Passing the qualifying exam SAFE-SGP will not only help you earn the prestigious SAFe Government Practitioner (SGP) certification, but it will also open up exciting career opportunities in the field of government practices. PassQuestion is dedicated to providing you with the latest and most comprehensive SAFe Government Practitioner SAFE-SGP Exam Questions, ensuring that you are fully prepared and confident to pass your exam with ease successfully. With our carefully curated SAFe Government Practitioner SAFE-SGP Exam Questions, we aim to empower you to not only pass the exam but also to excel in your future endeavors as a SAFe Government Practitioner (SGP).

SAFe 5 Government Practitioner Exam

A Certified SAFe 5 Government Practitioner (SGP) is an SAFe change agent who uses principles and practices of the Scaled Agile Framework to execute and release value through Agile Release Trains to lead a Lean-Agile transformation of a program inside a government agency. A Certified SAFe Government Practitioner (SGP) understands and can lead a Lean-Agile transformation program inside a government agency. SGPs drive successful organizational change by building high-performing, multi-vendor Agile teams and programs, managing technology investments in Lean flow, acquiring solutions with Agile contracting, launching the program, and planning and delivering value using SAFe.

Exam Information

Duration: 90 minutes
Number of questions: 45
Passing score: 33/45 (73%)
Question format: Multiple choice (one answer) or multiple select (2-3 answers)
Delivery: Web-based, closed book, no outside assistance, timed
Languages offered: English
Cost: First attempt included in the course registration fee if taken within 30 days of course completion. Each retake or attempt past the 30-day window is $50

Exam Sections and Percentages

Advance Lean-Agile in government (11%)

• Determine the Problem to be Solved
• Describe the Basic Constructs of SAFe
• Describe the Basic Constructs of the Implementation Roadmap

Embrace a Lean-Agile mindset (7%)

• Embrace the Lean Mindset
• Support the Agile Manifesto

Apply SAFe Principles (18%)

• 1 - Take an Economic View
• 2 - Apply Systems Thinking
• 3 - Assume Variability; Preserve Options
• 4 - Build Incrementally with Fast, Integrated Learning Cycles
• 5 - Base Milestones on Objective Evaluation of Working Systems
• 6 - Visualize and Limit WIP, Reduce Batch Sizes, and Manage Queue Lengths
• 7 - Apply Cadence, Synchronize with Cross-domain Planning
• 8 - Unlock the Intrinsic Motivation of Knowledge Workers
• 9 - Decentralize Decision-making
• Organize around Value

Create high-performing teams and programs (9%)

• Create high-performing Agile Teams
• Provision the key ART roles
• Coordinate and Integrate Multiple Agile Release Trains and Suppliers

Plan with cadence and synchronization (11%)

• Prepare to Experience PI Planning
• Create and Review Draft PI Plans
• Finalize Plans and Establish Business Value
• Review Final Plans and Commit to a Set of PI Objectives

Support program execution (7%)

• Guide Innovation and Continuous Exploration for Programs and Large Solutions
• Manage Flow of Value
• Update the Program Vision and Roadmap
• Define System Attributes with Features
• Set Priorities with Backlog Refinement
• Engage in Key SAFe Events

Map the path to agency and program agility (31%)

• Build Large Programs to Align with Agency Strategy
• Transition from Project to Lean flow of Epics
• Adopt Lean Budgeting Aligned to Value Streams
• Apply Lean Estimating and Forecasting with Cadence-based Development
• Modify Acquisition Practices to Enable Lean-Agile Development and Operations
• Build in Quality and Compliance
• Adapt Governance Practices to Support Agility and Lean Flow of Value

Lead successful change (6%)

• Lead by Example
• Adopt a Lean-Agile Mindset
• Lead the Change to SAFe

View Online SAFe Government Practitioner SAFE-SGP Free Questions

1. What are Business Epics in SAFe?
A. System attributes that deliver business value
B. Solution descriptions for the business
C. An Agile term that is equivalent to a government program
D. Solutions to address financial constraints
Answer: B

2. What type of decision may significantly affect lead time for systems development?
A. Using firm fixed price contracts
B. Using relative size estimating
C. Approved budget, required development tools, and dedicated team members
D. Prioritizing the product backlog using WSJF
Answer: A

3. What two visual reporting tools can be used to help maintain fiduciary tracking of government technology programs? (Choose two.)
A. Detailed spreadsheets
B. Pro formas
C. Feature progress charts
D. Burn-up charts
E. Integrated master schedules
Answer: C D

4. Which statement is true about optimizing batch sizes for newly-formed SAFe teams in a program?
A. Batch size optimization happens over time as teams figure out the balance between holding cost and transaction cost
B. Batch size is optimized immediately by looking at transaction and holding costs
C. Batch size is already optimized if there is continuous flow
D. Batch size is optimized when transaction and holding costs seldom change
Answer: A

5. What is the Manifesto for Agile Software Development?
A. A set of practices that originated from Scrum
B. A shared set of values and principles intended to improve software development
C. A set of four values and twelve principles that help organizations implement systems thinking
D. A value system that only applies to software development
Answer: B

6. Which represents a good example of an agency Strategic Theme?
A. Reduce agency IT spend
B. Create a ‘one-stop shop’ for all citizen-facing services provided by the agency
C. Comply with agency development lifecycle regulations
D. Improve cost and schedule performance of IT projects
Answer: B

7. Toward the end of the Iteration, the Product Owner raises a red flag stating there is an additional requirement that needs to be added to the current Iteration. The Agile Team could handle the requirement if they work late and over the next weekend. What should the Scrum Master do?
A. Accept the work and extend the Iteration, informing other teams about the delay in delivery of other committed stories
B. Meet with the team and if they agree to work overtime, accept the work
C. Talk to the Product Owner, compare the new work to existing backlog priorities, and negotiate a sustainable solution
D. Refuse the new requirement because it is too late to accept requirements at this point in the Iteration
Answer: C