Free Scaled Agile SAFe-Agilist Practice Exam with Questions & Answers | Set: 2

Under the “Team and Technical Agility” competency, the workbook details:

“Built-in Quality ensures that every element and increment of the solution reflects quality standards throughout development.”

This competency supports Agile practices such as pairing, automation, and Definition of Done to embed quality at every level.

Source:01 Workbook SA (6.0).pdf, Pages 3-13 to 3-15

The workbook lists multiple benefits of SAFe and Agile adoption including:

“Faster time-to-market” and “Ability to respond to changing priorities” are consistently shown as primary motivators in SAFe case studies and business agility metrics.

According to SAFe Principle #8, "Unlock the intrinsic motivation of knowledge workers," beyond purpose and mission, this principle emphasizes that:

“Management sets the mission with minimum constraints… Workers themselves are most qualified to make decisions about how to perform their work.”

This aligns with promotingautonomy,mastery, andpurpose—autonomy being enabled by minimal constraints from management.

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.

This is how SAFe recommends using a second operating system to deliver value. A second operating system is a way of organizing an enterprise that combines two complementary structures: a traditional hierarchy that provides stability, alignment, and efficiency; and a network of empowered teams that provides speed, agility, and creativity. A second operating system helps enterprises achieve organizational agility, which is one of the core competencies of business agility in SAFe. Organizing development around the flow of value means creating cross-functional Agile teams and ARTs that deliver value in a regular cadence. Maintaining the hierarchies means preserving the existing roles and functions that provide governance, compliance, and support. References: Organizational Agility, Dual Operating System

According to the SAFe Agilist 6.0 domain of Lean Thinking, a value stream is triggered by a demand for some value, such as a new feature, a change request, or a defect fix1. A feature is a service that fulfills a stakeholder need2. Therefore, a feature request is a valid trigger for a value stream.

A spike request is a type of exploration enabler that addresses technical uncertainty or risk3. A user story request is a type of backlog item that represents an end user goal or function4. These are not triggers for a value stream, but rather work items that flow through a value stream.

The "Relentless Improvement" pillar in the House of Lean supports:

“Let facts guide improvements” and encourages a culture of learning and innovation where “hypotheses are tested and changes are embraced without mercy or guilt.”

User business value and time criticality are components of cost of delay. Cost of delay is a way of quantifying the economic impact of delaying the delivery of a product or feature. Cost of delay consists of four factors: user or customer value, time criticality, risk reduction or opportunity enablement value, and job size or duration. Cost of delay is used to prioritize features using Weighted Shortest Job First (WSJF), which is a method that maximizes the economic value delivered by a product development flow. References: ART Backlog and WSJF, SAFe Principle #1

Planning adjustments are agreed upon during the management review and problem-solving meeting in the PI planning event. The management review and problem-solving meeting is a session that occurs at the end of day one of the PI planning event. In this session, the management team reviews the draft plans of all the teams in the ART, identifies any issues or risks that need to be resolved, and proposes any changes or adjustments that are necessary to achieve the program objectives. The management team then communicates their feedback and recommendations to the teams on day two of the PI planning event. References: PI Planning, Management Review and Problem-Solving

Core Values - Scaled Agile Framework

According to the SAFe Agilist 6.0 domain of SAFe Core Values, alignment is one of the four core values that represent the foundational beliefs that are key to SAFe’s effectiveness1. Alignment includes the following practices:

Communicate the vision, mission, and strategy

Connect strategy to execution

Speak with a common language

Constantly check for understanding

Understand your customer

Establish flow

Enable decentralized decision-making