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NEW QUESTION # 13
In SAFe, who owns the Vision for a PI?
- A. COE
- B. Scrum Master
- C. Product Owner
- D. Business Owners
- E. Product Management
Answer: D
NEW QUESTION # 14
What is one way to improve the skills of a team member?
- A. Ask them to work alone on something new
- B. Discuss their weaknesses
- C. Pair-work with other team members
- D. Get them to work only on their specialty
Answer: C
NEW QUESTION # 15
Is the ART Sync a cadenced event?
- A. No
- B. Yes
Answer: A
NEW QUESTION # 16
Which of the following is NOT one of the three "C's" of a story:
- A. Collect
- B. Confirmation
- C. Conversation
- D. Collect
Answer: A
Explanation:
Explanation/Reference:
https://www.scaledagileframework.com/story/
NEW QUESTION # 17
What anti-pattern can emerge during the Scrum of Scrums?
- A. Scrum Masters report on the teams' task status each day
- B. Scrum Masters bring in risks and impediments for escalation
- C. Scrum Masters have a daily 15 minute meet-after with the Release Train Engineer
- D. Scrum Masters work with the Release Train Engineer to resolve risks and impediments
Answer: A
NEW QUESTION # 18
According to SAFe, what is one Iteration Retrospective anti-pattern?
- A. The team only shares issues that are too small to result in real improvement
- B. The team only shares issues that are too big to be solved
- C. The team only shares issues that cannot be measured
- D. The team only brings up issues that are outside of their control to address
Answer: D
Explanation:
One Iteration Retrospective anti-pattern is when the team only brings up issues that are outside of their control to address, such as organizational policies, external dependencies, or stakeholder expectations. This can lead to frustration, helplessness, and cynicism among the team members, as well as a loss of focus on their own improvement opportunities12 (Must be taken from SAFe 6 Scrum Master resources) Reference:
Iteration Retrospective - Scaled Agile Framework
21 Sprint Retrospective Anti-Patterns | Scrum.org
NEW QUESTION # 19
What is one anti-pattern of the Inspect and Adapt?
- A. Not enough team members attend the PI System demo
- B. Only one problem is identified by each team in the retrospective
- C. Too many ideas enter the problem-solving workshop
- D. No actionable improvement Features are created
Answer: D
Explanation:
One anti-pattern of the Inspect and Adapt (I&A) is to have no actionable improvement Features created as a result of the problem-solving workshop. This is considered an anti-pattern because the main goal of the I&A workshop is to identify and address the systemic issues that are limiting the effectiveness of the Agile Release Train (ART). The workshop should produce one or more improvement Features that are added to the ART backlog and prioritized for the next PI Planning event. These Features should be SMART (Specific, Measurable, Achievable, Relevant, and Time-bound) and aligned with the ART vision and goals. Without actionable improvement Features, the ART will miss the opportunity to learn and improve from the feedback and data collected during the PI.
Reference:
Inspect and Adapt - Scaled Agile Framework
Exam Study Guide: SSM (6.0) - SAFe Scrum Master
based on SAFe 60 methodology What is one antipattern of the
NEW QUESTION # 20
What is one example of a servant leader behavior pattern?
- A. Understands and empathizes with others
- B. Focuses on individual task metrics
- C. Thinks about the day-to-day activities
- D. Uses authority rather than persuasion when necessary
Answer: A
NEW QUESTION # 21
Which SAFe configuration requires having a Vision?
- A. Portfolio SAFe
- B. All SAFe configurations
- C. Large Solution SAFe
- D. Full SAFe
Answer: C
NEW QUESTION # 22
How do Kanban Teams implement the SAFe Lean-Agile mindset of relentless improvement?
- A. By establishing a Kanban board to visualize the flow of work within Kanban team and aligning with the Program and the rest of the teams
- B. By creating Classes of Services and Policies to execute the work in a way that is aligned with Program and Large Solution Levels
- C. By using Cumulative Flow Diagrams which objectively measure bottlenecks and variation in the flow which could be due to systemic factors
- D. By estimating team velocity and comparing it across Iterations for continuous improvement
Answer: C
NEW QUESTION # 23
(Select 2) What are the right scenarios for using SAFe Foundations Training Materials?
- A. Familiarize executives with SAFe.
- B. Train the teams prior to PI Planning.
- C. Train Scrum Masters in servant leadership following "SAFe for Teams" training.
- D. Familiarize Release Train Engineers with the PI Planning process.
- E. Make an initial presentation on SAFe to the organization.
Answer: A,E
NEW QUESTION # 24
What is one responsibility of a Scrum Master/Team Coach?
- A. Testing the system
- B. Prioritizing the backlog
- C. Improving flow
- D. Demoing the system
Answer: C
Explanation:
One of the responsibilities of a Scrum Master/Team Coach is to help the team achieve flow, which is a state of continuous and sustainable delivery of value. They do this by teaching and coaching the team on SAFe Scrum and SAFe Team Kanban practices, such as limiting work in progress, visualizing work, managing queues, and reducing batch sizes. They also help identify and eliminate impediments and bottlenecks that hinder the team's progress and performance.
Reference:
Scrum Master/Team Coach - Scaled Agile Framework
Exam Study Guide: SSM (6.0) - SAFe Scrum Master
NEW QUESTION # 25
Individual Team PI performance reports are rolled up into the:
- A. Program Increment Tally
- B. Program Predictability Report
- C. Program Increment Results Ratio
- D. Program Metrics
Answer: B
NEW QUESTION # 26
What is one practice Scrum Masters/Team Coaches can use to facilitate conflict management?
- A. Encourage team members to resolve conflicts on their own
- B. Implement a formal complaints system
- C. Escalate conflicts to the Release Train Engineer
- D. Enforce working agreements
Answer: D
Explanation:
One practice Scrum Masters/Team Coaches can use to facilitate conflict management is to enforce working agreements. Working agreements are a set of guidelines that define how a team wants to work together, communicate, and collaborate. They are created by the team members themselves and reflect their shared values, norms, and expectations. Working agreements can help prevent or reduce conflicts by establishing clear boundaries, roles, and responsibilities, as well as by promoting respect, trust, and transparency among team members. Working agreements can also help resolve conflicts by providing a common reference point and a framework for constructive feedback and dialogue. Scrum Masters/Team Coaches can support the team in creating, reviewing, and updating their working agreements, as well as in holding each other accountable for following them. (Must be taken from SAFe 6 Scrum Master resources) Reference:
Scrum Master/Team Coach - Scaled Agile Framework
How does a Scrum Master manage conflict within a scrum team? - Agile Centre Conflict Management as a Scrum Master | Agile Velocity
NEW QUESTION # 27
Agile Release Trains are organized around the ability to release value on demand through the ________________________________.
- A. Please note down your answer
Answer: A
Explanation:
Explanation/Reference:
Continuous Delivery Pipeline
NEW QUESTION # 28
What is a recommended story-splitting technique for Agile teams?
- A. Implement the 'happy path' first and the rest of the scenarios afterward
- B. Validate design with stakeholders and build the functionality later
- C. Start with the data structure and extend into the business logic and UI
- D. Implement the story UI first and build the business logic later
Answer: A
Explanation:
Explanation/Reference:
https://www.scaledagileframework.com/story/
NEW QUESTION # 29
What is one example of Scrum Masters/Team Coaches helping without diminishing the commitment of others?
- A. Encouraging handoffs so each team member contributes to the work
- B. Demoing the team's completed work
- C. Facilitating necessary meetings for the team
- D. Coaching the team to refrain from relying on external resources
Answer: C
Explanation:
One example of Scrum Masters/Team Coaches helping without diminishing the commitment of others is facilitating necessary meetings for the team. Facilitating means providing guidance and support to the team in conducting effective and productive meetings, such as Iteration Planning, Daily Stand-up, Iteration Review, and Iteration Retrospective1 Facilitating does not mean taking over the meeting or making decisions for the team. Rather, it means creating a safe and respectful environment, ensuring clear and shared objectives, encouraging participation and collaboration, managing time and agenda, resolving conflicts and issues, and summarizing outcomes and action items23 By facilitating necessary meetings for the team, Scrum Masters/Team Coaches help the team to achieve their goals, improve their processes, and deliver value to the customers and the organization14 At the same time, they respect and empower the team's autonomy, self-organization, and self-management, and do not interfere with their commitment or accountability14 (Must be taken from SAFe 6 Scrum Master resources) Reference:
Scrum Master/Team Coach - Scaled Agile Framework
Facilitation - Scaled Agile Framework
How to Facilitate Effective Meetings as a Scrum Master | Agile Velocity The Scrum Master Balancing Act | Scrum.org
NEW QUESTION # 30
During PI planning, what are two key purposes of the hourly Scrum of Scrums checkpoint meeting? (Choose two.)
- A. To help keep teams on track
- B. To align milestones with PI objectives
- C. To keep stretch objectives within scope
- D. To ensure PI objectives have direct user value
- E. To support early identification of risk
Answer: A,E
NEW QUESTION # 31
In complex systems development, what do local integration points ensure?
- A. That all team members have access to the current product status
- B. That a common understanding of the system design is distributed to the entire team
- C. That an application passes all QA tests before being released to production
- D. That each capability of the system is meeting its responsibilities in contributing to the overall solution intent
Answer: D
NEW QUESTION # 32
An effective SAFe Agile team ensures process visibility to who?
- A. The Agile Release Train
- B. Stakeholders
- C. The Release Train Engineer
- D. Business Owners
Answer: B
NEW QUESTION # 33
Who reviews the top capabilities for the upcoming PI?
- A. Project Owner
- B. Solution Management
- C. Project Manager
- D. Solution Architect/Engineer
Answer: B
Explanation:
Explanation/Reference:
https://www.scaledagileframework.com/product-and-solution-management/
NEW QUESTION # 34
During which of the following stages of team development do team members stop focusing on their own goals and begin focusing on developing better ways of working together?
- A. Norming
- B. Forming
- C. Transforming
- D. Storming
Answer: A
Explanation:
Norming is the stage of team development where team members stop focusing on their own goals and begin focusing on developing better ways of working together. Norming occurs after the team has gone through the Forming and Storming stages, where they have established their roles and responsibilities, and have resolved their initial conflicts and disagreements12 In the Norming stage, the team starts to build trust, respect, and cohesion among themselves. They also align on a common vision, mission, and goals, and agree on the norms and expectations for their collaboration and communication12 The team becomes more productive, efficient, and effective, as they leverage their collective strengths and skills, and support each other in overcoming challenges and delivering value12 The team also develops a sense of identity and pride, and celebrates their achievements and learnings12 (Must be taken from SAFe 6 Scrum Master resources) Reference:
Agile Teams - Scaled Agile Framework
5 Stages of Team Development | Agile Scrum Guide | Book | Blog
NEW QUESTION # 35
What is one trait of a servant leader?
- A. Deflects information that could change the team's work
- B. Persuades rather than using authority
- C. Determines the day-to-day activities for the team
- D. Solves problems on behalf of the team
Answer: B
Explanation:
According to the SAFe 6 Scrum Master documentation, one of the traits of a servant leader is to persuade rather than use authority. This means that the servant leader influences others by appealing to their values, beliefs, and interests, rather than by imposing their own will or position. By persuading rather than using authority, the servant leader fosters a culture of collaboration, empowerment, and trust, where team members are more likely to accept and welcome coaching, feedback, and change. Persuasion also helps the servant leader to align the team with the organization's vision, mission, and goals, and to create a shared understanding of the purpose and value of the work. (Must be taken from SAFe 6 Scrum Master resources) Reference:
Scrum Master/Team Coach
Servant Leadership: A Key Driver of High-Performing Agile Teams
The Scrum Master as a Servant-Leader
NEW QUESTION # 36
What is a team's primary goal in an Iteration?
- A. Delivering working functionality at the end of the Iteration
- B. Managing scope at the start of the Iteration
- C. Sharing progress with the organization during the Iteration
- D. Maintaining steady team syncs across the Iteration
Answer: A
Explanation:
The primary goal of a team in an Iteration is to deliver working functionality that meets the acceptance criteria and the definition of done. This functionality is demonstrated to the stakeholders and customers in the Iteration Review and Demo event, where the team receives feedback and validation. By delivering working functionality at the end of the Iteration, the team contributes to the Incremental value delivery, one of the SAFe Lean-Agile Principles. (Must be taken from SAFe 6 Scrum Master resources) Reference:
Iteration Goals
Iteration Planning
Iteration Review and Demo
NEW QUESTION # 37
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