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

The Product Owner is a member of the Agile team who represents the voice of the customer and stakeholders, and is responsible for defining and prioritizing the team backlog. The Product Owner works closely with the Product Management, who provides the vision and roadmap for the solution, and the Business Owners, who are the key stakeholders and value approvers. The Product Owner also collaborates with the Scrum Master, who facilitates the team’s process and helps remove impediments, and the team members, who implement the backlog items and deliver value. The Product Owner’s main responsibilities are:

To be a single voice for the customer and stakeholders, and ensure that the team understands their needs and expectations

To own and manage the team backlog, and decompose features into stories that are valuable, estimable, testable, and small

To prioritize the team backlog based on the business value, dependencies, risks, and feedback

To participate in the PI planning event, and define and communicate the team’s PI objectives and iteration goals

To accept the stories that meet the definition of done and provide feedback to the team

To attend the team and system demos, and showcase the team’s accomplishments to the stakeholders

To continuously engage with the customer and stakeholders, and incorporate their feedback into the backlog References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Product Owner

= The PI Planning process is a key activity for successfully implementing the Scaled Agile Framework. It is a two-day event that brings together all the teams and stakeholders of an Agile Release Train (ART) to align on a common vision, identify dependencies, plan the features and stories for the next Program Increment (PI), and commit to a set of PI objectives. The PI Planning process follows a regular cadence, typically every 8 to 12 weeks, to synchronize the work of the ART and ensure alignment with the business strategy and customer needs. The PI Planning process also fosters collaboration, trust, and empowerment among the teams and stakeholders, and enables fast feedback and learning cycles. References: = PI Planning - Scaled Agile Framework, Implementing SAFe - Scaled Agile Framework

Cadence-based synchronization in SAFe means that teams follow a common rhythm of work and coordinate their activities across different domains. One example of applying this principle is to align the start and end dates of the Iterations, which are fixed-length timeboxes for teams to deliver value. This helps teams plan and execute their work in sync with other teams on the Agile Release Train (ART) and the Solution Train, and enables them to participate in the PI Planning and other events that require cross-team collaboration. References: Principle #7 – Apply cadence, synchronize with cross-domain planning, Iteration, Exam Study Guide: SP (6.0) - SAFe® Practitioner

Team and Technical Agility is one of the core competencies of the Lean Enterprise that helps drive Agile Quality practices. This competency describes the critical skills and Lean-Agile principles and practices that high-performing Agile teams and teams of Agile teams use to create high-quality solutions for their customers. The main aspects of this competency are: team and technical agility, Agile team, Built-in Quality, and Agile architecture. Built-in Quality is a set of practices to help ensure that the outputs of Agile teams in business and technology domains meet appropriate quality standards throughout the process of creating customer value. Built-in Quality practices include test-first, test automation, continuous integration, refactoring, pair work, code reviews, exploratory testing, and more. References: Team and Technical Agility - Scaled Agile Framework, Built-In Quality - Scaled Agile Framework

According to the SAFe for Teams SP (6.0) - SAFe Practitioner handbook and study guide, a work in process (WIP) constraint is a limit on the amount of work that can be done at any stage of the value stream. The purpose of a WIP constraint is to reduce the batch size, manage the queue length, and improve the flow of value. By limiting the WIP, teams can focus on completing the most important work items, collaborate more effectively, and deliver value faster and more frequently. A WIP constraint also helps teams identify and resolve bottlenecks, reduce waste, and increase quality. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, SAFe® for Teams - Know Your Role on an Agile Team, [Visualize and limit WIP, reduce batch sizes, and manage queue lengths]

 An Agile Team collects the Iteration Metrics they have agreed upon during the quantitative part of the team retrospective. This is the part where the team assesses whether they met the Iteration Goals using a binary (yes or no) measure, and reviews the metrics that provide visibility and insight into the team’s performance and process improvement. Examples of Iteration Metrics include flow metrics, such as flow velocity, load and distribution, defects addressed, and automated test coverage. The team uses these metrics to identify trends, patterns, and areas for improvement, and to inform their qualitative feedback and improvement stories. References: Iteration Retrospective - Scaled Agile Framework, Metrics - Scaled Agile Framework

According to the SAFe for Teams SP (6.0) - SAFe Practitioner handbook and study guide, the purpose of Iteration Planning is to plan the work that the team will commit to deliver in the Iteration. The team collaborates with the Product Owner to select the Stories from the Team Backlog, define the acceptance criteria, break them into tasks, estimate the effort, and identify the dependencies and risks. The team also defines the Iteration goals and the Iteration backlog, which reflect the scope of the Iteration. The Iteration Planning ensures that the team has a clear and realistic plan to deliver value in the Iteration. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, SAFe® for Teams - Know Your Role on an Agile Team, [Iteration Planning]

https://v5.scaledagileframework.com/iteration-planning/

 A User Story is a short description of a piece of functionality that delivers value to a customer or stakeholder. It is typically written from the perspective of an end user and follows the format: “As a , I want , so that ”. User Stories are the primary elements of the Team Backlog and are used to plan and execute the Iteration. User Stories should be small enough to be completed within one Iteration, which is usually two weeks long. If a User Story is too large or complex, it should be split into smaller stories that can fit within the Iteration timebox. This ensures that the team can deliver value frequently and receive feedback quickly. References: SAFe for Teams Student Workbook: materials and exercises from Lesson 3; v6.scaledagileframework.com/story/

n: A backlog refinement session is a periodic activity teams use to define, discuss, estimate, and establish acceptance criteria for upcoming backlog items1. One key benefit of a backlog refinement session is that it provides time to identify dependencies and issues that could impact the next iteration. By doing so, teams can reduce uncertainty, avoid surprises, and plan more effectively. Backlog refinement also helps surface problems with the current plan, which may require discussion at the team, PO, or coach syncs2. Additionally, backlog refinement helps teams align their backlog with the ART backlog, the PI objectives, and the customer needs2. References: Backlog Refinement - Scaled Agile Framework, Team Backlog - Scaled Agile Framework

The portfolio’s Strategic Themes and SWOT and TOWS analysis are critical inputs to exploring alternatives for the future state. LPM uses the current state portfolio canvas as a starting point to explore the different ways in which the portfolio could evolve in alignment with the strategic themes. SWOT stands for Strengths, Weaknesses, Opportunities, and Threats, and TOWS stands for Threats, Opportunities, Weaknesses, and Strengths. These are tools for identifying and analyzing the internal and external factors that affect the portfolio. SWOT and TOWS help LPM to brainstorm potential portfolio future states and prioritize the most promising ones. References: Portfolio Vision - Scaled Agile Framework, Portfolio Vision - Scaled Agile Framework

According to the book Team Topologies by Matthew Skelton and Manuel Pais, the four types of team topologies are stream-aligned, platform, enabling, and complicated subsystem. These team types are designed to optimize the flow of work and information in an organization, and to align with the principles of DevOps and agile. A stream-aligned team is focused on a single stream of work, such as a product, a feature, a user journey, or a user persona. A platform team provides the infrastructure and services that enable other teams to deliver value to customers. An enabling team helps other teams overcome obstacles and learn new skills and technologies. A complicated-subsystem team handles tasks that require specialized knowledge and expertise, such as mathematics, algorithms, or cryptography. References: Team Topologies: The 4 Team Types Explained | Shortform Books, Team Topologies | Atlassian, Key Concepts — Team Topologies, The Four Team Types from Team Topologies - IT Revolution, What are the core team types in Team Topologies?

The Lean Thinking principle, “make value flow without interruptions” means identifying and eliminating any delays that prevent the smooth and fast movement of work product from step to step in a value stream. Delays are a form of waste that reduce the efficiency and effectiveness of the system, increase the lead time and cost, and lower the customer satisfaction. Delays can be caused by various factors, such as handoffs, queues, bottlenecks, rework, defects, approvals, dependencies, and variability. To make value flow without interruptions, SAFe applies the following eight flow accelerators: Visualize and limit WIP, reduce batch sizes, and manage queue lengths Implement full test automation and continuous integration Take an economic view Apply product development flow principles Understand and exploit variability Implement fast feedback and integrated learning Build quality in Base milestones on objective evaluation of working systems References: Principle #6 - Make Value Flow Without Interruptions - Scaled Agile Framework, Accelerating Flow with SAFe - Scaled Agile Framework

SAFe provides a second operating system that enables Business Agility by creating a network of Agile teams and trains that are aligned to a common vision and strategy, and empowered to deliver value to customers and users. SAFe leverages the Lean-Agile mindset, the core competencies, and the principles and practices to foster a culture of innovation, learning, and collaboration. SAFe also supports the continuous delivery pipeline, which enables fast feedback and frequent value delivery. References: SAFe® for Teams - Know Your Role on an Agile Team | Scaled Agile, Exam Study Guide: SP (6.0) - SAFe® Practitioner - scaledagile.com, SAFe 6.0 for Teams with SP Certification - ICON Agility Serviceswq

During iteration reviews, SAFe Scrum teams inspect the iteration increment, assess progress, and adjust the team backlog. One of the actions that occurs during this event is evaluating current state metrics, such as team velocity, quality, and customer satisfaction. These metrics help the team measure its performance and identify areas for improvement. Evaluating current state metrics also helps the team align its work with the iteration goals and the broader program increment objectives. References: Iteration Review, Team and Technical Agility

Establishing flow is a basic Agile quality practice that reduces bottlenecks and ensures consistency by removing errors, rework, and other waste that slows throughput. It also supports faster learning and feedback by shifting left on the timeline. Flow is one of the four core values of SAFe and a key principle of the Lean-Agile Mindset. References: Built-In Quality, SAFe Core Values, Lean-Agile Mindset

= The recommended final agenda item of PI Planning is taking the PI confidence vote. This is a simple and quick way to assess the level of confidence and commitment of the teams and stakeholders to the PI objectives and plan. The PI confidence vote is done by asking each team member and stakeholder to hold up one to five fingers, indicating their confidence level from low to high. The average score across the ART is calculated and displayed. If the score is below 3, the teams and stakeholders are asked to identify the top issues or risks that lower their confidence and propose mitigation actions. The confidence vote is repeated until the score reaches 3 or above, or the timebox expires. The confidence vote helps to surface and address potential impediments, foster alignment and accountability, and create a sense of ownership and empowerment for the PI plan. References: = PI Planning - Scaled Agile Framework, PI Confidence Vote - Scaled Agile Framework

= Lean Portfolio Management (LPM) is one of the seven core competencies of the Lean Enterprise that helps align strategy and execution. LPM enables enterprises to establish and communicate a set of strategic themes that provide business context for decision making and investment allocation. LPM also helps to apply Lean budgeting and guardrails to empower decentralized program execution and foster innovation. LPM also supports Agile portfolio operations and governance by providing the necessary visibility, coordination, and collaboration across the portfolio. References: = SAFe for Lean Enterprises, Lean Portfolio Management

 Continuous Exploration (CE) is one of the four aspects of the Continuous Delivery Pipeline (CDP), along with Continuous Integration (CI), Continuous Deployment (CD), and Release on Demand1. CE focuses on creating alignment on what needs to be built by applying design thinking and Lean startup principles2. CE involves generating and validating hypotheses, defining a Minimum Viable Product (MVP), and developing a vision, roadmap, and features for the solution2. CE enables the enterprise to understand the market problem or customer need and the solution required to meet that need2. References: Continuous Delivery Pipeline, Continuous Exploration