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

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.”

From the Agile Manifesto as stated in the SAFe Workbook:

“Customer collaboration over contract negotiation”

This is one of the four core value statements that define Agile methodology.

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

SWOT and TOWS are used to brainstorm potential portfolio future states. SWOT is an acronym for Strengths, Weaknesses, Opportunities, and Threats. SWOT analysis is a tool that helps identify the internal and external factors that affect the portfolio’s performance and position in the market. TOWS is an acronym for Threats, Opportunities, Weaknesses, and Strengths. TOWS analysis is a tool that helps generate strategic alternatives based on the SWOT factors. SWOT and TOWS help create a portfolio vision that reflects the desired future state of the portfolio. References: SAFe Portfolio, Portfolio Canvas

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 promoting autonomy, mastery, and purpose—autonomy being enabled by minimal constraints from management.

The workbook clearly outlines:

"Business Owners assign business value (BV) scores to PI Objectives from 1 (low) to 10 (high) after negotiation. These scores help teams understand what is most important to the business."

Source: SAFe Workbook, PI Planning Simulation Section

In the workbook’s PI Planning agenda:

"After the draft plan review, the RTE facilitates a management review and problem-solving meeting with Business Owners, Product Management, and other stakeholders. Here, capacity and load adjustments, scope changes, and planning adjustments are agreed upon."

Source: Workbook, PI Planning Module, Page 4-70

According to the SAFe Agilist 6.0 domain of Built-in Quality, this practice reduces bottlenecks and ensures consistency by:

Encouraging teams to share responsibility for the quality of their work products

Establishing common standards and guidelines for coding, testing, documentation, etc.

Enabling teams to collaborate and coordinate across domains and dependencies

Promoting a culture of continuous improvement and learning

https://scaledagileframework.com/built-In-quality/

Lean Portfolio Management, Agile Product Delivery, and Lean-Agile Leadership are SAFe core competencies. A SAFe core competency is a set of knowledge, skills, and behaviors that enable an organization to achieve business agility. Business agility is the ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative solutions. There are seven core competencies in SAFe: Team and Technical Agility, Agile Product Delivery, Enterprise Solution Delivery, Lean Portfolio Management, Organizational Agility, Continuous Learning Culture, and Lean-Agile Leadership. References: SAFe as an Operating System for Business Agility, Core Competencies of Business Agility

This statement is true about batch size. Batch size is the amount of work that moves as a unit through a process or system. Large batch sizes increase variability by creating more uncertainty, complexity, dependencies, and unpredictability in the workflow. Large batch sizes also increase waste by causing delays, queues, handoffs, rework, overproduction, and inventory accumulation. Reducing batch size is one of the key ways to optimize value delivery and improve flow efficiency. References: SAFe Lean-Agile Principles, SAFe Principle #5