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

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SAFe-SPC SAFe Practice Consultant SPC (6.0) real exam contains 60 questions, and you have 120 minutes to answer all the questions. The passing score for the SAFe-SPC exam is 80%. We have cracked the latest Scaled Agile certification SAFe-SPC exam online dumps, which are the best material for you to study the following topics: Thriving in the Digital Age and Business Agility, Becoming a Lean-Agile Leader, Establishing Team and Technical Agility, Building Solutions with Agile Product Delivery, and so on. Free SAFe Practice Consultant SPC (6.0) SAFe-SPC exam dumps are below.

Page 1 of 4

1. What description best represents Capabilities as defined in SAFe?

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.

2. What activity calls for using ROAM technique?

Refining the Program Backlog.

Managing the ART sync.

Categorizing program risks during PI Planning.

Managing teams by the Release Train Engineer.

3. (Select 2) Why is Architectural Runway important?

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

4. What is the most effective way to train the System Team members to operate effectively as part of the train?

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.

5. What are the primary responsibilities of Program Portfolio Management (PPM)?

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.

6. What role would a traditional program manager most likely take on in SAFe?

Release Train Engineer or Value Stream Engineer.

Scrum master

Business Owner

Product Manager

7. What activity occurs during the program Inspect and Adapt workshop?

PI Predictability Measure update.

Roadmap update

Team Iteration Demo

Biweekly System Demo

Iteration Metrics update

8. In SAFe, who owns the Vision for a PI?

Product Owner

Business Owners

Scrum Master

COE

Product Management

9. What are stretch objectives?

Objectives that are beyond the capacity of the team and so are uncommitted for the P

Objectives that are part of the team's capacity but not necessarily achievable during the P

Objectives that are identified during the P

Objectives that the business has promised to their Customers.

10. (Select 2) What would you examine when identifying Value Streams in an enterprise moving to SAFe?

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.

Page 2 of 4

11. The portfolio Vision is an aggregation of every Agile Release Train's Vision?

True

False

12. (Select 2) What applies to the Portfolio Backlog?

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.

13. When does the System Demo happen?

After the Solution Demo, but before PI Planning.

After every Iteration.

On demand.

After continuous integration.

After Pre-PI Planning.

14. Test automation is typically included in the Definition of Done (DoD).

True

False

15. (Select 2) When might Feature size not be a good substitute for the duration of WSJF?

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.

16. (Select 3) Which of the following have acceptance criteria?

Business Capabilities

Portfolio Enabler Epics

Strategic Themes

Enabler Features

Spikes

Program Epics

17. You organization decided to thoroughly implement the SAFe Principle "Assume variability; preserve options."

What is the optimum path for success?

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.

18. What is the correct statement about Work in Process (WIP).

The bigger the WIP, the richer the feedback.

The amount of WIP is unrelated to utilization.

Lower WIP limits foster collaboration.

19. What does Little's Law tells us?

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.

20. The Spanning Palette can apply to the Team Level.

True

False

Page 3 of 4

21. Every Enabler Capability has an Enabler Epic as its parent.

True

False

22. ARTs that consist only of Feature teams do not require an Architectural Runway.

True

False

23. What does the SAFe budgeting model suggest?

Each Strategic Theme receives a budget allocation when Strategic Themes span portfolios.

Epics, Features, and Stories are funded based on their size in normalized Story points, while teams are allocated to high-priority work as needed.

Each Value Stream receives budget allocation as a whole; individual work is not specifically budgeted.

Each team gets budget allocation and Features are funded according to their size in normalized Story points.

24. What would imply a change to the ART Budget?

Extending the duration of a P

Changing total ART resources

Switching to a different PI cadence.

Reducing the scope of a Program Epic.

Prioritizing Features based on Cost of Delay.

25. Select 3) Which behaviors are typically associated with Lean-Agile Leaders?

Establish clear objectives for managing.

Develop Solutions.

Protect subordinates from interference by outside stakeholders.

Support decentralized decision-making.

Emphasize lifelong learning.

26. SAFe uses Story points for estimating the size of Stories, Features, Capabilities, and Epics.

True

False

27. What is Cost of Delay?

Cost incurred when system integration appears too late in the P

Opportunity cost and deferred revenue.

Penalty for nonperformance.

Cost of not addressing risk early on.

28. (Select 4) What are legitimate examples of management as an enabling function, rather than as top-down control?

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.

29. Capabilities are similar to Features and can be managed in the Program Backlog.

True

False

30. (Select 4) Lean-Agile Leaders ______________.

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.

Page 4 of 4

31. (Select 2) What factors favor centralized decision-making?

Infrequent decisions.

Need for fast decision-making.

Economies of scale

Appropriate authority level of the decision maker.

High cost of delay

32. (Select 2) What are the responsibilities of a Business Owner?

Assign business value to Team Objectives during PI Planning.

Participate in Post-PI Planning and assist trains in adjusting ART PI plans as needed.

Assign business value to Epics and Features.

Ensure that the Solution Demo occurs.

Determine the product Roadmap

33. If a Value Stream is bigger than the recommended ART size, SAFe recommends splitting it by development process steps and organizing the trains around those steps respectively.

True

False

34. What does innovation accounting mean?

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&

35. What are the right scenarios for using SAFe Foundations Training Materials? (Select 2)

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.

36. What steps in the Portfolio Kanban are most appropriate for running research spikes? (Select 2)

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.

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

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

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