Free Scaled Agile SAFe-Agilist Practice Exam with Questions & Answers

The SAFe workbook explicitly describes how ART events form a feedback-driven cycle:

“ART events, such as PI Planning, Iteration Planning, Reviews, and Retrospectives form a plan-do-check-adjust (PDCA) learning cycle.”

This continuous improvement cycle enables adaptation and learning throughout the ART’s execution.

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.”

Autonomy is one of the requirements besides purpose and minimum possible constraints for unlocking the intrinsic motivation of knowledge workers. Autonomy is the ability of individuals and teams to self-organize, self-manage, and make decisions about their work without excessive interference or control from others. Autonomy fosters creativity, innovation, ownership, and engagement among knowledge workers. Autonomy is one of the aspects of the Lean-Agile mindset and one of the SAFe core values. References: Lean-Agile Mindset, SAFe Core Values, SAFe Principle #8

SAFe describes DevOps as:

“DevOps tries to bridge the gap between new Features and stable solutions… DevOps joins development and operations to enable continuous delivery.”

This integration supports both speed and stability in software delivery.

SAFe Principle #10 emphasizes:

“Organize around value” and states that enterprises must continuously adjust their organizational structure to optimize for the flow of value when market demands change.

This means reorganizing the network around the new value flow is the recommended approach.

SAFe follows Kotter's 8-step change model. The workbook notes:

"Culture change comes last, not first. It is the outcome, not the precondition, of a successful transformation. Culture changes only after you have successfully demonstrated that the new way is superior to the old."

This confirms that culture change follows behavioral change.

Source: SAFe Workbook, Section on Leading Change

In the SAFe Workbook under Principle #1 ("Take an economic view"), it states:

“Deliver early and often. Deliver value incrementally… Accelerates feedback and learning, allows early and continuous delivery.”

This principle is illustrated using the difference between waterfall and Agile delivery models.

Source: 01 Workbook SA (6.0).pdf, Pages 2-26 to 2-28

From the Workbook’s Portfolio Kanban section:

“Once an Epic is approved with a Lean business case, it moves to the ‘Ready’ state in the Portfolio Kanban system, provided it receives a 'go' decision from Lean Portfolio Management (LPM).”

This marks the transition from analysis to readiness for implementation.

Source: 01 Workbook SA (6.0).pdf, Page 5-32

Trust is developed by:

“Delivering value consistently and predictably… Predictability builds confidence between teams and stakeholders.”

This is reinforced during PI Planning and Iteration Reviews.

The SAFe Workbook outlines Lean-Agile Leadership as having three core dimensions:

Mindset and principles

Leading by example

Leading the change

Each dimension is explained with specific behaviors and leadership strategies.