LEADING SAFE
PRACTICE EXAM QUESTIONS
WITH CORRECT DETAILED
ANSWERS | ALREADY GRADED
A+<RECENT VERSION>
1) Team and technical agility pg. 21 - answer apply built-in quality
practices for technical agility. Put this in for the definition of done (dod).
2) Devops pg. 22 (first slide) - answer provides the culture, automation,
lean-flow, measurement, and recovery that enable continuous delivery.
3) Business solutions and lean systems engineer pg.22 (2nd slide) -
answer solution trains coordinate multiple agile release trains (art) and
suppliers. Manage frequent integration. Continuously address compliance
concerns. Architect for scale, modularity, release-ability, and
serviceability.
4) Lesson 1 review pg. 26 - answer read: team and technical agility,
devops and release on demand, business solutions and lean systems, lean
portfolio management, lean-agile leadership.
,5) Agile manifesto - answer we are uncovering better ways of
developing software by doing it and helping other do it. Through this
work we have come to value:
Individuals and interactions over processes and tools.
Working software over comprehensive documentation.
Customer collaboration over contract negotiation.
Responding to change over following a plan.
While there is value in the items on the right, we value the items on the
left more.
6) The agile manifesto principles - answer 1. Our highest priority is to
satisfy the customer through early and continuous delivery of valuable
software.
2. Welcome changing requirements, even late in development. Agile
processes harness change for the customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a
couple of months, with a preference for the shorter timescale.
4. Business people and developers must work together daily throughout
the project.
5. Build projects around motivated individuals. Give them the
environment and support they need, and trust them to get the job done.
6. The most efficient and effective method of conveying information to
and within a development team is face-to-face conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors,
developers, and users should be able to maintain a constant pace
indefinitely.
9. Continuous attention to technical excellence and good design enhances
agility.
10. Simplicity -- the art of maximizing the amount of work not done -- is
essential.
11. The architecture, requirements, and designs emerge from self-
organizing teams.
12. At regular intervals, the team reflects on how to become effective,
then tunes and adjusts its behavior accordingly.
,7) Safe lean-agile principles - answer 1. Take an economic view.
2. Apply systems thinking
3. Assume variability; preserve options.
4. Build incrementally with fast, integrated learning cycles.
5. Base milestones on objective evaluation of working systems.
6. Visualize and limit wip (work in progress), reduce batch sizes, and
manage queue lengths.
7. Apply cadence, synchronize with cross-domain planning.
8. Unlock the intrinsic motivation of knowledge workers.
9. Decentralize decision-making.
8) Transparency pg.31 - answer visualize all relevant work. Take
ownership and responsibility for errors and mistakes. Admit your own
mistakes. Support others who acknowledge and learn from their mistakes.
Never punish the messenger.
9) Built-in quality pg. 31 - answer demonstrate quality by refusing to
accept or ship low quality work. Support investments in capacity
planning for maintenance and reduction of technical debt. Ensures ux,
architecture, operations, security, compliance, and others, are part of the
flow of work. Apply lean principles to limit time or shorten the length of
time.
10) Bpat pg. 31 - answer built-in quality, program execution,
alignment, and transparency
11) Value pg. 34 - answer achieve the shortest sustainable lead time
with: best quality and value to people and society. High morale, safety,
and customer delight.
12) Respect for people and culture pg. 34 - answer 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.
Cultural change comes last not first. To change the culture, you have to
change the organization.
13) Innovation pg. 35 - answer producers innovate; customers
validate, get out of the office (gemba* the "real place" where the work is
actually done; where value is produced). Provide time and space for
creativity. Apply innovation accounting. Pivot without mercy or guilt.
14) Take an economic view pg. 48 - answer sequence jobs for
maximum benefit. Do not consider money already spent. Make economic
choices continuously. Empower local decision-making. *if you only
quantify one thing, quantify the cost of delay* (wsjf = waited, shortest,
job first)
15) Finding optimum batch size pg. 66 - answer optimum batch size
is an example of a u-curve optimization.
- total costs are the sum of holding costs and transaction costs.
- higher transaction costs shift optimum batch size higher.
- higher holding costs shift batch size lower
(test asks last two in a negative context, multiple choice question).
16) Wq = lq /average processing rate - answer
17) Unlock the intrinsic motivation of knowledge workers pg. 73 -
answer autonomy, mastery, and purpose
18) Form cross-functional agile teams pg. 87 - answer estimating
guard band (hardening)
PRACTICE EXAM QUESTIONS
WITH CORRECT DETAILED
ANSWERS | ALREADY GRADED
A+<RECENT VERSION>
1) Team and technical agility pg. 21 - answer apply built-in quality
practices for technical agility. Put this in for the definition of done (dod).
2) Devops pg. 22 (first slide) - answer provides the culture, automation,
lean-flow, measurement, and recovery that enable continuous delivery.
3) Business solutions and lean systems engineer pg.22 (2nd slide) -
answer solution trains coordinate multiple agile release trains (art) and
suppliers. Manage frequent integration. Continuously address compliance
concerns. Architect for scale, modularity, release-ability, and
serviceability.
4) Lesson 1 review pg. 26 - answer read: team and technical agility,
devops and release on demand, business solutions and lean systems, lean
portfolio management, lean-agile leadership.
,5) Agile manifesto - answer we are uncovering better ways of
developing software by doing it and helping other do it. Through this
work we have come to value:
Individuals and interactions over processes and tools.
Working software over comprehensive documentation.
Customer collaboration over contract negotiation.
Responding to change over following a plan.
While there is value in the items on the right, we value the items on the
left more.
6) The agile manifesto principles - answer 1. Our highest priority is to
satisfy the customer through early and continuous delivery of valuable
software.
2. Welcome changing requirements, even late in development. Agile
processes harness change for the customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a
couple of months, with a preference for the shorter timescale.
4. Business people and developers must work together daily throughout
the project.
5. Build projects around motivated individuals. Give them the
environment and support they need, and trust them to get the job done.
6. The most efficient and effective method of conveying information to
and within a development team is face-to-face conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors,
developers, and users should be able to maintain a constant pace
indefinitely.
9. Continuous attention to technical excellence and good design enhances
agility.
10. Simplicity -- the art of maximizing the amount of work not done -- is
essential.
11. The architecture, requirements, and designs emerge from self-
organizing teams.
12. At regular intervals, the team reflects on how to become effective,
then tunes and adjusts its behavior accordingly.
,7) Safe lean-agile principles - answer 1. Take an economic view.
2. Apply systems thinking
3. Assume variability; preserve options.
4. Build incrementally with fast, integrated learning cycles.
5. Base milestones on objective evaluation of working systems.
6. Visualize and limit wip (work in progress), reduce batch sizes, and
manage queue lengths.
7. Apply cadence, synchronize with cross-domain planning.
8. Unlock the intrinsic motivation of knowledge workers.
9. Decentralize decision-making.
8) Transparency pg.31 - answer visualize all relevant work. Take
ownership and responsibility for errors and mistakes. Admit your own
mistakes. Support others who acknowledge and learn from their mistakes.
Never punish the messenger.
9) Built-in quality pg. 31 - answer demonstrate quality by refusing to
accept or ship low quality work. Support investments in capacity
planning for maintenance and reduction of technical debt. Ensures ux,
architecture, operations, security, compliance, and others, are part of the
flow of work. Apply lean principles to limit time or shorten the length of
time.
10) Bpat pg. 31 - answer built-in quality, program execution,
alignment, and transparency
11) Value pg. 34 - answer achieve the shortest sustainable lead time
with: best quality and value to people and society. High morale, safety,
and customer delight.
12) Respect for people and culture pg. 34 - answer 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.
Cultural change comes last not first. To change the culture, you have to
change the organization.
13) Innovation pg. 35 - answer producers innovate; customers
validate, get out of the office (gemba* the "real place" where the work is
actually done; where value is produced). Provide time and space for
creativity. Apply innovation accounting. Pivot without mercy or guilt.
14) Take an economic view pg. 48 - answer sequence jobs for
maximum benefit. Do not consider money already spent. Make economic
choices continuously. Empower local decision-making. *if you only
quantify one thing, quantify the cost of delay* (wsjf = waited, shortest,
job first)
15) Finding optimum batch size pg. 66 - answer optimum batch size
is an example of a u-curve optimization.
- total costs are the sum of holding costs and transaction costs.
- higher transaction costs shift optimum batch size higher.
- higher holding costs shift batch size lower
(test asks last two in a negative context, multiple choice question).
16) Wq = lq /average processing rate - answer
17) Unlock the intrinsic motivation of knowledge workers pg. 73 -
answer autonomy, mastery, and purpose
18) Form cross-functional agile teams pg. 87 - answer estimating
guard band (hardening)
