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1.)Ann is invited to help an Agile Release Train (ART) that has struggled through multiple Innovation and Planning (IP) Iterations. They just finished the second Iteration in the Program Increment (PI) and have nothing to demonstrate at the System Demo.

Program stakeholders are really concerned. What should Ann do?

• Rearchitect the system so that there are no dependencies between the teams,

and integration is not needed

• Replan the current PI: De-scope to leave enough time to integrate what has

been built during the IP Iteration

• Stop working on any new functionality and fully integrate and test the system:

adjust scope based on learnings

• Have every team demonstrate their team increment to the stakeholders

separately in the team branch

2.)What occurs during the Agile release train (ART) Inspect and Adapt (I&A)  event ?

• Solution Demo à a verifier
• Iteration Metrics update
• Program predictability measure update à je pense c ça
• Iteration Review

3.)Time to market is too long and the team is unsure which part of the process is problematic. What should be done first?

• Organize a Value Stream mapping workshop and confirm all key participants
• Redo your Metrics and start reporting daily on progress and impediments
• Ask leadership for direction
• Redo your weighted shortest job first (WSJF) calculations and adjust as necessary

4.)When the Lean-Agile Center of Excellence (LACE) acts as an Agile Team, which two team practices are they likely to use? (Choose two.)

• Build Lean-Agile Budgets
• Plan a Program Increment (PI)
• Use test-driven development
• Run an Iteration Retrospective
• Build a Lean portfolio

5.)Which legacy practice slows the move to Lean Portfolio Management?

• Centralized annual planning
• Demand management
• Fact-based milestones
• Rolling-wave planning