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

cumulative flow diagram (CFD) is a visual tool that shows the amount of work in each stage of a process over time. It helps teams identify bottlenecks, work in progress (WIP), and the overall progress of a project or program increment (PI). By looking at the width of the bands in a CFD, teams can easily see how much work is in each workflow state at any given time. This allows them to monitor and optimize their flow of value delivery. References: Cumulative Flow Diagram SAFe: Complete Guide, Measure and Grow - Scaled Agile Framework

Strategic Themes are portfolio-level business objectives that provide competitive differentiation and strategic advantage. They influence portfolio strategy and provide business context for portfolio decision-making1. Lean budget Guardrails are the spending policies and guidelines that enable decentralized decision-making and empowerment for value streams2. Strategic Themes affect the allocation of funds and resources to value streams, as well as the guidance for investments in existing and new solutions1. Therefore, Strategic Themes influence Lean budget Guardrails directly. References: Strategic Themes, Lean Budgets, Exam Study Guide: SP (6.0) - SAFe Practitioner

 Story Mapping is a design-thinking technique that helps break down Features while considering the end-to-end user flow. It is a collaborative practice that visually maps the user journey and the activities that the user performs to reach a desired outcome. Story Mapping helps teams understand the user needs, prioritize the backlog, and plan the iterations and PIs. References: Story Mapping, Story, Exam Study Guide: SP (6.0) - SAFe® Practitioner

 On day two of PI Planning, management presents adjustments based on the previous day’s management review and problem-solving meeting. The management review and problem-solving meeting is a session where the management team reviews the draft plans and objectives from the teams, identifies risks and dependencies, and resolves any issues that may affect the ART’s ability to deliver value. One possible type of adjustment they could make is to adjust the business priorities based on the new information and feedback from the teams. This could involve reprioritizing the features in the program backlog, changing the weight or value of some objectives, or adding or removing some stretch objectives. These adjustments are communicated to the teams during the second planning day, so they can finalize their plans and objectives accordingly. References: PI Planning - Scaled Agile Framework, PI Planning and the Management Review - Part 1 | Ivar Jacobson International

The PI System Demo is a significant event that provides an integrated view of new Features for the most recent Iteration delivered by all the teams in the Agile Release Train (ART). Each demo gives ART stakeholders an objective measure of progress during a Program Increment (PI). A system demo is a critical event. It’s the method for assessing the Solution’s current state and gathering immediate, Agile Release Train -level feedback from the people doing the work, as well as critical feedback from Business Owners, sponsors, stakeholders, and customers. The feedback is critical, as only they can give the guidance the ART needs to stay on course or make adjustments. Therefore, the system demo is intended for the Business Owners, who are key stakeholders that have the ultimate responsibility for the Return on Investment (ROI) of the solution1. References: System Demo - Scaled Agile Framework

 The definition of done (DoD) is a set of criteria that a product increment must meet for the team to consider it complete and ready for customers. It is a shared understanding among the team members of when a product increment is ready for release, even when the increment is large and consists of many items. The DoD is a commitment that the scrum team makes regarding the quality of the increment. The team promises that each increment will meet the DoD. They have checked all the quality checkboxes. This allows stakeholders to be confident that each new increment is usable and valuable. The DoD is not created by one person, but by the entire project team, including developers, testers, product owners, and other stakeholders. This ensures a smoother process during sprints since everyone is using the DoD as a guide alongside any checklists before marking an item as complete. Therefore, the agile teams are the primary stakeholders who develop the DoD for the team increment. References: What is the Definition of Done? Understanding DOD in Agile - Atlassian, What is the Definition of Done? | Scrum.org, How To Create A Definition Of Done | Agile Learning Labs, What is a Definition of Done? | Scrum.org

The recommended user voice format for writing a Story is to use the following template: As a <user role>, I want , so that . This format helps to capture the user’s perspective, the user’s need, and the user’s outcome in a clear and concise way. The user voice format also helps to create a testable and valuable Story that can be prioritized and estimated by the Agile team. Therefore, the best example of the user voice format for the Story enabling book shoppers to access their shopping cart from any page on the website is: As a book shopper, I want access to my shopping cart from any page, so that I can review what I am purchasing. This example specifies the user role (book shopper), the goal or desire (access to shopping cart from any page), and the benefit or value (review what I am purchasing). References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Story

 The system demo is the best measure of progress for complex system development because it provides an integrated, comprehensive view of the new features delivered by the Agile Release Train (ART) over the past iteration. The system demo offers the ART a fact-based measure of current, system-level progress within the Program Increment (PI). It also allows the stakeholders to give feedback on the solution’s fitness for purpose and alignment with the vision. The system demo tests and evaluates the complete solution in a production-like context to receive feedback from stakeholders, including Business Owners, executive sponsors, other Agile Teams, development management, and customers (and their proxies). References: System Demo - Scaled Agile Framework, Principle #4 - Build incrementally with fast, integrated learning cycles - Scaled Agile Framework

The Product Owner role 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. As a member of the extended Product Management function, the Product Owner is the team’s primary customer advocate and primary link to business and technology strategy1. This means that the Product Owner represents the customer to the Agile team, and communicates the product vision, goals, and requirements to the team. The Product Owner also collaborates with the customer and other stakeholders to gather feedback, validate assumptions, and ensure that the team is building the right things and building them right23. References: = 1: Product Owner - Scaled Agile Framework1; 2: What is a Product Owner? | Scrum.org2; 3: I’m a New Product Owner! What Are My Responsibilities? - Scrum Alliance3

The Agile Manifesto is a set of values and principles that guide the software development process. One of the values is “responding to change over following a plan”. This means that the team values the customer’s needs and feedback over the plan and process. The team embraces change as an opportunity to deliver better solutions and adapts to changing requirements and priorities. References: The 4 Values and 12 Principles of the Agile Manifesto - Smartsheet, 12 Principles Behind the Agile Manifesto | Agile Alliance

Release Governance is the process that guides the final approval for a release in SAFe. It involves a set of roles and responsibilities that ensure the quality, compliance, and fitness for purpose of the solution before it is released to customers. Release Governance also coordinates the timing and frequency of releases based on market demand and business needs. Release Governance is part of the Release on Demand aspect of the Continuous Delivery Pipeline, which is the fourth and last element in the four-part pipeline of Continuous Exploration, Continuous Integration, Continuous Deployment, and Release on Demand. References: Release on Demand - Scaled Agile Framework, SAFe for teams 93% Flashcards | Quizlet, Release on Demand - SAFe 4.5 Reference Guide: Scaled Agile Framework …

The Portfolio Canvas is a tool that defines the current state of the portfolio, as well as the future state vision, using the Business Model Canvas template1. It describes the development value streams, the solutions they deliver, the customers they serve, the budget allocated to each value stream, and other vital activities and events required to achieve the portfolio vision2. The Portfolio Canvas is used to capture and analyze the current state of the portfolio, as well as to generate and evaluate multiple future state scenarios, based on the SWOT and TOWS analysis2. The Portfolio Canvas provides input for defining the future state vision and the portfolio backlog2. References: Business Model Canvas, Portfolio Vision

The Iteration Review is a regular SAFe Scrum event where the team inspects the iteration increment, assesses progress, and adjusts the team backlog. The purpose of the Iteration Review is to measure the team’s progress by showing working stories to the Product Owner and other stakeholders to get their feedback. The Iteration Review provides a way to gather immediate, contextual feedback from the team’s stakeholders on a regular cadence. The Iteration Review also allows the team to demonstrate their contributions, receive feedback to improve the solution, and adjust the Team Backlog based on new opportunities. References: Iteration Review, Iteration Review, What is Iteration review in SAFe® 6.0?, Iteration Review65

= Deliver value is one of the six Agile Team responsibilities in SAFe, along with aligning to a common mission, applying systems thinking, building incrementally with fast feedback, collaborating and making decisions together, and improving relentlessly. While delivering value is essential for Agile Teams, it should not come at the expense of other responsibilities, especially improving relentlessly. By skipping the retrospective events, Team B is missing an opportunity to reflect on their practices, identify what is working well and what is not, and plan actions to improve their performance and quality. Retrospectives are a key mechanism for implementing the SAFe Core Value of Relentless Improvement and the SAFe Principle #12 - Assume variability; preserve options. References: = Agile Teams - Scaled Agile Framework, Core Values - Scaled Agile Framework, SAFe Principles - Scaled Agile Framework, Exam Study Guide: SP (6.0) - SAFe® Practitioner

The concept of “shift-left” means moving testing and validation activities earlier in the work cycle to get faster or continuous feedback. This helps to identify and fix defects, errors, or issues as soon as possible, reducing the cost and risk of rework and delays. Shift-left testing also supports the agile principle of delivering working software frequently and the lean principle of building quality in. By shifting testing left, teams can ensure that the solutions they deliver meet the customer needs and expectations, as well as the quality standards and compliance requirements. References: Built-In Quality, Shift Left Testing: What, Why & How To Shift Left, What Executives Should Know About Shift-Left Security, What is Shift Left Security?

 Knowledge is one of the factors that affect the size of a story. It refers to what is known or unknown about the story, such as the requirements, the design, the technology, the domain, the dependencies, and the risks. The more unknowns there are, the larger the story size will be, as it will require more effort, complexity, and uncertainty to implement. Knowledge is one of the components of the story point estimation technique, which is a relative measure of the effort required to implement a story. Story points take into account the volume, complexity, knowledge, and uncertainty of the work. References: Story - Scaled Agile Framework, Story Point - Scaled Agile Framework, How to Estimate Agile Stories: Introducing Relative Sizing - LeanDog, Estimate Story - Quickscrum, Agile Estimation – Feature and Story Sizing Scales

 SAFe recommends using a second operating system to deliver value by creating a dual operating system that consists of a Network and a Hierarchy. The Network is optimized for speed and adaptability, while the Hierarchy is optimized for efficiency and stability. The Network is composed of development value streams (DVSs) that are realized by product-focused Agile Release Trains (ARTs). The ARTs are cross-functional teams that work together to deliver software products on a regular schedule. The Hierarchy provides the necessary support and governance for the Network, such as operations, HR, finance, and compliance. By using a second operating system, SAFe enables business agility by allowing the organization to organize and reorganize around the flow of value, while maintaining the benefits and stability of the existing hierarchical structure. References: Business Agility, Principle #10 – Organize around value, How Does SAFe Enable Business Agility Through A Second Operating System, How does safe provide a second operating system that enables business agility

This statement is one of the characteristics of a high-performing Agile Team according to the Scaled Agile Framework (SAFe)1. It means that the team members are encouraged to experiment, learn, and innovate, without being afraid of making mistakes or being judged by others. The team members view failures as opportunities for improvement and celebrate the learnings from them. Team C is demonstrating this characteristic by creating a new workflow to speed up the testing process, even though it did not work out as expected. The rest of the team was excited to hear what was learned from the failed experiment, rather than blaming or criticizing the three members who worked on it. References: Agile Teams

According to the SAFe for Teams SP (6.0) - SAFe Practitioner handbook and study guide, a decrease in variability leads to an increase in predictability. Variability is the degree of uncertainty or variation in the outcomes of a process or a system. High variability means that the outcomes are more likely to deviate from the expected or desired results, which makes them harder to plan and control. Low variability means that the outcomes are more consistent and closer to the expected or desired results, which makes them easier to plan and control. Predictability is the ability to forecast or anticipate the outcomes of a process or a system with a high degree of confidence and accuracy. High predictability means that the outcomes are more likely to match the forecasts or expectations, which reduces the risk of failure and increases the value delivery. Low predictability means that the outcomes are more likely to differ from the forecasts or expectations, which increases the risk of failure and decreases the value delivery. Therefore, a decrease in variability leads to an increase in predictability, as the outcomes become more stable and reliable. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, SAFe® for Teams - Know Your Role on an Agile Team, Assume variability; preserve options - Scaled Agile Framework