members who represent a bottleneck.

The Feature did not originate from a Value Stream Capability.

The Feature involves a remote third-party vendor that has a formal scope-approval process.

The Feature has not yet been broken down into user stories by the Product Owner.

Number of lines of code produced.

Number of new test cases automated.

Number of test cases produced.

Percent of unit test coverage.

Percent of user stories accepted by the Product Owner.

Number of defects outstanding.

True

False

By understanding the full Value Stream.

By constant reduction of delays.

By reducing batch sizes.

By applying subjective governance.

True

False

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

Iteration Retrospective

System Demo

PI Planning

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.

Demonstrate working software at each Solution Demo.

Develop her own Vision and Roadmap.

Attend key Value Stream events.

Higher variability

Decreased motivation

Less cross-training

More multitasking

Slower delivery

Lower quality

Solution Management

Value Stream Engineer

Solution Architect/Engineer

Customer

Release Management

Assume variability of scope and preserve options for the release date.

Preserve flexibility in system functionality and design, but have fixed Solution intent.

Assume variability of scope, but have fixed Solution Context.

Preserve flexibility in both system functionality and design.

At the end of the IP Iteration.

At each PI boundary, provided there are no PI defects.

Whenever it meets relevant governance and market criteria.

At quarterly boundaries.

Analysis-spikes help clarify feasibility.

Implementing-teams perform spikes as usual

Funnel-understand whether the Epic makes sense.

Portfolio Backlog-run a spike before pulling into development.

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.

Predictability

Alignment

Transparency

Built-in Quality

Program execution

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.

Business Capabilities

Portfolio Enabler Epics

Strategic Themes

Enabler Features

Spikes

Program Epics

Collaborate with Scrum Masters to establish the emergent design.

Collaborate with PMs, POs, and Agile Teams to establish the Architectural Runway.

Approve teams' increments into the mainline branch.

Approve all the design work of teams before they can implement their user stories.

Provide the designs behind each user story.

Cost incurred when system integration appears too late in the PI.

Opportunity cost and deferred revenue.

Penalty for nonperformance.

Cost of not addressing risk early on.

Governance, strategy and investment funding, program management.

Program management, stakeholder management, PI Planning.

Lightweight business case, Epic specification workshop, Budget allocation.

Governance, investment funding, product strategy.

True

False

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.

Pick only those Epics that have clearly defined success criteria and might fit into the PI.

Split Epics into Features and prioritize the Features to determine what should go into the PI.

Split Epics into Features and use capacity allocation to determine what should go into the PI.

Instead of planning just the upcoming PI, plan for a longer period to cover the full duration of the Program Epics.

True

False

Each Strategic Theme receives a budget allocation when Strategic Themes span portfolios.

Epics, Features, and Stories are funded based on their size in normalized Story points, while teams are allocated to high-priority work as needed.

Each Value Stream receives budget allocation as a whole; individual work is not specifically budgeted.

Each team gets budget allocation and Features are funded according to their size in normalized Story points.

Spikes are strictly for internal learning of the team and do not need to be demoed.

Showing the functioning code in the production environment.

Showing the knowledge gained by the spike.

Showing a prototype produced for the spike.

Showing the quantitative data that will prove useful in developing future user stories.

Capabilities are simply a level of abstraction above Epics, exhibiting largely the same characteristics and practices.

Capability is a different name for Features, one that is preferred by some organizations.

Capabilities are simply a different kind of Epic, exhibiting largely the same characteristics and practices.

Capabilities are simply a level or abstraction above Features, exhibiting largely the same characteristics and practices.

After the Solution Demo, but before PI Planning.

After every Iteration.

On demand.

After continuous integration.

After Pre-PI Planning.

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.