SAFe-Practitioner Scrum SAFe Practitioner Exam (6.0) Free Practice Exam Questions (2025 Updated)

 SAFe Team Kanban is a type of SAFe Agile Team that relies on a continually-refined Team Backlog as the primary input to drive value delivery. SAFe Team Kanban is a method that helps teams manage and improve the flow of value across the Continuous Delivery Pipeline. It is based on the principles of Lean and Kanban, which aim to optimize the system, limit work in progress (WIP), implement feedback loops, and empower the team. SAFe Team Kanban uses a visual board to track the flow of work from the Team Backlog to the Done state. The Team Backlog is a subset of the Program Backlog that contains the user stories, enablers, and defects that the team needs to work on. The Team Backlog is constantly refined and prioritized by the Product Owner, who collaborates with the team and other stakeholders to ensure that the most valuable and feasible work items are selected for implementation. References: Team Kanban - Scaled Agile Framework, Team Kanban - Scaled Agile Framework

The product vision is a description of the future state of the product or service under development. It reflects customer and stakeholder needs, as well as the features and capabilities proposed to meet those needs. The product vision is both aspirational and achievable, providing the broader context and purpose of the product or service. It describes the markets, customer segments, user needs, and how the product or service will be different from the competition. The product vision is owned by the product owner, but its development requires input from stakeholders and the scrum team(s). The product vision helps align the team to the product direction and motivates them to deliver value to the customers and stakeholders. References: Vision, Solution Vision, An Insight Into 3 Types of Vision In SAFe®, Product Vision | Agile Product Management, What is a Product Vision | Scrum.org

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The purpose of building a continuous delivery pipeline is to enable a streamlined and automated process of delivering software value to the end users. A continuous delivery pipeline consists of four aspects: continuous exploration, continuous integration, continuous deployment, and release on demand. These aspects work together to support the delivery of small batches of new functionality, which are then released to fulfill market demand. Building and maintaining a continuous delivery pipeline allows each Agile Release Train (ART) to deliver new functionality to users far more frequently than with traditional processes, which often involve long and complex release cycles. By delivering value more frequently, the ART can respond faster to customer feedback, reduce waste, improve quality, and increase business agility. References: Continuous Delivery Pipeline - Scaled Agile Framework, Continuous Delivery Pipeline - Scaled Agile Framework, SAFe Continuous Delivery Pipeline: A Comprehensive Guide to the …, Continuous Delivery Pipeline: The 5 Stages Explained - Codefresh

 According to the SAFe framework, some decisions are strategic, have far-reaching impact, and are outside the scope, knowledge, or responsibilities of the teams. These decisions should be centralized, as they are made by leaders who have the market knowledge, longer-range perspectives, and understanding of the business and financial landscape necessary to steer the enterprise. One of the characteristics of these types of decisions is that they provide significant economies of scale, meaning that they deliver large and broad economic benefits to the organization. Examples of such decisions are a common way of working, standard development languages, standard tooling, and offshoring. These decisions are infrequent, long-lasting, and require coordination and alignment across multiple teams and value streams. References: Principle #9 - Decentralize Decision-Making - Scaled Agile Framework, SAFe® and Importance of Decentralized Decision Making – Learnow

 A user story is a short description of a small piece of desired functionality written from the user’s perspective and in their language. A user story has three primary components, each of which begin with the letter ‘C’: Card, Conversation, and Confirmation. The card is a written or digital note that captures the essence of the user story using the format: “As a (who), I want (what), so that (why).” The conversation is the ongoing dialogue between the team and the customer or product owner to elaborate and refine the user story details. The confirmation is the set of acceptance criteria and tests that verify the user story is done and meets the customer’s expectations12. References: What is User Story? - Visual Paradigm, The Anatomy of a User Story | Scrum Alliance | Includes Template

According to the SAFe-for-Teams-SAFe-Practitioner-6-0 documents, a minimum viable product (MVP) is an early and minimal version of a new solution sufficient to prove or disprove an epic hypothesis1. An MVP is not a prototype, a feature, or a product. It is a learning tool that helps validate assumptions, reduce uncertainty, and increase the likelihood of building the right thing2. Therefore, the correct answer is A. A minimal version of a new product used to test a hypothesis. References: Epic - Scaled Agile Framework, What is a Minimum Viable Product (MVP)? | Agile Alliance

ART Sync is an event that SAFe recommends running regularly throughout the PI. ART Sync is a weekly meeting that brings together the key roles of the Agile Release Train (ART), such as the Release Train Engineer (RTE), the Product Management, the System Architect/Engineer, the Business Owners, and the Scrum Masters. The purpose of ART Sync is to review the progress and status of the ART, identify and resolve impediments and dependencies, coordinate cross-team and cross-ART activities, and align on the vision and objectives of the PI. ART Sync helps the ART maintain alignment, collaboration, and synchronization, and enables fast feedback and continuous improvement. References: ART Sync - Scaled Agile Framework, SAFe for Teams Student Workbook: materials and exercises from Lesson 6

 The “C” in the CALMR approach to DevOps represents culture. Culture is the first element of the CALMR mindset, which guides the ART toward achieving continuous value delivery by enhancing culture, automation, lean flow, measurement, and recovery1. Culture refers to the shared values, beliefs, and behaviors that support collaboration, communication, and continuous improvement among the development, operations, security, and other teams involved in the value stream2. Culture also includes respecting and empowering the people and teams, fostering a learning and growth mindset, and creating a customer-centric focus3. Culture is the foundation of DevOps, as it enables the alignment and integration of the technical and organizational aspects of DevOps4. The other options are not what the “C” stands for in the CALMR approach to DevOps, although they are related to other elements of the mindset. Completion is not a specific term in the CALMR approach, but it could be associated with measurement, which tracks the progress and outcomes of the value delivery. Cycle-time is a metric that measures the time it takes to deliver value from idea to production, and it is influenced by lean flow, which optimizes the value stream and eliminates waste. Continuous integration is a technical practice that involves merging code changes frequently and automatically testing them, and it is part of automation, which reduces manual work and errors and accelerates feedback loops. References: CALMR - Scaled Agile Framework, The CALMR Approach to DevOps [Complete Guide] - KnowledgeHut, Core Values - Scaled Agile Framework, CALMS DevOps : Defining 5 DevOps Principles | Cprime

 Pair work is a practice where two knowledge workers collaborate over the same asset in real time, providing feedback and quality assurance to each other. It comes from pair programming, a technique defined by the Extreme Programming (XP) agile development framework, where two developers work together on the same code. Pair work can be applied to other domains and disciplines, such as testing, design, business analysis, and more. Pair work can improve the quality, speed, and creativity of the work, as well as enhance the learning and collaboration of the team members. References: Pair Work (Pair Programming) - businessagility.institute, Built-In Quality - Scaled Agile Framework

n: = Separating release elements from the Solution means identifying specific release elements, such as Features or components, that can be released independently of the entire Solution. This technique provides several benefits, such as1:

It enables faster delivery of value to customers by releasing the most important or urgent elements first

It reduces the risk of releasing complex or interdependent elements that may cause errors or failures

It allows for more flexibility and responsiveness to changing customer needs and market conditions

It supports continuous integration and deployment by allowing smaller and more frequent releases

The daily stand-up is a key event in SAFe that helps teams synchronize their work, identify impediments, and adjust their plans. It is a time-boxed event that should not exceed 15 minutes, as longer meetings can reduce the team’s focus and productivity. The daily stand-up is also aligned with the Lean-Agile principle of applying cadence and synchronizing with cross-domain planning, which enables teams to operate reliably and efficiently.

Pursuing perfection is one of the five principles of Lean Thinking1. It means that the organization is continuously looking for ways to improve its products and processes, by identifying and eliminating waste, increasing quality, and delivering value faster. Pursuing perfection involves the activities from recognizing an opportunity through release and validation, as well as learning from feedback and applying the lessons learned to future work2. References: 1: Lean Thinking: Overview, Principles, Benefits, & Applications Explained2: [Pursue Perfection – Lean Practice | Planview LeanKit]

The Inspect and Adapt workshop is a significant event held at the end of each Program Increment (PI), where the current state of the Solution is demonstrated and evaluated by the train1. The first part of the workshop is the PI System Demo, which shows all the Features that the Agile Release Train (ART) has developed over the course of the PI2. The other options are not activities that occur during the Inspect and Adapt workshop. Refining the ART backlog is a continuous process that happens throughout the PI3. A retrospective of the Iteration is a team-level event that happens after every Iteration4. Planning the next PI is a separate event that happens before the start of the next PI.

One way to address substantial rework is to regularly engage with the Customer and Business Owner, who are the key stakeholders of the Agile team. By involving them in the feedback loops, such as the Team and System Demos, the team can validate their assumptions, get early and frequent feedback, and incorporate changes as needed. This helps to avoid building the wrong thing or building it incorrectly, which can lead to rework and waste. References: SAFe for Teams Student Workbook: materials and exercises from Lesson 6; [v5.scaledagileframework.com/get-feedback/]; [v5.scaledagileframework.com/team-and-technical-agility/]

The Product Owner (PO) is the Agile team member primarily responsible for maximizing the value delivered by the team by ensuring that the team backlog is aligned with customer and stakeholder needs1. The PO has content authority to make decisions at the User Story level during PI Planning, as they are the team’s primary customer advocate and primary link to business and technology strategy1. The PO also works with Product Management and other stakeholders to define the features and enablers that are part of the Program Backlog2. During PI Planning, the PO presents the team backlog, reviews and revises the draft plan, and defines and communicates the team PI objectives2. References: Product Owner, PI Planning

= Decoupling deployment from release means having the ability to deploy changes to a system without having to make a new release of the system. This can be a valuable capability when making changes to a system that is in production and needs to be rolled back quickly if there are problems. It also allows releasing functionality on demand to meet business needs, which is one of the aspects of the Continuous Delivery Pipeline in SAFe. By decoupling deployment from release, enterprises can achieve faster feedback, higher frequency, and greater safety in delivering value to customers. References: = Release on Demand, DevOps: Why Is It Important to Decouple Deployment From Release?, Why Is It Important to Decouple Deployment from Release?, What a Lovely Decouple: Why Decoupling Deploy from Release Is a Game Changer

One of the steps for setting initial velocity is to assess the team’s capacity, which is the amount of time available for the team to work on the backlog items. The team members assess their availability, acknowledging time off and other potential duties that may reduce their capacity, such as meetings, training, support, etc. The team then calculates their capacity by multiplying the number of team members by the number of hours per day by the number of days in the Iteration. The team’s capacity is used as an input for estimating the initial velocity, which is the amount of work the team can complete in an Iteration. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Capacity Allocation, Velocity

 WIP stands for work in process, which is the amount of work that is currently being done in a system. One way to understand WIP is to make it visible to all stakeholders, using tools such as Kanban boards, cumulative flow diagrams, or burn-up charts. By making WIP visible, we can see the current state of the work, identify bottlenecks, limit WIP to match capacity, and improve flow efficiency. References: Principle #6 – Visualize and limit WIP, reduce batch sizes, and manage queue lengths, Make Value Flow without Interruptions, SAFe Principle 6: Visualise and limit WIP, reduce batch sizes, and manage queued lengths

An effective Scrum Master is a servant leader who helps the team self-organize, collaborate, and deliver value. They also exhibit Lean-Agile Leadership by embracing the SAFe Core Values, Principles, and Practices, and by coaching the team and stakeholders on how to apply them. Additionally, an effective Scrum Master facilitates the team’s progress toward the Iteration goals by removing impediments, ensuring alignment with the Product Owner and other teams, and fostering continuous improvement. References: Scrum Master - Scaled Agile Framework, SAFe for Teams Student Workbook: materials and exercises from Lesson 2, Exam Study Guide: SP (6.0) - SAFe® Practitioner