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SAFe-Agilist Practice Question: Building a Foundation with Mindset, Values and Principles

A newly formed Lean-Agile Center of Excellence is coaching leaders on the SAFe Lean-Agile Mindset. The coaches want to emphasize behaviors that reflect the principle of decentralizing decision-making. (Choose two.)

⚠ Common exam trap

The trap here is treating any form of governance or escalation as compatible with decentralized decision-making, when the principle specifically requires pushing local decisions to the teams and centralizing only strategic intent.

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

✓

Empowering teams to make local technical decisions within agreed guardrails

Decentralizing decision-making means giving teams authority over local decisions while leaders retain strategic intent and guardrails. Empowering teams within guardrails and establishing clear strategic intent both enable faster, more informed decisions at the point of work. The other behaviors centralize routine choices, which slows flow and undermines ownership, so they do not reflect the principle.

Answer analysis

Option-by-option breakdown

For each option: why learners choose it and why it is or isn't the right answer here.

  • ✗

    Requiring all architectural decisions to be approved by a central review board before teams can proceed

    Why it's wrong here

    Central approval for every architectural decision is the opposite of decentralizing decision-making. It creates delays, reduces team autonomy, and concentrates knowledge in a small group. While some strategic architecture decisions may be centralized, requiring all decisions to go through a board removes local authority and contradicts the principle being emphasized.

  • ✓

    Empowering teams to make local technical decisions within agreed guardrails

    Why this is correct

    Decentralizing decision-making pushes authority to the people closest to the work, while centralizing only strategic, cross-cutting decisions. Allowing teams to make local technical choices within guardrails is a direct expression of that principle. It speeds up decisions, increases ownership, and keeps strategic alignment through the guardrails rather than through approvals.

  • ✓

    Establishing clear strategic intent and guardrails so teams can decide how to achieve outcomes

    Why this is correct

    Decentralized decision-making works only when leaders provide clear intent and boundaries. By setting strategic intent and guardrails, leaders allow teams to choose the how while remaining aligned with the why. This matches the principle's guidance to centralize strategic decisions and decentralize everything else, enabling faster and more informed local choices.

  • ✗

    Having the RTE assign every team's daily tasks to ensure consistent progress

    Why it's wrong here

    Assigning daily tasks centrally removes team autonomy and self-organization, which is contrary to decentralized decision-making. The RTE's role is to facilitate flow and remove impediments, not to direct individual work. This behavior centralizes operational decisions that should reside with the team, so it does not reflect the principle being coached.

  • ✗

    Escalating all prioritization conflicts to the Lean Portfolio Management group for resolution

    Why it's wrong here

    Escalating every prioritization conflict to LPM centralizes decisions that should often be handled at the ART or team level. Decentralizing decision-making encourages resolving conflicts close to the work using established guardrails and economic trade-offs. Routine escalation reduces speed and ownership, so this behavior does not exemplify the principle.

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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

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