SAFe-Agilist Practice Test 22 — 15 Questions

Question 1

A SAFe Portfolio is experiencing long lead times for epics due to a large number of epics in the portfolio backlog. The Lean Portfolio Management (LPM) team wants to improve flow by applying the principles of Lean-Agile. Which action is most effective?

Choose an answer to begin — your selection is scored in the full session.

Accepted Answer

Implement a Work in Process (WIP) limit for epics in the portfolio backlog and actively manage the queue.. Limiting WIP at the portfolio level is a direct application of Lean-Agile principles to reduce queue size and lead time. By capping the number of epics in process and managing the queue, the LPM team can improve flow, increase predictability, and deliver value faster. Other options increase WIP or introduce bias, which harm flow.

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Assign each epic to a dedicated team to avoid context switching.

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Increase the number of epics in the backlog to give teams more options for selection.

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Prioritize epics based on the loudest stakeholder to ensure alignment.

Question 2

Which of the following is the primary objective of a 'Portfolio Sync' meeting?

Accepted Answer

To review the status of portfolio epics and address bottlenecks.. The Portfolio Sync meeting is designed to maintain alignment across the entire portfolio. By gathering the right stakeholders to review the Kanban, address bottlenecks, and review the status of strategic themes, the organization ensures that everyone is working toward the same goals. It acts as a primary coordination point to ensure that the portfolio remains agile, focused on high-value outcomes, and capable of addressing cross-functional challenges in a timely manner.

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To conduct detailed code walkthroughs for all new features.

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To set the daily task assignments for all Agile teams.

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To approve the hiring of new staff for the HR department.

Question 3

A Scrum Master notices that the Agile Team's Definition of Done (DoD) does not include any criteria for non-functional requirements such as performance or security. What should the Scrum Master do to help the team improve their DoD?

Accepted Answer

Facilitate a team workshop to identify relevant non-functional requirements and collaboratively update the DoD.. The Definition of Done should include both functional and non-functional criteria to ensure a high-quality Increment. The Scrum Master facilitates team collaboration to identify relevant non-functional requirements and update the DoD. This empowers the team to own their quality standards and aligns with SAFe's emphasis on Built-in Quality and continuous improvement.

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Ignore the gap because non-functional requirements are not part of the DoD in SAFe.

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Ask the Product Owner to define the non-functional requirements and add them to the DoD.

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Instruct the team to add all possible non-functional requirements to the DoD immediately.

Question 4

An Agile team has a high velocity but is still missing their PI Objectives. What is the most likely cause?

Accepted Answer

The team is prioritizing output over the outcomes defined by the PI Objectives.. Velocity measures output, but PI Objectives measure outcomes. If a team is busy but not meeting their goals, they are likely focused on the wrong work. This happens when the team is not aligned with the Program Board or the business value. It matters because high velocity without goal alignment is essentially 'fast failure,' delivering many features that do not contribute to the overall business strategy.

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The team is not using the correct estimation technique for their stories.

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The team is suffering from technical debt that slows down their delivery.

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The Scrum Master is not facilitating the daily stand-up efficiently.

Question 5

What is the primary benefit of reducing batch sizes in Product Development Flow?

Accepted Answer

It accelerates feedback and reduces the cost of delay.. Reducing batch sizes lowers the risk of large-scale failures and accelerates feedback. When teams work on smaller batches, they can integrate more frequently and detect errors earlier. This minimizes the cost of delay, improves predictability, and enhances the overall ability of the team to pivot when necessary. It is a fundamental strategy for achieving high-velocity delivery while maintaining high product quality throughout the development cycle.

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It allows the team to work on more projects simultaneously.

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It decreases the cost of coordination and overhead.

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It eliminates the need for detailed requirements.

Question 6

Why does high utilization in a SAFe environment often lead to decreased performance?

Accepted Answer

Because it eliminates the buffer needed to handle variability.. High utilization (near 100%) eliminates the system's ability to handle variability. When every resource is fully occupied, any minor delay or new priority causes an immediate queue buildup, as there is no slack time to absorb the variance. This leads to longer lead times, increased multitasking, and a decrease in overall system throughput. Maintaining some level of slack is essential for a high-performing, flexible system.

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Because it makes it difficult for managers to track team progress.

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Because teams are more likely to work on the wrong features.

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Because it discourages teams from using automated tools.

Question 7

A Portfolio Manager is evaluating a proposed Epic using Weighted Shortest Job First (WSJF). The Epic has a Cost of Delay of 50 and a Job Size of 10. Another Epic has a Cost of Delay of 20 and a Job Size of 2. Which should be prioritized?

Accepted Answer

The second Epic, because it has a higher WSJF score.. WSJF is calculated by dividing the Cost of Delay by the Job Size. The first Epic has a WSJF score of 5.0 (50/10), while the second Epic has a score of 10.0 (20/2). Therefore, the second Epic is more economically efficient to perform first. Prioritizing based on WSJF maximizes the total economic benefit delivered by the portfolio over time by addressing the highest value-to-cost ratio first.

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The first Epic, because it has a higher Cost of Delay.

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The first Epic, because it is more complex.

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Both should be started simultaneously to maximize throughput.

Question 8

What is the primary goal of SAFe Principle 1: Take an economic view?

Accepted Answer

To deliver the most value in the shortest sustainable lead time.. The primary goal is to ensure that the organization delivers the best possible business value in the shortest sustainable lead time. By applying economic frameworks to decision-making—such as considering the cost of delay, operating expenses, and development costs—leadership can better prioritize work. This matters because resources are finite; making economically informed decisions ensures that the organization invests in the most impactful initiatives rather than just the easiest or most popular ones.

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To minimize the number of developers required to finish a project.

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To ensure that all projects are completed exactly on budget.

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To standardize reporting across all departments for better oversight.

Question 9

In the context of SAFe, what is the purpose of the 'Innovation and Planning (IP) Iteration'?

Accepted Answer

To address technical debt, innovation, and PI planning.. The IP iteration serves as a buffer between Program Increments, providing time for innovation, education, and planning. It prevents teams from being trapped in a cycle of endless delivery, which often leads to burnout and a lack of improvement. This matters because it gives the organization a dedicated space to think, learn, and refactor the system, ensuring that the next increment is built on a solid, improved foundation.

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To allow the team to take a break from all work for two weeks.

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To finalize any features that were not completed in the previous iterations.

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To conduct performance reviews for all team members.

Question 10

Which THREE actions demonstrate an understanding of 'Flow' when managing a backlog? (Choose three)

Accepted Answer

Decomposing large features into smaller, manageable stories.. Managing a backlog for flow requires moving away from massive batching and towards continuous delivery. By breaking down large work items, teams can maintain a steady flow. Limiting the number of items that are 'ready' prevents inventory buildup, and using objective, data-driven criteria (like WSJF) ensures the highest value is prioritized, preventing the backlog from becoming a disorganized storage area.

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Maintaining a massive backlog of unrefined items.

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Allowing stakeholders to add items to the top at any time.

Question 11

In the context of flow, what is the consequence of 'Unused Work' or 'Partially Done Work'?

Accepted Answer

It represents 'waste' that increases risk and slows the system.. Partially done work is a hidden form of inventory that creates significant risk and overhead. It occupies resources, requires maintenance, and lacks the benefit of realized value. Worse, it often becomes obsolete before it can be completed. In SAFe, identifying and finishing or discarding this work is essential for clearing the pipeline and reclaiming capacity to focus on high-value initiatives that move the needle.

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It serves as a helpful buffer for future periods.

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It degrades system performance due to integration conflicts.

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It is an inevitable byproduct of a complex development system.

Question 12

What is the primary role of 'Respect for People and Culture' in the SAFe House of Lean?

Accepted Answer

To empower individuals and foster a culture of growth.. Respect for People and Culture is the foundation of the House of Lean. Without it, the other elements cannot sustain themselves. It involves treating people with dignity, providing autonomy, and fostering an environment where individuals can grow and contribute their best work. This cultural pillar is vital because it ensures that the people doing the work are motivated, engaged, and empowered, which is the ultimate engine of productivity and sustainable performance.

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To increase output by forcing employees to work longer hours.

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To strictly enforce top-down decision making processes.

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To prioritize individual gain over team success.

Question 13

A SAFe Agilist is working with a group of leaders who want to understand the mindset required for a successful SAFe adoption. A leader asks which belief is central to the Lean-Agile Mindset. Which response should the Agilist give?

Accepted Answer

Teams closest to the work should make decisions, within a clear set of strategic guardrails. The Lean-Agile Mindset rests on beliefs such as decentralized decision-making, where leaders set mission and guardrails and the teams closest to the work decide how to deliver. This increases flow and engagement and reflects SAFe's respect for people and systems thinking. Centralized control, individual ratings, and rigid plans all conflict with the mindset and would slow the transformation.

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Leaders must centralize decision-making to ensure consistency across all teams

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Individual performance ratings should be used to identify and reward the top performers

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Plans should be fixed at the start of the PI and protected from change until the PI ends

Question 14

An Agile Release Train (ART) is preparing for a Program Increment (PI) Planning event. The Release Train Engineer (RTE) wants to ensure capacity is allocated to reduce queue lengths and improve flow across the ART. According to SAFe, which action best supports this goal during PI Planning?

Accepted Answer

Limit the amount of work in process (WIP) by establishing team PI objectives that reflect realistic capacity and include buffer for uncertainty.. Limiting WIP and planning to realistic capacity are core SAFe flow practices. When teams commit to PI objectives based on true capacity and include buffer, queues shrink, variability is absorbed, and the ART can deliver value more predictably. The other actions increase WIP or overload teams, which degrades flow.

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Load each team to 100% of their available capacity to maximize throughput.

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Increase the number of features per team to ensure the ART delivers more value per PI.

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Assign all available work to teams regardless of dependencies to keep everyone busy.

Question 15

A SAFe Release Train Engineer (RTE) notices that teams are frequently waiting for approvals from a centralized architecture board before starting any design work. This delay causes the Program Increment (PI) objectives to slip. Which SAFe Lean-Agile Principle is most directly violated by this approval process?

Accepted Answer

Decentralize decision-making. The centralized architecture board creates a bottleneck that contradicts the SAFe principle of decentralizing decision-making. This principle requires pushing decisions to the lowest level to enable fast flow and innovation. By forcing teams to wait for approvals, the organization slows down delivery and fails to empower teams, directly undermining the principle.

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Apply cadence, synchronize with cross-domain planning

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Visualize and limit WIP, reduce batch sizes, and manage queue lengths

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Assume variability; preserve options