All Obstacles During SAFe-Agilist Exam Preparation with SAFe-Agilist Real Test Questions
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The SAFe-Agilist certification exam tests the skills and knowledge of candidates in various aspects of SAFe, including Agile Release Trains, Lean-Agile principles, SAFe principles, and program execution. It is aimed at professionals who are responsible for leading the adoption of SAFe in their organization and ensuring its successful implementation. SAFe 6 Agilist - Leading SAFe (SA) (6.0) certification is also suitable for Agile coaches, Scrum Masters, and project managers who are looking to enhance their expertise in SAFe.
The SAFe-Agilist (SA) certification exam is a valuable certification for professionals who are seeking to advance their career in agile methodologies, particularly in large and complex organizations. It provides them with the necessary knowledge and skills to lead Agile transformations in their organizations and drive continuous improvement. SAFe 6 Agilist - Leading SAFe (SA) (6.0) certification is recognized globally and is highly valued by organizations that have adopted the SAFe framework.
NEW QUESTION # 13
User business value and time criticality are components of what?
- A. Cost of Delay
- B. Product Vision
- C. Feature Acceptance Criteria
- D. Story point estimation
Answer: A
Explanation:
Explanation
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
NEW QUESTION # 14
What is one way Lean-Agile leaders lead by example?
- A. By mastering the Seven Core Competencies of the Lean Enterprise
- B. By using the SAFe Implementation Roadmap to script the path for change
- C. By applying empathic design and focusing on Customer Centricity
- D. By modeling SAFe's Lean-Agile Mindset, values, principles, and practices
Answer: D
Explanation:
Explanation
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
NEW QUESTION # 15
Whatrepresents the workflow, activities, and automation needed to deliver new functionality more frequently?
- A. The Lean budget Guardrails
- B. The Portfolio Kanban
- C. The Continuous Delivery Pipeline
- D. The PI Planning process
Answer: C
Explanation:
Explanation
The Continuous Delivery Pipeline represents the workflow, activities, and automation needed to deliver new functionality more frequently. The Continuous Delivery Pipeline is a key enabler of Agile Product Delivery, which is one of the core competencies of business agility in SAFe. The Continuous Delivery Pipeline consists of four elements: Continuous Exploration, Continuous Integration, Continuous Deployment, and Release on Demand. These elements help teams continuously explore customer needs, develop high-quality solutions, deploy them to various environments, and release them to customers when and where they want. References:
Agile Product Delivery, Continuous Delivery Pipeline
NEW QUESTION # 16
Which pillar in the House of Lean focuses on the Customer being the consumer of the work?
- A. Respect for People and Culture
- B. Innovation
- C. Flow
- D. Value
Answer: A
NEW QUESTION # 17
How does SAFe recommend using a second operating system to deliver value?
- A. Decide whether to apply a hierarchical or Value Stream organizational model across the Enterprise
- B. Build a small entrepreneurial network focused on the Customer in place of the existing hierarchies
- C. Organize development around the flow of value while maintaining the hierarchies
- D. Reorganize the hierarchies around the flow of value
Answer: C
Explanation:
Explanation
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
NEW QUESTION # 18
The analyzing step of the Portfolio Kanban system has a new Epic with a completed Lean business case. What best describes the next step for the Epic?
- A. It will be moved to the Portfolio Backlog if it receives a 'go' decision from Lean Portfolio Management
- B. It will remain in the analyzing step until one or more Agile Release Trains have the capacity to implement it
- C. It will be implemented once the Lean business case is approved by the Epic Owner
- D. It will be implemented if it has the highest weighted shortest job first (WSJF) ranking
Answer: A
NEW QUESTION # 19
Why do Business Owners assign business value to team PI Objectives?
- A. To empower teams to make decisions around work
- B. To determine what the teams should work on first
- C. To ensure the teams do not work on architectural Enablers
- D. To override the decisions made in WSJF prioritization
Answer: A
Explanation:
Explanation
The reason why business owners assign business value to team PI objectives is to empower teams to make decisions around work. Business value is a relative measure of the importance of a work item or an outcome to the business. Team PI objectives are SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals that reflect the value that each team intends to deliver in a PI. Business owners assign business value points to each team PI objective based on their alignment with the program vision and objectives. This helps teams prioritize their work, balance their capacity, negotiate dependencies, and make trade-offs based on value delivery. References: PI Planning, Business Owners
NEW QUESTION # 20
What is one key to leading a successful change?
- A. Instituting traditions
- B. Forming a strategic vision
- C. Generating long-term wins
- D. Sustaining deceleration
Answer: B
Explanation:
Forming a strategic vision is one key to leading a successful change. A strategic vision is a clear and compelling statement that describes what the organization wants to achieve in the future. A strategic vision helps leaders communicate the purpose, direction, and benefits of the change to all stakeholders, inspire them to embrace the change, align their actions with the desired outcomes, and measure their progress and success. References: Lead by Example, Lead the Change, SAFe Implementation Roadmap
NEW QUESTION # 21
What triggers the need for a Value Stream?
- A. Spike request
- B. Feature request
- C. Epic request
- D. User Story request
Answer: B
Explanation:
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.
NEW QUESTION # 22
What is an example of applying cadence and synchronization in SAFe?
- A. Allocating budgets to Agile Release Trains
- B. Conducting a PI Planning meeting
- C. Creating cross-functional teams
- D. Using a Portfolio Kanban system
Answer: B
Explanation:
Cadence and synchronization are applied in events like PI Planning:
"PI Planning provides cadence-based alignment of multiple Agile Teams... Synchronization allows all stakeholders to align and collaborate."
NEW QUESTION # 23
What is used to brainstorm potential Portfolio future states?
- A. KPIs and Lean budget Guardrails
- B. Epics and Enablers
- C. Enterprise business drivers
- D. SWOT and TOWS
Answer: D
Explanation:
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
NEW QUESTION # 24
Which statement is a value from the Agile Manifesto?
- A. Customer collaboration over contract negotiation
- B. Customer collaboration over ongoing internal conversation
- C. Customer collaboration over a constant indefinite pace
- D. Customer collaboration over Feature negotiation
Answer: A
Explanation:
This statement is one of the values from the Agile Manifesto. The Agile Manifesto is a declaration of four values and twelve principles that guide Agile software development. The four values are: individuals and interactions over processes and tools; working software over comprehensive documentation; customer collaboration over contract negotiation; and responding to change over following a plan. Customer collaboration over contract negotiation means that Agile teams value building strong relationships with their customers based on trust, feedback, and shared understanding, rather than relying on rigid contracts that limit flexibility and creativity. References: Thriving in the Digital Age, Agile Manifesto
NEW QUESTION # 25
Which statement is a value from the Agile Manifesto?
- A. Customer collaboration over contract negotiation
- B. Customer collaboration over ongoing internal conversation
- C. Customer collaboration over a constant indefinite pace
- D. Customer collaboration over Feature negotiation
Answer: A
Explanation:
Explanation
This statement is one of the values from the Agile Manifesto. The Agile Manifesto is a declaration of four values and twelve principles that guide Agile software development. The four values are: individuals and interactions over processes and tools; working software over comprehensive documentation; customer collaboration over contract negotiation; and responding to change over following a plan. Customer collaboration over contract negotiation means that Agile teams value building strong relationships with their customers based on trust, feedback, and shared understanding, rather than relying on rigid contracts that limit flexibility and creativity. References: Thriving in the Digital Age, Agile Manifesto
NEW QUESTION # 26
Whatis the focus of Lean Thinking?
- A. Reducing delays
- B. Ensuring respect for people and culture
- C. Implementing objective measures of progress
- D. Moving to an iterative development process
Answer: A
Explanation:
Explanation
Reducing delays is the focus of Lean thinking. Lean thinking is a philosophy and a set of principles and practices that aim to eliminate waste and optimize value delivery. Waste is anything that does not directly contribute to customer value or that causes delays in delivering value. Delays are the primary cause of waste, as they increase inventory, risk, variability, overhead, and dissatisfaction. Reducing delays means minimizing the time between customer need and value delivery, which improves quality, efficiency, and customer satisfaction. References: Thriving in the Digital Age, SAFe Principle #2
NEW QUESTION # 27
Who is responsible for managing the Portfolio Kanban?
- A. Solution Management
- B. Product Management
- C. Lean Portfolio Management
- D. Release Train Engineer
Answer: C
Explanation:
Lean Portfolio Management is responsible for managing the Portfolio Kanban. The Portfolio Kanban is a method for visualizing and managing the flow of portfolio epics from ideation to implementation and completion. The Portfolio Kanban helps align strategy with execution, prioritize demand with capacity, reduce cycle time and variability, and foster collaboration and feedback. Lean Portfolio Management is one of the core competencies of business agility in SAFe. Lean Portfolio Management aligns strategy and execution by applying Lean and systems thinking approaches to strategy and investment funding, Agile portfolio operations, and governance. References: Lean Portfolio Management, Portfolio Kanban
NEW QUESTION # 28
What is one of the dimensions of Lean-Agile Leadership?
- A. Mindset and principles
- B. Emotional intelligence
- C. Relentless improvement
- D. Support organizational change
Answer: A
Explanation:
Explanation
Mindset and principles is one of the dimensions of Lean-Agile Leadership. Lean-Agile Leadership is one of the core competencies of business agility in SAFe. Lean-Agile Leadership means exhibiting the behaviors that enable an organization to achieve business agility. Lean-Agile Leadership has three dimensions: mindset and principles; leading change; and developing people. Mindset and principles means adopting the values and principles of Lean thinking and Agile development, and applying them to lead others in achieving business agility. References: Lean-Agile Leadership, Mindset and Principles
NEW QUESTION # 29
What is one example of differentiating business objectives?
- A. Solution Intent
- B. Strategic Themes
- C. Portfolio Vision
- D. Enterprise Goals
Answer: B
Explanation:
Explanation
Strategic themes are an example of differentiating business objectives. Strategic themes are specific, itemized business objectives that connect a portfolio to the enterprise strategy. Strategic themes provide guidance and direction for portfolio vision, budget allocation, value stream identification, epic prioritization, and metric definition. Strategic themes help differentiate a portfolio from its competitors and create a unique value proposition for its customers. References: SAFe Portfolio, Strategic Themes
NEW QUESTION # 30
Which pillar in the House of Lean ensures organizations pivot without mercy or guilt when hypotheses are disproved?
- A. Leadership
- B. Respect for People and Culture
- C. Innovation
- D. Relentless Improvement
Answer: D
Explanation:
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."
NEW QUESTION # 31
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