SAFe-Agilist Scaled Agile SAFe 6 Agilist - Leading SAFe (SA) (6.0) Free Practice Exam Questions (2025 Updated)

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

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

A SAFe portfolio is a collection of development value streams. A development value stream is a long-lived series of steps that an enterprise uses to continuously deliver value to a customer or stakeholder. A development value stream typically consists of one or more ARTs and Solution Trains that build and deliver solutions. A SAFe portfolio aligns and governs one or more development value streams that share a common business mission, vision, strategy, and funding. A SAFe portfolio helps enterprises achieve Lean Portfolio Management, which is one of the core competencies of business agility in SAFe. References: SAFe Portfolio, Development Value Streams

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 one way to describe a cross-functional Agile team. A cross-functional Agile team is a group of 5-11 individuals who have the skills and authority to define, build, test, and deploy some element of solution value—all within a short iteration timebox. A cross-functional Agile team is optimized for communication and delivery of value by having clear roles and responsibilities, shared goals and commitments, frequent feedback and collaboration, high trust and accountability, and continuous improvement. References: Cross-functional Agile Teams

The workbook explains that ROAM stands for:

“Resolved – Addressed; no longer a concern

Owned – Someone has taken responsibility

Accepted – Nothing more can be done and if risk occurs, release may be compromised

Mitigated – Team has plan to adjust as necessary.”

Source: Workbook, Page 4-60

The four SAFe Core Values listed in the workbook are:

Alignment

Transparency

Respect for People

Relentless Improvement

“Transparency: Create a trust-based environment, communicate directly, turn mistakes into learning moments.”

“Relentless Improvement: Build a problem-solving culture, reflect and adapt frequently.”

Guiding investments by horizon is the Lean budget guardrail that helps ensure the appropriate allocation of budgets to balance near-term opportunities with long-term strategy and growth. A Lean budget guardrail is a policy or guideline that governs how the portfolio operates within the Lean budgeting system. Guiding investments by horizon means allocating budgets across three time horizons: Horizon 1 (current value streams), Horizon 2 (emerging opportunities), and Horizon 3 (exploration and innovation). This helps the portfolio balance the exploitation of existing markets with the exploration of new ones, and foster a culture of experimentation and learning. References: Lean Portfolio Management, Traditional and Lean Budgeting Approaches