SAFe LPM Certification Exam Sample Questions

LPM Dumps PDF, Lean Portfolio Management Dumps, download Lean Portfolio Management free Dumps, SAFe Lean Portfolio Management exam questions, free online Lean Portfolio Management exam questionsYou have to pass the LPM exam to receive the certification from SAFe. To increase the effectiveness of your study and make you familiar with the actual exam pattern, we have prepared this SAFe Lean Portfolio Management sample questions. Our Sample SAFe Lean Portfolio Management Practice Exam will give you more insight about both the type and the difficulty level of the questions on the SAFe Lean Portfolio Management exam.

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SAFe Lean Portfolio Management Sample Questions:

01. Test engineers sit in teams across four value streams. Each group has worked out its own way of handling test data, and the portfolio would like them to learn from one another without being told how to work.
Which mechanism fits what the portfolio wants?
a) A Community of Practice
b) A LACE-led training program covering the four value streams' test engineers
c) A test-data standard issued by the portfolio's Enterprise Architect
d) An Agile PMO working group that publishes the approved method
 
02. One Agile Release Train inside a value stream has had an exceptional period. It met every PI Objective it committed to, and its own quality measures improved. The value stream's outcome, the result the portfolio funded it to produce, has not moved.
What may the LPM function conclude from this?
a) The train's improvement is genuine, and the value stream's other trains are what is holding the outcome back
b) The outcome measure has stopped being informative and should be replaced with the train's own measures
c) The value stream stayed inside its guardrails this period, settling the portfolio's governance question
d) Portfolio performance is read on the value stream's end-to-end result, and a single train's improved delivery does not yet show that result moving
 
03. Across a portfolio, the value streams keep deferring the enabler work the Enterprise Architect says the solutions need, and spend on customer-facing features instead. Every one of them is inside its budget and inside the portfolio's guardrails.
Which response best fits Lean Portfolio Management?
a) State the portfolio's commitment to enabler work in the Lean Budget Guardrails, agreed with the Enterprise Architect
b) Shift budget from the value streams to a separate enabler value stream
c) Have the Enterprise Architect approve each value stream's spending plan
d) Raise the deferred enabler work at the Portfolio Sync
 
04. Three value streams each need a small amount of specialist cryptography work. None has enough of it to keep a full-time specialist busy, so each has been trying to hire its own, and two of the three posts have stood vacant for months.
What does Agile portfolio operations do with a specialty spread this thin?
a) Have each value stream fund its own specialist post from its own value stream budget and keep hiring
b) Provide the specialists as a shared service the value streams draw on
c) Ask the Enterprise Architect to publish a cryptography standard the trains can implement themselves
d) Route the work to whichever train has spare capacity
 
05. Asked to show that its portfolio is connected to the enterprise strategy, an LPM function points out that every approved epic names the Strategic Theme it serves.
How should that evidence be judged?
a) Strong evidence: the alignment of every approved epic was recorded before it was funded
b) Strong evidence: the Portfolio Kanban would not pass an unaligned epic
c) Weak evidence: the epics name themes rather than measurable outcomes
d) Weak evidence: no proposal has been turned down or stopped on theme grounds
 
06. Two very different solution approaches could each satisfy a portfolio epic, and the evidence available today does not separate them. The LPM function is being pressed to name one now so that a single forecast can be built.
What does the Lean-Agile mindset ask the portfolio to do?
a) Fund the approach with the stronger forecast and close the other one down
b) Keep both approaches alive and let evidence narrow the choice
c) Hand the choice to the Agile Release Trains that will build the solution
d) Sequence the two approaches by WSJF
 
07. A portfolio is convening Participatory Budgeting for the first time and has to decide who should be in the room.
Who takes part?
a) The enterprise finance function, which brings the portfolio's total and allocates it across the value streams
b) The Release Train Engineers of the ARTs in each value stream
c) The LPM function with the Business Owners and the value stream stakeholders
d) The Epic Owners of the epics awaiting implementation
 
08. Six months into a funded project, the market assumption its business case rested on has turned out to be false. The project is running to schedule and to budget, and it carries on.
Which weakness of project-cost accounting keeps the project running?
a) The budget was approved before the market assumption could be tested
b) Staying on plan is what counts as success
c) The original cost forecast turned out to be too optimistic
d) Spend is recorded against the project rather than the value stream
 
09. Epics move through a portfolio’s Portfolio Kanban without ever backing up at one of its limits. Its value streams' trains, though, start far more features each Planning Interval than they finish, and part-built features carry over interval after interval. A Business Owner proposes lowering the portfolio's own limits further so that less work reaches the trains.
How should the LPM function respond?
a) Leave the portfolio's limits alone and help the trains bound the work they have open
b) Lower the Portfolio Kanban's limits and admit fewer epics each interval
c) Set the number of features a train may keep open at once
d) Have the Agile PMO report each train's started and finished feature counts to the portfolio every interval
 
10. To save meeting time, a portfolio folds budget adjustments into the Portfolio Sync, which also reviews epic flow, and holds the Strategic Portfolio Review only when the enterprise strategy changes.
What does the portfolio lose by doing this?
a) Epic Owners lose the authority to fund their epics
b) Value stream budgets can no longer be adjusted between Participatory Budgeting sessions
c) The short horizon that gets impediments cleared while they still matter
d) Participatory Budgeting has nothing left to settle

Answers:

Question: 01
Answer: a		 Question: 02
Answer: d		 Question: 03
Answer: a		 Question: 04
Answer: b		 Question: 05
Answer: d
Question: 06
Answer: b		 Question: 07
Answer: c		 Question: 08
Answer: b		 Question: 09
Answer: a		 Question: 10
Answer: c

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