Page | 1
SPC Exam Questions and Answers (Expert
Solutions)
Q: Core Competencies of the Lean Enterprise ANS 🗹🗹: Lean-Agile Leadership
Team and Technical Agility
DevOps and Release on Demand
Business Solutions and Lean Systems Engineering
Lean Portfolio Management
Q: SAFe Configurations ANS 🗹🗹: Full
Large Solution
Portfolio
Essential
Q: SAFe Core Values ANS 🗹🗹: Alignment
Transparency
Built-in Quality
Program Execution
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Q: Steps of SAFe Implementation Roadmap ANS 🗹🗹: Reaching the Tipping Point
Train Lean-Agile Change Agents
Train Executives, Managers, and Leaders
Create a Lean-Agile Center of Excellence
Identify Value Streams and ARTs
Create the Implementation Plan
Prepare for ART Launch
Train Teams and Launch the ART
Coach ART Execution
Launch More ARTs and Value Streams
Extend to the Portfolio
Sustain and Improve
Q: Why SAFe? ANS 🗹🗹: Engagement
Time-to-Market
Quality
Productivity
Q: Pillars of SAFe House of Lean ANS 🗹🗹: Respect for people and culture
Flow
Innovation
Relentless improvement
Q: What is the purpose of the House of Lean? ANS 🗹🗹: To deliver value in the shortest
sustainable lead time.
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Q: Value Statements of Agile Manifesto ANS 🗹🗹: Individuals and interactions over
processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
Q: Principles of Agile Manifesto ANS 🗹🗹: • Our highest priority is to satisfy the
customer through early and continuous delivery of valuable software.
• Welcome changing requirements, even late in development. Agile processes harness
change for the customer's competitive advantage.
• Deliver working software frequently, from a couple of weeks to a couple of months,
with a preference to the shorter timescale.
• Business people and developers must work together daily throughout the project.
• Build projects around motivated individuals. Give them the environment and support
they need, and trust them to get the job done.
• The most efficient and effective method of conveying information to and within a
development team is face-to-face conversation.
• Working software is the primary measure of progress.
• Agile processes promote sustainable development. The sponsors, developers, and
users should be able to maintain a constant pace indefinitely.
• Continuous attention to technical excellence and good design enhances agility.
• Simplicity--the art of maximizing the amount of work not done--is essential.
• The best architectures, requirements, and designs emerge from self-organizing teams.
• At regular intervals, the team reflects on how to become more effective, then tunes
and adjusts its behavior accordingly.
SPC Exam Questions and Answers (Expert
Solutions)
Q: Core Competencies of the Lean Enterprise ANS 🗹🗹: Lean-Agile Leadership
Team and Technical Agility
DevOps and Release on Demand
Business Solutions and Lean Systems Engineering
Lean Portfolio Management
Q: SAFe Configurations ANS 🗹🗹: Full
Large Solution
Portfolio
Essential
Q: SAFe Core Values ANS 🗹🗹: Alignment
Transparency
Built-in Quality
Program Execution
, Page | 2
Q: Steps of SAFe Implementation Roadmap ANS 🗹🗹: Reaching the Tipping Point
Train Lean-Agile Change Agents
Train Executives, Managers, and Leaders
Create a Lean-Agile Center of Excellence
Identify Value Streams and ARTs
Create the Implementation Plan
Prepare for ART Launch
Train Teams and Launch the ART
Coach ART Execution
Launch More ARTs and Value Streams
Extend to the Portfolio
Sustain and Improve
Q: Why SAFe? ANS 🗹🗹: Engagement
Time-to-Market
Quality
Productivity
Q: Pillars of SAFe House of Lean ANS 🗹🗹: Respect for people and culture
Flow
Innovation
Relentless improvement
Q: What is the purpose of the House of Lean? ANS 🗹🗹: To deliver value in the shortest
sustainable lead time.
, Page | 3
Q: Value Statements of Agile Manifesto ANS 🗹🗹: Individuals and interactions over
processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
Q: Principles of Agile Manifesto ANS 🗹🗹: • Our highest priority is to satisfy the
customer through early and continuous delivery of valuable software.
• Welcome changing requirements, even late in development. Agile processes harness
change for the customer's competitive advantage.
• Deliver working software frequently, from a couple of weeks to a couple of months,
with a preference to the shorter timescale.
• Business people and developers must work together daily throughout the project.
• Build projects around motivated individuals. Give them the environment and support
they need, and trust them to get the job done.
• The most efficient and effective method of conveying information to and within a
development team is face-to-face conversation.
• Working software is the primary measure of progress.
• Agile processes promote sustainable development. The sponsors, developers, and
users should be able to maintain a constant pace indefinitely.
• Continuous attention to technical excellence and good design enhances agility.
• Simplicity--the art of maximizing the amount of work not done--is essential.
• The best architectures, requirements, and designs emerge from self-organizing teams.
• At regular intervals, the team reflects on how to become more effective, then tunes
and adjusts its behavior accordingly.
