SAFe-Practitioner Exam Dumps - SAFe Practitioner Exam (6.0)

Business Owners are key ART stakeholders who have the primary business and technical responsibility for return on investment (ROI), governance, and compliance. They evaluate the fitness for use and actively participate in ART events and solution development. They also use a scale of 1 (lowest) to 10 (highest) to assign the business value to the team PI objectives after negotiation with the teams and other stakeholders. They typically assign the highest values to the customer-facing objectives. References: Business Owners - Scaled Agile Framework, PI Objectives - Scaled Agile Framework

Understanding the optimum batch size is crucial for teams to ensure that value flows efficiently through the development pipeline. By optimizing batch sizes, teams can reduce the cycle time and improve the delivery of value to customers, aligning with the Lean-Agile principles of delivering value incrementally and continuously. The reason for the faster speed is obvious. The reduced variability results from the smaller number of items in the batch1.

The image you sent shows a table of assessment results for different categories related to agile project management. The category “Flow” has a score of 86%, which indicates that the team is performing well in terms of delivering value in a continuous and smooth manner. However, there may be some room for improvement in other categories, such as “Team backlog” and “PI Planning”, which have lower scores of 50%. These categories are related to the planning and prioritization of work items, which affect the batch size and the flow of value. The team may benefit from applying some of the practices and tools suggested by SAFe, such as Kanban boards, WIP limits, and PI Objectives, to optimize their batch size and increase their flow efficiency234. References: Visualize and Limit WIP, Reduce Batch Sizes, and Manage Queue Lengths, Team Flow, Principle #6 – Visualize and limit WIP, reduce batch sizes, and manage queue lengths, Simplicity Factor: Batch Size

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 On day two of PI Planning, management presents adjustments based on the previous day’s management review and problem-solving meeting. The management review and problem-solving meeting is a session where the management team reviews the draft plans and objectives from the teams, identifies risks and dependencies, and resolves any issues that may affect the ART’s ability to deliver value. One possible type of adjustment they could make is to adjust the business priorities based on the new information and feedback from the teams. This could involve reprioritizing the features in the program backlog, changing the weight or value of some objectives, or adding or removing some stretch objectives. These adjustments are communicated to the teams during the second planning day, so they can finalize their plans and objectives accordingly. References: PI Planning - Scaled Agile Framework, PI Planning and the Management Review - Part 1 | Ivar Jacobson International

Iteration planning for Kanban teams is different from Scrum teams in that Kanban teams do not estimate their velocity, do not commit to service level agreements, and do not plan the Iteration in detail. Instead, Kanban teams use a flow-based process that allows them to pull work items from the backlog as they become available and deliver value continuously. However, Kanban teams still operate within the ART iteration cadence and often publish Iteration goals to align with the ART vision and objectives, as well as to communicate their priorities and dependencies to other teams and stakeholders. References: SAFe Team Kanban, Agile Iteration Planning Effectively

According to the SAFe-for-Teams-SAFe-Practitioner-6-0 documents, enabler stories are short descriptions of a small piece of desired functionality that support exploration, architecture, infrastructure, or compliance. Among these four types of enabler stories, exploration is the one that is used for building and evaluating prospective solutions alternatives. Exploration enabler stories support research, prototyping, and other activities needed to develop an understanding of customer needs, including the exploration of prospective solutions and evaluation of alternatives. They help validate assumptions, reduce uncertainty, and increase the likelihood of building the right thing. Therefore, the correct answer is A. Exploration. References: Enablers - Scaled Agile Framework, Story - Scaled Agile Framework, Features, Capabilities, & Enablers - Productfolio

 The Product/Solution Vision presentation is the PI Planning activity where Product Management introduces the prioritized Features to the teams for planning. This presentation provides the teams with a clear and compelling vision of the expected outcomes and benefits of the upcoming PI. It also includes the top Features and Capabilities that are needed to realize the vision, along with their priorities and dependencies. The teams use this information to plan their Iteration goals and PI objectives, as well as to identify risks and issues that may affect their delivery. References: = PI Planning - Scaled Agile Framework, Exam Study Guide: SP (6.0) - SAFe® Practitioner

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Establishing flow is a basic Agile quality practice that reduces bottlenecks and ensures consistency by removing errors, rework, and other waste that slows throughput. It also supports faster learning and feedback by shifting left on the timeline. Flow is one of the four core values of SAFe and a key principle of the Lean-Agile Mindset. References: Built-In Quality, SAFe Core Values, Lean-Agile Mindset

The Team and Technical Agility Core Competency describes the critical skills and Lean-Agile principles and practices that high-performing Agile teams and Teams of Agile teams use to create high-quality solutions for their customers. It consists of three dimensions: Agile Teams, Team of Agile Teams, and Built in Quality1. Built in Quality is the dimension that ensures that every aspect of the solution, from code to compliance, is designed and implemented with high standards and practices that guarantee quality. Built in Quality enables fast and reliable delivery of value, reduces waste and rework, and fosters a culture of continuous improvement. Some of the practices that support Built in Quality in SAFe are Test-First, Behavior-Driven Development, Acceptance Test-Driven Development, Continuous Integration, Continuous Deployment, and Communities of Practice2. References: Team and Technical Agility - Scaled Agile Framework, Built-In Quality - Scaled Agile Framework.