Most Recent Scaled Agile SAFe-DevOps Exam Questions & Answers

The statement that describes the Lean startup lifecycle is: Define the hypothesis, build a minimum viable product (MVP), continuously evaluate the MVP while implementing additional Features until WSJF determines work can stop. The Lean startup lifecycle is a highly iterative build-measure-learn cycle that has proven to be effective in optimizing the economic value of strategic investments. It consists of three learning milestones: MVP, tune the engine, and pivot or persevere. The MVP is the smallest possible experiment that allows the enterprise to test the assumptions and hypotheses of an epic or a large initiative. The tune the engine phase involves quickly adjusting and moving towards the goal based on the data and feedback gathered from the MVP. The pivot or persevere phase involves deciding whether to deliver additional value or move on to something more valuable based on the validated learning. The Lean startup lifecycle is supported by the SAFe Lean Startup Cycle, which provides guidance and tools for applying the Lean startup principles in the context of SAFe. The SAFe Lean Startup Cycle includes the following steps:

Define the hypothesis -- This step involves creating an epic hypothesis statement that defines the initiative, its expected benefits, and its leading indicators.

Build the MVP -- This step involves defining, building, and deploying the MVP that tests the hypothesis and delivers the minimum amount of value to the customer.

Evaluate the MVP -- This step involves measuring and analyzing the results of the MVP against the leading indicators and the hypothesis.

Implement additional Features -- This step involves developing and delivering additional features or capabilities that enhance the value proposition of the initiative, based on the learning from the MVP.

WSJF determines work can stop -- This step involves using the Weighted Shortest Job First (WSJF) prioritization method to determine whether the initiative has delivered enough value to the customer and the enterprise, or whether it needs more investment or termination3

According to the SAFe DevOps Practitioner 6.0 study guide1, Lean UX is used in Continuous Exploration to create a platform to continuously explore. Continuous Exploration is the process of creating alignment on what needs to be built, synthesizing Solution ideas into ART Backlog Features, and utilizing WSJF to prioritize a DevOps backlog. Lean UX is a team-based approach to building better products by focusing less on the theoretically ideal design and more on iterative learning, overall user experience, and customer outcomes. Lean UX design extends the traditional UX role beyond merely executing design elements and anticipating how users might interact with a system. Instead, it encourages a far more comprehensive view of why a Feature exists, the functionality required to implement it, and the benefits it delivers. By getting immediate feedback to understand if the system will meet the fundamental business objectives, Lean UX provides a closed-loop method for defining and measuring value. Therefore, Lean UX is used in Continuous Exploration to create a platform that enables teams to experiment with different hypotheses, validate their assumptions, and learn from their failures.

The reason why it is important to take a structured approach to analyze problems in the delivery pipeline is that it helps ensure that actual causes of problems are addressed, rather than symptoms. A structured approach to problem analysis involves following a systematic and logical process to identify, define, and understand the root causes of a problem, and to propose and evaluate possible solutions. A structured approach can help avoid jumping to conclusions, making assumptions, or applying band-aid fixes that do not solve the underlying issues. A structured approach can also help involve the relevant stakeholders, collect and analyze data, prioritize and categorize problems, and communicate and document the findings and recommendations.Some examples of structured approaches to problem analysis are the 5 Whys, the fishbone diagram, the Pareto chart, and the PDCA cycle

Continuous means to deploy to production as often as possible and release when the business needs it in the context of continuous delivery in SAFe DevOps. Continuous delivery is the ability to deliver value to the end user whenever there is a business need. It requires a Continuous Delivery Pipeline (CDP) that supports the integration, automation, and collaboration needed to effectively develop and operate a solution. Continuous delivery enables the enterprise to respond to changing customer needs and market conditions with speed and quality. Continuous delivery does not mean releasing every change to the end user immediately.Rather, it means decoupling deployment from release, and allowing the business to decide when to release the new functionality based on customer demand and economic outcomes1

The Boundaries and Limitations portion of the DevOps Transformation Canvas is used to capture improvement items that require the support of other people or teams. These are items that are outside the scope or control of the current team or value stream, but are necessary for achieving the DevOps vision and goals.They help to identify dependencies, risks, and stakeholders that need to be engaged or aligned