SAFe-Agilist Leading the Change Practice Question
A large financial services company is midway through its SAFe transformation. The Lean-Agile Center of Excellence (LACE) has been established, and several Agile Release Trains are running. However, leaders notice that many teams still rely on traditional status reporting and are not using the Program Board or Inspect & Adapt events to manage dependencies. The LACE wants to accelerate the adoption of Lean-Agile practices. According to SAFe, what is the most effective next step for the LACE to take?
⚠ Common exam trap
The trap here is assuming that more training or knowledge sharing will automatically change behavior, when in fact targeted coaching is needed to embed new practices.
Answer choices
Why each option matters
Answer the question above first, then reveal the full breakdown to understand why each option is right or wrong.
Correct answer & explanation
✓
Coach teams and leaders on how to effectively use the Program Board and Inspect & Adapt events to manage dependencies.
The LACE is responsible for fostering Lean-Agile adoption through coaching and guidance. When teams are not using key SAFe events like the Program Board and Inspect & Adapt, the most effective action is to provide targeted coaching. This helps teams understand the purpose and mechanics of these events, enabling them to manage dependencies and improve continuously. Other actions like more training or escalation do not address the specific behavioral gap.
Answer analysis
Option-by-option breakdown
For each option: why learners choose it and why it is or isn't the right answer here.
- ✓
Coach teams and leaders on how to effectively use the Program Board and Inspect & Adapt events to manage dependencies.
Why this is correct
The LACE's primary role is to provide coaching and support to help teams and leaders adopt SAFe practices. By directly coaching on the use of the Program Board and Inspect & Adapt, the LACE addresses the specific gap in behavior. This hands-on approach ensures teams understand how these tools and events help manage dependencies and drive continuous improvement.
- ✗
Escalate the issue to the Lean Portfolio Management (LPM) group to enforce compliance with SAFe events.
Why it's wrong here
Escalating to LPM for enforcement is not appropriate; LPM focuses on strategy and funding, not tactical enforcement. SAFe emphasizes self-organization and intrinsic motivation over command-and-control. The LACE should coach rather than escalate. Enforcement would likely damage trust and fail to build the desired Lean-Agile culture.
- ✗
Establish Communities of Practice (CoPs) to share knowledge and improve practices across teams.
Why it's wrong here
Communities of Practice are useful for knowledge sharing, but they are voluntary and may not directly solve the problem of teams not using specific SAFe events. The LACE should focus on direct coaching and guidance to ensure teams understand how to effectively use the Program Board and Inspect & Adapt. CoPs alone are insufficient to drive the needed behavior change.
- ✗
Provide immersive training to all employees on Lean-Agile principles and practices.
Why it's wrong here
Immersive training is valuable early on, but by this stage, teams have already received foundational training. The issue is not lack of knowledge but lack of application. Repeating training would not address the specific gap in using Program Board and Inspect & Adapt. A more targeted approach is needed to reinforce behaviors and provide hands-on coaching.
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JA
Written and reviewed by Johnson Ajibi, MSc IT Security
Senior Network & Security Engineer · founder of Courseiva
Last reviewed September 2026 · checked against the official Scaled Agile exam blueprint
This SAFe-Agilist practice question is part of Courseiva's free Scaled Agile certification practice question bank. Courseiva provides original exam-style practice questions with explanations, topic-based practice, mock exams, readiness tracking, and study analytics to help learners prepare for the SAFe-Agilist exam.