Practice Test 1

Practice Test 1 mn mn


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1.What is a responsibility of an Agile program management office (A
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PMO)? Directing the Lean-Agile Center of Excellence (LACE)
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Centralizing funding for tooling and coachin mn mn mn mn mn

g Defining value stream budgets
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Fostering Agile contracts and partnerships: Fostering Agile contracts a
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d part- nerships
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2.What is a good practice for participatory budget
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ing? Invite the technical subject matter experts
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Mix value streams and roles for each group
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nBring as many people as possible
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Give each person money based on their role: Mix value streams and
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oles for each group
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3.What drives the future state of the portf
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olio? Market cycles mn mn

Features
Continuous exploration mn

Strategic themes: Strategic themes
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4.What are two potential outputs of a strategic portfolio review (Choos
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e two.) Updated strategic themes
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Advanced epics through the Portfolio Kanban sys
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tem Addressed cross-
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value stream coordination Assessed portfolio con
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text
Addressed portfolio blocks and impediments: Updated strategic theme
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mnAssessed portfolio context; mn mn


5.What is a technique used in Lean budgeting to solve the challenge of
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having more good ideas than available funds?
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Decentralized decision making P mn mn mn

articipatory budgeting mn

Work in process (WIP) limits
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Inspect & adapt (I&A): Participatory budgeting
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6.What practice is part of Lean Portfolio Management (L
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PM)? Rolling wave planning
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Return on investment (ROI) Quar
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terly budgeting mn

Project accounting: Rolling wave planning
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7.What is a benefit of using Kanban with a SAFe port
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folio? To centrally intake all work
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To visualize the flow of epics
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, Practice Test 1 mn mn


Studymnonlinemnatmnhttps://
quizlet.com/_98e4r0
To establish minimum marketable features (MMFs)
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To initiate conflict over priorities: To visualize the flow of epics
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8.Which two statements are true about strategic themes?
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(Choose two.) They are committed to during PI Planning
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They must be written as OKRs
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They must be differentiated business objecti
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ves They must be stable for many years
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They influence the portfolio vision: They must be differentiated busine
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ss objec- tives;mn mn

They influence the portfolio vision;
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9.How do Lean budget guardrails reduce risk?
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Continuous epic owner engagement ensures that money allocated is mo
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ney spent wisely mn mn

Thresholds ensure only certain epics require a business case which incr
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ases flow mn

Investment horizons help the portfolio balance near- and long-
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term health Capacity allocation is fixed and helps fix labor costs in ea
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h program incre-
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mnment (PI): Investment horizons help the portfolio balance near-
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and long-term health
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10.When is an Epic considered done? mn mn mn mn mn

Lean Portfolio Management (LPM) has accepted the Ep
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ic All of the Epic's features are completed
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The customer accepts the Epic
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Portfolio governance is no longer required: Portfolio governance is no
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onger required mn


11.What is an example of using leading indicators in Lean Portfolio M
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anage- ment (LPM)? mn mn

Continuous compliance Inno mn mn

vation accounting Portfolio mn mn mn

performance reviews mn

Capacity allocation: Innovation accounting
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12.Who defines the portfolio epic thresho
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ld? Epic owners mn mn

Lean portfolio management (LPM
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) The solution train engineer (ST
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E)
The enterprise executive: Lean portfolio management (LPM)
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13.What is the purpose of an epic's minimum viable product (
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MVP)? To minimize the scope of an epic
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