IT 302 SPC SAFe 4.6 Exam with Questions And Answers. A+ Grade Guaranteed

IT 302 SPC SAFe 4.6 Exam with Questions And Answers. A+ Grade Guaranteed.1. What are two primary reasons to change?  - A burning platform  - The company is failing to complete and the existing way of working is inadequate to achieve a new solution in time. 2. Proactive leadership  - In the absence of a burning platform, leadership must create the sense of urgency to proactively drive change by taking a stand for a better, future state 3. Why should you establish the vision for change?  - Without a good vision, a clever strategy or logical plan can rarely inspire the kind of action needed to produce major change. 4. 5. Little's Law - 6. When you find a value stream, go all in and all at once for each ART. The oneweek launch is proven adoption model.  - Quickstart approach to ART Launch i. SAFe for Teams 1. Monday, Tuesday ii. PI Planning 1. Wednesday, Thursday iii. Workshops 1. Friday 7. Three benefits of Big Room Training  Accelerated learning  A common scaled Agile paradigm  Cost efficiency 8. What is the importance of the first PI Planning?  First Impression of SAFe  Generating a short-term win  Builds the Art as a team  Teaches teams about assuming responsibility for planning and delivery  Creates visibility into the program  Creates confidence in the commitment of Lean-Agile Leaders to the transformation 9. Things to remember when prepping for distributed team PI Planning  1. Have a dedicated facilitator and tech support person at each location  Test Audio, video, and presentation-sharing connectivity, and then test it again  Have a common understanding of how plans will be shared (video, wiki, email, etc)  Establish team- based audio/video communication for breakout sessions. 10.What type of PI Planning agenda is recommended for large time zone differences ?  2.5 days, following respect people and cultures, we want to avoid asking teams to stay up all night 11.What does train the leaders do?  Helps them create the mindset they need to empower employees for further action 12.What does training the stakeholders do?  Gives the Stakeholders the skills and motivation the need to change the organization. 13.Which is the most important ART to launch? i. the first one. 14.What does the ART as a team of teams do?  removes Silos that inhibit flow 15.What can you find in the ART readiness workbook?  Readiness Checklist  Team Summary  Team Roster  Program Roster  Content  Facilities  Supplies 16.What is the next step once the Lean-Agile change Agents have been trained?  Train Executives, Managers, Leaders 17.What do you do after Executives, Managers, and leaders have been trained?  Identify the Value steams. 18.What is the next step after the value stream has been identified?  Create the implementation Plan 19.What happens after the implementation plan has been created?  Prepare for Art Launch. Train Scaled Agile(Leading SAFe), POPM, SSM. 20.What is the step that follows Preparing for the ART launch?  Train Teams and launch the ART 21.Once the teams have been trained what is the next step?  Coach ART Execution 22.Once you have coached Art execution what do you do next?  Launch more ARTS and Value streams 23.What is the step after Launching more ARTS and value streams?  Extend to the Portfolio 24.What do you do once you have extended to the Portfolio?  Sustain and improve 25.What are the SAFe Core Values?  Alignment  Transparency  Built-in-Quality  Program execution 26.Alignment =  This Provides the relevant briefings and participate in Program Increment (PI)) Planning.  Helps with backlog visibility, review, and preparation  Helps with Value Stream organization and coordination  Constantly check for understanding  Communicate the mission, visions and strategy at every opportunity 27.Transparency =  Visualize all relevant work  Take ownership and responsibility for errors and mistakes  Admit your own mistakes  Support other who acknowledge and learn from their mistakes-never punish the messenger 28.Built-in quality  Demonstrate quality by refusing to accept or ship low quality work  Support investments in capacity planning for maintenance and reduction of technical debt  Ensure UX, Architecture, operations, security, compliance, and other are part of flow of work. 29.Program Execution  Participate as an active business owner in PI execution  Celebrate high quality and predictability delivered program Increments  Aggressively remove impediments and demotivates 30.What are the four pillars of the house of lean?  Flow  Respect for people and culture  Innovation  Relentless Improvement 31.What is the foundation of the house of lean?  Leadership 32.What is the roof of the house of lean?  Value 33.People do all the work. Your Customer is whoever consumes your work  -Don't Overload them  -Don't make them wait  -Don't force them to do wasteful work  -Don't impose wishful thinking  build long-term partnerships based on trust  Culture change comes last, not first  To change culture change the organization - Respect for people and culture 34.Flow  Optimize continuous and sustainable throughput for value  build in quality; flow depends on it  Understand, exploit, and mange variability  Avoid start-stop-start project delays  Use informed-decision making via fast feedback