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SAFe-SPCԇY & SAFe-SPCԇY㏊
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BONUS Xhs1991 SAFe-SPCפһoϤǥ`ɣhttps://drive.google.com/open?id=18Pp3VGMJjyE84W8lC8hhUIyLK03npvMH
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Scaled Agile SAFe-SPC JԇYγ}죺| ȥԥå | } | | ȥԥå 1 | - Thriving in the Digital Age and Business Agility: This section of the exam measures skills of the Agile Team Member and covers the foundations of thriving in a digital environment. It introduces how SAFe functions as an operating system for Business Agility and highlights the essential core competencies needed for modern enterprises. Lesson 1 guides learners on how organizations adapt, innovate, and remain competitive in fast changing markets.
| | ȥԥå 2 | - Coaching ART Execution: This section of the exam measures skills of the Agile Coach and covers coaching the train and the teams during execution. It explains the value of continuous improvement and presents the Inspect and Adapt process in a simplified manner. Lesson 11 reinforces how coaching improves team performance and overall ART outcomes.
| | ȥԥå 3 | - Designing the Implementation: This section of the exam measures skills of the Release Train Engineer and covers the steps for designing a SAFe implementation. It introduces the identification of value streams and Agile Release Trains and describes how to create an implementation plan. Lesson 9 shows how structure and planning support a smooth transformation process.
| | ȥԥå 4 | - Launching an Agile Release Train: This section of the exam measures skills of the Scrum Master and focuses on the activities required to launch an Agile Release Train. It explains the preparation work, the training of teams, and the launch activities that bring the ART to life. Lesson 10 emphasizes readiness and alignment between teams.
| | ȥԥå 5 | - Reaching the SAFe Tipping Point: This section of the exam measures skills of the Transformation Champion and addresses the earliest stages of change. It explains how to establish a clear vision for change and how to build a strong guiding coalition. Lesson 8 highlights the importance of commitment and sponsorship at the start of a transformation journey.
| | ȥԥå 6 | - Leading the Change: This section of the exam measures skills of the Change Leader and focuses on guiding transformation. It reviews how to lead by example, how to lead organizational change, and how to apply the SAFe implementation roadmap. Lesson 6 provides a simple view of the leadership behaviors needed to support enterprise level change.
| | ȥԥå 7 | - Building Solutions with Agile Product Delivery: This section of the exam measures skills of the Product Owner and focuses on delivering customer centric value. It explains design thinking, backlog prioritization, and program increment planning in a clear manner. It also covers developing on cadence and releasing on demand, followed by an overview of the continuous delivery pipeline with DevOps. Lesson 4 guides learners on building solutions that align with user needs.
| | ȥԥå 8 | - Establishing Team and Technical Agility: This section of the exam measures skills of the Agile Practitioner and introduces the characteristics of cross functional Agile teams. It explains the importance of built in quality and describes how Agile Release Trains are organized around the flow of value. Lesson 3 emphasizes the ability of teams to deliver reliable outcomes through technical discipline.
| | ȥԥå 9 | - Exploring Lean Portfolio Management: This section of the exam measures skills of the Portfolio Manager and covers the structure of the SAFe portfolio. It explains how to connect the portfolio to enterprise strategy, maintain the portfolio vision, and manage this vision through epics. It also presents Lean budgets and guardrails and introduces the concept of portfolio flow. Lesson 5 shows how strategic alignment supports value delivery.
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Scaled Agile SAFe Practice Consultant SPC (6.0) J SAFe-SPC ԇY} (Q105-Q110):| # 105
Well-written Objectives and Key Results (OKRs) can effectively align individuals and teams to measurable outcomes. What is one quality of a well-written Objective?
- A. Inspirational
- B. Specific
- C. Gradable
- D. Understandable
⣺A
h
A well-written Objective in the context of OKRs should be inspirational. It should motivate and challenge the team or organization while providing a clear direction. Inspirational Objectives help ensure buy-in and alignment, making them a key quality according to SAFe guidance on OKRs.
References:
SAFe 6.0, "Objectives and Key Results (OKRs)" article
SPC 6.0 Guide, "Accelerating to Business Agility"
| # 106
Backlogs in SAFe behave just like queues.
⣺A
| # 107
SAFe uses Story points for estimating the size of Stories, Features, Capabilities, and Epics.
⣺B
| # 108
A Scrum Master asked you to help her use systems thinking to identify the backlog items that would improve the system as a whole. Select one item that uses systems thinking most effectively.
- A. Review the burn-down chart at each retrospective to improve team estimating.
- B. Make daily stand-ups more engaging and strictly timeboxed.
- C. Increase unit test coverage.
- D. Involve representatives of department teams in Iteration Planning and Demos.
⣺D
h
Systems thinking in SAFe focuses on optimizing the entire system, not just individual components. Involving representatives of department teams in planning and demos broadens feedback, uncovers cross-team dependencies, and improves flow across the system, rather than optimizing for one team.
References:
SAFe 6.0 Website: Systems Thinking
SPC 6.0 Guide: "Systems thinking encourages improvements that benefit the whole system."
| # 109
What is Cost of Delay?
- A. Cost of not addressing risk early on.
- B. Opportunity cost and deferred revenue.
- C. Cost incurred when system integration appears too late in the PI.
- D. Penalty for nonperformance.
⣺C
| # 110
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