Free Practice Questions for Scaled Agile SSM Exam

In SAFe® and Scrum, acceptance criteria define the conditions that must be met for a User Story to be considered complete and accepted by the Product Owner. These criteria clarify how the Story will be validated and serve as the basis for confirming that functionality meets expectations and quality standards.

Acceptance criteria support transparency, alignment, and shared understanding between the team and stakeholders. They guide development, testing, and validation efforts and are essential for achieving the Definition of Done (DoD).

From SAFe guidance:

“Acceptance criteria define the boundaries and validation conditions of a Story. They ensure the implemented functionality meets the customer’s intent and can be accepted.”

Therefore, the correct answer is A. To identify how the Story can be validated, as this captures the core purpose of acceptance criteria.

One of the high-performing team characteristics that Team A is demonstrating is using regular feedback loops built into the learning cycle. A high-performing Agile Team is a cross-functional group of people that have everything, and everyone, necessary to produce a working, tested increment of product1 They are empowered, collaborative, aligned, and committed to delivering value to the customers and the organization1 One of the factors that enable a high-performing Agile Team is using regular feedback loops to learn and improve. Feedback loops are mechanisms that provide the team with information about the outcomes and impacts of their actions, as well as the needs and expectations of their customers and stakeholders23 Feedback loops help the team to validate their assumptions, measure their progress, and adjust their plans accordingly23 Feedback loops also help the team to foster a culture of experimentation, innovation, and continuous improvement, as well as to increase customer satisfaction and loyalty23 Team A is using regular feedback loops by releasing the functionality with a method for collecting direct customer feedback. This allows them to learn from the actual users of their product, and to incorporate their feedback into the next iteration of development. This way, they can deliver value faster and more effectively, as well as to enhance the quality and usability of their product4 

One purpose of iteration goals is to align team members to a common purpose and vision. Iteration goals are a high-level summary of the business and technical goals that an Agile Team agrees to accomplish in an iteration. They help the team and the product owner to reach agreement on the business value they intend to deliver, align their work to their team PI objectives, and ground everyone on their shared purpose. Iteration goals also provide transparency and management information, as well as support the coordination and dependency management of the Agile Release Train (ART).

According to the SAFe 6 Scrum Master documentation, one of the traits of a servant leader is to persuade rather than use authority. This means that the servant leader influences others by appealing to their values, beliefs, and interests, rather than by imposing their own will or position. By persuading rather than using authority, the servant leader fosters a culture of collaboration, empowerment, and trust, where team members are more likely to accept and welcome coaching, feedback, and change. Persuasion also helps the servant leader to align the team with the organization’s vision, mission, and goals, and to create a shared understanding of the purpose and value of the work.

In SAFe®, Iteration Planning is the event where the team determines how much work they can commit to for the upcoming iteration and aligns on the iteration goal. The recommended first step of Iteration Planning is to establish team capacity.

By identifying the available capacity (in person-days or story points) considering holidays, time off, or other commitments, the team ensures realistic planning and avoids overcommitment. This forms the foundation for selecting appropriate backlog items that fit within available capacity.

From SAFe guidance:

“Iteration Planning starts with establishing the team’s capacity for the upcoming iteration. This ensures that the team commits to a realistic amount of work based on their availability.”

Therefore, the correct answer is D. Establish capacity, as it is the first and most critical step in effective iteration planning.

Norming is the stage of team development where team members stop focusing on their own goals and begin focusing on developing better ways of working together. Norming occurs after the team has gone through the Forming and Storming stages, where they have established their roles and responsibilities, and have resolved their initial conflicts and disagreements12 In the Norming stage, the team starts to build trust, respect, and cohesion among themselves. They also align on a common vision, mission, and goals, and agree on the norms and expectations for their collaboration and communication12 The team becomes more productive, efficient, and effective, as they leverage their collective strengths and skills, and support each other in overcoming challenges and delivering value12 The team also develops a sense of identity and pride, and celebrates their achievements and learnings12 

The primary goal of a team in an Iteration is to deliver working functionality that meets the acceptance criteria and the definition of done. This functionality is demonstrated to the stakeholders and customers in the Iteration Review and Demo event, where the team receives feedback and validation. By delivering working functionality at the end of the Iteration, the team contributes to the Incremental value delivery, one of the SAFe Lean-Agile Principles.

A servant leader is defined in SAFe® as someone who prioritizes the growth, well-being, and development of their team over personal or organizational agendas. Rather than exercising authority or control, servant leaders empower, support, and enable their teams to achieve autonomy and high performance.

Scrum Masters and Team Coaches embody this leadership style by removing impediments, fostering collaboration, and promoting a safe environment for experimentation and learning. The servant leader’s goal is to help the team reach its full potential, not to command or direct.

From SAFe guidance:

“Servant leaders focus on the growth and well-being of people and the communities to which they belong. They put the needs of others first and help people develop and perform as highly as possible.”

Therefore, the correct answer is A. A leader that prioritizes the needs and growth of the team over their own priorities.

In the Scaled Agile Framework (SAFe®), Scrum Masters or Team Coaches (SM/TCs) support their teams by making work visible and ensuring transparency around progress and delivery. One of the most effective tools for visualizing team delivery is the Burn-up Chart.

A Burn-up Chart shows progress toward the completion of work over time. It tracks the amount of work completed compared to the total scope, helping teams and stakeholders visualize how close they are to meeting iteration or PI objectives. This visualization enables data-driven discussions, supports predictability, and helps identify delivery risks early.

While other metrics like Cycle Time or Cumulative Flow Diagrams are valuable for measuring flow and efficiency, the Burn-up Chart specifically visualizes delivery progress.

From SAFe guidance:

“Teams use burn-up charts to visualize progress toward the goal and communicate delivery status. They enable transparency and support empirical planning and adaptation.”

Therefore, the correct answer is B. Burn-up chart—it is the primary visualization tool for tracking and communicating team delivery progress.