SAFE POPM EXAM / 100 +
QUESTIONS AND 100%
CORRECT ANSWERS
ALREADY GRADED A+.
,1. Refactors: Refactors are a special type of Enabler story in SAFe and, like any other Story, they must be estimable,
demonstrable, and valuable, as well as accept-ed by the Product Owner.
2. Enabler Story: Enabler stories, as a type of story, must fit in iterations. However,while they may not require user
voice format, they have acceptance criteria to clarify their requirements and supportdemonstration
and testing.
3. Architectural Runway: existing code, hardware components, etc., that technical-ly enable near-term business features
4. RTE: Release Train Engineer
5. Who owns the backlog ?: Team backlog =product owner (contains stories)Program backlog= Product manager
(contains features)
Portfolio backlog=highest level- contains epics, RTE
6. Five core competencies: Organizational Agility*newLean Portfolio
Management
Enterprise Solution Delivery (Business solutions and Lean system engineering)Agile Product Delivery (DevOps and
Release on Demand)
Team and Technical AgilityLean-Agile
Leadership**
Continuous Learning Culture*new
7. Portfolio Sync: Adjusting value stream funding
Reviewing the portfolio Kanban and lightweight business cases,approving and prioritizing
epics
Maintaining the portfolio vision and canvas Removing
impediments across value streams
Considering the results of MVPs and determining whether to pivot or persevereReviewing the progress of continuous
improvement efforts to drive operational excellence
Evaluating spend by investment horizon
8. Capacity Allocation: A qualitative guardrail to determine how much of the totaleffort can be allocated for each type
of activity for an upcoming PI, establishing an agreement to determine how the work is performed for each activity type
(newfeatures, enablers, tech debt and maintenance
System and Solution Architect/Engineer (design Authority)Product and Solution
Management (Content Authority)
9. Lean Portfolio Management creates strategic alignment (LPM) (core compe- tency): The Lean Portfolio
Management competency aligns strategy and execution by applying Lean and systems thinking approaches to strategy and
investment
, funding, Agile portfolio operations, and governance. These collaborations give the enterprise the ability to align strategy
to execution, to meet existing commitmentsreliably, and to better enable innovation. 3 dimensions=
1- Strategy and investment funding
-Enterprise executives, business owners, enterprise architect
2- Agile portfolio operations
-APMO/LACE, RTE and SM CoP
3- Lean governance
-APMO, Enterprise Architect, Business Owner
-Connects enterprise to portfolio strategy
-created lean budget and investment guardrails
-manages portfolio operations
-provide lean governance across value streams
10. Lean Governance: is the oversight and decision-making of spending, audit andcompliance, forecasting expenses,
and measurement.
Enterprise ArchitectBusiness
Owners Agile PMO LACE
Responsibilities= forecast and budget dynamically, measure portfolio performance,coordinate continuous compliance
11. LACE: Lean Agile Center of Excellence
12. STE: solution train engineer
13. Agile Portfolio Operations: Agile PMO/LACERTE and SM CoP
Responsibilities= Coordinate value streams, support program execution, drive op-erational excellence
14. Strategy and Investment Funding: Enterprise ExecutivesBusiness Owners
Enterprise Architect
Responsibilities= Connect the portfolio to enterprise strategy, maintain a portfoliovision, fund value streams, establish
portfolio flow
15. Lean Budgets: A set of practices that minimizes overhead by funding and empowering Value Streams rather than
projects, while maintaining financial and fitness-for-use governance. This is achieved through objective evaluation of
workingsystems, prudent management of Epic investments, and dynamic budget adjust-
QUESTIONS AND 100%
CORRECT ANSWERS
ALREADY GRADED A+.
,1. Refactors: Refactors are a special type of Enabler story in SAFe and, like any other Story, they must be estimable,
demonstrable, and valuable, as well as accept-ed by the Product Owner.
2. Enabler Story: Enabler stories, as a type of story, must fit in iterations. However,while they may not require user
voice format, they have acceptance criteria to clarify their requirements and supportdemonstration
and testing.
3. Architectural Runway: existing code, hardware components, etc., that technical-ly enable near-term business features
4. RTE: Release Train Engineer
5. Who owns the backlog ?: Team backlog =product owner (contains stories)Program backlog= Product manager
(contains features)
Portfolio backlog=highest level- contains epics, RTE
6. Five core competencies: Organizational Agility*newLean Portfolio
Management
Enterprise Solution Delivery (Business solutions and Lean system engineering)Agile Product Delivery (DevOps and
Release on Demand)
Team and Technical AgilityLean-Agile
Leadership**
Continuous Learning Culture*new
7. Portfolio Sync: Adjusting value stream funding
Reviewing the portfolio Kanban and lightweight business cases,approving and prioritizing
epics
Maintaining the portfolio vision and canvas Removing
impediments across value streams
Considering the results of MVPs and determining whether to pivot or persevereReviewing the progress of continuous
improvement efforts to drive operational excellence
Evaluating spend by investment horizon
8. Capacity Allocation: A qualitative guardrail to determine how much of the totaleffort can be allocated for each type
of activity for an upcoming PI, establishing an agreement to determine how the work is performed for each activity type
(newfeatures, enablers, tech debt and maintenance
System and Solution Architect/Engineer (design Authority)Product and Solution
Management (Content Authority)
9. Lean Portfolio Management creates strategic alignment (LPM) (core compe- tency): The Lean Portfolio
Management competency aligns strategy and execution by applying Lean and systems thinking approaches to strategy and
investment
, funding, Agile portfolio operations, and governance. These collaborations give the enterprise the ability to align strategy
to execution, to meet existing commitmentsreliably, and to better enable innovation. 3 dimensions=
1- Strategy and investment funding
-Enterprise executives, business owners, enterprise architect
2- Agile portfolio operations
-APMO/LACE, RTE and SM CoP
3- Lean governance
-APMO, Enterprise Architect, Business Owner
-Connects enterprise to portfolio strategy
-created lean budget and investment guardrails
-manages portfolio operations
-provide lean governance across value streams
10. Lean Governance: is the oversight and decision-making of spending, audit andcompliance, forecasting expenses,
and measurement.
Enterprise ArchitectBusiness
Owners Agile PMO LACE
Responsibilities= forecast and budget dynamically, measure portfolio performance,coordinate continuous compliance
11. LACE: Lean Agile Center of Excellence
12. STE: solution train engineer
13. Agile Portfolio Operations: Agile PMO/LACERTE and SM CoP
Responsibilities= Coordinate value streams, support program execution, drive op-erational excellence
14. Strategy and Investment Funding: Enterprise ExecutivesBusiness Owners
Enterprise Architect
Responsibilities= Connect the portfolio to enterprise strategy, maintain a portfoliovision, fund value streams, establish
portfolio flow
15. Lean Budgets: A set of practices that minimizes overhead by funding and empowering Value Streams rather than
projects, while maintaining financial and fitness-for-use governance. This is achieved through objective evaluation of
workingsystems, prudent management of Epic investments, and dynamic budget adjust-
