SAFe-SPC Exam Dumps - SAFe Practice Consultant SPC (6.0)

ROAMing of risks.

Assignment of business value.

Management review and problem-solving meeting.

Team breakouts.

Hourly checkpoints.

Scrum Masters

Product Owners

Business Owners

Release Train Engineer

Release Management

Solution Management

<50%

50-75%

80-100%

100%

None of the above.

25 practitioners.

25-50 practitioners.

50-125 practitioners.

126-200 practitioners.

Whatever the Value Stream requires.

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.

Refining the Program Backlog.

Managing the ART sync.

Categorizing program risks during PI Planning.

Managing teams by the Release Train Engineer.

Queues are processed in the order in which items are entered.

Backlogs are continuously refined and can be re-prioritized.

Queues are continuously refined and cannot be re-prioritized.

Backlog items are estimated; queues are not.

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.

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.

Funnel

Fixed date

Expedite

Standard

Accepted

Review

The Portfolio Kanban holds Capabilities that are ready for implementation.

Programs plan PIs so that they exhaust the Portfolio Backlog and only then work on their local priorities.

It provides a low-cost holding area for approved Business and Enabler Epics.

WSJF is used to prioritize Epics in the Portfolio Backlog.

By understanding the full Value Stream.

By constant reduction of delays.

By reducing batch sizes.

By applying subjective governance.

The number of members on a self-managing, self-organizing ART.

The maximum number of tasks in a Program Increment for optimal predictability.

The number of Stories created during PI Planning to enable commitment.

The percent utilization that enables a sustainable pace.

Individual and team performance incentives.

Making a contribution.

Ranking individuals for transparency in their contributions to the organization.

Well-structured MBOs so people know exactly what's expected of them.

Autonomy.

Infrequent decisions.

Need for fast decision-making.

Economies of scale

Appropriate authority level of the decision maker.

High cost of delay

Have them attend Leading SAFe training and Scrum Master orientation.

Have them attend Leading SAFe training.

Have them attend SAFe for Teams training with all other teams on the train.

Have them attend Implementing SAFe training with SPC certification.

Have them review the SAFe Foundations presentation and provide on-the-job training.

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.

Release Train Engineer or Value Stream Engineer.

Scrum master

Business Owner

Product Manager

Train Scrum Masters in servant leadership following "SAFe for Teams" training.

Make an initial presentation on SAFe to the organization.

Familiarize Release Train Engineers with the PI Planning process.

Familiarize executives with SAFe.

Train the teams prior to PI Planning.

Business Capabilities

Portfolio Enabler Epics

Strategic Themes

Enabler Features

Spikes

Program Epics

True

False

True

False

Assigning backlog items to team members.

Communicating the Solution Vision with the teams.

Working with other departments to establish better communication among teams.

Creating work breakdown structures.

Assigning team members to handle external dependencies.

Developing skills and career paths for team members.

Creating an environment of mutual influence.

True

False

PI Predictability Measure update.

Roadmap update

Team Iteration Demo

Biweekly System Demo

Iteration Metrics update

Assign 8 points per team member (not counting the Scrum Master and Product Owner) and subtract 1 point for each holiday or vacation day.

It is not recommended to calculate velocity until the team has completed its first PI.

Allow teams to establish their own velocity and then roll them up to calculate the velocity of the train.

Assign 10 points per team member (not counting the Scrum Master and Product Owner) and subtract 1 point for each holiday or vacation day.

Iteration Planning

Iteration Retrospective

System Demo

PI Planning

True

False

The easiest way achieve flow is to reduce queue lengths.

Long queues help increase process efficiency.

The easiest way to reduce waits is to increase the processing rate.

The average wait time is dependent on the varying arrival rate of items coming into the queue.

Single-piece flow is always best.

Make it easier to assess the state of smaller batches.

Decrease stress on the system.

Increase throughput.

Produce less measurement overhead.

Increase delivery reliability.

True

False

True

False