SAFe-Practitioner Dumps With Exact Questions and Answers

Culture is the first element of the CALMR approach to DevOps in SAFe. It refers to the shared mindset and values that support successful DevOps adoption. Culture in SAFe is influenced by the Lean-Agile principles and practices that guide the entire framework. Culture in DevOps requires customer-centricity, collaboration, trust, empowerment, learning, and feedback among all the stakeholders involved in the value stream. Culture also fosters a shift-left mentality, where operational and quality concerns are addressed early and often in the development process.  Culture is the foundation for the other elements of CALMR: automation, lean flow, measurement, and recovery 1 .  One of the aspects of culture is to establish a work environment of shared responsibility, where everyone in the value stream is accountable for the quality and security of the solution, and for the outcomes delivered to the customer 2 .  This means breaking down the silos and barriers between development, operations, security, and other teams, and creating a culture of mutual trust and respect 3 .  Shared responsibility also means that everyone in the value stream has the authority and autonomy to make decisions and take actions that support the delivery of value, while following the guardrails and policies established by the enterprise 4 .  References :  CALMR - Scaled Agile Framework ,  Culture - Scaled Agile Framework ,  What Is DevOps? - Scaled Agile Framework ,  Decentralize Decision Making - Scaled Agile Framework

The Portfolio Kanban system is a method to visualize and manage the flow of portfolio Epics, from ideation through analysis, implementation, and completion 1 .  The analyzing step of the Portfolio Kanban system involves developing a Lean business case for the Epic and presenting it to Lean Portfolio Management (LPM) for approval 1 .  If the Epic receives a ‘go’ decision from LPM, it will be moved to the ready state in the Portfolio Kanban, where it will wait until one or more Agile Release Trains (ARTs) have the capacity to implement it 1 . The other options are incorrect because:

A. The Epic Owner does not have the authority to approve the Lean business case.  Only LPM can make the final decision on whether to proceed with the Epic or not 1 .

C. The Epic will not remain in the analyzing step after receiving a ‘go’ decision from LPM.  It will be moved to the ready state, where it will be prioritized using weighted shortest job first (WSJF) and other factors 1 .

D. The Epic will not be implemented based on its WSJF ranking alone.  It will also depend on the availability and alignment of the ARTs that can deliver the Epic 1 .  References :  1 :  Portfolio Kanban - Scaled Agile Framework

 A high-functioning Agile Team is a cross-functional group of typically ten or fewer individuals with all the skills necessary to define, build, test, and deliver value to their customer 1 . Team A is not cross-functional because they depend on another team to test and deploy their work, which creates handoffs and delays in the value delivery process.  A cross-functional team should be able to perform all the activities required to deliver a potentially releasable increment of value in each iteration 2 . Team A should collaborate with the other team to integrate their testing and deployment capabilities and form a single Agile Team that can deliver value independently.  References :  Agile Teams - Scaled Agile Framework ,  7 Qualities of High-Performing Agile Teams | AgileConnection