Free Practice Questions for Scaled Agile SAFe-Agilist Exam

According to the SAFe Agilist 6.0 domain of Apply SAFe Principles, this principle is the first Lean-Agile Principle and it describes how to make decisions based on economics1. One of the practices essential to achieving optimum economic outcomes is to deliver early and often, which means moving new system features through the development value stream as quickly as possible1. This practice has a direct economic benefit, as it enables faster feedback, higher value, and lower risk1. You can read more about this principle and practice in this article, under the section “Deliver early and often”.

One way Lean-Agile leaders lead by example is by modeling SAFe’s Lean-Agile Mindset, values, principles, and practices. A Lean-Agile Mindset is a way of thinking that embraces the values and principles of Lean thinking and Agile development. A Lean-Agile leader is someone who exhibits this mindset and applies it to lead others in achieving business agility. A Lean-Agile leader models SAFe’s four core values: Alignment, Built-in Quality, Transparency, and Program Execution; as well as its ten principles: Take an economic view; Apply systems thinking; Assume variability; preserve options; Build incrementally with fast integrated learning cycles; Base milestones on objective evaluation of working systems; Visualize and limit WIP; reduce batch sizes; manage queue lengths; Apply cadence; synchronize with cross-domain planning; Unlock the intrinsic motivation of knowledge workers; Decentralize decision-making; Organize around value; and Adopt a customer-centric mindset. References: Lean-Agile Mindset, SAFe Core Values, SAFe Lean-Agile Principles, Lead by Example

The SAFe Workbook states:

“Centralize decisions that are infrequent, long-lasting, and have significant economies of scale.”

This includes strategic decisions like compensation strategy or technology platform choices.

Strategic themes are an example of differentiating business objectives. Strategic themes are specific, itemized business objectives that connect a portfolio to the enterprise strategy. Strategic themes provide guidance and direction for portfolio vision, budget allocation, value stream identification, epic prioritization, and metric definition. Strategic themes help differentiate a portfolio from its competitors and create a unique value proposition for its customers. References: SAFe Portfolio, Strategic Themes

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

Conducting a PI planning event is an example of applying cadence and synchronization in SAFe. Cadence is a regular and predictable pattern of events that provides a rhythm for development. Synchronization is the alignment of multiple perspectives and activities within a cadence. PI planning is a two-day event that occurs at the beginning of every Program Increment (PI), which is typically an 8-12 week timebox. PI planning brings together all the teams in an ART to align on a common vision, identify dependencies, plan features, establish objectives, and commit to a plan for the next PI. References: Develop on Cadence; Release on Demand, PI Planning

The Lean-Agile Center of Excellence (LACE) plays a key role in enabling transformation and follows the SAFe Implementation Roadmap.

“LACE uses the SAFe Implementation Roadmap to guide the transformation… The roadmap outlines a step-by-step strategy from reaching the tipping point to sustaining and accelerating SAFe.”

The SAFe workbook defines "Leading by Example" as a foundational behavior of Lean-Agile leaders. They do this through:

Insatiable learning

Authenticity

Emotional competence

Courage

Growing others

Decentralized decision-making

The workbook explicitly states:

“Leaders model desired professional and ethical behaviors… and apply SAFe's Lean-Agile Mindset, values, principles, and practices.”

SAFe draws from Kotter’s model and describes the dual operating system:

“Organize the Enterprise around the flow of value while maintaining the hierarchies… This dual system leverages stability and speed.”