Free and Premium Scaled Agile SAFe-Agilist Dumps Questions Answers

This statement is true about batch size. Batch size is the amount of work that moves as a unit through a process or system. Large batch sizes increase variability by creating more uncertainty, complexity, dependencies, and unpredictability in the workflow. Large batch sizes also increase waste by causing delays, queues, handoffs, rework, overproduction, and inventory accumulation. Reducing batch size is one of the key ways to optimize value delivery and improve flow efficiency. References: SAFe Lean-Agile Principles, SAFe Principle #5

Customer Centricity is described as:

“A mindset and way of doing business that focuses on creating positive experiences for the customer by understanding their needs, behaviors, and preferences.”

This drives innovation and aligns solutions to real customer problems.

Strategic Themes are highlighted in the workbook as:

“Differentiating business objectives that… Connect the portfolio to the Enterprise strategy.”

They provide context for budgeting and vision alignment across the organization.

Source: 01 Workbook SA (6.0).pdf, Page 5-13

Comprehensive and Detailed Explanation From Exact Extract:

The System Team is a specialized Agile team that:

Builds and maintains development environments

Provides infrastructure and tooling support

Supports continuous integration (CI), test automation, and system-level testing

Helps ARTs integrate and validate their work

This makes the System Team the correct answer.

(Source: Scaled Agile Framework – System Team)

In the SAFe Workbook under Principle #1 ("Take an economic view"), it states:

“Deliver early and often. Deliver value incrementally… Accelerates feedback and learning, allows early and continuous delivery.”

This principle is illustrated using the difference between waterfall and Agile delivery models.

Source: 01 Workbook SA (6.0).pdf, Pages 2-26 to 2-28

The SAFe House of Lean is based on:

“Goal: Value in the shortest sustainable lead time, with the best quality and people morale.”

This guides decisions and continuous improvement.

The workbook clearly outlines:

"Business Owners assign business value (BV) scores to PI Objectives from 1 (low) to 10 (high) after negotiation. These scores help teams understand what is most important to the business."

Source: SAFe Workbook, PI Planning Simulation Section

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

SAFe emphasizes that effective DevOps implementation is key to enabling continuous value delivery. The workbook highlights that:

“DevOps helps ensure a constant flow of value by automating the Continuous Delivery Pipeline and enabling continuous integration and deployment… A Value Stream with DevOps capabilities implements automation and integration for consistent quality and faster delivery.”

This makes automation a cornerstone in enabling flow within a Value Stream.

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

During the PI Planning simulation, the workbook details that:

“In the second team breakout, Business Owners circulate and assign business value to PI Objectives from low (1) to high (10)... This reflects the importance of the objectives and helps prioritize based on business impact.”

The purpose is to guide teams in understanding what matters most to the business.

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

“Precisely specify value by product” is central to Lean thinking. Lean thinking is a philosophy and a set of principles and practices that aim to eliminate waste and optimize value delivery. Value is defined as anything that a customer is willing to pay for or that meets their needs or desires. Value is specified by product, which means that each product or service should have a clear and explicit definition of what value it provides to the customer and how it differs from other products or services. Specifying value by product helps avoid ambiguity, confusion, and inefficiency in the value delivery process. References: Thriving in the Digital Age, SAFe Principle #1

Design thinking is a method that provides a continuous understanding of the target market. Design thinking is a human-centered approach to problem-solving that involves empathy, ideation, experimentation, and implementation. Design thinking helps teams discover the real needs and desires of their customers, generate innovative solutions that address those needs, validate their assumptions through fast feedback loops, and deliver value that delights their customers. Design thinking helps teams achieve the core competency of Customer Centricity in SAFe. References: Customer Centricity, Design Thinking

Lean Portfolio Management, Agile Product Delivery, and Lean-Agile Leadership are SAFe core competencies. A SAFe core competency is a set of knowledge, skills, and behaviors that enable an organization to achieve business agility. Business agility is the ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative solutions. There are seven core competencies in SAFe: Team and Technical Agility, Agile Product Delivery, Enterprise Solution Delivery, Lean Portfolio Management, Organizational Agility, Continuous Learning Culture, and Lean-Agile Leadership. References: SAFe as an Operating System for Business Agility, Core Competencies of Business Agility

The SAFe Workbook outlines the elements of enterprise strategy formulation and emphasizes:

“Enterprise Strategy Formulation includes Vision, Mission, Core Values, Business Drivers, Competitive Environment, Financial Goals, and Distinctive Competence.”

Among these, Portfolio Vision is identified as a direct outcome that aligns the portfolio with strategy.

Source: 01 Workbook SA (6.0).pdf, Page 5-12

The Lean-Agile Center of Excellence (LACE) plays a key role in enabling transformation and follows the SAFe Implementation Roadmap.

“LACE uses the SAFe Implementation Roadmap to guide the transformation… The roadmap outlines a step-by-step strategy from reaching the tipping point to sustaining and accelerating SAFe.”

Launching more ARTs and Value Streams is the implementation step that follows Coach ART Execution on the SAFe Implementation Roadmap. The SAFe Implementation Roadmap is a guide that helps enterprises implement SAFe in a structured and reliable way. The roadmap consists of 12 critical moves that span from reaching the tipping point to extending to the portfolio and beyond. Coach ART Execution is the seventh move, where the first ART is launched and coached by a SAFe Program Consultant (SPC) or other expert. Launch more ARTs and Value Streams is the eighth move, where the enterprise expands the implementation of SAFe to other value streams and ARTs, based on the learnings and successes of the first ART. References: SAFe Implementation Roadmap, Coach ART Execution, Launch more ARTs and Value Streams

According to SAFe Principle #8, "Unlock the intrinsic motivation of knowledge workers," beyond purpose and mission, this principle emphasizes that:

“Management sets the mission with minimum constraints… Workers themselves are most qualified to make decisions about how to perform their work.”

This aligns with promoting autonomy, mastery, and purpose—autonomy being enabled by minimal constraints from management.

From the workbook's role definitions:

"Scrum Master/Team Coach Responsibilities: Supporting Iteration Execution, Improving ART Performance, Facilitating PI Planning, Building High-Performing Teams."

This makes "supporting iteration execution" a primary responsibility.

Source: Workbook, Lesson 3.1, Page 3-7

Decisions that deliver large and broad economic benefits are the type of decisions that should remain centralized even in a decentralized decision-making environment. Decentralized decision-making is a principle and practice that empowers individuals and teams to make decisions about their work without excessive interference or control from others. Decentralized decision-making fosters autonomy, agility, innovation, and ownership among knowledge workers. However, some decisions are better made centrally by those who have more authority, information, or expertise. These include decisions that affect the whole enterprise or portfolio, such as strategy, vision, budgeting, governance, compliance, etc. References: SAFe Lean-Agile Principles, SAFe Principle #9

SAFe describes DevOps as:

“DevOps tries to bridge the gap between new Features and stable solutions… DevOps joins development and operations to enable continuous delivery.”

This integration supports both speed and stability in software delivery.

The workbook details:

“At the end of PI Planning, teams vote on confidence using the Fist of Five method. A score of 3 or above signals commitment.”

The SAFe Workbook emphasizes that:

“Large batch sizes increase variability… Small batches go through the system faster with lower variability.”

The workbook includes exercises demonstrating that smaller batch sizes reduce cycle time and increase predictability, while large batches slow flow and introduce delays.

Source: 01 Workbook SA (6.0).pdf, Pages 2-54 to 2-56

The workbook defines the Enabling team as:

“Organized to assist other teams with specialized capabilities and help them become proficient in new technologies.”

This definition is found under SAFe’s use of “Team Topologies.”

Source: Workbook, Page 3-21

In the workbook’s PI Planning agenda:

"After the draft plan review, the RTE facilitates a management review and problem-solving meeting with Business Owners, Product Management, and other stakeholders. Here, capacity and load adjustments, scope changes, and planning adjustments are agreed upon."

Source: Workbook, PI Planning Module, Page 4-70

The workbook details that optimizing flow is heavily dependent on:

“Most problems with your process will surface as delays… Reducing delays is the fastest way to reduce time-to-market.”

Thus, identifying and eliminating delays is the critical activity when optimizing flow.

Source: Workbook, Page 2-11

SAFe draws from Kotter’s model and describes the dual operating system:

“Organize the Enterprise around the flow of value while maintaining the hierarchies… This dual system leverages stability and speed.”

SAFe Principle #10 emphasizes:

“Organize around value” and states that enterprises must continuously adjust their organizational structure to optimize for the flow of value when market demands change.

This means reorganizing the network around the new value flow is the recommended approach.