SAFe-SGP SAFe 5 Government Practitioner Exam (5.0) Questions and Answers

According to the Solution Train article on the Scaled Agile Framework website, Solution Trains are the organizational construct used to build large solutions that require the coordination of multiple ARTs and suppliers. The article states that “Solution Trains form for different reasons. Some trains form with new ARTs and Agile Teams to specifically address a large initiative, while others begin by combining existing ARTs and teams.” Therefore, the correct answer is D, when the size and complexity require two or more ARTs. The other options are not relevant to the definition of a Solution Train.

Strategic themes are specific, defined business objectives that connect a portfolio to the enterprise’s strategy1. They provide business context for portfolio decision-making and influence the investments in value streams and solutions2. They also serve as inputs to the vision, budget, and backlogs of the portfolio, large solution, and program levels3. Strategic themes help align the portfolio with the mission and goals of the enterprise or government agency.

1: Strategic Themes - Scaled Agile Framework 2: Strategic Themes - Scaled Agile Framework 3: The Influence of Strategic Themes across a Portfolio - Scaled Agile Framework

According to the Core Values article on the Scaled Agile Framework website, the three items that are part of SAFe’s Core Values are alignment, relentless improvement, and transparency. The article states that “The four Core Values of alignment, transparency, respect for people, and relentless improvement represent the foundational beliefs that are key to SAFe’s effectiveness. These tenets help guide the behaviors and actions of everyone participating in a SAFe portfolio.” Therefore, the correct answers are A, alignment, B, relentless improvement, and F, transparency. The other options are not accurate, as they are not the core values of SAFe. Decentralized decision-making is a principle, not a value, of SAFe. Program execution is an outcome, not a value, of SAFe. Assume variability is not a term used in SAFe.

In addition to PI objectives and uncommitted objectives, program risks must also be identified during PI planning1. Program risks are the uncertainties or impediments that may affect the ART’s ability to deliver value in the PI2. Identifying and managing program risks is a collaborative activity that involves all the teams and stakeholders in the ART. The program risks are captured in the program risks board, which is a visual tool that helps prioritize and track the resolution of the risks3.

1: PI Planning - Scaled Agile Framework 2: Program Risks - Scaled Agile Framework 3: Program Risks Board - Scaled Agile Framework

Two reasons the Agile Manifesto for Software Development is still relevant to Lean-Agile Enterprises are:

It provides the foundation for empowered, self-organizing Agile teams. The Agile Manifesto values individuals and interactions over processes and tools, working software over comprehensive documentation, customer collaboration over contract negotiation, and responding to change over following a plan1. These values support the creation of cross-functional, autonomous, and collaborative teams that can deliver value to customers and stakeholders in an agile way2.

SAFe extends the value system and principles of the Agile Manifesto to teams of Agile teams. SAFe is based on the Agile Manifesto, but also incorporates additional values and principles that address the challenges of scaling agile to the enterprise level3. SAFe values alignment, built-in quality, transparency, and program execution, as well as the four original values of the Agile Manifesto4. SAFe also applies nine additional principles that guide the behavior of teams of Agile teams, or Agile Release Trains (ARTs), in a Lean-Agile context5.

1: Agile Manifesto for Software Development | Agile Alliance 2: The Agile Manifesto at 20: What’s still relevant—and what’s not | TechBeacon 3: SAFe Lean-Agile Principles - Scaled Agile Framework 4: Core Values - Scaled Agile Framework 5: SAFe Lean-Agile Principles - Scaled Agile Framework

According to the Apply Cadence, Synchronize with Cross-Domain Planning article on the Scaled Agile Framework website, cadence is the term that describes converting unpredictable events into predictable ones. The article states that “Cadence is the rhythm, or heartbeat, of the Agile Release Train (ART). It provides a steady and predictable pattern for planning, developing, and delivering value. Cadence helps teams manage the variability inherent in product development. By converting unpredictable events into predictable ones, cadence enables fast and reliable decision-making.” Therefore, the correct answer is C, cadence. The other options are not accurate, as they are not the terms that describe converting unpredictable events into predictable ones. Innovation and Planning (IP) Iteration (A) is a special iteration that occurs at the end of every Program Increment (PI) and provides an opportunity for innovation, planning, and system-level integration and testing. Program Increment (PI) Planning (B) is a face-to-face event that serves as the heartbeat of the ART, aligning all the teams on the ART to a shared mission and vision. Backlog refinement (D) is the process of breaking down, estimating, and prioritizing the backlog items.

According to the Core Values article on the Scaled Agile Framework website, relentless improvement is one of the four core values of SAFe, along with alignment, transparency, and respect for people. The article states that “Relentless improvement is a constant sense of danger combined with a paranoid desire to find a better way. It’s a culture of organizational self-assessment, problem-solving, and action. It’s a willingness to change before the crisis forces us to do so. It’s a commitment to relentless reflection and a continuous learning journey.” Therefore, the correct answer is C, relentless improvement. The other options are not accurate, as they are not the core values of SAFe. Intrinsic motivation of knowledge workers is a principle, not a value, of SAFe. Individuals and interactions is a value of the Agile Manifesto, not of SAFe. Built-in quality is an aspect of SAFe, not a value.

According to the Government Article on the Scaled Agile Framework website, using firm fixed price contracts may significantly affect lead time for systems development. The article states that “Firm fixed price (FFP) contracts are often used in government programs, but they are not well suited for Agile development. FFP contracts typically require detailed specifications and fixed scope, which are incompatible with the iterative and adaptive nature of Agile. FFP contracts also create a misalignment of incentives between the contractor and the government, as they reward the contractor for delivering the minimum acceptable solution, rather than the best possible value. FFP contracts also discourage collaboration and feedback, as any change in scope or requirements may trigger lengthy negotiations and contract modifications.” Therefore, the correct answer is A, using firm fixed price contracts. The other options are not accurate, as they are not the types of decisions that may significantly affect lead time for systems development. Using relative size estimating (B) is a common Agile practice that helps teams plan and track their work. Approved budget, required development tools, and dedicated team members © are enablers, not impediments, of systems development. Prioritizing the product backlog using WSJF (D) is a method of applying an economic view to optimize value delivery.

Two attributes of high-performing teams are:

They experience mutual trust. High-performing teams trust each other to deliver quality work, to support each other, and to resolve conflicts constructively. They also trust their leaders to provide clear direction, feedback, and empowerment. Trust is the foundation of effective collaboration and communication within and across teams12.

They are self-organizing. High-performing teams are able to plan and execute their work without excessive supervision or micromanagement. They have the autonomy and authority to make decisions that affect their work, and they hold themselves accountable for the outcomes. They also continuously inspect and adapt their processes and practices to improve their performance3

Business epics are large initiatives in SAFe that drive business value and typically cross the organizational boundaries (release trains), time boundaries (Program Increments), or both1. They are solution descriptions for the business that capture the more substantial investments that occur within a portfolio2. Business epics directly deliver business value, while enabler epics are used to advance the Architectural Runway to support upcoming business or technical needs2.

1: Implementation Strategies for Business Epics - Scaled Agile Framework 2: Epic - Scaled Agile Framework