Free Practice Questions for Scrum SAFe-Practitioner Exam

The Agile Manifesto is a set of values and principles that guide the software development process. One of the values is “responding to change over following a plan”. This means that the team values the customer’s needs and feedback over the plan and process. The team embraces change as an opportunity to deliver better solutions and adapts to changing requirements and priorities. References: The 4 Values and 12 Principles of the Agile Manifesto - Smartsheet, 12 Principles Behind the Agile Manifesto | Agile Alliance

Shift learning left is one of the five basic Agile quality practices applicable to all Agile Teams. It means moving testing and validation activities as early as possible in the development process, to identify and fix defects before they become costly and risky. This practice improves quality, reduces waste, and accelerates delivery. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Built-in Quality, Lesson 4: Deliver Value

Cadence-based synchronization in SAFe means that teams follow a common rhythm of work and coordinate their activities across different domains. One example of applying this principle is to align the start and end dates of the Iterations, which are fixed-length timeboxes for teams to deliver value. This helps teams plan and execute their work in sync with other teams on the Agile Release Train (ART) and the Solution Train, and enables them to participate in the PI Planning and other events that require cross-team collaboration. References: Principle #7 – Apply cadence, synchronize with cross-domain planning, Iteration, Exam Study Guide: SP (6.0) - SAFe® Practitioner

Resizing the work means breaking down large batches of work into smaller, more manageable pieces that can be completed faster and with less variability. This reduces the queue length, which is the number of work items waiting to be processed, and improves the flow of value delivery. Resizing the work is one of the principles of Lean-Agile development, and it is also a practice of Scrum and Kanban teams. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Visualize and Limit WIP, Reduce Batch Sizes, and Manage Queue Lengths, ScrumXP, Story

During the PI Planning event, planning adjustments are agreed upon during the management review and problem-solving meeting, which is the last activity of the first day of the event1. In this meeting, the management team reviews the draft plans of the teams, identifies and resolves any issues, risks, or dependencies, and makes any necessary changes to the scope, people, or resources1. The management team also communicates the planning adjustments back to the Agile Release Train (ART) the next day, before the teams continue their planning and make the appropriate adjustments2. References: PI Planning, Management Review and Problem-Solving

According to the Scaled Agile Framework, the ART Planning Board is a visualization of the PI’s feature delivery dates, feature dependencies among teams, and relevant milestones1. Features are the primary elements that are planned and tracked on the ART Planning Board2.

Epics, user stories, and tasks are not found on the ART Planning Board, but they are related to features in different ways. Epics are large initiatives that span multiple ARTs and PIs, and they are decomposed into features and enablers2. User stories and tasks are smaller units of work that are used by teams to implement features within iterations2.

Relentless improvement is the fourth pillar of the SAFe House of Lean, which represents the foundational beliefs that are key to SAFe’s effectiveness1. Relentless improvement encourages learning and growth through continuous reflection and process enhancements2. It uses informed decision-making through fast feedback, which means that teams and individuals use empirical data and validated learning to evaluate their assumptions and outcomes, and adjust their actions accordingly3. This enables them to deliver value faster, with higher quality and lower risk, and to foster a culture of innovation and experimentation4. References: Core Values - Scaled Agile Framework, Relentless Improvement - Scaled Agile Framework, Principle #4 - Build incrementally with fast, integrated learning cycles - Scaled Agile Framework, How does relentless improvement support value in the SAFe house of lean …

The Product Owner (PO) is the Agile team member primarily responsible for maximizing the value delivered by the team by ensuring that the team backlog is aligned with customer and stakeholder needs1. The PO has content authority to make decisions at the User Story level during PI Planning, as they are the team’s primary customer advocate and primary link to business and technology strategy1. The PO also works with Product Management and other stakeholders to define the features and enablers that are part of the Program Backlog2. During PI Planning, the PO presents the team backlog, reviews and revises the draft plan, and defines and communicates the team PI objectives2. References: Product Owner, PI Planning

Lean-Agile leaders try to connect the silos of business, software, test, and quality assurance to create a culture of collaboration and shared responsibility across the value stream. By breaking down the barriers between different functions, Lean-Agile leaders enable faster feedback, shorter lead times, higher quality, and better customer satisfaction. Connecting the silos also helps to align the teams around a common vision, mission, and goals, and to foster a Lean-Agile mindset that embraces change and innovation. References: SAFe Core Values, Agile Practice Exam Flashcards, SAFe 4.6 exam prep - Improved - extended Flashcards, Stop Breaking Down Silos and Start Connecting Them

The Portfolio Kanban system is a method to visualize and manage the flow of portfolio Epics, from ideation through analysis, implementation, and completion1. The analyzing step of the Portfolio Kanban system involves developing a Lean business case for the Epic and presenting it to Lean Portfolio Management (LPM) for approval1. If the Epic receives a ‘go’ decision from LPM, it will be moved to the ready state in the Portfolio Kanban, where it will wait until one or more Agile Release Trains (ARTs) have the capacity to implement it1. The other options are incorrect because:

A. The Epic Owner does not have the authority to approve the Lean business case. Only LPM can make the final decision on whether to proceed with the Epic or not1.

C. The Epic will not remain in the analyzing step after receiving a ‘go’ decision from LPM. It will be moved to the ready state, where it will be prioritized using weighted shortest job first (WSJF) and other factors1.

D. The Epic will not be implemented based on its WSJF ranking alone. It will also depend on the availability and alignment of the ARTs that can deliver the Epic1. References: 1: Portfolio Kanban - Scaled Agile Framework