SAFe PO/PM Certification Test Latest with complete solution

SAFe PO/PM Certification Test Latest with
complete solution

efactors

Refactors are a special type of Enabler story in SAFe and, like any other Story, they must be
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estimable, demonstrable, and valuable, as well as accepted by the Product Owner.
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Enabler Story II!




Enabler stories, as a type of story, must fit in iterations. However, while they may not require user
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voice format, they have acceptance criteria to clarify their requirements and support
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demonstration
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and testing.
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Architectural Runway II!




existing code, hardware components, etc., that technically enable near-term business features
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RTE

Release Train Engineer II! II!




Who owns the backlog ?
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Team backlog =product owner (contains stories)
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Program backlog= Product manager (contains features)
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Portfolio backlog=highest level- contains epics, RTE
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Five core competencies
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Organizational Agility*new II!




Lean Portfolio Management
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Enterprise Solution Delivery (Business solutions and Lean system engineering)
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Agile Product Delivery (DevOps and Release on Demand)
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Team and Technical Agility
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Lean-Agile Leadership** II!




Continuous Learning Culture*new II! II!




Portfolio Sync II!

,Adjusting value stream funding II! II! II!




Reviewing the portfolio Kanban and lightweight business cases, II! II! II! II! II! II! II!




approving and prioritizing epics II! II! II!




Maintaining the portfolio vision and canvas II! II! II! II! II!




Removing impediments across value streams II! II! II! II!




Considering the results of MVPs and determining whether to pivot or persevere II! II! II! II! II! II! II! II! II! II! II!




Reviewing the progress of continuous improvement efforts to drive operational excellence
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Evaluating spend by investment horizon II! II! II! II!




Capacity Allocation II!




A qualitative guardrail to determine how much of the total effort can be allocated for each type of
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activity for an upcoming PI, establishing an agreement to determine how the work is performed
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for each activity type (new features, enablers, tech debt and maintenance
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System and Solution Architect/Engineer (design Authority)
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Product and Solution Management (Content Authority)
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Lean Portfolio Management creates strategic alignment (LPM) (core competency)
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The Lean Portfolio Management competency aligns strategy and execution by applying Lean and
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systems thinking approaches to strategy and investment funding, Agile portfolio operations, and
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governance. These collaborations give the enterprise the ability to align strategy to execution, to
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meet existing commitments reliably, and to better enable innovation. 3 dimensions=
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1-Strategy and investment funding II! II! II!




-Enterprise executives, business owners, enterprise architect II! II! II! II! II!




2-Agile portfolio operations II! II!




-APMO/LACE, RTE and SM CoP II! II! II! II!




3-Lean governance II!




-APMO, Enterprise Architect, Business Owner II! II! II! II!




-Connects enterprise to portfolio strategy II! II! II! II!




-created lean budget and investment guardrails II! II! II! II! II!




-manages portfolio operations II! II!




-provide lean governance across value streams II! II! II! II! II!




Lean Governance II!

, is the oversight and decision-making of spending, audit and compliance, forecasting expenses,
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and measurement.
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Enterprise Architect II!




Business Owners II!




Agile PMO LACE II! II!




Responsibilities= forecast and budget dynamically, measure portfolio performance, coordinate II! II! II! II! II! II! II! II!




continuous compliance
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LACE

Lean Agile Center of Excellence
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STE

solution train engineer II! II!




Agile Portfolio Operations
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Agile PMO/LACE II!




RTE and SM CoP
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Responsibilities= Coordinate value streams, support program execution, drive operational II! II! II! II! II! II! II! II!




excellence
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Strategy and Investment Funding II! II! II!




Enterprise Executives II!




Business Owners II!




Enterprise Architect II!




Responsibilities= Connect the portfolio to enterprise strategy, maintain a portfolio vision, fund II! II! II! II! II! II! II! II! II! II! II!




value streams, establish portfolio flow
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Lean Budgets II!




A set of practices that minimizes overhead by funding and empowering Value Streams rather than
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projects, while maintaining financial and fitness-for-use governance. This is achieved through
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objective evaluation of working systems, prudent management of Epic investments, and dynamic
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budget adjustments.
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Budgets are supported by guardrails that outline spending policies, guidelines and practices for
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specific portfolio
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Lean budget guardrails II! II!