Homework answers / question archive / What are two conditions to look for when coaching an ART sync meeting? (choose two) The program board is used as a big visual information radiator (BVIR) for the meeting Look-ahead planning and discussion for the next Program Increment (PI) is not occurring The Release Train Engineer is not vocal in the event Feature completion is not occurring within the current Program Increment (PI) as planned and re-planning of iterations is not occurring All the Scrum Masters, Product Owners, and Business Owners are in the meeting   What are two significant risks that can be understood from the program board? (choose two) A Feature has an excess of dependencies and risks associated with it Team work in process (WIP) limits are being ignored No work is planned for the Innovation and Planning (IP) Iteration Features are being delivered at the end of the last Iteration Teams do not understand their Features and Epics   At the end of Program Increment (PI) Planning after dependencies are resolved and risks are addressed, a confidence vote is taken

What are two conditions to look for when coaching an ART sync meeting? (choose two) The program board is used as a big visual information radiator (BVIR) for the meeting Look-ahead planning and discussion for the next Program Increment (PI) is not occurring The Release Train Engineer is not vocal in the event Feature completion is not occurring within the current Program Increment (PI) as planned and re-planning of iterations is not occurring All the Scrum Masters, Product Owners, and Business Owners are in the meeting   What are two significant risks that can be understood from the program board? (choose two) A Feature has an excess of dependencies and risks associated with it Team work in process (WIP) limits are being ignored No work is planned for the Innovation and Planning (IP) Iteration Features are being delivered at the end of the last Iteration Teams do not understand their Features and Epics   At the end of Program Increment (PI) Planning after dependencies are resolved and risks are addressed, a confidence vote is taken

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What are two conditions to look for when coaching an ART sync meeting? (choose two)

• The program board is used as a big visual information radiator (BVIR) for the meeting
• Look-ahead planning and discussion for the next Program Increment (PI) is not occurring
• The Release Train Engineer is not vocal in the event
• Feature completion is not occurring within the current Program Increment (PI) as planned and re-planning of iterations is not occurring
• All the Scrum Masters, Product Owners, and Business Owners are in the meeting

 

What are two significant risks that can be understood from the program board? (choose two)

• A Feature has an excess of dependencies and risks associated with it
• Team work in process (WIP) limits are being ignored
• No work is planned for the Innovation and Planning (IP) Iteration
• Features are being delivered at the end of the last Iteration
• Teams do not understand their Features and Epics

 

At the end of Program Increment (PI) Planning after dependencies are resolved and risks are addressed, a confidence vote is taken.  What is the default method used to vote?

• Majority voting
• Planning poker
• Planning estimates
• Fist of five

 

What is the call to action when promoting SAFe during a meeting with company executives?

• Train leaders and managers and then decide on next steps
• Organize a Value Stream identification workshop to determine the dependencies and to synchronize the Agile Release Train (ART) launch
• Propose a large preparation (teams, HR, Organization) and then select a date to start the transformation
• Launch one pilot Agile Release Train (ART) and then learn and adapt

 

What are two reasons to manage an implementation plan as a roadmap (choose two.)

• It allows the teams to ensure executives are not overcontrolling the implementation process

• It allows teams to commit, in advance, to no more that nine months of the Implementation Roadmap, making it more Agile
• This form of plan supports preserving options as an aspect of look-ahead planning
• It creates a visible radiator for the Lean-Agile Center of Excellence's (LACE) daily stand-ups
• Organizations, including stakeholders, will more quickly acclimate to, and adopt, and orderly visual plan for transformation