SAFe-SPC Practice Exam Questions with Answers SAFe Practice Consultant SPC (6.0) Certification

Synchronize the technology stack and infrastructure across Value Streams.

Drive the strategy for maintaining the Enterprise's architecture.

Define the Solution design for Agile Release Trains.

Facilitate reuse of ideas and proven design patterns.

Budgets are allocated to projects.

Budgets are allocated to strategic themes.

Budgets are allocated to portfolios.

Budgets are allocated to teams.

Budgets are allocated to value streams.

Make it easier to assess the state of smaller batches.

Decrease stress on the system.

Increase throughput.

Produce less measurement overhead.

Increase delivery reliability.

(User/Business Value + Time Criticality + Opportunity Enablement/Risk Reduction)/Job Size.

(Risk Reduction/Opportunity Enablement + Time Criticality + Size)/Business Value.

(User/Business Value + Size + Risk Reduction/Opportunity Enablement)/Job Size.

(User/Business Value + Size + Risk Reduction/Opportunity Enablement)/Time.

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.

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.

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.

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.

Predictability

Alignment

Transparency

Built-in Quality

Program execution

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.

Architecture

Team tasks

Exploration

Vertical slice of a feature

Infrastructure

It supports a stable velocity.

It provides the documentation on which Features and Capabilities are built.

It iteratively evolves the architecture to meet changing needs.

It allows for nontechnical changes

Refining the Program Backlog.

Managing the ART sync.

Categorizing program risks during PI Planning.

Managing teams by the Release Train Engineer.

Working software over comprehensive documentation.

Customer collaboration over contract negotiation.

Working software is the primary measure of progress.

Good architectures are built up front so that teams can focus on development.

Continuous attention to technical excellence and design enhances agility.

Business people and developers must work together daily throughout the project.

ROAMing of risks.

Assignment of business value.

Management review and problem-solving meeting.

Team breakouts.

Hourly checkpoints.

True

False

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.

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.

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.

The Customer is satisfied with the User Experience.

Nonfunctional Requirements are met.

Code is checked in and merged into main branch.

No must-fix defects exist.

All unit tests are passing.

Coding standards have been followed.

True

False

True

False

Launch it as two or more ARTs based on how the cost centers are defined.

Launch it as two distributed ARTs organized around end-to-end functionality.

Launch it as two geography-based ARTs, with one working on the UI and the other on business logic and databases.

Launch it as a single ART and then conduct Inspect & Adapt at the end of the PI to determine whether it needs to be split.

Business value

CoD (Cost of Delay)

WSJF (Weighted Shortest Job First)

Capacity allocation according to budget

True

False

Capitalizing the cost of software development using Story points.

Defining, empirically measuring, and communicating the true progress of innovation.

Demoing Stories that come out of the IP Iteration.

Being sure to account for the investment in new product initiatives on a P&L.

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.

Lead the teams

Proactively eliminate impediments.

Run successful Agile Release Trains.

Facilitate relentless improvement

Embrace the values of Lean.

Manage the most critical day-to-day activities of team members.

25 practitioners.

25-50 practitioners.

50-125 practitioners.

126-200 practitioners.

Whatever the Value Stream requires.

True

False