SAFe-SPC SAFe Practice Consultant SPC (6.0) Questions and Answers

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Demonstrate working software at each Solution Demo.

Develop her own Vision and Roadmap.

Attend key Value Stream events.

The project cost accounting procedures in place.

The internal departments which are supported.

The number of ARTs which would be contained in the Portfolio.

The current products which the company sells.

Infrequent decisions.

Need for fast decision-making.

Economies of scale

Appropriate authority level of the decision maker.

High cost of delay

Solution Management

Value Stream Engineer

Solution Architect/Engineer

Customer

Release Management

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.

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Prioritizing work by ROI.

Requiring lightweight business cases for Epics.

Empowering the Product Owners to sequence the Value Stream Backlog.

Finding Value Streams.

So that team members collaborate better.

So that the team is able to meet its Iteration Goals.

So that teams continuously invest in the Architectural Runway.

It helps resolve conflicts between Feature teams and component teams.

So that the work can be better estimated.

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Lead time

Value stream budget

Return on Investment (ROI)

Risk

Development expense

Pick only those Epics that have clearly defined success criteria and might fit into the PI.

Split Epics into Features and prioritize the Features to determine what should go into the PI.

Split Epics into Features and use capacity allocation to determine what should go into the PI.

Instead of planning just the upcoming PI, plan for a longer period to cover the full duration of the Program Epics.

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.

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

The bigger the WIP, the richer the feedback.

The amount of WIP is unrelated to utilization.

Lower WIP limits foster collaboration.

Make it easier to assess the state of smaller batches.

Decrease stress on the system.

Increase throughput.

Produce less measurement overhead.

Increase delivery reliability.

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.

Empowerment, self-managing teams, decentralization of control, value.

Built-in Quality, cadence, synchronization, trust.

Built-in Quality, program execution, alignment, transparency.

Lean Leadership, Built-in Quality, Agile Architecture, product flow.

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Defining Solution architecture.

Creating new automated test scenarios.

End-to-end system testing.

Building and maintaining a production-equivalent staging environment.

Deploying to staging.

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.

(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.

Reduce multiplexing

Decrease wait times

Expand context switching

Make it easier to visualize the important work

Increase throughput

On demand.

At the end of each Sprint.

At the end of each PI.

Mid-PI.

Analysis-spikes help clarify feasibility.

Implementing-teams perform spikes as usual

Funnel-understand whether the Epic makes sense.

Portfolio Backlog-run a spike before pulling into development.

Collect additional input from other stakeholders.

Take time to provide more detailed specifications for each Epic.

Use strategic themes to help the group understand how an Epic contributes to the realization of the enterprise business strategy.

Change the scale for WSJF parameters.

Split Epics into Capabilities, prioritize them, and combine those priorities back to the Epic level.

Extending the duration of a PI.

Changing total ART resources

Switching to a different PI cadence.

Reducing the scope of a Program Epic.

Prioritizing Features based on Cost of Delay.

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Architecture

Team tasks

Exploration

Vertical slice of a feature

Infrastructure