Free Practice Questions for Scrum SAFe-Practitioner Exam

 The “C” in the CALMR approach to DevOps represents culture. Culture is the first element of the CALMR mindset, which guides the ART toward achieving continuous value delivery by enhancing culture, automation, lean flow, measurement, and recovery1. Culture refers to the shared values, beliefs, and behaviors that support collaboration, communication, and continuous improvement among the development, operations, security, and other teams involved in the value stream2. Culture also includes respecting and empowering the people and teams, fostering a learning and growth mindset, and creating a customer-centric focus3. Culture is the foundation of DevOps, as it enables the alignment and integration of the technical and organizational aspects of DevOps4. The other options are not what the “C” stands for in the CALMR approach to DevOps, although they are related to other elements of the mindset. Completion is not a specific term in the CALMR approach, but it could be associated with measurement, which tracks the progress and outcomes of the value delivery. Cycle-time is a metric that measures the time it takes to deliver value from idea to production, and it is influenced by lean flow, which optimizes the value stream and eliminates waste. Continuous integration is a technical practice that involves merging code changes frequently and automatically testing them, and it is part of automation, which reduces manual work and errors and accelerates feedback loops. References: CALMR - Scaled Agile Framework, The CALMR Approach to DevOps [Complete Guide] - KnowledgeHut, Core Values - Scaled Agile Framework, CALMS DevOps : Defining 5 DevOps Principles | Cprime

 The ART Planning Board, also known as the Program Board, is a visualization of the PI’s feature delivery dates, feature dependencies among teams, and relevant milestones. The primary purpose of the ART Planning Board is to show dependencies between teams relating to the Feature development, so that they can be identified, managed, and resolved during PI Planning and execution. The ART Planning Board also helps align teams and stakeholders to a shared mission and vision, and provides transparency and visibility into the ART’s progress and risks. References: ART Planning Board, PI Planning, Exam Study Guide: SP (6.0) - SAFe Practitioner

Refactoring is the process of improving the design and structure of existing code without changing its external behavior. It is a quality practice for software development because it helps to reduce technical debt, improve maintainability, readability, and testability, and enable faster delivery of value. Refactoring is one of the core engineering practices in SAFe, along with Test-First, Continuous Integration, and Pair Work. References: SAFe for Teams - Know Your Role on an Agile Team, Exam Study Guide: SP (6.0) - SAFe® Practitioner, SAFe for Teams | SAFe Practitioner (SP) Certification, Built-in Quality

n: The Team Sync is a short meeting (usually 15 minutes or less), typically held about daily, to inspect progress toward the team goals, communicate, and adjust upcoming planned work1. The Team Sync helps the team members align their activities, identify and resolve impediments, and collaborate effectively. The Team Sync is also an opportunity to share information, celebrate achievements, and foster team spirit. The other options are incorrect because:

A. The Team Sync is not the place to identify ART PI risks. Risks are identified and managed at the Program level, using the ROAM board and other tools2.

C. The Team Sync is not the place to identify Iteration goals. Iteration goals are defined and agreed upon during the Iteration Planning event, which happens at the beginning of each Iteration3.

D. The Team Sync is not the place to make announcements to the entire ART. The Team Sync is a team-level event, where only the team members and the Scrum Master participate. Announcements to the entire ART are made during the ART Sync, which is a program-level event that happens weekly or biweekly4. References: 1: Team Sync - Scaled Agile Framework, 2: Program Risks - Scaled Agile Framework, 3: Iteration Planning - Scaled Agile Framework, 4: ART Sync - Scaled Agile Framework

Customer Centricity is a mindset that helps organizations make decisions that are based on a deep understanding of its effect on customers and end-users. It motivates teams to focus on the customer, understand their needs, think and feel like them, build whole product solutions, and know their lifetime value. Customer Centricity is related to Design Thinking, which provides the tools and practices to support creating desirable products that are profitable and sustainable over their lifecycle. References: Customer Centricity - Scaled Agile Framework, Design Thinking - Scaled Agile Framework, What is Customer Centricity in SAFe® 5.0? - Praecipio

Telemetry is a method for gathering customer feedback that relies on building analytic systems to deliver information about how customers are using the Solution. Telemetry is the automated collection and transmission of data from remote sources, such as sensors, devices, or software applications. Telemetry can provide valuable insights into customer behavior, preferences, satisfaction, and usage patterns, as well as identify potential issues, errors, or defects. Telemetry is often used in conjunction with other feedback methods, such as surveys, interviews, or user testing, to validate hypotheses and measure outcomes. References: Continuous Delivery Pipeline, Customer Feedback, Telemetry

A component team is an Agile Team whose primary area of concern is focused on a specific component, or set of components, of the system. They leverage their technical skills and interest and focus on building robust components that provide for reliability, separation of concerns, foster re-use, and improve testability. Component teams are typically used when the system has complex, nonfunctional requirements that require deep technical expertise and specialization, such as performance, security, scalability, etc. Component teams can also enable high reuse of components across multiple solutions, reducing duplication and waste. However, component teams also introduce challenges, such as increased dependencies, coordination, and integration efforts with other teams, as well as reduced end-to-end value delivery and customer feedback. Therefore, component teams should be used sparingly and only when the benefits outweigh the costs. References: Organizing Agile Teams and ARTs: Team Topologies at Scale, Agile Teams, Feature Teams vs Component Teams, System Team, Feature Team vs Component Team in Agile

 According to the SAFe principle, “unlock the intrinsic motivation of knowledge workers”, knowledge workers need autonomy, mastery, and purpose to be motivated and creative. Autonomy means giving them the freedom to choose how to do their work, without micromanagement or excessive control. Mastery means providing them with opportunities to learn new skills and improve their craft. Purpose means aligning their work with a meaningful and inspiring vision. These three factors foster intrinsic motivation, which is the drive to perform an activity without any obvious external rewards. References: Principle #8 - Unlock the Intrinsic Motivation of Knowledge Workers - Scaled Agile Framework, Principle #8 - Unlock the Intrinsic Motivation of Knowledge Workers - Scaled Agile Framework

Story points are a relative measure of the effort required to implement a user story. They take into account the volume, complexity, knowledge, and uncertainty of the work. Volume refers to how much work there is, complexity refers to how hard it is, knowledge refers to what is known or unknown, and uncertainty refers to the risk or variability involved. Story points help agile teams estimate their work and plan their iterations. References: Story - Scaled Agile Framework, Story Point - Scaled Agile Framework, Understanding complexity | Range

 Scrum is a framework that enables teams to deliver value in complex and uncertain environments. Scrum is based on the agile manifesto, which values individuals and interactions, working software, customer collaboration, and responding to change. Scrum consists of three roles (Product Owner, Scrum Master, and Developers), five events (Sprint Planning, Daily Scrum, Sprint Review, Sprint Retrospective, and Sprint), and three artifacts (Product Backlog, Sprint Backlog, and Increment). Scrum teams work in short iterations called Sprints, where they plan, execute, and deliver a potentially releasable product increment. Scrum teams inspect and adapt their process and product continuously, using empirical feedback and data. Scrum teams are self-organized, meaning they decide how to best accomplish their work, and cross-functional, meaning they have all the skills needed to create a product increment.