Lean Portfolio Management
Fundamentals Exam Q&A 100%
Guaranteed Pass
Lean Governance dimension of Lean Portfolio Management - ✔✔Coordinate
Value Streams, Establish Lean budgets and guardrails, Maintain a portfolio
vision, Coordinate continuous compliance
Lean-Agile leaders leading by example - ✔✔By applying empathic design and
focusing on Customer Centricity, By acting with honesty, integrity, and
transparency, By mastering the seven core competencies of business agility, By
shifting from a fixed mindset to a growth mindset
Well-written Objective - ✔✔Gradable, Specific, Inspirational, Understandable
Primary reason for change driving transformation - ✔✔The competition has
made this change, Leadership has mandated this change with a specific
completion date, Customers are asking for changes to delivery processes, The
existing way of working is inadequate to achieve a new solution in time
Development Value Stream participants - ✔✔Everyone that uses systems to do
their work, Everyone who builds Solutions, Everyone who is part of the
operational Value Stream
1|Page
©KERRYMARTIN 2025/2026. YEAR PUBLISHED 2025.
, First SAFe Lean-Agile Principle - ✔✔Agile economics, Deliver value
incrementally, Apply systems thinking, Apply cadence
SAFe second operating system enabling Business Agility - ✔✔By replacing the
hierarchy with a network, By creating stability and hierarchy, By optimizing
operational value streams, By focusing on customers, products, innovation, and
growth
Steps when teams have nothing to demonstrate at System Demo - ✔✔Stop
working on any new functionality and fully integrate and test the system; adjust
scope based on learnings
Issue when organizing around hierarchical functions - ✔✔It makes
communication difficult, It moves the decisions to where the information is
Legacy practice slowing move to Lean Portfolio Management - ✔✔Centralized
work intake, Objective milestones, Demand management
Activity during management review at the end of PI Planning - ✔✔Review the
team's plans and make appropriate changes, ROAMing risks, Assigning business
value to the teams' draft PI Objectives, Negotiating scope changes
Lean budget guardrails guiding Value Stream investment decisions -
✔✔Establishing capacity allocation, Planning work based on time criticality,
2|Page
©KERRYMARTIN 2025/2026. YEAR PUBLISHED 2025.
Fundamentals Exam Q&A 100%
Guaranteed Pass
Lean Governance dimension of Lean Portfolio Management - ✔✔Coordinate
Value Streams, Establish Lean budgets and guardrails, Maintain a portfolio
vision, Coordinate continuous compliance
Lean-Agile leaders leading by example - ✔✔By applying empathic design and
focusing on Customer Centricity, By acting with honesty, integrity, and
transparency, By mastering the seven core competencies of business agility, By
shifting from a fixed mindset to a growth mindset
Well-written Objective - ✔✔Gradable, Specific, Inspirational, Understandable
Primary reason for change driving transformation - ✔✔The competition has
made this change, Leadership has mandated this change with a specific
completion date, Customers are asking for changes to delivery processes, The
existing way of working is inadequate to achieve a new solution in time
Development Value Stream participants - ✔✔Everyone that uses systems to do
their work, Everyone who builds Solutions, Everyone who is part of the
operational Value Stream
1|Page
©KERRYMARTIN 2025/2026. YEAR PUBLISHED 2025.
, First SAFe Lean-Agile Principle - ✔✔Agile economics, Deliver value
incrementally, Apply systems thinking, Apply cadence
SAFe second operating system enabling Business Agility - ✔✔By replacing the
hierarchy with a network, By creating stability and hierarchy, By optimizing
operational value streams, By focusing on customers, products, innovation, and
growth
Steps when teams have nothing to demonstrate at System Demo - ✔✔Stop
working on any new functionality and fully integrate and test the system; adjust
scope based on learnings
Issue when organizing around hierarchical functions - ✔✔It makes
communication difficult, It moves the decisions to where the information is
Legacy practice slowing move to Lean Portfolio Management - ✔✔Centralized
work intake, Objective milestones, Demand management
Activity during management review at the end of PI Planning - ✔✔Review the
team's plans and make appropriate changes, ROAMing risks, Assigning business
value to the teams' draft PI Objectives, Negotiating scope changes
Lean budget guardrails guiding Value Stream investment decisions -
✔✔Establishing capacity allocation, Planning work based on time criticality,
2|Page
©KERRYMARTIN 2025/2026. YEAR PUBLISHED 2025.
