SAFE REAL TEST Questions 05 09 2021 1

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1. What do Agile Release Trains (ARTs) realize?
Development Value Streams
Development and operational Value Streams
Operational Value Streams
Business Value Streams
ANS: ARTs are organized around the Enterprise’s significant Development Value Streams and exist
solely to realize the promise of that value by building Solutions that deliver benefit to the end-user.
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2. Who is the content authority for an Agile Team?
The Scrum Master
The System Architect
The Product Owner
The Product Manager
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%20Product%20Manager%20acts,and%20Roadmap%20for%20the%20Team.
3. Why is it recommended to start with Essential SAFe?
A smaller number of teams is better when getting started
Team and ART agility must be in place before portfolio practices can be implemented
It prevents multiple ARTs being launched in parallel
Essential SAFe is adequate for the needs of most organizations
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4. What is one issue when organizing around hierarchical functions? ---- Need
It creates areas of specialization
It requires managers to coordinate the work -------?
It moves the decision to where the information is

It creates leaders at all levels
ANS: it is not how value flows
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5. How can an organization gain trust between the business and the development?
Deliver predictability
Reduce the amount of Features
Give teams access to the Program Kanban
Pair up IT with Epic Owners for all IT meetings
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6. What are the three primary keys to implementing flow? (Choose three.)(SAFE)
Increase the processing rate
Reduce context switching
Manage queue lengths
Reduce the batch sizes of work
Visualize and limit work in process (WIP)
Increase capacity
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queue-lengths/#:~:text=Summary,throughput%20and%20accelerate%20value%20delivery.
7. Which tool is used to manage the evolution of Capabilities?
The Solution Kanban
The Program Backlog
The Epic to Capabilities Funnel
The Capabilities Backlog
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Step-by-Step explanation
The program backlog. The program backlog is used to maintain enablers alongside
business features
8. Time to market is too long and the team is unsure which part of the process is
problematic. What should be done first?
Redo your Metrics and start reporting daily on progress and impediments
Organize a Value Stream mapping workshop and confirm all key participants
Redo your weighted shortest job first (WSJF) calculations and adjust as necessary
Ask leadership for direction
9. What is the target percentage for the program predictability measure?

70-80%
80-100%
90-100%
> 80%
(Verified from SAFE)
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10. When during PI Planning is the ROAM technique used to categorize program risks?
During the draft plan review
After the final plan review
During the management review and problem-solving meeting
During the final plan review
(Verified from SAFE)

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11. Why is it important to train Product Owners and Product Management before
launching the Agile Release Train (ART)?
In a Lean environment of continuous delivery and flow of value, the focus is on execution so it is
better to train before the launch
To help facilitate the first Program Increment (PI) Planning process
Because training the leaders for the first time should not occur with the teams
To have a better prepared initial Program Backlog for the first Program Increment (PI)
Planning
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%20Owners%20and%20Product%20Managers&text=These%20two%20roles%20are
%20critical,best%20fulfill%20their%20specific%20responsibilities.
12. Who is part of the development Value Stream?
Everyone in a Lean Enterprise
Everyone who is part of the operational Value Stream
Everyone used to build the business Solutions that Customers use
Everyone who delivers value using business solutions
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13. What is this statement defining: "A series of activities that have proven to be effective
in successfully implementing SAFe"?
The SAFe Implementation Roadmap
Essential SAFe
Train everyone, launch ARTs
The SAFe Quickstart Approach
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%20Roadmap%20consists,effective%20in%20successfully%20implementing%20SAFe.
14. When calculating weighted shortest job first (WSJF), what is the numerator?
Queue length
Value
Cost of delay
Job size
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15. Which activity occurs during the Agile Release Train (ART) Inspect and Adapt (I&A)
event?
Program predictability measure update
Solution Demo
Iteration Review
Iteration Metrics update
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16. Anchoring new behaviors in the culture is critical to sustaining change. In which step
of the roadmap does this typically occur?
Train Teams and Launch ART
Tipping Point
Accelerate
Train Executives, Managers, and Leaders
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17. What are three good key performance indicators to check the health of an Agile
Release Train (ART)? (Choose three.)
Predictability measure
Solution velocity
Number of retrospectives held
Percent of Features accepted
Number of commits per Iteration
Number of defects
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18. What should be used to reinforce the basics in the accelerate step of the
Implementation Roadmap?
Using advanced Lean-Agile techniques to build mastery
Applying learning across the Enterprise
Lean-Agile metrics
The ten critical success factors of Essential SAFe
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19. Which three SAFe roles help coordinate between multiple Agile Release Trains (ARTs)
within a Value Stream? (Choose three.)
Release Train Engineer (RTE)
Business Owner
Solution Train Engineer (STE)

Solution Management
Enterprise Architect
Solution Architect
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20. Which two disciplines are necessary for a learning organization? (Choose two.)
Mental models
Personal mastery
Design Thinking
Continuous Exploration
Lean Budgets
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21. What is the right use for the Introducing SAFe resource? ---- Need
Train Agile Release Train (ART) leadership before launching the ART
Train leaders and executives who do not have time for Leading SAFe
Introduce stakeholders to SAFe to drive interest in SAFe training
Train Agile Teams before Program Increment (PI) Planning
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22. What does Dunbar's number provide guidance for in the Scaled Agile Framework?
The number of people on an Agile Release Train (ART)
The number of teams on the ART
The number of people in a Development Value Stream
The size of a SAFe Portfolio
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23. What are two areas of focus when coaching the Inspect and Adapt (I&A) event?
(Choose two.)
Make sure the event finishes with clear improvement items for the Program Backlog
Prepare, in advance, the data for the quantitative section
Make sure all Scrum Masters are working as a single problem-solving team to surface and resolve
systemic impediments
If all key people cannot attend, delay the event as complete participation is key to its success
Verify that no two teams are working on the same problem during the problem-solving workshop
24. What are the top two reasons for adopting Agile in an organization? (Choose two.)
To increase predictability by reducing changes
To accelerate product delivery
To reduce project cost
To reduce risk by centralizing decision-making
To enhance the ability to manage changing priorities
25. What is the foundation of the SAFe House of Lean?
Relentless Improvement
Flow
Value
Leadership
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26. Who facilitates ART events?
The team of Scrum Masters
The Release Train Engineer (RTE)
Product Management
The Lean-Agile Center of Excellence (LACE)
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27. According to John Kotter, what is the importance of creating a powerful guiding
coalition?
It can build connections between Business and IT

It creates a cross-functional team
It can help guide the transformation
It enables better exploration of customer needs
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The Need for a Powerful Coalition Once an organization reaches its tipping point and the rationale
for a significant change becomes obvious, the difficult journey begins. In Leading Change, Kotter
discusses eight stages for guiding organizational transformation and what it takes to make it stick [1].
28. Who typically facilitates the Agile Release Train (ART) sync meeting?
Agile Program Management Office (PMO)
Product Management
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29. What is defined as the ability to compete and thrive in the digital age by quickly
responding to market changes and emerging opportunities with innovative business
solutions?
Business Agility
Organizational Agility
Agile Product Delivery
Portfolio SAFe
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30. Selecting the first ART for launch is an important step when creating an
implementation plan. Which factors should be considered when deciding which ART
to launch first?
Size of the ART
Geographic distribution
Significant program challenge or opportunity
Organizational change impact
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31. 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

No work is planned for the Innovation and Planning (IP) Iteration
Team work in process (WIP) limits are being ignored
Features are being delivered at the end of the last Iteration
Teams do not understand their Features and Epics
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32. Which statement is a value from the Agile Manifesto?
Customer collaboration over comprehensive documentation
Working software over following a plan
Responding to change over contract negotiation
Individuals and interactions over processes and tools

Answer
Customer collaboration over contract negotiation Customer collaboration over

ongoing internal conversation Customer collaboration over a constant indefinite
pace Customer collaboration over feature negotiation
33. Which of the following activities typically takes place during the problem-solving
meeting at the end of the first day of PI Planning?
Taking a confidence vote on the draft plans
Negotiating scope changes
ROAMing risks
Assigning business value to the teams' draft PI Objectives
34. What is one way Lean-Agile leaders lead by example?
By mastering the seven core competencies of the Lean Enterprise
By adopting a growth mindset

By applying empathic design and focusing on Customer Centricity
By acting with honesty, integrity and transparency
Answer:
By applying emphatic design and focusing on customer centricity
The Lean-Agile mentality, values, concepts, and methods of Safe learning and modelling,
and ultimately to a new way of living. It is one of the Lean Enterprise's fundamental skills,
each needed for Business.
35. What is one of the responsibilities of the SAFe Program Consultant (SPC) change
agent?
Recommend and implement the Agile lifecycle management tool
Facilitate the Inspect & Adapt (I&A) event
Select Iteration duration length for the Agile Release Train (ART)
Coach Release Train Engineers (RTEs) on their role
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36. What responsibilities are associated with the System Team?
End-to-end system testing
Creating new automated test scenarios
Defining Solution architecture
Building and maintaining a production-equivalent staging environment
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37. Optimizing flow means identifying what?
Value streams
Delays
Key performance indicators
Predictability issues of the train
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38. When should a Lean portfolio be established?
When we have a significant initiative to deliver

When there are multiple Agile Release Trains (ARTs) that require coordination
When the lack of communication between strategy and execution is hurting value
delivery
As part of the accelerate step on the Implementation Roadmap
39. What are two ways Lean Budget Guardrails guide Value Stream investment
decisions? (Choose two.)
By establishing capacity allocation
By time criticality
By prioritizing work by return on investment
By empowering the Product Owners to sequence the Solution Backlog
By requiring approval of large Epics
40. Why launch an ART using the quickstart approach?
It allows the teams to begin with Program Increment (PI) Planning and then reinforcing the
knowledge by learning SAFe for Teams the next day
It reduces the number of Scrum Masters required to support SAFe teams
It makes it much clearer to stakeholders that waterfall is not a good investment
It increases engagement and focuses everyone all at once and with purpose and
intent
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QUICKSTART.pdf
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41. What is an example of applying cadence and synchronization in SAFe?
Using a Portfolio Kanban system
Creating cross-functional teams
Working in iterations
Conducting a System Demo
42. Juan is the coach of a new Agile Release Train (ART). All members of the train are
new to Agile. After two Iterations Juan is hearing that most teams have problems
running all of their team events. He does not have time to attend the events for all
teams.
What two things can he do?

(Choose two.)
Coach the Scrum Masters by establishing a community of practice
Attend the Release Management meeting to understand possible problems
There is nothing to be done mid-PI; problems that are critical enough will be raised in the
Inspect and Adapt (I&A) event and handled there
Attend as many events as possible in the first Program Increment (PI) and attend more in the
following PIs
Attend the Iteration Retrospectives as this will give him the most opportunity to help
43. Which legacy practice slows the move to Lean Portfolio Management?
Bringing the work to the people
Centralized work intake
Demand management
Objective milestones
ANS:As we know that Lean Portfolio management is a part of the Agile Methodology and
Rolling Wave planning, Fact Based Milestone and Demand Management are initially done
on a macro level and then move to detailing while the centralized annual planning would
lead to slower movement as it starts with the micro level and then are implemented for a
centralized level
44. What are two reasons to manage an implementation plan as a Roadmap? (Choose
two.)
This approach supports preserving options
Organizations, including stakeholders, will more quickly acclimate to, and adopt, an
orderly visual plan for transformation
It prevents the organization looking too far into the future
It ensures that all the decisions around the implementation plan are centralized
It allows the organization to plan their change activities to full capacity
45. There are two Value Streams in SAFe. One is the Operational Value Stream. What is
the other?
Development Value Stream
Network Value Stream
Continuous Delivery Value Stream
Solution Value Stream
46. Relentless improvement, as defined in the Scaled Agile Framework, includes which
two activities? (Choose two.)
Holding employee reviews to provide fast feedback
Applying Lean problem-solving tools and techniques
Holding people accountable
Reflecting at key Milestones
Building long-term relationships based on trust
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47. An Inspect and Adapt (I&A) event is occurring and a program is trying to address a
long-existing problem–unreliable Program Increment (PI) commitments. One of the
participants suggests that they are working on too many things at one time.
What aspect of the program causes uncontrollable amounts of work in

process (WIP)?
Teams do not do a good job of task-switching
All program teams are cross-functional so every team creates work in multiple areas at the
same time
Stories are too small
Items in the Program Backlog are large chunks of work at different layers of the
system instead of true Features
48. 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 a Lean portfolio
Run an Iteration Retrospective
Build Lean-Agile Budgets
Plan a Program Increment (PI)

Use test-driven development
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49. What is the recommended order of classes and activities when launching an Agile
Release Train (ART) using the quickstart approach?
SAFe Implementation Plan, SAFe for Teams, Program Increment (PI) Planning
Leading SAFe, SAFe for Teams, Program Increment (PI) Planning
SAFe for Teams, Program Increment (PI) Planning, SAFe workshops
Introduction to SAFe, SAFe for Teams, Program Increment (PI) Planning
ANS:
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50. What primary reason for change makes it easiest to drive a transformation across the
Enterprise?
The competition has made this change
Leadership has mandated this change be completed as of a specific date
A mission-critical application or Solution is jeopardizing the Enterprise's continued

success
Following a market trend
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51. SAFe's first Lean-Agile Principle includes 'Deliver early and often' and what else?
Deliver value incrementally
Apply systems thinking
Apply cadence
Decentralize decision-making
52. Which three actions are needed to launch an Agile Release Train (ART)? (Choose
three.)
Identify Shared Services
Decide Iteration and Program Increment cadence
Identify who will set the business context
Have a strategy for unit testing and test automation
Identify the Release Train Engineer (RTE)
Identify the System Team
53. In order to leverage the full flow of value which option should be the next Agile
Release Train (ART) to launch?
A train in the same value stream
The next train to volunteer
A train in a different portfolio
A train in a different value stream
A train in the same value stream

Relentless improvement as defined in the scaled agile framework includes which two
activities?
Reflect at key milestones
Apply lean problem-solving tools and techniques
54. Why is it important to set the date for the first PI Planning when preparing to launch
an ART?
It acts as a forcing function
It sets the priority of the preparation activities
It helps to control the amount of work taken into the PI Planning event
It determines the length of the PIs
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55. What are two of the SAFe Core Values? (Choose two.)
Program execution
Transparency
Customer Centricity
Quality
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%20Values%20of,participates%20in%20a%20SAFe%20portfolio.
56. What are two benefits of 'big room training'? (Choose two.)
The Program Backlog can be ready for the training
Everyone on the train hears the same message
Smaller classrooms provide more efficient learning environments
Leaders do not need to attend multiple times
It accelerates launch timelines
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57. How does SAFe provide a second operating system that enables Business Agility?
By focusing on customers, products, innovation, and growth
By replacing the hierarchy with a network
By organizing the second operating system around operational value stream
By creating stability and hierarchy
58. Ann is invited to help an Agile Release Train (ART) that is struggling. They just finished
the second Iteration in the Program Increment (PI) and have nothing to demonstrate
at the System Demo. What steps might Ann recommend?
Continue to work on new functionality and reserve time to fully integrate the system during
the IP Iteration.
Stop working on any new functionality and fully integrate and test the system; adjust
scope based on learnings
Re-architect the system so that there are no dependencies between the teams, and
integration is not needed
Have every team demonstrate their team increment to the stakeholders separately in the
team branch
ANS: -Re-plan the current PI. De-Scope to leave enough time to integrate what has
been built during the IP iteration
Answer:
● Stop working on any new functionality and fully integrate and trust the system,
adjust scope based on learnings
Step-by-Step explanation
After the second iteration of the program without any demo for demonstration, then the
best option for Ann will be stopping any upcoming functionality and focus on integrating
and evaluating the entire system. This will help Ann in determination of whether there is a
need to change the scope of the project on the basis of learning.
Step-by-step explanation
One of the key aspects about the iteration is that it is more of a plan such that at the time
when there is the need to have fastest learning cycle, the iteration should be re-planned
and the requirements taken into account in order to enable fast learning cycles. This will
eliminate the instances of bottlenecks as the concern of whether adjusting the scope
would bring about the solution to the bottlenecks shall have remedied. So, when the
current PI is re-planned, then definitely there will be enough time to integrating what has
been built during the IP iteration.
59. Niccolo is invited to help a program where, even though not mandated by the external
environment, management requires teams to make big, up-front, and detailed scope
commitments for every release.
What three things can Niccolo do to best coach the decision-makers?

(Choose three.)
Satisfy the immediate need and improve later
Illustrate the power of feedback in content decision-making
Explain that too much up-front detail demotivates Product Owners as they have almost
nothing to do afterwards
Emphasize the value of 'responding to change' from the Agile Manifesto
Explain the benefits of releasing at the end of the Program Increment (PI)
Explain the 'understand and exploit variability' principle of product development flow
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60. What is the call to action when promoting SAFe during a meeting with company
executives?
Launch one pilot Agile Release Train (ART) and then learn and adapt
Train leaders and managers and then decide on the next steps
Propose a large preparation (teams, HR, organization) and then select a date to start the
transformation
Organize a Value Stream identification workshop to determine the dependencies and to

synchronize the Agile Release Train (ART) launch
1. What type of objectives are used to identify work that can be

variable within the scope of a PI?
Uncommitted objectives are used to identify work that can be variable within the scope of
a PI. The work is planned, but the outcome is simply not certain. Teams can apply
uncommitted objectives whenever there is low confidence in meeting the objective.
2. What is one new SAFe 5.0 tool used to express Strategic Themes?
Objectives and key results
3. In what situation would a team use uncommitted objectives? The

team has a dependency on an external contractor who has been unreliable in the
past
4. Built-in Quality is a dimension of Team and Technical Agility and

what else?
A SAFe Core Value
5. In SAFe's CALMR approach to DevOps, what does the "R"

represent?
Recovery
6. What is the foundation the customer-centric enterprise?
Market and user research
7. Why was the Dev Team removed from SAFe 5.0?

To better relate to business teams
8. When should Continuous Exploration activities take place?

Every iteration
9. Which of the seven core competencies addresses the other solutions

that are necessary to deliver complete enterprise value?
Lean Portfolio Management
10. Which Continuous Delivery Pipeline event(s) should happen every

Iteration?
Continuous Exploration, Continuous Integration, and Continuous Deployment
11. Which tool or process supports customer centricity? Design

thinking
12. Which backlog contains user stories a team may be working on?
The Team Backlog
13. The Product Owner is involved in which activity? ART sync

14. When is the System Demo conducted during Program
Execution?
At the end of every iteration
15. What do Burn-up charts show in the Iteration progress?
Planned Vs Actual
16. In SAFe®, which two items belong in the Team Backlog?

(Choose two.)
1. user / enabler Stories 2. Spikes
17. What does SAFe Principle #3, "Assume variability; preserve
options," enable?
Better economic results
18. What is the primary purpose of Strategic Themes? Connect

the portfolio to the enterprise business strategy
19. An Epic spanning two PIs was approved for implementation. What is
the optimum implementation path from a Lean-Agile perspective?
Demonstrate the progress to key stakeholders after first PI and make a decision how to
proceed with the Epic in the second PI
20. What is the primary goal of decentralized decision-making? Minimize

work-in-progress
21. Which statement is most accurate about the Program Vision? It

expresses the strategic intent of the Program
22. What is the connection between feedback and optimum batch

size?
Lack of feedback contributes to higher holding cost
23. What are two goals of the Feature section of the Program
Kanban? (Choose two.)
Facilitate Feature readiness
Visualize the state of each feature
Which statement is true about Model-Based Systems Engineering (MBSE) in

SAFe?
MBSE allows a team to explore solution options earlier
What are two reasons organizational leaders should “take a systems

view”? (Choose two.)
To optimize the system as a whole
Because some systemic changes that could dramatically improve teams' environments can
only be made by the leaders
Which three statements are true about the role of Lean-Agile Leaders?
(Choose three.)
They lead by example
They lead the change
They exemplify the lean-agile mindset, values, and principles
Communities of Practice best solve which problem in a Lean-Agile

Enterprise?
Optimizing by cross-functional teams
Which two areas do Capabilities live in the SAFe Requirements Model?

(Choose two.)
Under Epics
Above Features
Which three roles are most responsible for ensuring successful execution at
the Large Solution Level? (Choose three.)
Solution Train Engineer
Solution Management
Solution architect/Engineer
What do Work-in-Process constraints create?

Forced capacity matching
Which role accepts Capabilities as done?
Solution Management
What is a SAFe-recommended approach to implement a crosscutting

Epic that spans multiple PIs?
All agile release trains and solution trains demonstrate their work with respect to the epic
at every PI boundary
What is the goal of Lean?

sustainable shortest lead time, best quality, and value
Who facilitates the Scrum of Scrums?
Release train engineer
The three pillars of Scrum are transparency, inspection, and what else?
Adaptation
Who defines the final scope of a committed Iteration?
The agile team
What is the main reason for the System Demo?

To enable faster feedback by integrating across teams
Who participates in the backlog refinement event?

The scrum master and product owner
The Scrum Master facilitates which three events in SAFe? (Choose

three.)
Iteration planning
Daily stand-up
Retrospective
Every Iteration each team plans, builds, tests, integrates, and what?
reviews their work
What are two inputs to PI Planning? (Choose two.)

Top-10 features
Product/Solution Vision
Which two options are considered Agile practices? (Choose two.)

 Test-Driven Development
 Timeboxing
What is one of the most important tasks of a Scrum Master?
 Fostering collaboration
Which two statements describe the design of the Team Kanban board? (Choose
two.)
 It
has a WIP limit for every stage that is adjusted by what is happening  It is designed
by the team with coaching from the Scrum Master, and it is based on the team's
workflow
What benefit does cadence development provide?
 Limits variability
What does an Improvement Backlog capture?
 New practices the team wants to adopt
What are two examples of an organizational structure anti-pattern? (Choose two.)
 The team’s manager is also the Product Owner

 There are two Product Owners for the team
What are two actions a team can take to improve economic outcomes? (Choose
two.)
 Create a Research Enabler

 Automated testing
What is a typical measurement in Kanban?
 Average WIP
Which two statements describe the design of the Team Kanban board? (Choose
two.)
 It is designed by the team with coaching from the Scrum Master, and it is based
on the team's workflow
 It has a WIP limit for every stage that is adjusted by what is happening
What does an Improvement Backlog capture?

 New practices the team wants to adopt
What are two reasons the 5 Whys technique is effective? (Choose two.)
 It reveals the nature of the problem through repeating "why" five times  It explores the
cause and effect relationship underlying a particular problem
Within the Continuous Exploration aspect of the Continuous Delivery Pipeline,
what helps gather more feedback about customer needs?
 Research
How is completeness and accuracy of a particular step in a Value Stream
measured?
 Percent of work that the next step can process as is

https://v5.scaledagileframework.com/continuous-delivery-pipeline/
SAFe synchronizes which three critical elements of a complex technology
development program? (Choose three.)
 Alignment
 Delivery
 Collaboration
What is supported by flexible system designs?
 Changing requirements
What are three Solution Train roles at the Solution level? (Choose three.)
 Solution Architect
 Solution Management
 Solution Train Engineer
What is the foundation of Lean?
Leadership
The concept of self-organizing teams is extended to which type of group?
 Teams-of-Agile-Teams, applying Lean thinking to understand and

relentlessly improve the systems that support their critical work What is the
purpose of a program vision?
 To describe to the teams the value the system is delivering to the customer
How could this hypothesis be validated: Adding a "Buy Now" button will get
quicker sales, as measured by the time from item selection to payment"?
 Add telemetry to track the amount of time

What is one fundamental difference between Agile Software Engineering and
Waterfall?
 Agile supports test-first development

How do story maps align a team and their backlog?
 By creating a shared understanding of the stories needed to complete a system
feature
The SAFe principle "Apply cadence, synchronize with cross-domain planning"
relates to which SAFe value?
 Alignment
What is the purpose of dynamic models?
 They are used when there are numerous and complex interactions When is
Test-Driven Development (TDD) executed?
 During coding
https://v5.scaledagileframework.com/test-driven-development/
NEXT
Which two actions can slow the delivery of value? (Choose two.)
 System delays
 Loopbacks
https://www.scaledagileframework.com/blog/enabling-technical-agility-in-the lean-
enterprise-vlog-series-accelerating-flow/
Which two concepts are included in internal quality? (Choose two.)
 Modifiability
 Testability
https://v5.scaledagileframework.com/built-in-quality/
https://v5.scaledagileframework.com/blog/enabling-technical-agility-in-the lean-
enterprise-vlog-series-built-in-quality/
Which two responsibilities do Enterprise Architects have in value stream
coordination? (Choose two.)
 Technical guidance for NFRs for the portfolio Solution set  Foster
flow by identifying runway
https://v5.scaledagileframework.com/enterprise-architect/
In addition to automation, what does DevOps strongly advocate?
 Monitoring
https://v5.scaledagileframework.com/devops/
A set of values and practices that support the active evolution of the design and
architecture of a system while implementing new system capabilities describes
which SAFe concept?
 Agile Architecture
https://v5.scaledagileframework.com/agile-architecture/
What are three characteristics of Strategic Themes? (Choose three.)
 Driving Portfolio innovation and differentiation

 Providing business context for decision-making
 Differentiating business objectives that connect a Portfolio to enterprise
strategy
https://v5.scaledagileframework.com/strategic-themes/
What are three practices for building large Solutions? (Choose three.)
 Build and integrate the Solution with a Solution Train  Capture and refine system
specifications as fixed/variable Solution Intent
 Build Solution components and capabilities with ARTs
https://v5.scaledagileframework.com/large-solution-safe/
What does Agile Architecture balance?
 Emergent design and intentional architecture

https://v5.scaledagileframework.com/agile-architecture/
A Feature planned for the current PI was not completed and a third of the work
remains to be done. What should happen?

 The remaining work needs to be estimated and that size is used in WSJF
https://v5.scaledagileframework.com/story/
https://v5.scaledagileframework.com/wsjf/
An event that is focused on overall program execution and impediment escalation.
What is this statement describing?
 Scrum of Scrums
https://v5.scaledagileframework.com/program-increment/
What should the RTE do if the average of the confidence votes is less than three
fingers?
 Rework the plan until a high level of confidence is

reached https://v5.scaledagileframework.com/pi-
planning/
The RTE ensures that PI Objectives are used during which two occasions? (Choose
two.)
 Scrum of Scrums
 System Demo
https://v5.scaledagileframework.com/release-train-engineer-and-solution train-
engineer/
The System Team is starting to see an increase in the volatility of the Continuous
Integration (CI) environment. As component teams are evolving the system
interfaces, an increasing number of CI jobs are not being triggered for the changes
being introduced and dependencies are becoming less visible to developers. What
is the best course of action for the RTE to take?
 Work with Engineering Management to ensure CI is included in the Definition

of Done
https://v5.scaledagileframework.com/release-train-engineer-and-solution train-
engineer/
https://v5.scaledagileframework.com/continuous-integration
How can RTEs network and interact with one another to improve job skills and
knowledge?
 Join or form an RTE Community of Practice

https://v5.scaledagileframework.com/communities-of-practice/ Which Guardrail is
used to balance architecture and feature investment when planning Program
Increments?
 Capacity Allocation
https://v5.scaledagileframework.com/program-and-solution-backlogs/ As a
Product Manager doing Continuous Exploration, what is one of the best ways to
gain feedback on products or services?
 Gemba walks
https://v5.scaledagileframework.com/continuous-exploration/
What does Solution Intent describe?
 The behavior of the solution

https://v5.scaledagileframework.com/solution-intent/
Which Question
provides understanding of the value of the market segment?
 How much is being spent?

https://v5.scaledagileframework.com/continuous-exploration/
What is one reason to capture dimensions and magnitude of value?
 Toimprove value capture for internal products and pricing models, and marketing for
external products
https://v5.scaledagileframework.com/organize-around-value/
The role of the Product Manager is most similar to what other role in SAFe?
 Solution
Manager
https://v5.scaledagileframework.com/product-and-solution-management/ What
would a User Experience professional use to develop a persona?
 Case studies
https://v5.scaledagileframework.com/lean-ux/
What is the primary purpose of a Customer Journey Map?
 Understand and design the customer's experience

https://v5.scaledagileframework.com/design-thinking/
Which Guardrail is used to balance architecture and feature investment when
planning Program Increments?
 Capacity Allocation
https://v5.scaledagileframework.com/program-and-solution-backlogs/
Non-functional requirements are key architecture concerns and system
qualities that are sometimes known as what?
 The “ilities”— reliability, usability, scalability, maintainability, etc.

https://v5.scaledagileframework.com/nonfunctional-requirements/
How are PI objectives quantified?
 By assigning Business Value

https://v5.scaledagileframework.com/pi-objectives/
Which system qualities are typically design constraints or restrictions on the system?
 Non-functional Requirements
https://v5.scaledagileframework.com/nonfunctional-requirements/
Who is responsible for accepting stories in the Iteration?
 Product Owner
https://v5.scaledagileframework.com/product-owner/
The Daily Stand-up time box recommendation is how many minutes?
 15 minutes
https://v5.scaledagileframework.com/scrumxp/
The responsibility of representing the customer to the Agile team belongs to which
role?
 Product Owner
Which statement is true about the Product Owner (PO) role in the Enterprise?
 The PO works with the team to prioritize the Team Backlog

What is one Core Value of SAFe®?
 Program execution
https://v5.scaledagileframework.com/safe-core-values/
What are two things a well thought out Vision communicates? (Choose two.)
 What problems are being solved
 What are the non-functional requirements
https://v5.scaledagileframework.com/vision/
A Product Manager discusses a Feature with a client. This action is an example of
what?
 Customer collaboration
https://v5.scaledagileframework.com/product-and-solution-management What
are the three components to Cost of Delay? (Choose three.)
 User business value

 Time criticality
 Risk reduction - opportunity enablement
https://v5.scaledagileframework.com/wsjf/
What is a key characteristic of the SAFe® approach to managing programs?
 Fixed cadence and synchronization

What is the Product Manager's role in PI Planning?
 Negotiate scope
https://v5.scaledagileframework.com/product-and-solution-management/
How is value at the Portfolio Level described?
 Business and Enabler Epics

https://v5.scaledagileframework.com/portfolio-level/
Which two Lean Portfolio Management practices will accelerate the flow of
value to the customer?
(Choose two.)
 Control Work in Process with a Portfolio Kanban system  Organize people

around Value Streams/Agile Release Trains
https://v5.scaledagileframework.com/lean-portfolio-management/ What are two
key inputs to participatory budgeting? (Choose two.)
 Potential Value Stream Epics
 Business context
https://v5.scaledagileframework.com/lean-budgets/
Which item is included in the Portfolio Context?
 Qualitative data
https://v5.scaledagileframework.com/portfolio-level/
Why would a single Portfolio create multiple Portfolio Canvases?
 To explore multiple future state possibilities

https://v5.scaledagileframework.com/lean-portfolio-management/
What is one of the Agile product management office responsibilities?
 Moving to objective milestones

https://v5.scaledagileframework.com/product-and-solution-management/
What does a SAFe Portfolio manage?
 One or more development Value Streams

https://v5.scaledagileframework.com/identify-value-streams-and-arts/
What are key outputs of participatory budgeting?
 New value stream budgets and an agreed upon list of Epics

https://v5.scaledagileframework.com/lean-budgets/
What is a leadership activity of the Lean Agile Center of Excellence?
 Fostering Communities of Practice

https://v5.scaledagileframework.com/communities-of-practice/
What do the ‘C’ and the ‘R’ stand for in a CALMR approach to DevOps?
 Culture and Recovery

Which activity supports the flow of value through the Release on Demand aspect of
the
Continuous Delivery Pipeline?

 Release
Continuous Deployment includes which two activities? (Choose two.)
 Monitor
 Respond
https://v5.scaledagileframework.com/continuous-deployment/
What is an activity ratio?
 Lead process time divided by lead time

What is the ultimate goal of DevOps in SAFe?
 To enable Agile Release Trains to deliver value more frequently

What is BDD?
 Behavior-Driven Development
https://v5.scaledagileframework.com/behavior-driven-development/
SAFe® 5 Scrum Master | Rise 360rise.articulate.com
SAFe® 5 Advanced Scrum Master | Rise 360rise.articulate.com
SAFe® 5 DevOps Practitioner | Rise 360rise.articulate.com
SAFe® 5 Lean Portfolio Manager | Rise 360rise.articulate.com
SAFe® 5 Product Owner /Product Manager | Rise 360rise.articulate.com
SAFe® 5 Agile Product and Solution Manager | Rise 360rise.articulate.com
SAFe® 5 Release Train Engineer | Rise 360rise.articulate.com
SAFe® 5 Architect | Rise 360rise.articulate.com
SAFe® 5 Agile Software Engineer | Rise 360rise.articulate.com
SAFe® 5 Governm ent Practitioner | Rise 360rise.articulate.com
1. Besides Inspection and transparency, which one is third pillar of Empiricism? –

Adaptation
2. What are the two ways to describe a cross-functional Agile Team? (Choose Two)  They
can define, build, and test a feature or component
 They are optimized for communication and delivery of value
3. Which statement ts with the SAFe Core Value of Built-in Quality?
 You cannot scale crappy code
4. The House of Lean is a classic metaphor describing the mindset essential for Lean
thinking. Which one of the four pillars advocates a "Get out of the office" mindset?
 INNOVATION
5. Which SAFe Core Value best supports why teams and stakeholders attend PI
Planning?
 ALLIGNMENT
6. What is the foundation of the SAFe House of Lean?
 LEN- AGILE LEADERSHIP
7. Which one of the following is the goal of lean?
 Sustainable shortest lead time, best quality and value
8. Which two areas are part of the Scaled Agile Framework Core Values? (Choose Two) 
Built-in Quality
 Alignment
9. What is the ROOF of the Scaled Agile Framework House of Lean? 
VALUE
10. How does SAFe extend the Agile Manifesto foundation to the level of team of teams?  By
applying Lean thinking to understand and improve the systems that support the teams
11. Which pillar of the House of lean can help explain why projects often block enterprise
Agility?
 Respect for People & Culture
12. What is the biggest benefit of decentralized decision-making to the customer? 

Delivering value in the sustainably shortest lead time
13. What are the three primary keys to implementing flow? (Choose three.) 
 Visualize and limit Work-in-Process

 Manage queue lengths
14. What is one benefit of unlocking the intrinsic motivation of knowledge workers?
 To provide autonomy with purpose, mission, and minimum constraints
15. The SAFe Principles should be implemented in sequential order rather than
concurrently
 FALSE
16. Which of these Lean-Agile Principles is one of the 9 SAFe principles? 

Build incrementally with fast, integrated learning cycles
17. The SAFe Principle “Assume variability; preserve options” enables------------ 

Better economic results
18. SAFe first Lean-Agile Principle includes "Deliver early and often" and what else? 
19. Which three types of decisions should remain centralized even in a decentralized
decision-making environment? (Choose Three)
 Long lasting decisions
 Long lasting decisions
 Decisions with significant economies of scale
20. A system is observing faster and lower variability with the small batch size. Then which two
statements are true about batch size? (Choose Two)
 Co-Location enables small batch size
 Severe project slippage is the most likely result of large batches
21. Which SAFe Principle includes providing autonomy with purpose, mission, and minimum
constraints?
 Unlock the intrinsic motivation of knowledge workers
22. Optimizing the solution result in identifying and reducing what?

 Delays
23. The SAFe Implementation Roadmap is based on what?

 Effective Agile Release Train launches based on SAFe Adoption
24. What are the first three steps of the SAFe Implementation Roadmap?  Reach the tipping
point, train Lean-Agile change agents, and then train executives, managers and leader
25. In what scenario would all levels of SAFe most likely be needed?
 When a Portfolio consists of multiple Value Streams with multiple ARTs
26. What is the statement defining "A series of activities that have proven to be effective in
successfully implementing SAFe"?
 The SAFe implementation Roadmap
27. What is the key ingredient for a successful SAFe implementation in a strong organization
culture?
 New work habits must be created
28. What next after training of executives, managers, & leaders in new SAFe
implementation?
 Identify Value Stream and Agile Release Trains
29. In the Program Kanban some of steps have Work-in-Process limits. Why is this necessary?  To
enable flow in a pull-based system

 Responding to change over following a plan
31. What is the most effective way to avoid waterfalling a sprint?

 By splitting Stories into smaller Stories and working on them serially
32. How can an organization gain trust between the business and development? 
Deliver predictably
33. What are the top two reasons for adopting Agile in an organization? (Choose two) 
Accelerate product delivery
 Enhance ability to manage changing priorities
34. What is an example of cross-functional iterations?

 Iteration 1: Define, Build, Test, Define, Build, Test

 Working Software over comprehensive documentation
36. What can be the benefit of increasing or enhancing enterprise agility?  It

allows for a faster response to changing market opportunities
37. Which two are part of Scaled Agile Core Values?

 Program Execution
 Transparency
38. Which two decisions should remain centralized even in a decentralized decision-making
environment?
 Decisions that deliver large and broad economic benefits
 Decisions unlikely to change in the short term
39. What is the example of applying cadence and synchronization in SAFe? 

Conducting a PI planning
40. Optimizing flow means identifying what?

 DELAYS
41. What is this statement defining : "A series of activities that have proven to be effective in
successfully implementing SAFe?"
 The SAFe implementation Roadmap
42. What is the meaning of shift left?

 Applying quality practices early and continuously
43. Which statements are principes from the Agile Manifesto? (choose two) 
Responding to change
 Customer collaboration
44. If small batches go through the system with lower variability, then which statement is true
about batch size?
 Large batches can cause projects to miss targets
45. How can trust be gained between business and development?

 Deliver predictably
46. A team has just adopted the SAFe Implementation Roadmap and is the process of
training executives, managers and leaders. What is their next step?
 Identify Value Streams and Agile Release Trains
47. When basing decisions on economies, how are lead time, product cost, value and
development expense used?
 To identify different parameters of the economic framework
48. Which competency of the Lean Enterprise helps drive built-in quality practices? 
Team and Technical Agility
49. What is the last step in Kotter's approach to change management? 

Anchor new approaches in the culture
50. When does a roadmap become a queue?

 When it is fully committed
51. What is a minimal viable product?
 A minimal product that can validate a hypothesis
52. What is the an example of applying cadence-based-synchronization in SAFe?  Teams align

their iterations the same schedule to support communication, coordination and system integration
53. Which statement is a principle of the Agile Manifesto?

 Simplicity -- the art of maximizing the amount of work not done - is essential
54. What is the recommended way to express a Feature or Capability?

 Feature and Benefit
55. SAFe requires Epics to be estimated in order to forecast
 True
Reason: Epics are broken into Features, estimated in story points and then totaled to forecast the
epic's size
56. The Program and Value Stream Backlogs are the short-term holding areas for ___________ and
____________.
 Features and Capabilities
Reason: Features are intended to address user needs and deliver business benefits for a
single Agile Release Train (ART). Capabilities can span multiple ARTs and is
intended to advance the Solution
57. Which one of the following statements about Enabler Features is true?  Future
business Features influence the cost of delay of current Enabler

Features
Reason: If cost of delay of future feature (ex., regulatory requirement) is unacceptably high, then
the enabler will be prioritized high and be implemented.
58. Which three items are found on a Program board? (Choose three.)
 Features
 Significant dependencies
 Milestones
Reason: The following are highlighed in Program Board 1. Features being delivered in this PI 2.
Feature dependencies between teams 3. Relevant Milestones
59. During the final plan review, Program risks are addressed using1/1 ROAM. What do the letters
in ROAM represent?
 Owned, Mitigated, Resolved, Accepted

60. What is considered an anti-pattern when assigning business values to Team PI
Objectives?
 A value of 10 given to all of the PI Objectives
Reason: Business Owners use a scale from 1 (lowest) to 10 (highest) to rate each objective.
They need not be ‘normalized’ across teams; every team has some highest priority
(rated 10) items.
61. Which statement is true about the Innovation and Planning (IP) Iteration? 
There is a risk that the tyranny of the urgent outweighs all innovation
activities
Reason: Focus on one thing—delivery—can lead to a lack of focus on another—innovation. To

address this, SAFe provides dedicated innovation and planning iterations.
62. What SAFe practice best supports capacity-based planning?
 Using common story point estimating across teams
Reason: In SAFe, however, story point estimation must be normalized, so that estimates for
features or epics that require the support of multiple teams, are based on the same story
point definition, allowing a shared basis for economic decision-making.
63. Uncommitted objectives are technical or functional spikes needed to uncover knowledge or
reduce risk in the next PI.
 False
Reason: Uncommitted objectives are goals built into the plan, but are not committed by the team
because of too many unknowns or risks. They are NOT extra things to do in case if they
have time.
64. Business Owners assign business value to the Teams’ PI Objectives to create alignment on
priorities
 True
65. Why do Business Owners assign business value to Teams' PI Objective? 

To provide the teams with guidance value to the business
Reason: Business owner assigns business value to each PI objective. Teams understand the
business value of the objective being committed.
66. At the end of PI Planning, after dependencies are resolved, and risks are addressed, a
confidence vote is taken. What is the default method used to vote?
 Fist of Five
Reason: Fist of Five" Voting is a simple process one can use to check-in, learn, gain
consensus, and/or vote to understand where people stand on an issue or idea.
67. When are team planning adjustments made during PI planning?

 At the beginning of day two
Reason: Day 1 of PI planning ends with "Draft Plan review" and "Management review and problem
solving". Management has time till day 2 morning to present changes to planning scope, people
and resources as part of "Planning adjustments"
68. What are the two problems that can be understood from the Program Board? (Choose Two)
 Too many dependencies leading to a single program milestone

 A significant dependency leading to a Feature
Reason:The following are highlighed in Program Board 1. Features being delivered in this PI 2.
Feature dependencies between teams 3. Relevant Milestones
69. When does the team agree on PI objectives?
 During PI Planning
Reason: PI Objectives is the outcome of PI Planning. Team agrees and commits to PI

Objectives that they can develop by end of PI.
70. A team observed that they have to finish all the functionality in a PI as per the organization
regulatory compliance. As a result, the team has not identified any uncommitted objective on day
two of PI planning. Which one of the following could be the next step for action?
 Split the team's scope into committed and uncommitted objectives based on
implementation risk.
71. When are the planning adjustments communicated back to the Agile Release Train after the
management reviews?
 At the beginning of day two
Reason: Day 1 ends with draft plan review, ""Management Review and Problem Solving""
workshop. Management works on resolving the issues raised by the team during draft plan review.
On day 2 beginning, management communicates the planning adjustments to resolve the issues
raised during ""Draft plan review"" meeting.
72. What are uncommitted objectives?
 Objectives that are planned but not committed, however will be pulled if there is time
later in the PI
Reason: The PI objectives typically include ‘uncommitted objectives,’ which are goals built into the
plan (e.g., stories that have been defined and included for these objectives), but are not committed
to by the team because of too many unknowns or risks. Uncommitted objectives are not extra things
to do in case there is time. Instead, they
increase the reliability of the plan and give management an early warning of goals that
the ART may not be able to deliver.
73. During which event are the team PI objectives agreed upon?
 PI Planning
Reason: During the PI planning meeting, team gets agrees upon "Team PI Objective" that they
can commit to. They are summarized as "Program PI Objectives".
74. On day two of PI planning, management presents adjustments based on the previous day's
management review and problem solving session. What type of adjustment they could make?
 Change a team's plan
Reason: On day 2, the event begins with management presenting any changes to planning scope,
people, and resources. Teams continue planning based on their agenda from the previous
day, making the appropriate adjustments. They finalize their objectives for the PI, to which
the Business Owners assign business value.
75. Which statement describes aspects of the team's commitment during PI planning?  A
team plans, however doesn’t commit to uncommitted objectives
Reason: During this process, teams identify risks and dependencies and draft their initial team PI
objectives. The PI objectives typically include ‘uncommitted objectives,’ which are goals built
into the plan (e.g., stories that have been defined and included for these objectives), but are
not committed to by the team because of too many unknowns or risks. Uncommitted
objectives are not extra things to do in case there is time. Instead, they increase the reliability
of the plan and give management an early warning of goals that the ART may not be able to
deliver.
76. What is the valid reason for moving a PI objective to uncommitted?  The team has high
uncertainty about the third-party delivery needed for the objective
Reason: The PI objectives typically include ‘uncommitted objectives’, which are goals built into the
plan (e.g., stories that have been defined and included for these objectives), but are not
committed to by the team because of too many unknowns or risks. Uncommitted objectives
are not extra things to do in case there is time. Instead, they increase the reliability of the
plan and give management an early warning of goals that the ART may not be able to
deliver.
77. Which one of the following is the main purpose of DevOps?
 It joins development and operations to enable continuous deployment
Reason: SAFe enterprises implement DevOps to break down silos and empower each Agile
Release Train (ART) and Solution Train to release Features on demand to their end
users. Over time, the separation between development and operations is
significantly reduced, and trains operate with an automated Continuous Delivery
Pipeline.
78. Applications which are incorporating DevOps, what attributes they should have? (choose two)
 Overlay measurement with events (deploys, releases
 Generate logs to enable analysis
Reason: The goal is to build applications that: Collect data on business, application, infrastructure,
and client layers Store logs in ways that enable analysis Use different telemetry for different
stakeholders Broadcast measurements that are hyper transparent Overlay measurements
with events (deploys, releases, etc.) Continuously improve telemetry during and after
problem-solving.
79. If a program repeatedly shows separate feature branches rather than a true system demo,
which practice should be reviewed to address the issue?
 Continuous Integration
Reason: SAFe describes four activities associated with continuous integration: 1. Develop describes
the practices necessary to implement stories and commit the code and components to the
trunk 2. Build describes the practices needed to create deployable binaries and merge the
development branches into the trunk 3. Test end-to-end describes the practices necessary to
validate the solution 4. Stage describes the practices necessary to host and validate the
solution in a staging environment before production.
80. What do the three continuous cycles on the Continuous Delivery Pipeline enable? 
Continuous Learning Cycles
Reason: The Continuous Delivery Pipeline (CDP) represents the workflows, activities, and
automation needed to shepherd a new piece of functionality from ideation to an on demand
release of value to the end user. The pipeline consists of four aspects: 1. Continuous
Exploration (CE) 2. Continuous Integration (CI) 3. Continuous Deployment (CD) and 4.
Release on Demand
81. Which statement is true about program events?
 Team events run inside the Program events, and the Program events create a closed loop
system
Reason: When it comes to PI execution for a single ART, a sequence of ART events create a
closed-loop system to keep the train on the tracks.
82. What are the two characteristics of jobs to get preference from Weighted Shortest Job First?
(Choose two)
 Shorter Duration
 Higher Cost of Delay
Reason: WSJF = Cost of Delay / Duration (Job Size)
83. What is an example of applying cadence and synchronization in SAFe? 

Conducting a PI planning Meeting
Reason: Cadence is a rhythmic pattern of events that provides the steady heartbeat of the
development process. It makes routine everything that can be routine, so developers can
focus on managing the variable part of solution development. Synchronization
allows multiple solution perspectives to be understood, resolved, and integrated at the
same time.
84. What is the best measure of complex system development?
 System Demo
Reason: The System Demo is a significant event that provides an integrated view of new Features
for the most recent Iteration delivered by all the teams in the Agile Release Train (ART).
Each demo gives ART stakeholders an objective measure of progress during a Program
Increment (PI).
85. What is another name for technical or functional spikes needed to uncover knowledge or reduce
risk in the next PI?
 Exploration enablers
Reason: An Enabler supports the activities needed to extend the Architectural Runway to provide
future business functionality. These include exploration, architecture, infrastructure, and
compliance. Enablers are captured in the various backlogs and occur throughout the
Framework.
86. Strategic Themes are differentiated business objectives which helps guide Solutions. Where
are the Strategic Themes found in the SAFe big picture?
 Portfolio
Reason: Strategic Themes are differentiating business objectives that connect a portfolio to the
strategy of the Enterprise. They influence portfolio strategy and provide business context for
portfolio decision-making. Strategic themes offer a way to align the business strategy of an
Enterprise or Government agency with a SAFe portfolio. Working together, enterprise
executives and portfolio stakeholders analyze various inputs to establish a set of strategic
themes.
87. When is the best time to release software in SAFe?
 Whenever the business needs it
Reason: Release on Demand is the process that deploys new functionality into production and
releases it immediately or incrementally to customers based on demand.
88. What period of time should the Program and Value Stream Roadmaps usually cover?  2 to
3 PIs
Reason: Program roadmap has roadmap for approx. 3 PIs
89. Why is Test-First important?
 User story implementation is more likely to meet the Product Owner’s acceptance criteria
 There is less likelihood of defects from the implementation of a user story  The
cost of implementation will likely be much lower
 All of the above
Reason: All the mentioned points are the results of TDD approach
90. Why do we prioritize with Weighted Shortest Job First (WSJF)?
 To deliver the best economic outcome from a constrained capacity system
Reason: While this continuous flow model speeds the delivery of value and keeps the system Lean,
priorities must be updated continuously to provide the best economic outcomes. In a flow-
based system, job sequencing, rather than theoretical, individual job return on investment,
produces the best result. To that end, WSJF is used to prioritize backlogs by calculating the
relative CoD and job size (a proxy for the duration).
91. A crosscutting Epic that spans multiple PIs is approved for implementation. What is a SAFe-
recommended approach for implementation?
 Trains will demonstrate their work only if they have managed to integrate and test it —if not,
they can demo in the next PI
92. The importance of this event cannot be overstated. It is a high- profile event, and the harbinger
of near-future Value Stream and portfolio investment decisions. It is the only true measure of
progress, and it is the primary mitigator of investment risk for the Value Stream. What event is this?
 Solution Demo
Reason: During the solution demo, development teams demonstrate the solution’s new
Capabilities, its compliance with Nonfunctional Requirements (NFRs), and its overall
fitness for purpose. The solution demo provides essential input to near-term Value Stream
and Portfolio Level investment decisions. As the only tangible measure of progress, it
mitigates investment risk.
93. Which is the most accurate statement about Weighted Shortest Job First (WSJF)? 
The Feature with the highest WSJF is sequenced first
94. During the System Demo, it turns out that each team demonstrates their own branch of code
and the system is not truly integrated. When RTE asks about the reasons behind this, the teams
explain that they underestimated the integration effort and now they can't afford integration in every
sprint and still accomplish the originally planned PI scope. What should the RTE suggest to the
teams?
 Integrate the existing branches and produce the System Demo; based on the amount of effort
involved, make scope corrections for the remaining sprints in the PI
Reason: The System Demo is a significant event that provides an integrated view of new Features
for the most recent Iteration delivered by all the teams in the Agile Release Train (ART). Each demo
gives ART stakeholders an objective measure of progress during a Program Increment (PI). A
system demo is a critical event. It’s the method for assessing the Solution’s current state and
gathering immediate, ART-level feedback from the people doing the work, as well as critical
feedback from Business Owners, sponsors, stakeholders, and customers. The demo is the one real
measure of value, velocity, and progress of the fully integrated work across all the teams.
95. During the Inspect & Adapt, teams identified a considerable amount of action items aimed at
solving their current biggest problem as a train. What is the best way for the teams to
proceed?
 Pick any one or two improvement items for the next PI
Reason: All ART stakeholders participate along with the Agile Teams in the I&A event. The result is a
set of improvement backlog items that go into the Program Backlog for the next PI Planning event.
96. A single Agile Release Train can have software, firmware and hardware engineers on board
 True.
Reason: ARTs are cross-functional and have all the capabilities—software, hardware, firmware,
and other—needed to define, implement, test, deploy, release, and where applicable,
operate solutions.
97. What is the focus of the Daily Stand-up meeting?
 Iteration goals versus what got done
Reason: Daily standup is done by the Agile team to focus on iteration goals and measure the
progress towards it.
98. What are three components of the Continuous Delivery Pipeline? (Choose three.) 
Continuous Integration
 Continuous Exploration
 Continuous Deployment
Reason: The Continuous Delivery Pipeline (CDP) represents the workflows, activities, and
automation needed to shepherd a new piece of functionality from ideation to an on-demand release
of value to the end user. The pipeline consists of four aspects: Continuous Exploration (CE),
Continuous Integration (CI), Continuous Deployment (CD), and Release on Demand.
99. Which statement is true about DevOps?
 DevOps is an approach to bridge the gap between development and operations 100.
What are two of the Agile Release Train Sync meetings? (Choose two.)  Scrum of Scrums
 Product Owner Sync
Reason: The following are the ART events conducted during PI execution. 1. Scrum of Scrum 2.
Product Owner Sync 3. System Demo 4. Prepare for next PI planning 5. Inspect & Adapt
101. What does the Program Roadmap do in the Scaled Agile Framework?
 It describes the program commitment for the current and roadmap for next two program
increments
102. Which two statements are true about DevOps? (Choose two)
 It reduces risk and improves innovation by making it safer to experiment  It
lessens the severity and frequency of release failures
103. What is a minimum viable improvement step for implementing a Continuous Delivery
Pipeline?
 Eliminate inter-Iteration waterfalls
104. How often should System Demo occur in the default SAFe cadence? 
Every 2 weeks
Reason: The system demo occurs at the end of every iteration. It provides an integrated,
comprehensive view of the new Features delivered by the ART over the past iteration.
105. What does continuous delivery pipeline enable?
 Ongoing learning
Reason: The Continuous Delivery Pipeline is a mechanism for continuous learning and value
delivery. Since CD pipeline enables very frequent releases, it enables continuous and
ongoing learning.
106. Why is it important to decouple deployment from release?
 To enable releasing upon demand
Reason: Development should be on cadence and release should be based on demand. More often
the release is a decoupled, on-demand activity, occurring for specific users, timed for when
they need it, or when it makes the most economic sense for the enterprise
107. In the Program Kanban some steps have Work-in-process limits. Why is this necessary?  To
help continuous deployment
Reason: The program Kanban facilitates the flow of features through the continuous delivery
pipeline. WIP limit will limit the number of features being built in parallel, which will help in
delivering the limited features in a shorter time.
108. Who is responsible for managing the Portfolio Kanban?
 Lean Portfolio Management. Reason: LPM manages all portfolio backlog. 109. Which one of
the following is true about Lean Portfolio Management and budgeting?  It empowers
stakeholders to adapt the current backlog and roadmap context
110. Strategic Themes are differentiated business objectives which helps guide Solutions. Where
are the Strategic Themes found in the SAFe big picture?
 Portfolio
Reason: Its is part of Portfolio layer. Click on Full SAFe tab.
111. What is the primary focus of Lean Portfolio Management?
 Align Lean-Agile development with business strategy
112. The analysing step of the Portfolio Kanban system has a new Epic with a completed Lean
business case. What best describes the next step for Epic?
 It will be moved to the Portfolio Backlog if it receives a "Go" decision from Lean Portfolio
Management
Reason: It is based on 6 step kanban flow Funnel -> Review -> Analysis -> Portfolio Backlog ->
Implementing -> Done
113. In an Enterprise, who allocates the budget to the Value Stream and Agile Release
Trains?
 Lean Portfolio Management (LPM) Team
114. Who owns Portfolio Kanban System?
 Lean Portfolio Management (LPM) Team
115. Which of the following is NOT a step in the Portfolio Kanban?
 Prototype
Reason: Funnel, Review, Analysis, PORTFOLIO BACKLOG, Implementing & Done are six steps in
Portfolio Kanban towards implementing large epic.
116. Which one of the following is true about Strategic Themes?
 Strategic Themes represent the key direction for the portfolio, providing a link between
Enterprise business strategy and economic decision-making within the portfolio
117. The analysis state of the Portfolio Kanban system has a new Epic with a completed
lightweight business case. What best describes the next step for the Epic?
 It will be moved to the Portfolio Backlog if it receives a “Go” decision from PPM 118.
What is the recommended frequency for updating Lean budget distribution?  Twice annually
119. When large solution be needed?
 When large solutions exceed the typical size of an Agile Release Train 120.
What is defined by Solution Context when defining large solutions?  The
environment in which the Solution Operates
121. When is Pre-PI Planning needed?
 When multiple ARTs working in the same Value Stream need to align and coordinate
122. After what event should there be agreement on the PI Objectives to be implemented by the end
of the PI and demoed at the next Solution Demo?
 Post-PI Planning
123. Which of the following is an output from Pre- and Post-PI Planning? 
Value Stream planning board
124. Solution management has to prioritize the capabilities. During, Pre-PI Planning, they realized
that three capabilities require services of a supplier who has proven ability to deliver but usually takes
longer to coordinate and execute. What could be the best Solution Management decision?
 Solution Management has to make adjustments to the denominator of the WSJF value for each
of these Capabilities, as it will take longer to implement them
125. Which two statements describe a Capability? (Choose two.)
 It is written using a phrase, benefit hypothesis, and acceptance criteria  It
must be structured to t within a single PI
126. What is one guardrail on lean budget spend?
 Investment horizons
Reason: Lean Budget Guardrails describe the policies and practices for budgeting, spending, and
governance for a specific portfolio. There are 4 guardrails in Lean Portfolio. 1. Guiding
investments by horizon 2. Applying capacity allocation to optimize value and solution
integrity 3. Approving significant initiatives 4. Continuous Business Owner engagement
127. The analyzing step of the Portfolio Kanban system has a new Epic with a completed Lean
business case. What best describes the next step for the Epic?
 It will be moved to the Portfolio backlog if it receives a "Go" decision from Lean Portfolio
Management
Reason: During the analysis state, the following activities typically occur: Identification and review
of solution alternatives Definition of the Minimal Viable Product (MVP) Cost estimates for
the MVP and the anticipated scope of the entire epic Creation of the Lean Business Case
Go/no-go decision by LPM based on the Lean business case. Approved epics in the
analyzing state that have the highest WSJF are pulled into the next state, portfolio backlog,
as soon as space is available.
128. Who facilitate solution train events?
 Solution Train Engineer

Reason: The Solution Train Engineer (STE) is a servant leader and coach for the Solution
Train, facilitating and guiding the work of all ARTs and Suppliers in the Value Stream.
129. Which statement is true about Lean Portfolio Management (LPM) and budgeting?  LPM
empowers stakeholders to adapt the current backlog and roadmap context 130. What is the
difference between PI roadmap and Solution roadmap?
 A PI roadmap for nearer term planning and Solution roadmap is for long term
planning
Reason: SAFe defines two types of roadmaps: 1. A near-term PI roadmap and 2. A longer term
solution roadmap. A PI roadmap includes near-term commitments for an Agile Release
Train (ART) or Solution Train for the planned, upcoming Program Increment (PI) and
offers a forecast into the deliverables and milestones for the next two to three PIs. The
solution roadmap provides a longer-term—often multiyear—view showing the key
milestones and deliverables needed to achieve the solution Vision over time.
131. What can be used to map the current state of a Portfolio?
 Portfolio Kanban
Reason: As part of defining vision, current state of a Portfolio is defined as a Portfolio Canvas.
The portfolio canvas defines the value streams that are included in a SAFe portfolio, the
value propositions and the solutions they deliver, the customers they serve, the budgets
allocated to each value stream, and other key activities and events required to achieve
the portfolio vision.
132. What describes the policies and practices for spending for a specific portfolio? 
Lean budget Guardrails
Reason: Lean Budget Guardrails describe the policies and practices for budgeting, spending, and
governance for a specific portfolio. Establishing guardrails help ensure that the mix of
investments addresses both near-term opportunities and long-term strategy, that
investments in technology, infrastructure, and maintenance aren’t routinely ignored, and that
large investments are approved appropriately.
133. Measure and Grow is the way portfolios evaluate their progress towards what? 
Business Agility
Reason: Measure and grow describes how to measure the state of Business Agility and how to grow
to improve overall economic outcomes. This article is not meant to represent a way to
ascertain somebody else’s Portfolio’s performance, but rather for portfolio leaders as well as
for the Lean-Agile Center of Excellence (LACE), to self-assess their progress on this
journey.
134. What makes up the Portfolio vision?

 The gap between the current and future state portfolio canvas
Reason: First step of portfolio vision is to capture the current state of the portfolio. The next step is
to envision the future state.
135. Who serves as the Servant Leader(s) for the Agile Release Train?
 Release Train Engineer
136. What role accepts Capabilities?
 Solution Manager
137. What is the primary role of the SAFe portfolio?
 To finance and nurture a set of Solutions-development activities
138. Feature teams are beneficial because they have less dependencies on each other than
component teams.
 True.
139. The Team Backlog contains the Stories that the Product Owner has committed to
delivering
 False
140. The Agile Release Train uses which type of teams to get work done? 
Cross-functional teams
141. Who has content authority to make decisions at the user story level during PI Planning? 
Product Owner
142. We need a safe environment for learning, growth, and mutual influence. Which one of the
following leadership style supports the same?
 Leader as the developer of people
143. According to the Harvard Business Review article titled, "The New Product Development
Game," what does it mean to create built-in stability?
 Provide challenging requirements, a high degree of freedom to meet the

requirements, and get out of the way
144. Peter Drucker defines knowledge workers as individuals who know more about the work they
perform than who?
 Their bosses
145. Lifelong learning is a requirement for Lean-Agile Leaders, and it helps them do what?  Act
as an effective enabler for teams
146. What must management do for a successful Agile transformation?  Commit themselves
to quality and they must be the change agent in the system
147. Implementing SAFe requires buy-in from all levels of the organization. What level of
leadership is most important for effecting cultural change?
 Executive Management
148. What is part of the role of Scrum Master?
 To coach Agile Teams
Reason: Scrum Masters are servant leaders and coaches for an Agile Team. They help educate the
team in Scrum, Extreme Programming (XP), Kanban, and SAFe, ensuring that the agreed
Agile process is being followed.
149. What are the two ways to define a cross-functional Agile team? (choose two) 
They can define, build and test a feature or component
 They are optimized for communication and delivery of value
Reason: In SAFe, Agile teams are cross-functional groups of 5-11 individuals who define, build, test,
and deliver an increment of value in a short time box. They can: Define – Independently
elaborate and design features and stories to accomplish their mission Build – Contain all
skills necessary to create the artifacts to meet their mission Test – Ensure an artifact’s
quality and performance Deliver – Validate that results address the intended business need
They are optimized for communication and delivery of value
150. When should new approaches be anchored in an organization's culture? 

Culture change comes last as a result of changing work habits
Reason: Sound organizational change management (OCM) practices are still important and highly
recommended in a SAFe transformation. One of the most respected voices in OCM, Dr.
John Kotter, described the eight steps in implementing successful change as: 1. Establish
a sense of urgency 2. Create the guiding coalition 3. Develop the vision and strategy for
change 4. Communicate the change vision 5. Empower employees for broad-based action
6. Generate short-term wins 7. Consolidate gains and produce more change 8. Anchor
new approaches in the culture.
151. What is the role of Product Management?
 To prioritize the program backlog
Reason: One of the key responsibilities of Product Management is to manage and prioritize the flow
of work. Manage and prioritize the flow of work: Product management supports the flow of
work through the program Kanban and into the program backlog, responsible for ensuring
enough features are ready in the backlog at all times. Because judicious selection and
sequencing of features is a key economic driver for each ART, the backlog is reprioritized
with Weighted Short Job First (WSJF) before each Program Increment (PI) Planning
session.
152. Coordinating Trains and Suppliers is part of which SAFe Core Competency? 
Enterprise Solution Delivery
Reason: It is part of Enterprise Solution Delivery Competency
153. Team and Technical Agility has 3 dimensions: Agile Teams, Teams of Agile Teams and what
else?
 Built-in Quality; Reason: The third dimension is "Built-in Quality"
154. Which two disciplines are necessary for a learning organization? (Choose two) 
Mental Models
 Personal mastery
Reason: The transformation into a learning organization requires five distinct disciplines, as
described by Senge. They are 1. Personal Mastery 2. Shared Vision 3. Team Learning 4.
Mental Models 5. Systems Thinking
155. What is the impact of Customer Centricity?
 To understand the customer's needs
Reason : Customer centricity is a mindset: Whenever a customer-centric enterprise makes a

decision, it deeply considers the effect it will have on its end users. This motivates us to: 1. Focus on
the customer 2. Understand the customer’s needs 3. Think and feel like the customer 4. Build whole
product solutions 5. Know customer lifetime value
156. Which is one way an organization can show respect for people and culture? 
Build a generative culture
Reason: The driving force behind this new behavior is a generative culture, which is characterized
by a positive, safe, performance-centric environment. Achieving this culture requires the
enterprise and its leaders to change first. The principle of respect for people and culture also
extends to relationships with Suppliers, partners, customers, and the broader community
that supports the Enterprise.
157. Which design thinking tool helps the team understand how the stories in the Team
Backlog support user objectives?
 Story Maps
Reason: Features that represent a workflow are captured through story maps, which organize a
sequence of stories according to the tasks a user needs to accomplish their goal.
158. Which are the three dimensions of Agile Product Delivery? (choose three) 
Customer Centricity & Design Thinking
 DevOps and CD pipeline
 Develop on Cadence and Release on demand
Reason: These are the three dimensions of Agile Product Delivery.
159. Which are the three SAFe core competencies in the below list?
 Agile Product Delivery
 Organizational Agility
 Lean-Agile Leadership
Reason: These are the 3 out the 7 core competencies of SAFe
160. Which are the two mandatory competencies required to run a single Agile Release Train
successfully
 Team and Technical Agility
 Agile Product Delivery
Reason: These are the minimum competencies to build to run a successful Agile Release Train.
161. What is one tool used to focus on users in Design Thinking?
 Personas
Reason: In an indirect customer market, which is common in B2C solutions, product teams need a
way to maintain a connection with their target customer. So, they develop ‘personas’, fictional
consumers and/or users derived from customer research. They depict the different people who
might use a product or solution in a similar way, providing insights into how real users would
engage with a solution.
162. How does SAFe describe Customer Centricity?
 As a mindset
Reason: Customer centricity is a mindset and a way of doing business that focuses on creating
positive experiences for the customer through the full set of products and services that
the enterprise offers.
163. Which SAFe competency includes fostering an innovation culture? 

Continuous Learning Culture
Reason: Innovation is one of the four pillars of the SAFe House of Lean. But the kind of innovation
needed to compete in the digital age cannot be infrequent or random. It requires an
innovation culture. An innovation culture exists when leaders create an environment that
supports creative thinking, curiosity, and challenging the status quo.
Design Thinking identifies at least four new ways to measure success. What are two of
those ways? (Choose two.)
Sustainability Desirability
What can be used to script the change to SAFe?
Implementation roadmap
What is one issue when organizing around hierarchical functions? Ref

- Principle #10 – Organize around value
Which is an aspect of systems thinking?
Optimizing a component does not optimize the system.
Which of the core competencies of the Lean Enterprise helps align strategy and execution? Lean
Portfolio Management
What is Business Agility?

The ability to compete and thrive in the digital age by quickly responding to market changes
and emerging opportunities with innovative business solutions
Product Management has content authority over the Program Backlog. What do Product
Owners have content authority over?
Team backlog
What is the basic building block when organizing around value?
In SAFe, it starts with the basic building block of Agile Teams
What can be used as a template for putting SAFe into practice within an organization?
SAFe Implementation Roadmap
When is a pre-PI Planning event needed?
When multiple Agile Release Trains working on the same Solution need to align
and coordinate Yes! The result for your evaluation is : Passed
Additional Information
Score : 93%
Topic Summary
SA5 Section 1: Thriving in the Digital Age with Business Agility See the Exam Study
Guide for more information.
NOTE: Take a screen shot of this score report for your records as it will reset
after completion and all previous score reports will not be available.
SA5 Section 2: Becoming a Lean-Agile Leader
SA5 Section 3: Establishing Team and Technical Agility
SA5 Section 4: Building Solutions with Agile Product Delivery
SA5 Section 5: Exploring Lean Portfolio Management
SA5 Section 6: Leading the Change
Response Summary
Question
What must management do for a successful Agile transformation? Commit to quality
and be the change agent in the system
Question
How does SAFe provide a second operating system that enables Business Agility? By
focusing on customers, products, innovation, and growth
Question
What is Business Agility? The ability to compete and thrive in the digital age by
quickly responding to market changes and emerging opportunities with innovative
business Solutions
Question
What are the last three steps of the SAFe Implementation Roadmap? Launch more Agile
Release Trains and Value Streams, extend to the portfolio, accelerate
Question
Question
Which of the core competencies of the Lean Enterprise helps align strategy and
execution? Lean Portfolio Management
Question
What is the foundation of the SAFe House of Lean? Leadership
Question
The House of Lean is a classic metaphor describing the mindset essential for Lean
thinking. Which one of the four pillars advocates a 'Go See' mindset? Innovation
Question
Which statement fits with the SAFe Core Value of Built-in Quality? You cannot scale
crappy code
Question
Which statement is a value from the Agile Manifesto? Respond to change
Question
Which statement is a principle of the Agile Manifesto? Simplicity–the art of maximizing

the amount of work not done–is essential
Question
When basing decisions on economics, how are lead time, product cost, value, and
development expense used?To identify different parameters of the economic
framework
Question
Which is an aspect of systems thinking? Optimizing a component does not optimize

the system
Question
What are the three primary keys to implementing flow? (Choose three.) Manage
queue lengths;Reduce the batch sizes of work;Visualize and limit work in process
(WIP);
Question
What is an example of applying cadence-based synchronization in SAFe? Teams align

their Iterations to the same schedule to support communication, coordination, and
system integration
Question
What is one benefit of unlocking the intrinsic motivation of knowledge workers? To

provide autonomy with purpose, mission, and minimum constraints
Question
What is the biggest benefit of decentralized decision-making? Delivering value in

the shortest sustainable lead time
Question
What is the basic building block when organizing around value? Agile
Teams Question
What is one issue when organizing around hierarchical functions? It is not how value
flows
Question
The Agile Release Train uses which type of teams to get work done? Cross-functional
teams
Question
Product Management has content authority over the Program Backlog. What do
Product Owners have content authority over? Team Backlog
Question
What is part of the role of Product Management? To prioritize the Program
Backlog Question
Who is responsible for the Solution Backlog? Solution Management

Question
those ways? (Choose two.) Sustainability;Desirability;
Question
What is considered an anti-pattern when assigning business values to team PI

Objectives? All PI Objectives are given a value of 10
Question
What is the impact of Customer Centricity?To understand the Customer's

needs Question
Which statement describes aspects of the team's commitment during PI Planning? A

team does not commit to uncommitted objectives
Question
When is a pre-PI Planning event needed? When multiple Agile Release Trains working
on the same Solution need to align and coordinate
Question
On day two of PI Planning, management presents adjustments based on the previous

day's management review and problem solving meeting. What is one possible type of
adjustment they could make?
Question
What is found on a program board? Features
Question
Who has content authority to make decisions at the User Story level during
Program Increment (PI) Planning? Product Owner
Question
In the Program Kanban some steps have work in process (WIP) limits. Why is this
necessary?
Question
What is one of the Agile Release Train sync meetings? Scrum of

scrums Question
Which statement is true about the Innovation and Planning (IP) Iteration? Without the IP
Iteration, there is a risk that the 'tyranny of the urgent' outweighs all innovation activities
Question
What is one component of the Continuous Delivery Pipeline? Continuous

Exploration Question
Which statement is true about DevOps? DevOps is an approach to bridge the gap
between development and operations
Question
If a program repeatedly shows separate Feature branches rather than a true System
Demo, which practice should be reviewed to address the issue? Continuous
Integration
Question
Which statement is true when continuously deploying using a DevOps model? It lessens
the severity and frequency of release failures
Question
What can be used to map the current state of a portfolio? Portfolio

Kanban Question
Which statement accurately characterizes Strategic Themes? They are business

objectives that connect the SAFe portfolio to the Enterprise business strategy
Question
What is a minimum viable product? A minimal product that can validate a

hypothesis Question
How is the flow of Portfolio Epics managed? In the Portfolio Kanban

Question
What is one Guardrail on Lean Budget spend? Continuous Business Owner

engagement Question
What is the last step in Kotter's approach to change management? Anchor new
approaches in the culture
Question
What can be used to script the change to SAFe? The Implementation Roadmap
Yes! The result for your evaluation is : Passed
Additional Information
Score : 93%
Topic Summary
SA5 Section 1: Thriving in the Digital Age with Business Agility See the Exam Study
Guide for more information.
NOTE: Take a screen shot of this score report for your records as it will reset
after completion and all previous score reports will not be available.
SA5 Section 2: Becoming a Lean-Agile Leader
SA5 Section 3: Establishing Team and Technical Agility
SA5 Section 4: Building Solutions with Agile Product Delivery
SA5 Section 5: Exploring Lean Portfolio Management
SA5 Section 6: Leading the Change
Response Summary
Question
What must management do for a successful Agile transformation? Commit to quality

and be the change agent in the system
Question
How does SAFe provide a second operating system that enables Business Agility? By
focusing on customers, products, innovation, and growth
Question
What is Business Agility? The ability to compete and thrive in the digital age by
quickly responding to market changes and emerging opportunities with innovative
business Solutions
Question
What are the last three steps of the SAFe Implementation Roadmap? Launch more Agile
Release Trains and Value Streams, extend to the portfolio, accelerate
Question
Question
Which of the core competencies of the Lean Enterprise helps align strategy and
execution? Lean Portfolio Management
Question
What is the foundation of the SAFe House of Lean? Leadership
Question
The House of Lean is a classic metaphor describing the mindset essential for Lean
thinking. Which one of the four pillars advocates a 'Go See' mindset? Innovation
Question
Which statement fits with the SAFe Core Value of Built-in Quality? You cannot scale
crappy code
Question
Which statement is a value from the Agile Manifesto? Respond to change

Question
Which statement is a principle of the Agile Manifesto? Simplicity–the art of maximizing

the amount of work not done–is essential
Question
development expense used?To identify different parameters of the economic
framework
Question
Which is an aspect of systems thinking? Optimizing a component does not optimize

the system
Question
What are the three primary keys to implementing flow? (Choose three.) Manage
queue lengths;Reduce the batch sizes of work;Visualize and limit work in process
(WIP);
Question
What is an example of applying cadence-based synchronization in SAFe? Teams align

their Iterations to the same schedule to support communication, coordination, and
system integration
Question
What is one benefit of unlocking the intrinsic motivation of knowledge workers? To
provide autonomy with purpose, mission, and minimum constraints
Question
What is the biggest benefit of decentralized decision-making? Delivering value in

the shortest sustainable lead time
Question
What is the basic building block when organizing around value? Agile
Teams Question
What is one issue when organizing around hierarchical functions? It is not how value
flows
Question
The Agile Release Train uses which type of teams to get work done? Cross-functional
teams
Question
Product Management has content authority over the Program Backlog. What do
Product Owners have content authority over? Team Backlog
Question
What is part of the role of Product Management? To prioritize the Program

Backlog Question
Who is responsible for the Solution Backlog? Solution Management

Question
those ways? (Choose two.) Sustainability;Desirability;
Question
What is considered an anti-pattern when assigning business values to team PI

Objectives? All PI Objectives are given a value of 10
Question
What is the impact of Customer Centricity?To understand the Customer's

needs Question
Which statement describes aspects of the team's commitment during PI Planning? A

team does not commit to uncommitted objectives
Question
When is a pre-PI Planning event needed? When multiple Agile Release Trains working
on the same Solution need to align and coordinate
Question§

Question
What is found on a program board? Features
Question
Who has content authority to make decisions at the User Story level during
Program Increment (PI) Planning? Product Owner
Question
In the Program Kanban some steps have work in process (WIP) limits. Why is this
necessary?
Question
What is one of the Agile Release Train sync meetings? Scrum of

scrums Question
Which statement is true about the Innovation and Planning (IP) Iteration? Without the IP
Iteration, there is a risk that the 'tyranny of the urgent' outweighs all innovation activities
Question
What is one component of the Continuous Delivery Pipeline? Continuous

Exploration Question
Which statement is true about DevOps? DevOps is an approach to bridge the gap
between development and operations
Question
If a program repeatedly shows separate Feature branches rather than a true System
Demo, which practice should be reviewed to address the issue? Continuous
Integration
Question
Which statement is true when continuously deploying using a DevOps model? It lessens
the severity and frequency of release failures
Question
What can be used to map the current state of a portfolio? Portfolio

Kanban Question
Which statement accurately characterizes Strategic Themes? They are business

objectives that connect the SAFe portfolio to the Enterprise business strategy
Question
What is a minimum viable product? A minimal product that can validate a

hypothesis Question
How is the flow of Portfolio Epics managed? In the Portfolio Kanban

Question
What is one Guardrail on Lean Budget spend? Continuous Business Owner

engagement Question
What is the last step in Kotter's approach to change management? Anchor new
approaches in the culture
Question
What can be used to script the change to SAFe? The Implementation Roadmap
During Program Increment (PI) Planning, what is the primary objective of the draft plan
review?
To gain commitment from each team to incrementally deliver value
To support a common mission set forth by Solution Management
To highlight challenges that management must address in the management review and problem
solving meeting
To align the Business Owners' objectives to the release planning for the next PI
A sufficiently powerful guiding coalition consists of which three elements? (Choose three.)
Release Train Engineers (RTEs)
Executives with high credibility
Product Management
Trained Lean-Agile leaders
Change agents trained as SAFe Program Consultants (SPCs)

Enterprise Architecture
When is the right time to create the role of the Solution Train Engineer (STE)?
When the first Agile Release Train is launched in a large Value Stream
When the second Value Stream is launched in a portfolio
When a large Value Stream has enough Agile Release Trains (ARTs) to launch a Solution Train
When problems coordinating Agile Release Trains (ARTs) are identified in the Inspect and Adapt
(I&A) event
Which statement is true about the accelerate step of the SAFe Implementation Roadmap?
Lean Portfolio Management is adopted to align strategy and execution
It is the time to consolidate gains by launching more Agile Release Trains and value streams
Success in one SAFe portfolio ensures success in other portfolios
Remaining portfolios can leverage the learnings and successes of the initial portfolio adopting SAFe
Why might an organization choose to create a platform Agile Release Train (ART)?
To align with existing organizational structure
To support architectural robustness
To accelerate value delivery
To reduce dependencies
Which three SAFe roles help coordinate between multiple Agile Release Trains (ARTs) within
a Value Stream? (Choose three.)
Solution Architect
Solution Management
Enterprise Architect
Business Owner
A compelling Vision for change achieves which two objectives? (Choose two.)
It clarifies the purpose and direction of the change

It lays out an action plan for completing the change
It defines detailed metrics for the change
It motivates people to make the change
It establishes a budget for the change initiative
How can Essential SAFe be used to evaluate a Full SAFe implementation?
Customize Essential SAFe with constructs out of the Large Solution SAFe configuration
Customize Essential SAFe with constructs out of the Full SAFe
Customize Essential SAFe with constructs out of the full spanning palette
Verify that the Full SAFe implementation performs the elements of Essential SAFe correctly
What are three benefits of organizing around Value Streams? (Choose three.)
Reduce hand-offs and faster delivery
Improve resource utilization
Optimize the system as a whole
Clearly defined roles and responsibilities
Efficient utilization of Shared Services
Built-in alignment between the business and development
What are two benefits of 'big room training'? (Choose two.)
Quicker to schedule
Accelerated learning
Easier to plan
Overall cost efficiency
Alignment to business objectives
During Program Increment (PI) Planning, which statement is true about the activities of team
breakouts?
At team breakout #1, teams refine their backlog
At team breakout #2, teams work to create their final plans
At team breakout #1, teams finalize program risks, impediments, and dependencies
At team breakout #2, teams establish a draft of their business objectives
What is a key business benefit of SAFe?

To integrate waterfall and Agile Teams
To integrate Agile Release Trains (ARTs)
To adapt quickly to changing technologies and economic conditions
To release products using the latest software versions
What are three parts to the Inspect and Adapt (I&A) event? (Choose three.)
Problem-solving workshop
Quantitative measurement
Responsibilities and risks assessment
Program Increment (PI) System Demo
Review of the Agile transformation
Questions and answers session
What are two aspects of leading by example? (Choose two.)
Life-long learning
Authenticity
Psychological safety
Customer centricity
Alignment
If small batches go through the system faster with lower variability, then which statement is
true about batch size?
Batch sizes cannot influence behavior
Good infrastructure enables large batches
Large batches can cause projects to miss targets
Low utilization increases variability
What is Business Agility?
How Lean-thinking people and Agile Teams optimize their business processes, evolve strategy with
clear and decisive new commitments, and quickly adapt the organization as needed to capitalize on
new opportunities.
The ability to compete and thrive in the digital age by quickly responding to market changes and
emerging opportunities with innovative business Solutions.
A customer-centric approach to defining, building, and releasing a continuous flow of valuable

products and services to customers and users.
Applying Lean-Agile principles and practices to the specification, development, deployment,

operation, and evolution of the world’s largest and most sophisticated systems.
What are the elements of the Agile Release Train (ART) quickstart approach?
Scrum Masters and Release Train Engineer (RTE) facilitate the launch, the Product Owner creates
the backlog, Agile Teams commit to the work
SAFe for Teams training, Program Increment (PI) Planning, workshops
SAFe Product Owner/Product Manager training, SAFe Scrum Master training, SAFe for Teams
training
Identify the Product Owner, identify the Scrum Master, create the Program Increment backlog
What is the last step in Kotter's eight step model to implementing successful change?
Consolidate gains and produce more change
Accelerate towards success
Celebrate successes
Anchor new approaches in the culture
There are multiple Agile Release Trains (ART) identified from the Value Stream and ART
Identification Workshop. The ideal ART to launch first is found at the intersection of which
converging factors?
Bright spots, low dependencies, high-performing teams, and trained individuals
Leadership support, collaborating teams, clear products or Solution, and significant program
challenge or opportunity
Cooperation with operations, trained individuals, strong leaders, and time criticality
Leadership support, low-hanging fruit, unclear products, and high-quality deliverables
What are two benefits of communities of practice? (Choose two.)
They reduce the work in process (WIP)
They provide access to expertise
They provide an arena for managers who might not find their role on the SAFe Big Picture
They increase coordination/synergy across units
They enable visibility into the skill matrix in large Enterprises
Why is Program Increment (PI) Planning itself considered a short-term win?
It improves the Inspect and Adapt process
It emphasizes the importance of having an Architectural Runway

It creates a clear commitment to goals
It requires delivery of new functionally to users far more frequently than previous processes could
What is the final activity on day one of Program Increment (PI) Planning?
Final plan review
Draft plan review
Final scrum of scrums facilitated by the Release Train Engineer (RTE)
Management review and problem-solving
Which two SAFe Program Consultant (SPC) resources are intended to aid in arriving at the
SAFe tipping point? (Choose two.)
The Value Stream and ART Identification Workshop Toolkit
The SAFe Executive Workshop Toolkit
The SAFe Product Owner/Product Manager class
The Introducing SAFe workshop
The Lean Agile Center of Excellence (LACE) toolkit
Which statement fits with the SAFe Core Value of Built-in Quality?
Quality should only be worked on during the Innovation and Planning (IP) Iteration
You cannot scale crappy code
Quality depends on the scale of the project and should be implemented from the top down
Quality is not part of the SAFe Core Values
A leader that admits his own mistakes exhibits which SAFe Core Value?
Program Execution
Transparency
Built-in Quality
Alignment
Which core competency of the Lean Enterprise addresses the integration across Agile
Release Trains (ARTs)?
Lean-Agile Leadership
Enterprise Solution Delivery

DevOps and Release on Demand
When calculating and assessing team Program Increment (PI) performance for the PI
predictability measure, which statement is true about the actual total?
It does not include miscellaneous work
It does not include uncommitted objectives
It includes miscellaneous work
It includes uncommitted objectives
To limit work in process (WIP) through the system
To identify different parameters of the economic framework
To take into account sunk costs
To recover money already spent
Which is an aspect of systems thinking?
The length of the queue impacts the wait time
Cadence makes routine everything that can be routine
Optimizing a component does not optimize the system
Mastery drives intrinsic motivation
What are three essential program events that keep the Agile Release Train (ART) on the
tracks? (Choose three.)
Release management meeting
Inspect and Adapt (I&A) event
Backlog refinement
Program Increment (PI) pre-planning
Program Increment (PI) Planning
System Demo
Which SAFe core competency includes fostering an innovative culture?
Lean-Agile Leadership
Organizational Agility
Continuous Learning Culture
Which core competency of the Lean Enterprise focuses on building quality in?
Business Solutions and Lean Systems Engineering
DevOps and Release on Demand
According to SAFe Lean-Agile Principle #10, what should the Enterprise do when markets
and Customers demand change?
Create a reliable decision-making framework to empower employees and ensure a fast flow of value
Create an Agile Release Train (ART) to focus on value
Apply development cadence and synchronization to operate effectively and manage uncertainty
Reorganize the network around the new value flow
Flow is one of the four pillars of the SAFe House of Lean. What are the three other pillars?
(Choose three.)
Collaboration and organization
Leadership
Respect for people and culture
Innovation
Systems thinking
Relentless improvement
Design Thinking identifies at least four new ways to measure success. What are two of those
ways? (Choose two.)
Scalability
Marketability
Sustainability
Reliability
Desirability
Who facilitates team-level events?
The Agile Team
The Scrum Master
The Product Owner
The Release Train Engineer (RTE)
What is the benefit of timeboxing the preparation for the first Program Increment (PI)
Planning event?
To assure people that they will have sustainable pace of work
To minimize the expansion of work during preparation
To have a known schedule
To maximize the quality of the preparation
What is an example of traditional mindset for Lean Portfolio Management?
Rolling-wave planning
Lean budgeting
Centralized annual planning
Demand management
A problem-solving workshop focuses the Agile Release Train (ART) to take what action?
To deliver the Program Increment (PI) System Demo
To identify the root causes of the problems
To build the Continuous Delivery Pipeline
To build an Architectural Runway
Why is it important the SAFe Program Consultant (SPC) supports the Release Train Engineer
(RTE) in the first problem-solving workshop?
To maximize the items for improvement for the first Program Increment (PI)
To make sure program-level items are addressed
To make sure senior management voices are prioritized
To give the Agile Release Train (ART) the tools it needs to improve its performance
Why does a SAFe Program Consultant (SPC) provide ongoing program consulting and team
coaching?
To build the organization's Lean-Agile capabilities
To build the program's ability to get more work in process (WIP)
To help the teams remove the need for Architectural Runway
To enable the teams to release independent of the business
What is an example of applying cadence-based synchronization in SAFe?
Teams meet twice every Program Increment (PI) to plan and schedule capacity
Teams align their Iterations to the same schedule to support communication, coordination, and
system integration
Teams allow batch sizes across multiple intervals
Teams decide their own Iteration length
The design of an Agile Release Train (ART) should remove what?
Silos that inhibit flow
Geographic boundaries
Any hesitation employees might have about a Lean-Agile Mindset
Budgetary restrictions
What is one key reason an organization starts a SAFe transformation?
Because SAFe is becoming a standard in the industry
There are SAFe-certified employees on staff
To partner with the leaders in the Agile business category
A 'burning platform'; there is an obvious need to change a product or service
The House of Lean is a classic metaphor describing the mindset essential for Lean thinking.
Which one of the four pillars advocates a 'Go See' mindset?
Flow
Innovation
When are the teams formed for the Agile Release Train (ART)?
Before the ART is launched but can be changed or adjusted if needed during the launch
As soon as the team members are hired
During the Value Stream and ART Identification Workshop
During the Lean Portfolio Management workshop while identifying portfolio flow
When should a Lean portfolio be established?
When there are a minimum of six Agile Release Trains (ARTs) that require coordination
When it is part of training the executives
When required by management because it is better to operate in a completely decentralized

environment
When the lack of communication between strategy and execution is hurting value delivery
In Program Increment (PI) Planning, the final plan review is done by who?
Teams and Business Owners
Business Owners and Scrum Masters
Teams only
Teams and coaches
A new Agile Release Train (ART) is formed and Lee is the new coach. All members of the train
are new to Agile. After three Iterations Lee is hearing that many of the teams are having
problems running their team events. What can she do to assist the teams?
Immediately run another SAFe for Teams training to realign the teams around the SAFe events
Participate in the release management meeting to understand possible problems
Attend as many events as possible in the next Program Increment (PI) and attend more in the
following PIs
Attend the Iteration Retrospectives as this will give her the most opportunity to help the teams
Who is the content authority for an Agile Release Train (ART)?
Product Management
Solution Management
The Product Owner

What are two responsibilities of a Lean-Agile Center of Excellence (LACE)? (Choose two.)
To foster SAFe communities of practice
To implement a new organizational structure
To help establish relentless improvement
To coordinate portfolio-level events
To lead Inspect and Adapts (I&A) events
The benefit hypothesis justifies the Feature implementation cost, and what else?
It provides business perspective when making scope decisions
It provides a high-level estimate of complexity
It provides architectural guidance
It provides acceptance criteria
What are three things an Agile Release Train (ART) needs for its launch readiness? (Choose
three.)
Program roster
Facilities
The portfolio canvas
A customer list
Supplies
All managers names and titles
Why is the first Program Increment (PI) the most crucial to facilitate?
The Vision is not in place yet
Management needs to get used to releasing to production after every PI
There is no Lean-Agile Center of Excellence (LACE) at this stage
Existing team, program, and organizational impediments become highly visible
An Innovation and Planning (IP) Iteration allows time for which two activities? (Choose two.)
For innovation
For Architectural Runway implementation
For fixing deferred defects
For creating Strategic Themes for the upcoming Program Increment (PI) Planning event
For continuing education
Topic Summary
Thriving in the Digital Age with Business Agility
Becoming a Lean-Agile Leader (L)
Establishing Team and Technical Agility (L)
Building Solutions with Agile Product Delivery
Exploring Lean Portfolio Management
Leading the Change
Reaching the SAFe Tipping Point
Designing the Implementation (I)
Launching an Agile Release Train (I)
Coaching ART Execution (I)

Extending to the Portfolio (I)
Accelerating to Business Agility
SPC5 Section 8: Designing the Implementation (I)
Response Summary
Question
What is a key business benefit of SAFe? To adapt quickly to changing technologies

and economic conditions
Question
Which core competency of the Lean Enterprise Team and Technical Agility
focuses on building quality in?
Question
What is Business Agility? A customer-centric approach to defining,

building, and releasing a continuous flow
of valuable products and services to
customers and users.
Question
Which core competency of the Lean Enterprise Enterprise Solution Delivery

addresses the integration across Agile Release
Trains (ARTs)?
Question
A leader that admits his own mistakes exhibits Transparency

which SAFe Core Value?
Question
The House of Lean is a classic metaphor Innovation

describing the mindset essential for Lean
thinking. Which one of the four pillars
advocates a 'Go See' mindset?
Question
Which statement fits with the SAFe Core Value You cannot scale crappy code
of Built-in Quality?
Question
Flow is one of the four pillars of the SAFe Respect for people and
House of Lean. What are the three other culture;Innovation;Relentless
pillars? (Choose three.) improvement;
Question
When basing decisions on economics, how are To identify different parameters of the
lead time, product cost, value, and economic framework
Question
Which is an aspect of systems thinking? Optimizing a component does not

optimize the system
Question
If small batches go through the system faster Large batches can cause projects to miss
with lower variability, then which statement is targets
true about batch size?
Question
What is an example of applying cadence- Teams align their Iterations to the same
based synchronization in SAFe? schedule to support communication,
coordination, and system integration
Question
According to SAFe Lean-Agile Principle #10, Reorganize the network around the new
what should the Enterprise do when markets value flow
and Customers demand change?
Question
Who facilitates team-level events? The Scrum Master
Question
Who is the content authority for an Agile The Product Owner

Release Train (ART)?
Question
Design Thinking identifies at least four new Sustainability;Desirability;

ways to measure success. What are two of
those ways? (Choose two.)
Question
The benefit hypothesis justifies the Feature It provides acceptance criteria

implementation cost, and what else?
Question
During Program Increment (PI) Planning, what To align the Business Owners' objectives
is the primary objective of the draft plan to the release planning for the next PI
review?
Question
What is the final activity on day one of Program Management review and problem-solving
Increment (PI) Planning?
Question
In Program Increment (PI) Planning, the final Teams and Business Owners
plan review is done by who?
Question
During Program Increment (PI) Planning, which At team breakout #1, teams refine their
statement is true about the activities of team backlog
breakouts?
Question
What are three essential program events that Inspect and Adapt (I&A) event;Program
keep the Agile Release Train (ART) on the Increment (PI) Planning;System Demo;
tracks? (Choose three.)
Question
An Innovation and Planning (IP) Iteration allows For innovation;For continuing education;
time for which two activities? (Choose two.)
Question
What are two benefits of funding Value To reduce the level of analysis needed to
Streams rather than projects? (Choose two.) prioritize business initiatives;People can
keep working on the right feature for the
right reasons when work takes longer than
planned;
Question
What are two aspects of leading by example? Life-long learning;Authenticity;

(Choose two.)
Question
According to John Kotter, what is the first step Establishing a sense of urgency
to successful change?
Question
A compelling Vision for change achieves which It clarifies the purpose and direction of the
two objectives? (Choose two.) change;It motivates people to make the
change;
Question
Which two SAFe Program Consultant (SPC) The Introducing SAFe workshop;The Lean
resources are intended to aid in arriving at the Agile Center of Excellence (LACE) toolkit;
SAFe tipping point? (Choose two.)
Question
What is one key reason an organization starts a A 'burning platform'; there is an obvious
SAFe transformation? need to change a product or service
Question
A sufficiently powerful guiding coalition Executives with high credibility;Trained

consists of which three elements? (Choose Lean-Agile leaders;Change agents trained
three.) as SAFe Program Consultants (SPCs);
Question
What are two responsibilities of a Lean-Agile To foster SAFe communities of practice;To

Center of Excellence (LACE)? (Choose two.) help establish relentless improvement;
Question
What are three benefits of organizing around Reduce hand-offs and faster
Value Streams? (Choose three.) delivery;Efficient utilization of Shared
Services;Built-in alignment between the
business and development;
Question
What are two types of Value Streams? (Choose Development;Operational;

two.)
Question
What is the SAFe-recommended size of an 50–125 people

effective Agile Release Train (ART)?
Question
Why might an organization choose to create a To accelerate value delivery

platform Agile Release Train (ART)?
Question
Which statement is true about multiple Agile ART rollouts can be done sequentially or in
Release Train (ART) rollouts? parallel
Question
There are multiple Agile Release Trains (ART) Leadership support, collaborating teams,
identified from the Value Stream and ART clear products or Solution, and significant
Identification Workshop. The ideal ART to program challenge or opportunity
launch first is found at the intersection of which
converging factors?
Question
What is the benefit of timeboxing the To have a known schedule

preparation for the first Program Increment (PI)
Planning event?
Question
The design of an Agile Release Train (ART) Silos that inhibit flow
should remove what?
Question
What are three things an Agile Release Train Program roster;Facilities;The portfolio
(ART) needs for its launch readiness? (Choose canvas;
three.)
Question
What are the elements of the Agile Release SAFe for Teams training, Program
Train (ART) quickstart approach? Increment (PI) Planning, workshops
Question
When are the teams formed for the Agile During the Value Stream and ART
Release Train (ART)? Identification Workshop
Question
What are two benefits of 'big room training'? Accelerated learning;Overall cost
(Choose two.) efficiency;
Question
Why is Program Increment (PI) Planning itself It creates a clear commitment to goals
considered a short-term win?
Question
Why is the first Program Increment (PI) the There is no Lean-Agile Center of
most crucial to facilitate? Excellence (LACE) at this stage
Question
Why does a SAFe Program Consultant (SPC) To build the organization's Lean-Agile
provide ongoing program consulting and team capabilities
coaching?
Question
Why is it important the SAFe Program To give the Agile Release Train (ART) the
Consultant (SPC) supports the Release Train tools it needs to improve its performance
Engineer (RTE) in the first problem-solving
workshop?
Question
A new Agile Release Train (ART) is formed and Immediately run another SAFe for Teams
Lee is the new coach. All members of the train training to realign the teams around the
are new to Agile. After three Iterations Lee is SAFe events
hearing that many of the teams are having
problems running their team events. What can
she do to assist the teams?
Question
What are three parts to the Inspect and Adapt Problem-solving workshop;Quantitative
(I&A) event? (Choose three.) measurement;Program Increment (PI)
System Demo;
Question
When calculating and assessing team Program It does not include uncommitted
Increment (PI) performance for the PI objectives
predictability measure, which statement is true
about the actual total?
Question
A problem-solving workshop focuses the Agile To identify the root causes of the problems
Release Train (ART) to take what action?
Question
When is the right time to create the role of the When a large Value Stream has enough
Solution Train Engineer (STE)? Agile Release Trains (ARTs) to launch a
Solution Train
Question
What is an example of traditional mindset for Centralized annual planning

Lean Portfolio Management?
Question
When should a Lean portfolio be established? When required by management because it

is better to operate in a completely
decentralized environment
Question
What are two benefits of communities of They provide access to expertise;They

practice? (Choose two.) enable visibility into the skill matrix in large
Enterprises;
Question
How can Essential SAFe be used to evaluate a Customize Essential SAFe with constructs
Full SAFe implementation? out of the full spanning palette
Question
Which SAFe core competency includes Continuous Learning Culture

fostering an innovative culture?
Question
Which statement is true about the accelerate It is the time to consolidate gains by
step of the SAFe Implementation Roadmap? launching more Agile Release Trains and
value streams
Question
What is the last step in Kotter's eight step Anchor new approaches in the culture
model to implementing successful change?
Question
Which three SAFe roles help coordinate Solution Train Engineer (STE);Solution
between multiple Agile Release Trains (ARTs) Management;Enterprise Architect;
within a Value Stream? (Choose three.)
1. Which two Framework elements would a Scrum Master have the strongest
connection and most frequent interaction? (Choose two.)
Business Owners
Product Owner
Epic Owner
Systems Team
Release Train Engineer
2. Which statement is true about refactoring code?
It is work that teams should defer until the Innovation and Planning (IP) Iteration
It changes the system's functionality but leaves the internal structure intact
It is represented in prioritized backlog items Architect define to build the Architecture Runway
It should be a natural part of software development
ANS: Refactoring is a natural part of software development. Refactoring is the action of improving
the inward structure or activity of a code or part without changing its outside conduct. The objective
of programming improvement is the persistent conveyance of business incentive to clients and
partners. Continually evolving innovation, combined with advancing business targets makes it hard
to keep up and continually increment business esteem. Consistently change the framework to give
an establishment to proficiently conveying the current business esteem as well as future business
esteem also . With persistent refactoring, the helpful existence of an Enterprise's interest in
programming resources can be reached out to the extent that this would be possible, and clients can
keep on encountering a progression of significant worth for a considerable length of time to come.
Refactors empower a new plan to guarantee the framework keeps on meeting future business
needs.
3. What is one way a Scrum Master leads the team's efforts for relentless improvement?
By focusing on technical discipline
By scheduling team meetings
By helping teams become better problem solvers
By building a high-performing team
ANS; By helping teams become better problem solvers

This will actually help in creating better problem solvers in the team who will be effective enough and
will improve in a high degree as well.
4. Which of the four SAFe Core Values is an enabler of trust?
Alignment
Program Execution
Built-in Quality
Transparency
5. Three teams are working on the same Feature. Team A is a complicated subsystem
team, and Teams B and C are stream-aligned teams. During PI Planning, Teams B and
C commit to delivering by the end of Iteration five.
They plan to integrate with each other and with Team A’s piece in the first week of the IP
Iteration. Why is this an anti-pattern?
Because the teams managed their dependencies and planned their integration timing during PI
Planning
Because work should not be planned for the IP Iteration
Because Product Management accepted each team’s final plan at the end of PI Planning Day 2
Because each feature team needs to integrate with the component team
ANS; Because work should not be planned for IP iteration

The IP iteration or the Innovation and planning iteration is quite an effective way by which buffer
estimate is assigned along with innovative aspects. Any kind of work cannot be planned for IP
iteration as that would fall under anti pattern as this is not a policy.
6. Which two timestamps are required at minimum to measure lead time by using a
Team Kanban board? (Choose two.)
When the Story is accepted by the Product Owner
When the team demos to the Product Owner
When the Agile Team pulls a Story onto the board
When the Story is deployed
When the Story is released to users and validated

ANS: The correct answer is when the agile team pulls a story onto the board and when the story is
deployed. Work is stamped when it enters the kanban system and when it exits or is completed.
7. What is the output of an Inspect and Adapt event? - C
A set of shared objectives for the next PI
A refined understanding of the problem statement
An updated Program Board
A set of improvement items for the upcoming PI Planning event
ANS: Inspect and adapt event takes place at the end of a Program Increment demostrating and
measuring the current state of the solution. In the I&A event the problems are identified and solved
by taking improvement actions. It inspects and improves the product and process thus giving a
better PI.
Explanation: Inspect and Adapt (I&A) is a significant event held at the end of each Program
Increment (PI). PI is a timebox that usually takes 8 to 12 weeks, during which an Agile Release
Training delivers incremental value in terms of working and tested software and systems. During
I&A, the development team demonstrates and evaluates the current state of product under
development as well as the process adopted to reach that state. Output of the I&A event is a set of
improvement items, which are added to the backlog for the upcoming PI planning event.
8. What is one problem with phase-gate Milestones?
They require the Product Owner to act as gatekeeper or guardian of the process
They force design decisions too late in the process
They assume a point Solution exists and can be built right the first time
They account for variability inherent in the process
ANS; they assume a point solution exists and can be built right the first time.
Phase gate milestones follow systematic processes however it does not always perform that well.
This cause of the problem is because of the failure to identify four main errors. One of the problems
with the phase gate is that they assume a point solution exists and can be built right the first time. So
option (d) is correct.
The other options are incorrect because:-
a)They ignore the variability inherent in the process.
b) They force design decision too early in the process
c) they require the product manager to act as a gatekeeper or guardian of the process
9. The Agile Team includes the Scrum Master and which other key role?
Product Owner
Product Manager
Project Manager
10. Systems builders and Customers have a high level of responsibility and should take
great care to ensure that any investment in new Solutions will deliver what benefit?
The necessary economic benefit
The best ecological benefit for society
The best opportunity for team utilization
The necessary financial benefit
ANS:
The necessary economic benefit is the benefit that any investment in new solutions will deliver
that system builders and customers should take care of and ensure. Whereas the remaining benefits
are not relevant in this context. This is one of the ten SAFe Lean-Agile Principles.
11. What should be the first step a team should take to feed potential problems into the
Problem Solving workshop?
Analyze quantitative & qualitative metrics
Review feedback from the System Demo
Conduct a short team retrospective
Identify enablers needed to build out the Architectural Runway
ANS; The first step a team should take to feed potential problems into the Problem Solving
Workshop should be (1) Identify the enablers needed to build out the Architectural Runway.
12. What is a benefit of an Agile Release Train that has both cadence and
synchronization?
Dependencies are identified across the Agile Release Train
The entire system is iterating
Teams participate in the portfolio backlog refinement
The Agile Release Train is able to control the injection on new work
ANS :The Agile Release Train is able to control the injection on new work
If taken together, Cadence and Synchronization actually will help the develpment team in their
objectives irrespective of the inherent uncertainty in the process.
13. What are two ways to develop T-shaped skills? (Choose two.) ----???????
Have managers assign the necessary skills on the team members' development plans
Have team members pair together when working on stories
Define stories that need cross-functional skills for the team to implement
Have the Scrum Master deliver skills training
Have teams swamp one of their members every other iteration for cross-training
14. A Scrum Master is asked to help an Agile Release Train that has struggled through
multiple PIs. They just finished the second Iteration in the current PI and have nothing
to show at the System Demo. The ART stakeholders are concerned. What should be
done?
Find a vendor that specializes in integrating system increments from multiple teams
Have every team demonstrate their team increment to the stakeholders separately in the team
branch
Re-architect the system so that there are no dependencies between the teams; integration is not
required at this time
Stop working on any new functionality and fully integrate and test the system; adjust scope
based on what is learned
ANS Stop working on any new functionality and fully integrate and test the system; adjust scope
based on what is learned
they should stop working on new functionality as they just have nothing to show to the system demo
so that they need to adjust the scope from the pervious learning.
15. What are two benefits of applying cadence? (Choose two.) ---????
To ensure teams can accept new work at any time
To ensure teams wait to integrate their changes on cadence boundaries
To transform unpredictable events into predictable events
To help teams increase their velocity
To synchronize planning for multiple teams and ARTs
16. Which two statements are true about a Feature? (Choose two.) --????
It is developed within a single Agile Team
It is prioritized using weighted shortest job first (WSJF)
It has one Capability as a parent
It is fully completed by a single Agile Release Train within one PI
It involves multiple Agile Release Trains
ANS: The correct answer is it is prioritized using weighted shortest job first (WSJF) and it is fully
developed by a single agile release train with one PI.
A Feature is a service that fulfills a stakeholder need. Each feature includes a benefit hypothesis and
acceptance criteria, and is sized or split as necessary to be delivered by a single Agile Release Train
(ART) in a Program Increment (PI).
A Feature is a service that fulfills a stakeholder need. Each feature includes a benefit hypothesis and
acceptance criteria, and is sized or split as necessary to be delivered by a single Agile Release Train
(ART) in a Program Increment (PI). A Capability is a higher-level solution behavior that typically
spans multiple ARTs. Capabilities are sized and split into multiple features to facilitate their
implementation in a single PI.
17. What is the purpose of the fishbone diagram?
To brainstorm solutions to problems
To identify potential root causes to problems

To identify the biggest root cause
To identify improvement backlog items
18. The work within one state of a team's Kanban board is being completed at varying times,
sometimes running faster and sometimes slower than the next state. What could resolve this
issue?
Match skill sets to the WIP states and hold individuals accountable in order to smooth out flow
Combine the two states to avoid the varying work flow
Redesign the board to ensure a smooth flow of work
Create a buffer state between the two states to regulate the situation
ANS: Create a buffer state between the two states to regulate the situation
A buffer state needs to be created between the two states and that is done in order to regulate the
situation as when it is fast the buffer need not to be used although when it is slow, the bigger can be
used to make it fast and maintain the timeline.
19. What is the purpose of the Large Solution Level in SAFe?
To coordinate multiple Agile Release Trains that develop the same Solution
To coordinate the work of multiple Agile Teams
To identify and eliminate waste in the process
To effectively operate in a highly regulated environment
ANS: Correct answer is To coordinate multiple agile release trains that develop the same solution.
Large Solution Level in SAFe (Software Agile Framework) is used for large and complex solutions
which are not in scope of a single Agile Release train to develop. Large Solution Level coordinates
multiple ARTs (Agile Release Trains) to build and implement largest applications and systems in
most efficient way.
So, the main purpose of the Large Solution Level in SAFe is to coordinate multiple agile release
trains that in order to develop large applications for enterprise.
20. Why is the program predictability measure the primary Metric used during the
quantitative measurement part of the Inspect and Adapt event?
To match customer demand to the Agile Release Train's velocity

To measure the predictability of business value delivered in the PI timebox
To predict the scope of the remaining requirements in the Program Backlog
To forecast when remaining features could be delivered to customers

Answer: To measure the predictability of business value delivered in the PI timebox
The Inspect and Adapt event happens at the end of each Program Increment (PI). In this event, the
current state of the solution is demonstrated and evaluated, and quantitative as well as qualitative
metrics are reviewed.
Program Predictability Measure is one of the primary metrics used during quantitative measurement
in the Inspect and Adapt event. This is so because the measure gives a comparative analysis of the
planned business value with respect to the actual business value achieved at the end of each PI.
Therefore, the Program Predictability Measure measures the predictability of business value
achieved in the PI timebox.
21. During Iteration planning, the Product Owner introduces multiple new Stories to the
team. After a lot of discussion, the team decides to insert spikes into the Iteration for
research. How should a Scrum Master help resolve this issue?
Have the team engage with the dependent teams to work on the Stories
Discourage the team from creating spikes so they can focus on other stories
Allow the team to commit to Stories with existing unknowns
Ensure the Product Owner and the team arrived at the planning session with proper
preparation
ANS: the PO and the team arrived at the planning session without preparation
It seems that there is lack of preparation from both the product owner side and also that of the team
as well because both did not consider the unknowns and dependencies beforehand which led them
to classify the tasks as a spike.
22. When should centralized decision-making be used?(Chegg)
When decisions need specific local context
When making frequent decisions
When decisions are short-term in duration
When there are significant economies of scale
23. A Scrum Master is frustrated that her team finds no value during Iteration retrospectives,
and the team has asked that she cancel all future ones. Which two specific anti-patterns are
most likely present within the team’s retrospectives? (Choose two.)
The team does not inspect the Program Increment and revise the product backlog
The team does not identify and commit to improvement items for how they do their work
The team often over-commits during the Iterations and does not have available time to retrospect
The team identifies improvements but is not allowed to address them
The team does not feel valued by the Enterprise
ANS: A scrum is a practice were people can identify complex problems and solve them, alongside
delivering good quality work. In the case of a team management, scrum is used to identify how the
team is formed, its development, processes etc, and through iterative process the performance of
team can be improved. Anti patterns are the activities or restraint that prohibits a team from
achieving their common goals or aim. A scrum manager is supposed to ensure that the team is well
managed and improved with the help of scrum.
An iteration retrospective is the process were the team members gathers together and discusses the
outcome of iterations, that will help them to get an insight on past performance to improve future
performance, how they are performing, how the activities or process are performing, how to improve
the process, where they are falling behingld or lacking etc. Thus it act as a continuous improvement
process.
From the given case it is clear that the team has no interest in this activity at all. According to me the
reasons can be as follows:
A. The team identifies improvements but is not allowed to address them. That is the scrum process
is actually giving them an insight on where to improve, what to improve etc. They are well aware
about the fact that improvement needs to be commited. But the scrum manager is not ensuring that
the improvement takes place. For improvements to occur the workers need to be given proper
training programs, introduced to new acrivities, technology, processes etc. It may not be taking
place. Hence it could be a reason that the team feels there is no need for this iteration process,as
the management is not introducing them to improvements. It might be a rebellion from their part.
Now the second reason could be:
B. The team doesn't identify and commit to improvement items for how they do their work. That is it
can be the fault of either the scrum manager or the team. The team may be negligent people. They
are used to how they are currently doing work and is not willing to change, hence they protest to
stop doing iterative retrospections, so that no improvements will be suggested and no change have
to be made. Or it can be the fault of the scrum manager, the person might not be discussing properly
with the team and making decisions. Scrum is a group decision, were the manager and the workers
have to sit together and make a decision collectively. Thus improvements can be reached. If it is not
occuring and the scrum manager is making only his part clear the workers may feel offended and
resist the process. Or the process itself is not giving them any suggestion for improvement, hence
the workers don't feel the need for the process.
24. Why are phase-gate Milestones problematic?
They use documentation and signoffs as a proxy for Solution progress
They only allow integration on PI boundaries

They prohibit decision-making at the large-solution level
They are a construct of the well established way of working
ANS: It create a false sense of security for solution progress which also results in work breakdown
and it affect the actual real time output .
25. What is the purpose of the retrospective held during an Inspect and Adapt event?
To review how value flows through the Agile Release Train
To identify improvement Story candidates
To identify the issues to address during the problem-solving workshop
To learn from PI Planning outcomes
ANS;
In the retrospective period of Inspect and Adapt, the groups identify the entirety of the problems or
procedure issues they feel ought to be addressed. At that point, they limited the field to a couple of
key issues at either the group or program level. A problem-solving workshop starts with an
underlying driver examination to help separate the genuine reason for the side effects.
26. What are three opportunities for creating collaboration on a team? (Choose three.)
Backlog refinement
Pair work
Hackathons
Iteration planning
Inspect and Adapt
Communities of Practice
ANS; Collaboration is quite necessary for any team to deliver the results expected from them.
Collaboration can be created or achieved by the following three opportunities.
1. Pair work,
2. Backlog refinement, and
3. Iteration planning.
27. The purpose of Continuous Integration is to deliver what? --- C
New builds on the test environment
Specific customer functionality
Potentially deployable code
Smaller batch sizes

28. What are two characteristics of teams that fear conflict? (Choose two.)(Chegg)
They do not focus on results
They have longer meetings
They ignore controversial topics that are critical to team success
They avoid pair work
They fail to tap into all the opinions and perspectives of team members
29. What goes into the Portfolio Backlog? (Chegg)
Capabilities
Strategic Themes
Epics
Projects
30. What is the purpose of the scrum of scrums meeting during PI Planning?
To control WIP
To discuss scope changes
To track planning progress across the ART
To create the program board
ANS: To track planning progress across the ART.

Scrum of Scrums event or meeting usually provides an insight into the progress by doing weekly or
quicker events. ART is more closely coordinated and progress is shared using SOSs.
31. What does a Scrum Master support in order to help the team improve and take
responsibility for their actions?(Chegg)
Invest in architectural runway
A team's efforts in relentless improvement
Increasing Quality practices

Building a high-performing team
32. What are two actions the Scrum Master can take to help the team achieve the SAFe Core
Value of transparency? (Choose two.)
Ensure Agile event timeboxes are followed
Coach the team on how to make reliable commitments every Iteration with visible goals
Be aligned with Product Management when reviewing the Team's Backlog
Ensure the team's velocity and WIP are a true representation of what is actually happening
within the team
Hold team members accountable to complete their tasks by monitoring task progress deviation
ANS : The value of transparency can be built when their is trust among the team members. To build
this value and trust, the above two actions are the most appropriate that can be taken by Scrum
Master.
33. What is one outcome of an integration point?
It provides the opportunity to release code
It extends the length of time of an Iteration
It provides an opportunity to pivot the course of action
It aligns with a phase-gate milestone
ANS: It provides information to a system builder to potentially pivot the course of action
As we are getting details from it about the system thus it can pivot the course of action.
34. Which statement is true about batch size, lead time, and utilization?
There is no direct relationship between lead time and utilization
Higher team member utilization leads to longer lead times
As batch size increases, lead time decreases
There is no direct relationship between lead time and batch size
Answer from Chegg
ANS: batch size is influence by the Product Owner, utilization is influence by the whole team
Explanation:
Product owner decides the size of batch as it is based on market demand. While utilization is
influenced by the performance of whole team.
Answer from Bainy
The answers are b. As batch size increases, lead time decreases and d.
Batch size is influenced by the Product Owner, utilization is influenced by the
Development Team
Explanation:
Invariably, a larger batch size leads to increase in lead time due to the fact
that it will take lesser time to process smaller batches and when there's a
larger batch it takes more time. And ultimately, the batch size is influenced by
the product owner because he/she determines the sixe of each product batch
based on market demand while the development team conducts tests for
utilization which guides them in making decisions that influence utilization.
35. Which statement is true about work in process (WIP)?
More WIP decreases variability
More WIP leads to slower throughput
WIP visibility increases cross-training opportunities
WIP is directly related to utilization
ANS; more WIP leads to slower throughput

If their is more Work in process then it overload workers, confuses priorities, system becomes
turbulent.
More WIP also increases overhead.
It results in slower throughput and its also scatter focus on the immediate tasks.
The rest of the options does not match with the question.
36. How are the program risks, that have been identified during PI Planning, categorized?
(SAFE Site)
Resolved, Owned, Acknowledged, Managed
Resolved, Owned, Accepted, Mitigated
Removed, Owned, Acknowledged, Mitigated
Removed, Owned, Accepted, Managed

37. What is the primary measurement during Inspect and Adapt? (SAFE-Google)
Team NPS score
Number of automated tests
Program predictability measure
Number of Features delivered
38. How is team performance calculated in SAFe? (chegg + Google))
Team member utilization as a percentage of total capacity
The ratio of business value achieved to business value planned for the PI
The ratio of tasks planned to tasks completed
The ratio of Story points completed to Story points planned in the PI
39. An Agile Team decides they want to use pair programming in future Iterations. Where
should this be captured?
In the team's improvement backlog
In the Inspect and Adapt meeting notes
In the team retrospective notes
In the Program Backlog
ANS; In the improvement backlog

The decision of the overall team to use a new approach of programming needs to be implemented in
the improvement backlog to ensure better and effective impact of the same accordingly
40. What is a good source of guidance when creating an improvement roadmap that
improves the teams technical practices? --- SAFE
Product Management
Business Owners
Communities of Practice
Agile Program Management Office
41. Which two events provide opportunities for the team to collaborate? (Choose two.)
Iteration Planning
Solution Demo
Portfolio Sync
Pre-PI Planning
Backlog refinement
ANS: The Pre-Pi planning event is used to track and coordinate input objectives, solution context
and milestones for ART PI planning. It provides an avenue for open and face-to-face communication
and enhances team building and team collaboration.
Iteration planning event is where team members determine how many items from the product
backlog can be delivered during an upcoming iteration. This allows all team members to plan and
agree on the items, tasks and tests that are required and can be effectively delivered at the end of
the iteration period.
Others :
a). Portfolio sync is an SAFe (Scaled Agile Framework) event that is used to review progress and
programme execution status and governance. It provides visibility into how the portfolio is
progressing towards the set strategic objectives and goals. It is usually attended by leadership and
agile managers, but not the rest of the team.
b) Backlog refinement or Product backlog refinement is a process by which the product owner and
the development team review items in a product backlog to ensure appropriate ones are included, all
relevant known details are updated and the items are prioritised based on their value. It enables the
items to be made as detailed as much as possible so that they are ready to be selected for
development and is primarily focused on the content in the product backlog and could involve only
some of the development team (seniors, experts) and not all.
c) The Solution demo is where the results of a sprint or the development efforts of the team are
showcased to stakeholders. This allows the stakeholders to review what was done and to identify
any gaps or new requirements that should be handled. This event invites collaboration between the
team and stakeholders.
References :
Scaled Agile Framework (2020) SAFe.
42. What is the primary goal of decentralized decision-making? (chegg)

To resolve dependencies
To empower knowledge workers
To minimize WIP
To reduce delay
43. if the distance between the arrival and departure curves on a team's cumulative flow
diagram is growing apart, what is likely happening?
The backlog is being reprioritized
WIP is decreasing
Unplanned work is pushed into the backlog
Lead time is increasing
ANS: If the distance between the arrival and departure curves on a teams cumulative flow diagram is
moving apart ,it means that the
Lead time is increasing.
Leadtime refers to the time taken for the progress of a particular process and the time for work to
move through the value stream
When the gap between the arrival and departure curves widens in a cumulative flow diagram it
means that the lead time is increased due to many reasons.
44. Why are big Stories considered an anti-pattern?
They do not support Pair Work
They make it difficult to apply iterative development
They make it difficult to estimate compliance efforts
They make it difficult to estimate testing efforts
ANS: Big stories are considered anti-pattern because they make it difficult to apply iterative
development. Anti-pattern means a pattern that tells how to go from a problem to a solution which is
bad. Identifying bad practices can be valuable as identifying good practices in anti-pattern. Iterative
development refers as a way of breaking down the software development of a large application or
big stories into smaller chunks.
45. A team consistently receives defect reports from production even though each Story is
thoroughly tested. What is the first step to solve this problem?
Ensure that development and testing environments are equivalent to production

Instantiate a strict definition of done
Invest in better Story and unit-test automation
Create a story dependency with the systems team to collaborate on deployment
ANS: Improve auditability and logging in the system (DoD seems reasonable)
Auditability is a process where the ability of an individual or department to do a thorough
examination and understand the current process.
In the above case the first step to solve the problem would be to check the defect reports and
understand where the mismatch is and then it has to be locked into the system after which solutions
can be worked
46. What is one way a Scrum Master can gain the confidence of a stakeholder? (chegg)
Make the process visible
Make sure the results of the retrospectives are made public
Establish a daily sync meeting with the stakeholder
Invite the stakeholder to the Iteration retrospective
47. What is one output from the problem-solving workshop?
An assessment report
Top improvement items for the next PI
ROAMed risks
All the potential Solutions the team could identify
ANS: The Inspect and Adapt (I&A) is a procedure that is used after ending of Program Increment (PI)
to check and evaluate the current status of the problem and train it .Teams then reflect and identify
improvement that can be done using a structured- approach of problem solving Workshop.
48. How is average lead time measured in a Kanban system?(Chegg)
Measure the vertical distance between arrival and departure lines on a cumulative flow diagram
Measure the horizontal distance between arrival and departure lines on a cumulative flow
diagram
Measure the lead time for at least three items and calculate the statistical mean of the items
By taking the average velocity over the last three iterations
49. Inspect and Adapt events occur at which two SAFe levels? (Choose two.) (Chegg)
Team Level
Value Stream Level
Large Solution Level
Portfolio Level
Essential Level
50. A team integrates and tests the Stories on the last day of the Iteration. This has become a
pattern for the last three Iterations. Why is this considered an anti-pattern?
Because the team is waterfalling the Iteration
Because the team demonstrates the full Stories to the Product Owner during the Iteration review
Because it is difficult to manage dependencies with other teams
Because the team consistently meets their commitments, and the Product Owner accepts the
Stories
ANS; Because the team is waterfalling the iteration

An anti-pattern is a pattern which indicates how a problem goes to a bad solution which is usually
ineffective and risky.
In the above case, since the iteration is done on the last day it does not allow changing in
requirement and there is no way to adjust the materialized requirements.
51. If a team insists that big Stories cannot be split into smaller ones, how would the Scrum
Master coach them to do otherwise?(Chegg)
Demonstrate Story-splitting techniques using a specific example
Invite a development manager to emphasize the importance of splitting Stories
Suggest a story-splitting bootcamp in the next IP iteration
Emphasize the SAFe principles to highlight the importance of flow

52. Lee is a developer on the team. At every daily stand-up Lee reports, "Yesterday, I worked
on indexing. Today, I will work on indexing. No impediments." What approach should the
Scrum Master suggest to Lee to improve the team's visibility into his work?
Tell Lee to break his Stories into tasks so he can show progress at every daily stand-up
Assign another team member to assist Lee to find out why Lee isn't making progress
Have Lee discuss his progress in the context of the Iteration goals
Tell Lee he should work on a different story
ANS; If You have Any Query Regarding this please ask in comment section I will be there to solve all
your query in comment section immediately hope you will like it
Brainstorming approach should the Scrum Master suggest to Lee to improve the team's visibility into
his work
Explanation:
A Scrum master wants to the entire team to be successful, and so needs to commend and
encourage new ideas.
Brainstorming is a method design teams use to generate ideas to solve clearly defined design
problems. In controlled conditions and a free-thinking environment, teams approach a problem by
such means as “How Might We” questions. They produce a vast array of ideas and draw links
between them to find potential solutions.
Rather than simply work on indexing, Lee could explore other areas in need of attention. However,
the Scrum master plays a vital role in shaping the best talents in the team.
53. What are the benefits of organizing teams around Features?(Chegg)
It eliminates the need for a dependency board
It enables specialized skill sets to be used
There are fewer dependencies between teams
Teams can avoid decomposing Features into Stories
54. What is one characteristic of an effective Agile Team?
Team members focus on improving their own, specialized skill sets
Has team members who always agree with other's ideas
To reliably deliver value by deploying features

Uses their manager to define work prioritization
(Chegg)-- Within comments To reliably deliver value by deploying features
55. What are two purposes of the scrum of scrums meeting? (Choose two.)
Review Solution Architecture
Discuss Program Backlog priority changes
Collaborate release details with Systems Team
Facilitate cross-team collaboration
Identify impediments
56. What are relationships within a highly collaborative team based on?
Communication
Alignment
Collaboration
Trust
57. What is a Product Owner (PO) anti-pattern in Iteration planning?
The PO changes priorities of the already refined intent
The PO introduces the business intent to the team for the first time
The PO asks the team for recommendations on Story slicing
The PO brings in changes to the planned Features based on stakeholder feedback from the
System Demo
58. What is one requirement for achieving Continuous Deployment?
Create all Features using behavior-driven development
Decouple deployment from release
Couple development cadence and deployment cadence

Automate all unit-tests
59. How can a Scrum Master help the team remain focused on achieving their Iteration
goals?(Chegg)
By supporting the rules of the team process
By eliminating impediments
By exhibiting Lean-Agile Leadership
By leading a team's efforts in relentless improvements
60. When is collaboration with System Architects and the Systems Team likely to have the
greatest impact on Solution development?
During the daily stand-up
During PI Planning
At the Inspect and Adapt event
At the System Demo
ANS: This is considered as one of the most significant occasions as the future runs and discharge
will rely upon the equivalent in like manner and consequently should be taken consideration through
appropriate inclusion of the group that incorporates the modeler and the group overall.
SAFe Mock Test 1
Optimizing the solution result in identifying and reducing what? *
1/1
Delays
Systems
KPI
Decisions
Feedback
According to principle #6 - Visualize and Limit WIP reduce batch size, and manage queue length -
the emphasis is to optimize the solution which decreases delays, reduce waste and increases
predictability of outcomes
For more details, please refer: http://www.scaledagileframework.com/visualize-and-limit-wip-reduce-

batch-sizes-and-manage-queue-lengths
Question 2
Besides Inspection and transparency, which one is third pillar of
Empiricism? *
1/1
Retrospection
Program Risks
Adaptation
Flow
Feedback
Empirical process control, help us to solve complex problems. Empirical process control talks about
three main ideas of transparency, inspection, and adaptation.
For more details you can watch following video: https://www.youtube.com/watch?v=16I25gISCZQ
Question 3
Which one of the following is the main purpose of DevOps? *
1/1
It joins development and operations to enable continuous deployment
It solely focuses on a set of practices applied to large systems
It is primarily about test automation
It enables the architectural runway

Feedback
DevOps is an Agile approach to bridge the gap between development and operations to deliver
value faster and more reliable.
SAFe enterprise implements DevOps to break down silos and empower each Agile Release Train
(ART) and solution Train to deliver new features to their end users continuously. Over time, the
separation between the development and operations is significantly reduced and trains operate with
an automated, continuous delivery pipeline.
For more details, please refer: http://www.scaledagileframework.com/devops/
Question 4
What next after training of executives, managers, & leaders in new
SAFe implementation? *
0/1
Create implementation roadmap
Extend to the portfolio

Identify Value Stream and Agile Release Trains
Train Lean-Agile Change Agents

Correct answer
Identify Value Stream and Agile Release Trains

Feedback
Training helps in creating the sense of need, urgency. Afterward, it is time for the actual SAFe
implementation, which includes identifying Value Streams and Agile Release Trains (ARTs). Value
Streams and ARTs are the organizational backbones of a SAFe initiative.
For more details, please refer: http://www.scaledagileframework.com/identify-value-streams-and-

arts/
Question 5
When large solution be needed? *
1/1
When large solutions exceed the typical size of an Agile Release Train
When a solution can be delivered by a single Agile Release Train
Whenever there are two or more Agile Release Trains
When the number of suppliers span across more than one Agile Release Train
Feedback
The Large Solution is meant for enterprises that face the biggest challenges - building large-scale
solutions that are beyond the scope of a single ART
For more information, please refer: http://www.scaledagileframework.com/large-solution-level/
Question 6
A team observed that they have to finish all the functionality in a PI as

per the organization regulatory compliance. As a result, the team has
not identified any stretch objective on day two of PI planning. Which
one of the following could be the next step for action? *
1/1
Ask team to collaborate with system architect to rework on plan
A team always need to add few stretch objective, ask them to add the same
Split the team's scope into committed and stretch objectives based on
implementation risk
Consider team is becoming flexible in defining scope of work

Feedback
The best way to proceed is splitting the scope into committed and stretch Objectives. Strech
Objectives are items which are low in confidence for commitment. Stretch Objectives are not
included in Team commitment.
According to #3 of SAFe - " Assume Variability; preserve options we do consider alternatives rather
preserving options.
All the alternatives of implementation may not be committed. Thus, the scope is split into committed
and stretch objectives
For more details, please refer: http://www.scaledagileframework.com/assume-variability-preserve-

options/
Question 7
Which SAFe Principle includes providing autonomy with purpose,
mission, and minimum constraints? *
1/1
Decentralize decision-making
Apply systems thinking
Unlock the intrinsic motivation of knowledge workers
Base milestones on objective evaluation of working systems

Feedback
Knowledge workers need or autonomy.Providing for autonomy, while harnessing it to the larger aim
of the enterprise is an important leadership responsibility.
For more details please refer: http://www.scaledagileframework.com/unlock-the-intrinsic-motivation-

of-knowledge-workers/
Question 8
What is defined by Solution Context when defining large solutions? *
1/1
The environment in which the Solution Operates
How It is uniquely associated with one Value Stream
Solution Intent
How it can span across multiple Pls

Feedback
Solution Context identifies vital aspects of the operational environment for a solution. It provides an
essential understanding of requirements, usage, installation, operation, and support of the solution
itself.
For more information, please refer: http://www.scaledagileframework.com/solution-context/
Question 9
We need a safe environment for learning, growth, and mutual
influence. Which one of the following leadership style supports the
same? *
0/1
Leader as the developer of people
Leader as influencer
Leader as conductor
Leader as servant
Correct answer
Leader as the developer of people

Feedback
Learning, growth, and mutual influence is supported by #3 - Develop People action. for more details,
please refer: http://www.scaledagileframework.com/lean-agile-leaders/
Question 10
When the team agreed on PI objectives? *
1/1
During Solution Planning
During PI Planning
During Portfolio Planning
During Iteration Planning

Feedback
The team creates team PI objectives at the PI planning meeting, indicating what they will have ready
by the end of the program increment.
For more details, please refer: http://www.scaledagileframework.com/pi-objectives/
Question 11
Applications which are incorporating DevOps, what attributes they
should have? (Choose Two) *
0/1
Overlay measurement with events (deploys, releases)
Generate logs to enable analysis
Use similar telemetry for different stakeholder
Manage the flow of value through the Continues Delivery Pipeline
Ensure continuous integration with manual deployment

Correct answer
Overlay measurement with events (deploys, releases)
Generate logs to enable analysis

Feedback
The goal is to build an application for:
• Collect data on business, application, infrastructure and client layers
• Store logs in ways that enable analysis
• Use different telemetry for different stakeholders
• Broadcast measurements and be hyper transparent

• Overlay measurements with events (deploys, releases)
• Continuously improve telemetry during and after problem-solving
Question 12
What are the two problems that can be understood from the Program
Board? (Choose Two) *
0/1
Too many features are placed in a team’s swim lane with no strings
Too many dependencies leading to a single program milestone
Events for future PIs
Too much Work-in-Process in one iteration
A significant dependency leading to a Feature
Correct answer
Too many dependencies leading to a single program milestone
A significant dependency leading to a Feature

Feedback
Too many dependencies and significant dependency leading to a feature can be understood from
the Program board.
Reference: http://www.scaledagileframework.com/pi-planning/
Question 13
If a program repeatedly shows separate feature branches rather than
a true system demo, which practice should be reviewed to address the
issue? *
1/1
Scrum of Scrum
PO Sync
Test First
Feedback
In case features shows separate feature branches, then program is not ready for system demo.
Continuous Integration helps to ready for deployment and release. It is the process of taking
features from the Program Backlog and developing testing, integrating, and validating them in a
staging environment.
A System demo is a significant event that provides an integrated view of new features for the most
recent iteration delivered by all the teams in the ART. Each demo provides ART stakeholders with an
objective measure of progress during a program increment.
For more details, please refer:
http://www.scaledagileframework.com/continuous-integration/
http://www.scaledagileframework.com/system-demo/
Question 14
A system is observing faster and lower variability with the small batch
size. Then which two statements are true about batch size? (Choose
Two) *
0/1
Co-Location enables small batch size
Batch Size cannot influence the behaviour
Good infrastructure enables large batches
Low utilization increases variability
Severe project slippage is the most likely result of large batches.
Correct answer
Co-Location enables small batch size
Severe project slippage is the most likely result of large batches.

Feedback
Small Batch size goes through the system faster, and with less variability, which fosters faster
learning. The faster speed is obvious; the variability increases because of the accumulated
variability of the items in the batch.
The economically optimal batch size is dependent upon both the holding cost (the cost for delaying
feedback and value)and the transaction cost (the cost of implementing and testing and the batch)
'The Co-Location helps in getting faster feedback (decreases holding cost), and the batches are
tested and implemented fast (decreasing transaction cost)
http://www.scaledagileframework.com/visualize-and-limit-wip-reduce-batch-sizes-and-manage-
queue-lengths/
Question 15
What is the key ingredient for a successful SAFe implementation in a
strong organization culture? *
1/1
New work habits must be created
Change the organization structure
CEO communicates SAFe will be implemented
Existing work habits will align with new SAFe habits

Feedback
Launching the SAFe is a major transformation and creates new work habits
Question 16
What are the two ways to describe a cross-functional Agile Team?
(Choose Two) *
1/1
They use clear requirements from Business Analysis
They can define, build, and test a feature or component
They deliver value every six weeks
They are optimized for communication and delivery of value
They create boundaries between functions

Feedback
Requirements are abstract, and it is very difficult to get them up front. Six-month delivery value is not
a rule. Boundaries are the roadblock of collaboration.
Cross functional team work together for the common goal and they can collectively define, build, and
test a feature or component. The communication is the key to deliver the value.
Question 17
What can be the benefit of increasing or enhancing enterprise agility?
1/1
It requires less planning and forecasting
It does not require “what if” analysis of various implementation scenarios
It enables forecasting from the portfolio backlog
It allows for a faster response to changing market opportunities
Feedback
Enterprise Agility aligns the organization using a set of lightweight practices. By doing that, the
organization as a whole can adapt quickly as the market changes.
Question 18
Which three types of decisions should remain centralized even in a
decentralized decision-making environment? (Choose Three) *
0/1
Frequent and common decisions
Long lasting decisions
Decisions that require local information
Infrequent decisions
Decisions with significant economies of scale
Correct answer
Long lasting decisions
Infrequent decisions
Decisions with significant economies of scale

Feedback
According to the principle #9 - delivering value in the shortest sustainable lead time requires
decentralized decision making. Any decisions that must be escalated to higher levels of authority
introduces a delay in delivery. Also, escalated decisions can decrease decision fidelity due to the
lack of local context, plus changes to fact patterns that occur during the waiting period.
However, this is not to say, that all decisions should be decentralized. Some decisions are strategic,
have far reaching impact and are largely outside of the purview of the teams. Normally strategic
decisions are centralized.
Question 19
What do the three continuous cycles on the Continuous Delivery
Pipeline enable? *
0/1
Continuous refactoring
Ongoing development of team objectives
Ongoing Implementation
Correct answer

Feedback
The Continuous delivery pipeline is a mechanism for continuous learning and value delivery. It
includes continuous exploration, Continuous Integration, and Continuous Deployment.
Question 20
Which statement is true about program events? *
1/1
Team events run inside the Program events, and the Program events create a
closed loop system
The inspect and Adapt is the only Program event required to create a closed
loop system
The Daily Stand-Up is a Program event that requires the Scrum of Scrums
and Program Owner Sync involvement in the closed loop system
Program events run inside the Team events, and the team events create a
closed loop system
Feedback
When it comes to the execution, a sequence of program events creates a closed-loop system to
"keep the train on the tracks"
For more details, please refer: http://www.scaledagileframework.com/program-increment/
Question 21
Which statement is a value from the Agile Manifesto? *
1/1
Working software over continuous attention to technical excellence
Working Software over Working Hardware

Working Software over comprehensive conversation
Working Software over comprehensive documentation
Feedback
Agile Manifesto has following four values:
• Individuals and Interactions Over Processes and Tools
• Working Software Over Comprehensive Documentation
• Customer Collaboration Over Contract Negotiation
• Responding to Change Over Following a Plan
Question 22
What are the two characteristics of jobs to get preference from
Weighted Shortest Job First? *
0/1
Revenue Impact
Fixed Date
Shorter Duration
Higher Cost of Delay
Lower Cost of Delay
Correct answer
Shorter Duration

Feedback
Weighted Shortest Job First gives preference to jobs with which two characteristics?
WSJF is a prioritization model used to sequence "jobs" to produce maximum economic benefit. In
SAFe, WSJF is estimated as the cost of delay divided by the job size. The job with the highest
WSJF is the next most important item to do. One outcome of this model is that really big, important
jobs have to be divided into smaller, pretty important jobs to make the cut against easier ways of
making money. i.e. small, low-risk jobs that your customers are willing to pay now
Question 23
Which pillar of the House of lean can help explain why projects often
block enterprise Agility? *
0/1
Innovation
Respect for people & culture
Flow
Correct answer
Flow
Feedback
One of pillar of SAFe house of Lean is Flow :
-Optimizing continuous and sustainable thought-put of value
-Understanding and exploiting variability
-It Avoids start stop project delays
-Provide feedback for fast and effective decision making.
The project mindset does the opposite , it makes things asynchronous and generate delays results
in reduction in enterprise agility.
The key to successfully executing SAFe is to establish a continuous flow of work that supports
incremental value delivery based on continuous feedback and adjustment. It is essential for
enterprise level agility.
For more details, please refer: http://www.scaledagileframework.com/lean-agile-mindset/
Question 24
What is an example of cross-functional iterations? *
1/1
Iteration 1: Define, Build, Test
Iteration 1: Define
Iteration 1: Define, Build
Iteration 1: Define, Build, Test, Define, Build, Test
Feedback
During the iteration, the team collaborates intensively to define, build, and test the stories developed
during iteration planning. Teams avoid the tendency to "waterfall" the iteration and instead ensure
that they are completing multiple define-build-test cycles in the course of the iteration.
For more details, please refer: http://www.scaledagileframework.com/iteration-execution/
Question 25
When are team planning adjustments made during PI planning? *
1/1
At the beginning of day two

At the end of the day one
When Roaming risks
During breakout sessions

Feedback
Planning adjustments are done in day two. For more details, please refer:
http://www.scaledagileframework.com/pi-planning/
Question 26
Who is responsible for managing the Portfolio Kanban? *
1/1
Release Management
System Team
Solution Management
Feedback
Implementation and management of the portfolio kanban system occur with the support of Lean
Portfolio Management. Implementing the Kanban system requires an understanding of Lean and
Agile development as it applies to Portfolio level practices.
For more details please refer: http://www.scaledagileframework.com/portfolio-kanban/
Question 27
Which one of the following is true about Lean Portfolio Management
and budgeting? *
1/1
It monitors the budgets in the different Agile Release Trains but avoids funding
new epics
It empowers stakeholders to adapt the current backlog and roadmap context
It cannot make any budget changes in the portfolio
It reviews the top performing solutions to ensure they are staying within
budget targets
Feedback
SAFe lean Agile Mindset fosters the decentralization of strategy execution to empower ART and
solution trains. In other words, it empowers stakeholders to adapt the current backlog and roadmap
context
For more details, please refer: http://www.scaledagileframework.com/lean-portfolio-management/
Question 28
What are the top two reasons for adopting Agile in an organization?
(Choose two) *
1/1
Increase predictability by reducing changes
Reduce project cost
Reduce risk by centralizing decision making
Enhance ability to manage changing priorities
Feedback
For more details please refer . https://explore.versionone.com/state-of-agile/versionone-11th-annual-
state-of-agile-report-2
Question 29
What is an example of applying cadence and synchronization in
SAFe? *
1/1
Allocating budgets to Agile Release Trains
Using a Portfolio Kanban System
Creating cross-functional teams
Conducting a PI planning Meeting
Feedback
PI planning is a cadence-based, face-to-face event that serves as the heartbeat of the ARTs,
aligning all the teams on the ART to a common mission and vision.
For more details, please refer: http://www.scaledagileframework.com/pi-planning/
Question 30
What is the best measure of complex system development? *
0/1
System Demo
Iteration Review
Inspect and Adapt

Prioritized Backlog
Correct answer
System Demo
Feedback
A system demo is a significant event that provides an integrated view of a new feature for the most
For more details please refer: http://www.scaledagileframework.com/system-demo/
Question 31
Who serves as the Servant Leader(s) for the Agile Release Train? *
1/1
Product Management
System Architect
System Team
Feedback
For more details, please refer: http://www.scaledagileframework.com/glossary for the roles and
responsibilities of RTE.
Question 32
What is another name for technical or functional spikes needed to
uncover knowledge or reduce risk in the next PI? *
1/1
Proof of concept
Epic
Capability
Exploration enablers
Feedback
Spikes are a type of exploration enabler story in SAFe. The purpose of a spike is to gain the
knowledge necessary to reduce the risk of a technical approach, better understand a requirement,
or increase the reliability of a story estimate.
For more details, please refer: http://www.scaledagileframework.com/spikes/
Question 33
Strategic Themes are differentiated business objectives which helps
guide Solutions. Where are the Strategic Themes found in the SAFe
big picture? *
1/1
Portfolio
Team
Large Solution
Program
Feedback
Strategic themes are specific, differentiated business goals that communicate aspects of strategic
intent from the enterprise to the portfolio.
For more details, please refer: http://www.scaledagileframework.com/enterprise/

Question 34
How can an organization gain trust between the business and
development? *
0/1
Reduce the amount of feature
Give teams access to the Portfolio Kanban
Pair up IT with Epic Owners for all IT meetings

Correct answer
Feedback
Predictability is important in trust of relationships
For more details, please refer: http://www.scaledagileframework.com/epic-owner/
Question 35
SAFe first Lean-Agile Principle includes "Deliver early and often" and
what else? *
1/1

Apply Cadence
Use system thinking
Decentralize decision making

Feedback
Principle #1 - Take an economic view - It includes achieve goals in shortest lead time, with best
quality and value for people and society. It has two primary aspects of achieving optimum economic
outcomes via Lean-Agile methods. These are:
1. Deliver early and
2. Deliver often
By understanding the economic trade-off parameters for each program and Value Stream.
Deliver Early and often is based on the incremental development and early continuous value
delivery
For more details, please refer: http://www.scaledagileframework.com/take-an-economic-view/
Question 36
What is the primary focus of Lean Portfolio Management? *
1/1
Hold PI planning
Lead Solution management
Remove Program impediments
Align Lean-Agile development with business strategy
Feedback
Lean Portfolio Management includes Strategy & Investment Funding. It supports the implementation
of the business plan. The portfolio budgeting process allocates budgets to value streams and
ensures alignment by the overall enterprise strategy.
For more details, please refer: http://www.scaledagileframework.com/lean-portfolio-management/

Question 37
At the end of PI Planning, after dependencies are resolved, and risks
are addressed, a confidence vote is taken. What is the default method
used to vote? *
1/1
Majority Voting
Fist of Five
Planning Poker
Roman Voting
Feedback
PI planning includes confidence vote. Once program risks have been addressed, teams vote on
their confidence in meeting their program PI objectives. Each team conducts a "fist of five" vote.
Question 38
According to the Harvard Business Review article titled, "The New
Product Development Game," what does it mean to create built-in
stability? *
0/1
Provide challenging requirements, a high degree of freedom to meet the

Provide unclear requirements, a volatile demanding work environment, and
monitor the team's progress
Provide easy requirements, a clear path, a well-articulated plan to meet them,

and closely monitor the teams

requirements, and review team outputs closely
Correct answer

Feedback
For more details please refer: http://www.wz.uw.edu.pl/pracownicyFiles/id12540-Takeuchi,

%20Nonaka%20-%20The%20new%20product%20development%20game.pdf
Question 39
Why is it important to decouple deployment from release? *
0/1
To deploy only on a cadence
To release only on a cadence
To enable releasing upon demand
To enable deploying upon demand
Correct answer
To enable releasing upon demand

Feedback
Release on Demand is the process by which features deployed into production are released
incrementally or immediately to customers based on market demand.
For more details, please refer: http://www.scaledagileframework.com/release-on-demand/
Question 40
How does SAFe extend the Agile Manifesto foundation to the level of
team of teams? *
0/1
By uncovering better ways of developing software by doing it and helping

others do it
By promoting face-to-face conversations across teams as the most efficient

way to convey information
By applying Lean thinking to understand and improve the systems that

support the teams
By allowing the team to reflect on how to become more effective

Correct answer
By applying Lean thinking to understand and improve the systems that

support the teams
Feedback
Lean thinking makes a significant impact on organizations that are keen to stay competitive in a
rapidly changing world.
Along with the various Agile methods, the Agile Manifesto provides the foundation for effective,
empowered, self-organizing teams. SAFe extends this foundation to the level of teams of teams,
applying Lean thinking to understand and relentlessly improve the systems that support their critical
work.
Question 41
Why do Business Owners assign business value to Teams' PI
Objective? *
0/1
To determine the highest value using WSJF
To ensure high return on investment
To provide an economic view on Solutions

Correct answer

Feedback
Business Owners help drive investment in the Continuous Delivery Pipeline to improve the
responsiveness and quality of ART. They assign business value to Program PI objectives and
approve the PI plan. But they don't just disappear after planning. Active and continuous involvement
by Business Owners is a determining factor in the success of each train. They are ultimately
responsible provide the teams with guidance value to the business
For more details, please refer: http://www.scaledagileframework.com/business-owners/
Question 42
What is the ROOF of the Scaled Agile Framework House of Lean? *
1/1
Innovation
Value
Lean-Agile-Leadership
Feedback
Value is the goal which includes sustainable shortest lead time. Best quality and value to people and
society. High morale, safety, customer delight.
Value has the following pillars:
• Respect for people and culture
• Flow
• Innovation
• Relentless Improvement
Question 43
Which two areas are part of the Scaled Agile Framework Core
Values? (Choose Two) *
0/1
System Thinking
Collaboration
Built-in Quality
Decentralize decision making
Alignment
Correct answer
Built-in Quality
Alignment
Feedback
The four core values of alignment, built-quality, transparency, and program execution represents the
fundamental beliefs that are key to SAFe effectiveness.
For more details, please refer: http://www.scaledagileframework.com/safe-core-values/
Question 44
The analysing step of the Portfolio Kanban system has a new Epic
with a completed Lean business case. What best describes the next
step for Epic? *
1/1
It will be implemented if it has the highest Weighted Shortest Job First ranking
It will remain in the analysing step until one or more Agile Release Trains have
the capacity to implement it
It will be moved to the Portfolio Backlog if it receives a "Go" decision from

It will be implemented once the Lean business case is approved by the Epic
Owner
Feedback
Portfolio Backlog has epics approved by the LPM team
For more details, please refer: http://www.scaledagileframework.com/portfolio-kanban/
Question 45
What is the statement defining "A series of activities that have proven
to be effective in successfully implementing SAFe"? *
1/1
The SAFe Lean-Agile Principles
An Agile Release Train
The Scaled Agile Framework
The SAFe implementation Roadmap
Feedback
Implementation Roadmap helps in implementing the changes necessary to become a Lean Agile
technology enterprise. It guides organizations on this journey.
For more details, please refer: http://www.scaledagileframework.com/what-is-safe/
SAFe Mock Test - 3
What best describes how a large Value Stream releases the Solution? *
1/1
As long as the Release process is coordinated, both the Value Stream and its trains can release
Releasing happens either at the Value Stream level or at the ART level, but not at both
Releasing happens primarily at the ART level to be able to accommodate Releases dates that
require sprint-level granularity, as opposed to PIs
Feedback
We can do release either at value stream level or at ART level. As long as the Release process is
coordinated, both the Value Stream and its trains can release
For more details, please refer: http://www.scaledagileframework.com/release-on-demand/
Question 2
Solution management has to prioritize the capabilities. During, Pre-PI
Planning, they realized that three capabilities require services of a supplier
who has proven ability to deliver but usually takes longer to coordinate and
execute. What could be the best Solution Management decision? *
1/1
Solution Management will increase the time criticality component of each of these Capabilities
to raise them higher in the priority list
Solution Management has to make adjustments to the denominator of the WSJF value for each of
these Capabilities, as it will take longer to implement them
Solution Management has to create a separate capacity allocation for the 3 Capabilities to avoid
comparing them with the rest of the Capabilities
Feedback
In WSJF, important jobs have to be divided into smaller, pretty important jobs to cut easier ways of
making money (i.e. small, low-risk jobs that your customers are willing to pay for now). Since the
implementation is incremental, whenever a continuing job doesn't rank well against its peers, then
you have likely satisfied that particular requirements sufficiently that you can move on to the next
job.
Let's take an example, During Pre-PI Planning, Product Management realizes that three features
require the participation of a Supplier, who has proven able to deliver but usually takes longer to
coordinate and execute. In that case, the best approach is to make adjustments to the Job size of
the WSJF value for each of these features, as it will take longer to implement them.
Again this is one view, you may also use Risk Area of COD , since items which are risky are
expected to have high COD.
For more details, please refer: http://www.scaledagileframework.com/wsjf/

Question 3
Select the statement that best describes the connection between Features and
Capabilities in a large Value Stream. *
1/1
Every Feature has a parent Capability
Some Capabilities may not have child Features
Some Features may not have parent Capabilities
Feedback
Features and capabilities are developed and managed through the Program and Value Streams
Kanbans, respectively. Capabilities are split into features. After split, these features are moved from
Value Stream to Program backlog. Every backlog is emergent in nature, and some features may
come directly in program backlog instead from the Value Stream backlog.
Having said that, at program level product management team is free to make some level of local
decisions (centralized and decentralized decision making ) and they may pick up features which
may come directly in program backlog, we can also have program epic at this level and may get
features as a result of dis-aggregation of program epic.
For more details, please refer: http://www.scaledagileframework.com/features-and-capabilities/
Question 4
What best describes aspects of the team's commitment during PI Planning? *
0/1
A team commits to all Stories they put on their PI plan
A team does not commit to stretch Objectives
A team commits to the PI Objectives with the highest business value

A team commits to resolve all the risks identified during PI Planning
Correct answer
A team does not commit to stretch Objectives
Feedback
Objectives are business summaries of what each team intends to deliver in the next PI. During PI
planning, Strech Objectives are items which are low in confidence for commitment. Stretch
Objectives are not included in Team commitment.
preserving options.
Question 5
During the System Demo, it turns out that each team demonstrates their own
branch of code and the system is not truly integrated. When RTE asks about
the reasons behind this, the teams explain that they underestimated the
integration effort and now they can't afford integration in every sprint and
still accomplish the originally planned PI scope. What should the RTE
suggest to the teams? *
0/1
Integrate the system in the IP sprint
Integrate the existing branches and produce the System Demo; based on the amount of effort
Try to integrate the scope of the next sprint and produce the System Demo then
Other:
Correct answer
Integrate the existing branches and produce the System Demo; based on the amount of effort
Feedback
In case features shows separate feature branches, then program is not ready for system demo.
Continuous Integration helps to ready for deployment and release. It is the process of taking
features from the Program Backlog and developing testing, integrating, and validating them in a
staging environment.
A System demo is a significant event that provides an integrated view of new features for the most
http://www.scaledagileframework.com/continuous-integration/
http://www.scaledagileframework.com/system-demo/
Question 6
During the Inspect & Adapt, teams identified a considerable amount of action
items aimed at solving their current biggest problem as a train. What is the
best way for the teams to proceed? *
0/1
Load all improvement items into the PI plan to ensure that the problem will be fully solved
Pick any one or two improvement items for the next PI
Select a subset of items that produce a meaningful outcome in solving the problem and load them
into the PI plan
Correct answer
Pick any one or two improvement items for the next PI

Feedback
We should not try to do too many things. And picking up 2-3 items is the right strategy. It is better to
plan few things and get them done instead take a lot of things, increase work in progress and as a
result do end to end only a few.
Question 7
A single Agile Release Train can have software, firmware and hardware
engineers on board. *
1/1
Yes
No
Feedback
Teams are not just to recreate silos. They need to be actual cross-functional teams. For example, if
a Train has software, firmware, and hardware engineers on board and is delivering a cyber-physical
system. It is not possible that a team consisting only of software engineers as a Feature team.
Question 8
The Agile Release Train uses which type of teams to get work done? *
1/1
Cross-functional teams
Phased review process teams
Management teams
Solution teams
Feedback
Teams are not just to recreate silos. They need to be actual cross-functional teams. For example, if
a Train has a software, firmware, and hardware engineers on board and is delivering a cyber-
physical system. It is not possible that a team consisting only of software engineers as a Feature
team.
Question 9
Who has content authority to make decisions at the user story level during PI
Planning? *
0/1
Agile Team
Scrum Masters
Product Owner
Correct answer
Product Owner
Feedback
User Story level decisions are own by Product Owner. Product Owner is the content authority at the
team level. They are responsible for the backlog, prioritizing and accepting stories, and representing
the customer to the Agile Team.
For more details, please refer: http://www.scaledagileframework.com/product-owner/
Question 10
What is the focus of the Daily Stand-up meeting? *
1/1
Iteration goals versus what got done
PI objectives versus outcomes
Plan objectives versus Program Owner objectives
Scrum Master goals versus Development Team goals
Feedback
The DSU is key to team synchronization and self-organization. It is most effective when it highlights
the stories that are the objective of the iteration.
For more details, please refer: http://www.scaledagileframework.com/iteration-execution/
Question 11
1/1
Responding to a plan over responding to change
Responding to change over following a system
Responding to change over following a plan
Responding to a plan over responding to customer collaboration
Feedback
Question 12
What is one benefit of unlocking the intrinsic motivation of knowledge
workers? *
1/1
To achieve the best value and quality to people and society
To strive to achieve a state of continuous flow
To provide autonomy with purpose, mission, and minimum constraints
To decentralize decision-making
Feedback
Knowledge workers need or autonomy. Providing for autonomy, while harnessing it to the larger aim
of the enterprise is an important leadership responsibility.
For more details please refer: http://www.scaledagileframework.com/unlock-the-intrinsic-motivation-

Question 13
1/1
Customer collaboration over ongoing internal conversation
Customer collaboration over a constant indefinite pace
Customer collaboration over feature negotiation
Customer collaboration over contract negotiation
Feedback
Question 14
During Inspect and Adapt, teams identified a large number of action items
aimed at solving their biggest problem as a train. How should the team
proceed? *
0/1
Select an improvement item using WSJF
Identify two or three improvement items and load them into the Program Backlog
Keep all the items and if there is extra capacity in the PI, load as many as will fit into the
Program Backlog
Load all improvement items into the Program Backlog to ensure the problem is documented and
solved
Correct answer
Select an improvement item using WSJF
Feedback
In a flow system, job sequencing is the key to economic outcomes
In the general case, we give preference to jobs with shorter Duration and higher CoD. And Weighted
Shortest Job First (WSJF) takes both of these as an input. To calculate WSJF, the CoD is divided by
the duration. WSJF helps to deliver the best economic outcome from a constrained capacity
systemFor
For more details, please refer: http://scaledagileframework.com/wsjf/

Question 15
What are three components of the Continuous Delivery Pipeline? (Choose
three.) *
0/1
Continuous Planning
Continuous Cadence
Continuous Deployment
Continuous Improvement
Correct answer
Continuous Deployment
Feedback
In SAFe, continuous Delivery Pipeline consists of four elements: Continuous Exploration,

Continuous Integration, and Continuous Deployment and Release on Demand.
For more details, please refer: http://www.scaledagileframework.com/continuous-delivery-pipeline/
Question 16
What are the three primary keys to implementing flow? (Choose three.) *
1/1
Increase capacity
Address the systemic problems
Frequent context switching
Visualize and limit Work-in-Process
Manage queue lengths
Feedback
To achieve the sustainably shortest lead time, Lean systems builders strive to achieve a state of
continuous flow, whereby new system capabilities move quickly from concept to cash. Achieving
continuous flow requires the elimination of the traditional start-stop-start project initiation and
development process, along with the incumbent stage gates that hinder flow.
The three primary keys to implementing flow are to visualize and limit work-in-process, reduce the
batch sizes of work items, and to manage queue lengths
Question 17
Which statement describes aspects of the team's commitment during PI
Planning? *
0/1
A team commits to all Stories they put on their PI plan
A team commits only to the PI Objectives with the highest business value
A team commits to resolve all the risks identified during PI Planning
A team does not commit to stretch objectives
Correct answer
A team does not commit to stretch objectives
Feedback
Objectives are business summaries of what each team intends to deliver in the next PI. During PI
planning, Stretch Objectives made by items which are low in confidence for commitment. Stretch
Objectives are not included in Team commitment.
preserving options.
Stretch objectives are not technical spikes /enablers only , but yes we may add some enables spikes
in stretch objectives.
For more details, please refer: http://www.scaledagileframework.com/pi-objectives/
Question 18
What are the first three steps of the SAFe Implementation Roadmap? *
0/1
Charter a Lean-Agile Center of Excellence, Train Lean-Agile change agents, and then train
executives, managers and leaders
Reach the tipping point, Train Lean-Agile change agents, and then train the identified support
personnel
Train Lean-Agile change agents, train executives, managers and leaders, and then prepare for
Agile Release Train launch
Reach the tipping point, train Lean-Agile change agents, and then train executives, managers and
leaders
Correct answer
Reach the tipping point, train Lean-Agile change agents, and then train executives, managers and
leaders
Feedback
The SAFe Implementation Roadmap includes the following 12 steps:
I. Reaching the Tipping Point
II. Train Lean-Agile Change Agents
III. Train Executive, Managers and Leaders
IV. Create a Lean Agile Centre of Excellence
V. Identify Value Streams and ARTs
VI. Create the implementation Plan
VII. Prepare for ART Launch
VIII. Train Teams and Launch ART
IX. Coach ART Execution
X. Launch More ARTs and Value Streams
XI. Extend to the [portfolio
XII. Sustain and improve
For more details, please refer: http://www.scaledagileframework.com/implementation-roadmap/
Question 19
Peter Drucker defines knowledge workers as individuals who know more
about the work they perform than who? *
0/1
Their bosses
Their team
Their organization
Their co-workers
Correct answer
Their bosses
Feedback
Knowledge workers are individuals who know more about the work that they perform than their
bosses."
For more details, please refer: http://www.scaledagileframework.com/unlock-the-intrinsic-motivation-

Question 20
Lifelong learning is a requirement for Lean-Agile Leaders, and it helps them
do what? *
0/1
Demonstrate the values they want the teams to embody
Commit to quality and productivity
Provide the personnel, resources, direction, and support to the Enterprise
Act as an effective enabler for teams
Correct answer
Act as an effective enabler for teams
Feedback
Lean-Agile Leaders are lifelong learners who are responsible for the successful adoption of SAFe
and the results it delivers. They empower and help build better systems by learning, exhibiting, and
teaching and coaching SAFe Lean-Agile principles and practices.
For more details, please refer: http://www.scaledagileframework.com/lean-agile-leaders/

Question 21
What is the biggest benefit of decentralized decision-making to the customer?
0/1
Positively impacting economies of scale
Removing accountability from leaders
Delivering value in the shortest sustainable lead time
Ensuring strategic decisions are not made in a vacuum
Correct answer
Delivering value in the shortest sustainable lead time
Feedback
Delivering value in the shortest sustainable lead time requires decentralized decision-making. Any
decision that must be escalated to higher levels of authority introduces a delay in delivery.
For more details, please refer: http://www.scaledagileframework.com/decentralize-decision-making/
Question 22
Which two statements describe a Capability? (Choose two.) *
0/1
It is developed and approved without a dependence on the Solution Kanban
It is written using a phrase, benefit hypothesis, and acceptance criteria
It is maintained in the Portfolio Backlog

It remains complete and becomes a Feature for implementation
It must be structured to fit within a single PI
Correct answer
It remains complete and becomes a Feature for implementation
It must be structured to fit within a single PI
Feedback
A capability is described using a phrase and benefit hypothesis. Capabilities are sized to fit in a PI.
Capabilities must be split into features to be implemented.
Question 23
Which statement is true about DevOps? *
1/1
DevOps automation of testing reduces the holding cost
Lean-Agile principles are not necessary for a successful DevOps implementation
Measurements are not a top priority for DevOps
DevOps is an approach to bridge the gap between development and operations
Feedback
DevOps is an Agile approach to bridge the gap between development and operations to deliver
value faster and more reliable.
SAFe enterprise implements DevOps to break down silos and empower each Agile Release Train
(ART) and solution Train to deliver new features to their end users continuously. Over time, the
separation between the development and operations is significantly reduced and trains operate with
an automated, continuous delivery pipeline.
Question 24
What are two of the Agile Release Train Sync meetings? (Choose two.) *
0/1
Solution Demo
Scrum of Scrums
Product Owner Sync
Inspect and Adapt
System Demo
Correct answer
Scrum of Scrums
Product Owner Sync
Feedback
Participating in the Scrum of Scrum and Product Owner sync fosters progress.
For more details, please refer: http://www.scaledagileframework.com/coach-art-execution/
Question 25
What does the Program Roadmap do in the Scaled Agile Framework? *
0/1
It provides visibility into the Portfolio Epics being implemented in the next year
It describes the program commitment for the current and next two Program Increments
It describes technical dependencies between
It communicates the delivery of Features over a near term timeline
Correct answer
It describes the program commitment for the current and next two Program Increments
Feedback
The program Roadmap guides the delivery of Features over time. It shows three PIs maximum: The
Current, the next, and +1. It includes committed confidence and visibility for the current PI and a
forecast for the next 1 or 2 PIs
For more details, please refer: http://scaledagileframework.com/roadmap/
Question 26
What is the recommended frequency for updating Lean budget distribution? *
0/1
Annually
Every PI boundary
On Demand
Twice annually
Correct answer
Twice annually
Feedback
Nominally, these budgets can be adjusted twice annually. Less frequently than that, and spending is
fixed for too long, limiting agility. More frequently, and the enterprise may seem to be very Agile, but
people are standing on shifting sand. That creates too much uncertainty and an inability to commit to
any near-term course of action.
For more details, please refer: http://www.scaledagileframework.com/lean-budgets/
Question 27
Which statement is true about the Innovation and Planning (IP) Iteration? *
1/1
There is a risk that the tyranny of the urgent outweighs all innovation activities
It is used quarterly when the team needs to refocus on work processes
It is used only to inspect the outcome of the PI System Demo
The Scrum Master can decide if the IP Iteration is necessary
Feedback
Innovation and Planning iteration occurs every PI and serves multiple purposes. GIven the constant
urgency for delivery, there's a risk that the "tyranny of the urgent" will override any opportunity to
innovate.
For more details, please refer: http://www.scaledagileframework.com/innovation-and-planning-

iteration/
Question 28
The SAFe Implementation Roadmap is based on what? *
0/1
Effective Agile Release Train launches based on SAFe adoption
Continuous integration based on Systems Thinking
The SAFe House of Lean
Large Solution implementations based on the SAFe Framework

Correct answer
Effective Agile Release Train launches based on SAFe adoption
Feedback
Bringing an invitation based approach into the ART launch means decentralizing some decisions
around how to operate SAFe to the people on the ART themselves. Effective ART launches highly
based on Safe adoption.
For more details, please refer: http://www.scaledagileframework.com/invitation-based-safe-

implementation/
Question 29
What must management do for a successful Agile transformation? *
1/1
Strive to think of adoption as an area they can control
Send someone to represent themselves, and then delegate tasks to these individuals
Commit themselves to quality and they must be the change agent in the system
Rely on many others to change the system
Feedback
Change Agents lead the transformation. They effectively apply the principles and practices of SAFe,
and organize, train, and coach Agile Teams.
For more details, please refer: http://www.scaledagileframework.com/train-lean-agile-change-agents/
Question 30
The House of Lean is a classic metaphor describing the mindset essential for
Lean thinking. Which one of the four pillars advocates a "Get out of the
office" mindset? *
1/1
Flow
Innovation
Feedback
According to the Innovation pillar – innovation comes from the producer. For that innovator has to
come out from the comfort zone and resemble from the mind set of "Get out of the office"
Question 31
Which two statements are true about DevOps? (Choose two.) *
0/1
It removes the need to automate processes
It alleviates the reliance on the skill sets of Agile teams
It reduces risk and improves innovation by making it safer to experiment
It lessens the severity and frequency of release failures
It increases the Mean Time to Recovery
Correct answer
It reduces risk and improves innovation by making it safer to experiment
It lessens the severity and frequency of release failures
Feedback
The goal of DevOps:

• Increases the frequency and quality of deployments
• Improves innovation and risk taking by making it safer to experiment
• Realizes faster time to market
• Improves solution quality and shortens the lead time for fixes
• Reduces the severity and frequency of release failures
• Improves the MTTR
Question 32
Product Management has content authority over Features. What do Product
Owners have content authority over? *
1/1
Portfolio Vision
Team Backlog
Portfolio Backlog
Value Streams
Feedback
The PO is the content authority at the team level. They are responsible for the team backlog,
prioritizing and accepting stories, and representing the customer to the Agile Team.
For more details, please refer: http://www.scaledagileframework.com/product-owner/
Question 33
In the Program Kanban some of steps have Work-in-Process limits. Why is
this necessary? *
1/1
To keep timebox goals
To provide visibility into progress
To enable flow in a pull-based system
To help continuous deployment
Feedback
The Kanban systems allow ART and Solution Trains to manage capacity based on the Work in
Process limits of the different states of the process. This helps prevent the system from operating
with large handoffs and identifies bottlenecks and opportunities for improvement. It provides clear
guidelines for the policies governing each state, as well as the criteria for moving to the next state.
This combination of visualization, WIP limits, and policies fosters collaboration and effective
decision-making which facilitates a faster flow of a value through the system.
For more details, please refer: http://www.scaledagileframework.com/program-and-solution-

kanbans/
Question 34
What is considered an anti-pattern when assigning business values to Team
PI Objectives? *
0/1
Agile Teams and Business Owners working together to assign business values
Teams making minor scope adjustments after business value is assigned
Business Owners assigning the business value
A value of 10 given to all of the PI Objectives
Correct answer
A value of 10 given to all of the PI Objectives

Feedback
The Corse question becomes, "Is our goal to complete the listed features, or is our goal to provide
the outcomes desired by those features? In other words, if we could provide the same value with
half the amount of work, and without building all of the features, would this be acceptable?
The proper identification of value helps to produce something which can be usable. For more
details, please refer: http://www.scaledagileframework.com/pi-objectives/
Question 35
Which statement fits with the SAFe Core Value of Built-in Quality? *
0/1
Quality depends on the scale of the project and should be implemented from the top down
Define goals and then build quality in
Quality is not part of the SAFe Core Values
Correct answer
Feedback
You cannot scale crappy code. The Agile Manifesto certainly focused on quality: "Continuous
attention to technical excellence and good design enhances agility.
For more details, please refer: http://www.scaledagileframework.com/safe-core-values/
Question 36
During the final plan review, Program risks are addressed using ROAM.
What do the letters in ROAM represent? *
0/1
Managed, Resolved, Ordered, Accepted
Owned, Mitigated, Resolved, Accepted
Accepted, Redesigned, Ordered, Mitigated
Relegated, Owned, Approved, Managed
Correct answer
Owned, Mitigated, Resolved, Accepted
Feedback
Program risks are categorized into the following groups:
Resolved - The teams agree that the issue is no longer a concern.
Owned - The item cannot be resolved in the meeting, but someone takes ownership
Accepted - Some risks are just facts or potential occurrences that simply must be understood and
accepted
Mitigated - Teams can identify a plan to mitigate the impact of an item
Question 37
Which role accepts Capabilities as complete? *
0/1
Product Management
Solution Management
Solution Architect/Engineer
Solution Train Engineer
Correct answer
Solution Management
Feedback
Capabilities are accepted by Solution Managers, who use acceptance criteria to determine whether
the functionality has been properly implemented.
Question 38
Which statement accurately characterizes Strategic Themes? *
1/1
They are large initiatives managed in the Portfolio Kanban that require Weighted Shortest Job
First prioritization and a lightweight business case
They are business objectives that connect the SAFe Portfolio to the Enterprise business strategy
They are key elements of the Portfolio used to define the overall company Vision
They are a high-level summary of each program’s Vision and are updated after every PI
Feedback
Strategic Themes connect each SAFe portfolio to the enterprise business strategy. Strategic
Themes influence ART funding, Portfolio Backlog, Program Vision, and Roadmap. Strategic Themes
represent the key direction for the portfolio.
Strategic Themes provides business context for decision-making within the portfolio and influence
investments in value Streams and serves as input to the Economic Framework, Budget, Portfolio,
Solution, and Program Backlog decisions.
http://www.scaledagileframework.com/strategic-themes/
Question 39
Which three items are found on a Program board? (Choose three.) *
1/1
Features
Significant dependencies
Backlog items
User Stories
Tasks
Milestones
Feedback
A program board shows Features, significant dependency, and Milestone/Event. For more details,
please refer: http://www.scaledagileframework.com/pi-planning/
Question 40
What is the recommended way to express a Feature or Capability? *
0/1
Feature and benefit statement
User Story voice
Lean business case
Functional requirement
Correct answer
Feature and benefit statement
Feedback
Features are described using a Features and Benefits Matrix (FAB):

Feature: A short phrase giving a name and context
Benefit Hypothesis: The proposed measurable benefit to the end-user or business
A feature is a system service that fulfils a stakeholder need. Each feature includes a benefits
hypothesis and acceptance criteria, and is sized or split as necessary to be delivered by a single
ART in a PI.
A capability is a high-level solution behaviour that typically spans multiple ART. They are sized and
split into multiple features so that they can be implemented in a single PI.
Question 41
What is a minimum viable improvement step for implementing a Continuous
Delivery Pipeline? *
1/1
Assume all products are Minimum Viable Products
Eliminate inter-Iteration waterfalls
Reduce Work-in-Process limits on the testing column
Relax the Definition of Done
Feedback
In inter-Iteration waterfalls, continuous delivery pipeline cannot be implemented as in waterfall value

is realized at the end.
Question 42
On day two of PI Planning, adjustments are made by the group based on the
previous day's management review and problem solving meeting. What are
three possible types of changes? (Choose three.) *

0/1
Changes to scope
Planning requirements reset
Movement of people
Business priorities
Adjustment to PI Objectives
User Stories
Correct answer
Changes to scope
Movement of people
Adjustment to PI Objectives
Feedback
The day 2 begins with managers describing any changes to planning scope and resources. Team
continues planning based on their agenda from the previous day, making the appropriate
adjustments. They finalize their objectives for the PI.
Question 43
What is the recommended way to estimate Epics? *
0/1
Estimate an Epic directly in normalized story points
Find the smallest Epic in the Backlog, give it 1 point, and estimate everything else relative to that
Split an Epic into potential Features, estimate each potential Feature in normalized story points,
and add up the estimates
Split an Epic into Features, split Features into Stories, estimate each Story in normalized story
points and roll up all estimates to the Epic
Correct answer
Split an Epic into potential Features, estimate each potential Feature in normalized story points,
and add up the estimates
Feedback
We do estimate Epics to forecast, by breaking the epic in features and estimating the features in
story points and finally aggregating it to an epic level. SAFe does recommend doing an epic
estimate to do ROI understanding and forecasting.
Question 44
Implementing SAFe requires buy-in from all levels of the organization. What
level of leadership is most important for effecting cultural change? *
0/1
Product Owners
Release Train Engineers
Solution Management
Executive Management
Correct answer
Release Train Engineers
Feedback
Release Train Engineers are the change agents.
Question 45
How often should System Demo occur in the default SAFe cadence? *
0/1
Every 4 weeks
Every 2 weeks
When requested
Weekly
Correct answer
Every 2 weeks
Feedback
A system demo is a significant event that provides an integrated view of a new feature for the most
objective measure of progress during a program increment. Every 2 weeks it is recommended.
For more details please refer: http://www.scaledagileframework.com/system-demo/
Question:
How do leaders build-in instability?
· They provide a high degree of freedom as to how teams meet requirements
Question:
What is one component of the Continuous Delivery Pipeline?
· Continuous Exploration
Question:
Which statement is true about the Innovation and Planning (IP) Iteration?
· Without the IP Iteration, there is a risk that the tyranny of the urgent outweighs all
innovation activities 6-52
Question:
When basing decisions on economics, how are cycle time, product cost, value, and
· To identify different parameters of the economic framework 3-10
Question:
What is the recommended way to express a Feature?
· Phrase, benefit hypothesis, and acceptance criteria 6-17
Question:
What is found on a program board?
· Features 5.42
· Dependencies
Question:
Who has content authority to make decisions at the user story level during PI Planning?
· Product Owner 5.28
Question:
What are the three primary keys to implementing flow? (Choose three.)
-Visualize and limit WIP 3-31
-Manage queue lengths 3-31
-Reduce the batch sizes of work 3-31
Question:
What is the biggest benefit of decentralized decision-making?
· Delivering value in the shortest sustainable lead time •
Question:
What is the focus of the Daily Stand-up meeting?
· Iteration goals versus what got done
Question:
During the final plan review, Program risks are addressed using ROAM. What do the
letters in ROAM represent?
· Owned, Mitigated, Resolved, Accepted 5.46

Question:
Which statement is true about DevOps?
· DevOps is an approach to bridge the gap between development and

operations 6-30
Question:
Product Management has content authority over the PI Program Backlog. What do
Product Owners have content authority over?
· Agile Team Backlog
https://www.scaledagileframework.com/product-owner/
Question:
Which statement is a value from the Agile Manifesto?
· Customer collaboration over contract negotiation 2-13
Question:
When is a Pre-PI Planning event needed?
· When multiple Agile Release Trains working on the same Solution need to
align and coordinate
https://www.scaledagileframework.com/pre-and-post-pi-planning/
Question:
The Agile Release Train uses which type of teams to get work done?
· Cross-functional teams 4-6
Question:
What is considered an anti-pattern when assigning business values to Team PI

Objectives?
o -Business Owners assign high values to important enabler work
o A value of 10 given to all of the PI Objectives
o Business Owners assigning the business value
o Assigning business values to stretch objectives
Question:

o Business priorities 5-39
Question:
What is a Minimal Viable Product?
o -A minimal product that can validate a hypothesis

https://www.scaledagileframework.com/continuous-delivery-pipeline/
Question:
What is one of the Agile Release Train sync meetings?
· Scrum of Scrums 6-8
Question:
What is an example of applying cadence-based synchronization in SAFe?
· Teams align their iterations to the same schedule to support

communication, coordination, and system integration 3-44
Question:
The Agile Release Train passes through four steps in order to deliver Solutions which
includes: defining new functionality, implementing, acceptance testing, and what else?
· Deploying 4-6
Question:
What is SAFe's release strategy?
· Release on demand 6-4
Question:
What is the best measure of progress for complex system development?

o -System Demo
Refined Backlog
ROAMing Risks
Iteration Review
Question:
What is one benefit of unlocking the intrinsic motivation of knowledge workers?
· To provide autonomy with purpose, mission, and minimum constraints
https://www.scaledagileframework.com/unlock-the-intrinsic-motivation-of-knowledge-
workers/
Question:
What must management do for a successful Agile transformation?
o Strive to think of adoption as an area they can control
o Change Scrum Masters in the team every two weeks – NO
o Send someone to represent management, and then delegate tasks to these

individuals – NO
o Commit to quality and be the change agent in the system
Question:
Which statement describes a Capability?

· It must be structured to fit within a single Program Increment (sized to fit
within PI, often take multiple ARTs to implement)
https://www.scaledagileframework.com/features-and-capabilities/
Question:
What should the team focus on in order to optimize flow?
· Delays 3-14
Question:
What is the recommended way to estimate Epics?
o Split an Epic into potential Features, estimate each potential Feature in

normalized story points, and add up the estimates 8-31
Question:
When does a Roadmap become a queue?
o When it is longer than one Program Increment 6-15
Question:
Which statement describes aspects of the team's commitment during PI Planning?
o A team does not commit to UNCOMITTED objectives 5-8

Question:
What is another name for technical or functional spikes needed to uncover knowledge
or reduce risk in the next PI
– Enabler stories
Question:
Which leadership style helps create a safe environment for learning, growth, and mutual
influence?
· Leader as the developer of people
Question:
Scrum is built on transparency, inspection, and what else
· Adaption
Question:
During which event are the Team PI Objectives agreed upon
· PI Planning
Which role serves as the Servant Leader for the Agile Release Train
· Release Train Engineer

Question:
Optimizing flow means identifying and reducing what?
· Delays
Question:
Which statement is true about Program events?
· Team events run inside the Program events, and the Program events create
a closed loop system
Question:
How can trust be gained between the business and development
· Deliver predictability
Question:
When are planning adjustments communicated back to the Agile Release Train after the
management review
· At the beginning of day two
Question:
Why do Business Owners assign business value to Teams' PI Objectives
· To provide the teams with guidance of value to the business
Question:
What is this statement defining: "A series of activities that have proven to be effective in
successfully implementing SAFe"?
· The SAFe Implementation Roadmap
Question:
What is an example of cross-functional Iterations?
· Iteration 1: Define, Build, Test; Define, Build, Test
Question:
What are two ways to describe a cross-functional Agile team? (Choose two.)
· They are optimized for communication and delivery of value
They can define, build, and test a feature or component
Question:
What are two items that appear on the program board? (Choose two.)
· Features
· Significant dependencies
Question:
Which two areas are part of the Scaled Agile Framework Core Values? (Choose two.)
· Built-in Quality
Alignment
· Transparency
Question:
Which statement is true about stretch (uncommitted PI Objectives)Team PI Objectives?
· They are part of the load but are not part of the commitment PI
Question:
What is an example of applying cadence and synchronization in SAFe?
· Conducting a PI Planning Meeting
Question:
Which statement is a value from the Agile Manifesto?
· Working software over comprehensive documentation
Question:
Why is it important to decouple deployment from release?
· To enable deploying upon demand
Question:
What are the top two reasons for adopting Agile in an organization? (Choose two.)
· Enable changing priorities

Question:
When would Large Solution SAFe be needed?
· When there are more than two Agile Teams
Question:
If small batches go through the system faster with lower variability, then which
statement is true about batch size?
· Severe project slippage is the most likely result of large batches
Question:
If a program repeatedly shows separate feature branches rather than a true System
Demo, which practice should be reviewed to address the issue?
· Continuous Integration
Question:
Which statement is a principle from the Agile Manifesto?
· Working software is the primary measure of progress
Question:
At the end of PI Planning after dependencies are resolved and risks are addressed, a
confidence vote is taken. What is the default method used to vote?
· Fist of Five
Question:
What is a benefit of enhancing enterprise agility?
· It allows for a faster response to changing market opportunities

Question:
Weighted Shortest Job First gives preference to jobs with which two characteristics?
(Choose two.)
· Shorter duration
Question:
What does the Continuous Delivery Pipeline enable?
· Continuous learning cycles
Question:
What is the best measure of progress for complex system development?
· System Demo
Question:
Which three types of decisions should remain centralized even in a decentralized

decision-making environment? (Choose three.)
· Long lasting decisions
· Infrequent decisions
· Decisions with significant economies of scale
Question:
Which SAFe Principle includes providing autonomy with purpose, mission, and
minimum constraints?
· Unlock the intrinsic motivation of knowledge workers

Question:
SAFe's first Lean-Agile Principle includes "Deliver early and often" and what else?
· Deliver value incrementally
Question:
What is one key purpose of DevOps?
· DevOps joins development and operations to enable continuous delivery
Question:
When should new approaches be anchored in an organization's culture?
· Culture change comes last as a results of changing work habits
Question:
What is an attribute of an application built with DevOps in mind?
· It ensures continuous integration with manual deployment

SAFe Core Values
- Alignment
- Transparency
- Built-in Quality
- Program Execution
Demming on Quality
"Inspection does not improve the quality, nor guarantee quality. Inspection is too late.
The quality, good or bad, is already in the product. Quality cannot be inspected into a
product or service; it must be built into it."
SAFe Principles
1: Take and 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 maintain queue lengths
7: Apply cadence, synchronize with cross domain planning
8: unlock the intrinsic motivation of knowledge workers
9: decentralize decision making
Set Based Design
a practice that maintains multiple requirements and design options for a longer period in
the development cycle. Empirical data is used to narrow focus based on the emergent
knowledge.
State of Continuous Flow
Visualize and limit WIP
Reduce batch sizes
Manage Queue Lengths
these increase the throughput and accelerate value delivery

Holding Cost
the cost for delayed feedback, inventory decay and delayed value delivery
Transaction Cost
the cost of preparing and implementing the batch
Little's Law
average wait time for a service from a system equals the ration of average queue length
divided by average processing rate
Wait time = queue length / process rate

Benefits of Cadence
* Predictable events with lower cost
* Predictable wait times
* Supports regular planning and cross functional coordination
* limits batch size to a single interval
* Controls injection of new work
* Provides scheduled integration points
Benefits of Synchronization
* Multiple events happen at the same time
* facilitates cross functional trade-offs
* Provides routine dependency management
* Supports full system and integration assessment
* Provides multiple feedback perspectives
Agile Architecture
A set of values and practices that support active evolution of the design and architecture
of a system, while implementing new system capabilities.
Agile Release Train (ART)
A long-lived and cross-functional team-of-Agile-teams, which along with other
stakeholders, develops and delivers solutions incrementally, using a series of fixed-
length Iterations within a Program Increment (PI) timebox. Aligns teams to a common
business and technology mission.
Agile Team
A cross-functional group of five to ten people who have the ability and authority to
define, build, and test some element of Solution value—all in a short Iteration timebox.
Specifically, it incorporates the DevTeam, Scrum Master, and Product Owner roles.
Architectural Runway
Consists of the existing code, components and technical infrastructure necessary to
support implementation of prioritized, near-term features, without excessive redesign
and delay.
Built-in Quality
Practices that ensure that each Solution element, at every increment, meets appropriate
quality standards throughout development.
Business Owners
A small group of stakeholders who have the primary business and technical
responsibility for governance, compliance, and Return on Investment for a Solution
developed by an Agile Release Train (ART). They are key stakeholders on the ART who
must evaluate fitness for use and actively participate in certain ART events.
Capabilities
A higher-level solution behavior that typically spans multiple Agile Release Trains
(ARTs). They are sized and split into multiple features so that they can be implemented
in a single PI.
Capital Expenses (CapEx) and Operating Expenses (OpEx)
Describe Lean-Agile financial tracking practices in a Value Stream budget. In some
cases, may include capitalized labor associated with the development of intangible
assets—such as software, intellectual property, and patents.
Communities of Practice (CoPs)
Organized groups of people who have a common interest in a specific technical or
business domain. They collaborate regularly to share information, improve their skills,
and actively work to advance the general knowledge of the domain.
Compliance
Refers to a strategy, and a set of activities and artifacts that allow teams to apply Lean-
Agile development methods to build systems that have the highest possible quality,
while simultaneously assuring they meet any regulatory, industry, or other relevant
standards.

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1. What do Agile Release Trains (ARTs) realize?

Development Value Streams

Development and operational Value Streams

Operational Value Streams

Business Value Streams

2. Who is the content authority for an Agile Team?

The Scrum Master

The System Architect

The Product Owner

The Product Manager

3. Why is it recommended to start with Essential SAFe?

A smaller number of teams is better when getting started

It prevents multiple ARTs being launched in parallel

Essential SAFe is adequate for the needs of most organizations

It creates areas of specialization

It requires managers to coordinate the work -------?

It moves the decision to where the information is

ANS: it is not how value flows

Reduce the amount of Features

Give teams access to the Program Kanban

Pair up IT with Epic Owners for all IT meetings

Increase the processing rate

Reduce context switching

Manage queue lengths

Reduce the batch sizes of work

Visualize and limit work in process (WIP)

7. Which tool is used to manage the evolution of Capabilities?

The Solution Kanban

The Program Backlog

The Epic to Capabilities Funnel

The Capabilities Backlog

Ask leadership for direction

9. What is the target percentage for the program predictability measure?

(Verified from SAFE)

During the draft plan review

After the final plan review

During the management review and problem-solving meeting

During the final plan review

(Verified from SAFE)

To help facilitate the first Program Increment (PI) Planning process

12. Who is part of the development Value Stream?

Everyone in a Lean Enterprise

Everyone who is part of the operational Value Stream

Everyone used to build the business Solutions that Customers use

Everyone who delivers value using business solutions

The SAFe Implementation Roadmap

Train everyone, launch ARTs

The SAFe Quickstart Approach

Program predictability measure update

Iteration Metrics update

Train Teams and Launch ART

Train Executives, Managers, and Leaders

Number of retrospectives held

Percent of Features accepted

Number of commits per Iteration

Using advanced Lean-Agile techniques to build mastery

Applying learning across the Enterprise