SAFe-Agilist Practice Exam Questions with Answers SAFe 6 Agilist - Leading SAFe (SA) (6.0) Certification

The workbook explains that ROAM stands for:

“Resolved – Addressed; no longer a concern

Owned – Someone has taken responsibility

Accepted – Nothing more can be done and if risk occurs, release may be compromised

Mitigated – Team has plan to adjust as necessary.”

Source:Workbook, Page 4-60

The next step for an epic with a completed Lean business case in the analyzing step of the Portfolio Kanban is to move it to the ready state if it receives a ‘go’ decision from Lean Portfolio Management. The analyzing step is where the epic hypothesis statement and the Lean business case are developed and validated. The Lean business case provides the economic justification, assumptions, risks, and potential benefits of the epic. The Lean Portfolio Management is the authority that reviews and approves the Lean business case and decides whether to fund and implement the epic or not. If the epic receives a ‘go’ decision, it moves to the ready state, where it waits for implementation capacity. If the epic receives a ‘no go’ decision, it is either deferred or cancelled. References: Portfolio Kanban, Lean Portfolio Management

Lean Portfolio Management, Agile Product Delivery, and Lean-Agile Leadership are SAFe core competencies. A SAFe core competency is a set of knowledge, skills, and behaviors that enable an organization to achieve business agility. Business agility is the ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative solutions. There are seven core competencies in SAFe: Team and Technical Agility,Agile Product Delivery, Enterprise Solution Delivery, Lean Portfolio Management, Organizational Agility, Continuous Learning Culture, and Lean-Agile Leadership. References: SAFe as an Operating System for Business Agility, Core Competencies of Business Agility

The SAFe Implementation Roadmap provides an ordered sequence of transformation activities. After training leaders, the next step is:

“Identify Value Streams and ARTs – this step is essential to organizing around value, ensuring future trains are aligned with value delivery.”

SAFe emphasizes that effective DevOps implementation is key to enabling continuous value delivery. The workbook highlights that:

“DevOps helps ensure a constant flow of value by automating the Continuous Delivery Pipeline and enabling continuous integration and deployment… A Value Stream with DevOps capabilities implements automation and integration for consistent quality and faster delivery.”

This makes automation a cornerstone in enabling flow within a Value Stream.

The SAFe Workbook emphasizes that:

“Large batch sizes increase variability… Small batches go through the system faster with lower variability.”

The workbook includes exercises demonstrating that smaller batch sizes reduce cycle time and increase predictability, while large batches slow flow and introduce delays.

Source:01 Workbook SA (6.0).pdf, Pages 2-54 to 2-56

In the SAFe Workbook under Principle #1 ("Take an economic view"), it states:

“Deliver early and often. Deliver value incrementally… Accelerates feedback and learning, allows early and continuous delivery.”

This principle is illustrated using the difference between waterfall and Agile delivery models.

Source:01 Workbook SA (6.0).pdf, Pages 2-26 to 2-28

Design thinking is a method that provides a continuous understanding of the target market. Design thinking is a human-centered approach to problem-solving that involves empathy, ideation, experimentation, and implementation. Design thinking helps teams discover the real needs and desires of their customers, generate innovative solutions that address those needs, validate their assumptions through fast feedback loops, and deliver value that delights their customers. Design thinking helps teams achieve the core competency of Customer Centricity in SAFe. References: Customer Centricity, Design Thinking

In the workbook’s PI Planning agenda:

"After the draft plan review, the RTE facilitates amanagement review and problem-solving meetingwith Business Owners, Product Management, and other stakeholders. Here, capacity and load adjustments, scope changes, and planning adjustments are agreed upon."

Source:Workbook, PI Planning Module, Page 4-70

The Continuous Delivery Pipeline represents the workflow, activities, and automation needed to deliver new functionality more frequently. The Continuous Delivery Pipeline is a key enabler of Agile Product Delivery, which is one of the core competencies of business agility in SAFe. The Continuous Delivery Pipeline consists of four elements: Continuous Exploration, Continuous Integration, Continuous Deployment, and Release on Demand. These elements help teams continuously explore customer needs, develop high-quality solutions, deploy them to various environments, and release them to customers when and where they want. References: Agile Product Delivery, Continuous Delivery Pipeline

SAFe describes DevOps as:

“DevOps tries to bridge the gap between new Features and stable solutions… DevOps joins development and operations to enable continuous delivery.”

This integration supports both speed and stability in software delivery.

The workbook clearly outlines:

"Business Owners assign business value (BV) scores to PI Objectives from 1 (low) to 10 (high) after negotiation. These scores help teams understand what is most important to the business."

Source:SAFe Workbook, PI Planning Simulation Section

“Precisely specify value by product” is central to Lean thinking. Lean thinking is a philosophy and a set of principles and practices that aim to eliminate waste and optimize value delivery. Value is defined as anything that a customer is willing to pay for or that meets their needs or desires. Value is specified by product, which means that each product or service should have a clear and explicit definition of what value it provides to the customer and how it differs from other products or services. Specifying value by product helps avoid ambiguity, confusion, andinefficiency in the value delivery process. References: Thriving in the Digital Age, SAFe Principle #1

SAFe’s core mission is to support enterprises in achieving Business Agility.

“Business Agility is the ability to compete and thrive in the digital age… requires the entire organization to deliver innovative business solutions faster than the competition.”

Source:01 Workbook SA (6.0).pdf, Page 1-21

This is how SAFe describes Customer Centricity. Customer Centricity is one of the core competencies of business agility in SAFe. Customer Centricity means putting the customer at the center of everything the enterprise does, and understanding their needs, desires, and problems deeply. Customer Centricity also means adopting a mindset that focuses on observing and learning from customer behaviors that produce the best innovations, rather than relying on assumptions or opinions. Customer Centricity helps enterprises deliver solutions that delight their customers and achieve market differentiation. References: Customer Centricity

Uncommitted objectives are counted when calculating load. Load is a measure of how much work a team can realistically accomplish in a PI. Load is calculated by adding up the story points of all the committed and uncommitted objectives of a team. Committed objectives are SMART goals that reflect the value that each team intends to deliver in a PI with high confidence. Uncommitted objectives are stretch goals that reflect additional value that each team may be able to deliver in a PI if they have extra capacity or time. Uncommitted objectives are not included in the commitment or the business value scoring, but they are included in theload to account for their potential impact on team capacity. References: PI Planning, Team PI Objectives

The Lean Budget Guardrails defined in SAFe include "Guiding investments by horizon" as one of the main components. This ensures strategic alignment and responsible use of funds.

“Fund Value Streams; Lean budgets and Guardrails… Value Stream budgets adjusted dynamically…”

The SAFe House of Lean is based on:

“Goal: Value in the shortest sustainable lead time, with the best quality and people morale.”

This guides decisions and continuous improvement.

From the workbook's role definitions:

"Scrum Master/Team Coach Responsibilities: Supporting Iteration Execution, Improving ART Performance, Facilitating PI Planning, Building High-Performing Teams."

This makes "supporting iteration execution" a primary responsibility.

Source:Workbook, Lesson 3.1, Page 3-7

The Agile Manifesto states:

“We have come to value: Customer collaboration over contract negotiation”

This is one of the four core value statements of the Agile Manifesto and is cited verbatim in the SAFe Workbook.

Source:Workbook, Page 2-13

Mindset and principles is one of the dimensions of Lean-Agile Leadership. Lean-Agile Leadership is one of the core competencies of business agility in SAFe. Lean-Agile Leadership means exhibiting the behaviors that enable an organization to achieve business agility. Lean-Agile Leadership has three dimensions: mindset and principles; leading change; and developing people. Mindset and principles means adopting the values and principles of Lean thinking and Agile development, and applying them to lead others in achieving business agility. References: Lean-Agile Leadership, Mindset and Principles