Free SAFe Agilist Practice Exam (2026)

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Question 1Product Development Flow⚑ Flag

A health app ART wants to redesign appointment booking. The team jumps straight into building screens based on what managers think patients want. Which design thinking step should come FIRST?

ABuild a high-fidelity prototype and run performance tests on it BWrite detailed user stories for each of the screens the managers listed CResearch patient needs using tools like personas and empathy maps DEstimate the work with WSJF and add it to the next PI

Correct answer: C. Research patient needs using tools like personas and empathy maps
Design thinking starts in the problem space by understanding users and their needs before building solutions. Personas and empathy maps help teams see the problem from the customer's view. Writing stories from manager assumptions risks building the wrong thing.

Question 2Mindset, Values & Principles⚑ Flag

On the Solaris ART, teams report every feature as 'green' until the last week of the PI, when several suddenly turn red. Leaders are frustrated by the late surprises. Which SAFe core value is MOST clearly missing?

ABuilt-in quality BTransparency CProgram execution DAlignment

Correct answer: B. Transparency
Transparency means sharing facts, including bad news, early and openly so problems can be fixed while there is still time. Trust grows when people feel safe to show real status. Program execution is about delivering value, but the root problem here is hidden information.

Question 3Lean Portfolio Management⚑ Flag

The LPM team at Arcadia Insurance wants a one-page view of the portfolio's current value propositions, customers, solutions, costs and revenue so it can explore alternative future states. Which tool BEST fits?

AThe team Kanban board BThe Lean business case CThe ART planning board DThe portfolio canvas

Correct answer: D. The portfolio canvas
The portfolio canvas, adapted from the Business Model Canvas, describes the current state of a portfolio, including value propositions, customers, solutions, costs and revenue. Leaders use it to explore possible future states. A Lean business case describes a single epic.

Question 4Team & Technical Agility⚑ Flag

StreamCo has several stream-aligned teams building video features. One component needs deep expertise in compression math that only a few specialists have. Which team type BEST fits the group that owns this component?

AComplicated subsystem team BEnabling team CStream-aligned team DPlatform team

Correct answer: A. Complicated subsystem team
A complicated subsystem team owns a part of the system that requires deep specialist knowledge, which reduces cognitive load on stream-aligned teams. An enabling team helps other teams build new skills for a limited time rather than owning a component.

Question 5Adapt & Thrive⚑ Flag

Halvern Insurance has a strong functional hierarchy that runs operations reliably, but new digital products take 18 months to reach customers. Executives want to keep operational stability while moving much faster. Which approach BEST reflects SAFe guidance?

AMove all digital work to an external vendor that already uses Agile methods BAdd a value network organized around value streams that works alongside the hierarchy CReplace the hierarchy everywhere with fully self-organizing teams across the company DKeep the hierarchy and add stage gates to speed up approvals for digital products

Correct answer: B. Add a value network organized around value streams that works alongside the hierarchy
SAFe describes a dual operating system: the hierarchy keeps providing stability and efficiency, while a value network organized around value streams delivers speed and innovation. Replacing the hierarchy entirely throws away what it does well, and SAFe does not ask for that.

Question 6Product Development Flow⚑ Flag

A Product Manager writes a backlog item: 'Customers can pay with digital wallets.' It will take several teams about six weeks, and it includes a benefit hypothesis. How should this item be classified?

AA feature, owned by Product Management, sized to fit in a PI BA story, owned by a Product Owner, sized for one iteration CAn epic, which must first go through the portfolio Kanban DA task, which teams break down further during daily stand-ups

Correct answer: A. A feature, owned by Product Management, sized to fit in a PI
A feature meets a stakeholder need, includes a benefit hypothesis and acceptance criteria, and is sized for an ART to deliver within a PI. Product Management owns features. Stories fit within one iteration, and epics are larger initiatives that usually span several PIs.

Question 7Lead the Change⚑ Flag

Executives at Fairmont Logistics funded a SAFe transformation, but they skip PI Planning and keep requesting status reports instead of attending system demos. What should these Lean-Agile leaders do differently?

ADelegate attendance at all SAFe events to middle managers to save time BAsk the RTE for longer and more frequent written status reports CWait until the ARTs are mature before getting personally involved DTake part in key events like PI Planning and system demos

Correct answer: D. Take part in key events like PI Planning and system demos
Leading by example means leaders model the behaviors they expect, such as joining PI Planning and system demos and engaging directly with teams. Asking for more reports keeps leaders away from real information and signals that the change is someone else's job.

Question 8Mindset, Values & Principles⚑ Flag

A team at Brightway Health spends three weeks of each month writing detailed design documents that stakeholders rarely read. Little working functionality is ever demonstrated. Which Agile Manifesto value does this MOST directly conflict with?

AWorking software over comprehensive documentation BResponding to change over following a plan CIndividuals and interactions over processes and tools DCustomer collaboration over contract negotiation

Correct answer: A. Working software over comprehensive documentation
The manifesto values working software over comprehensive documentation. Documents still have some value, but working functionality is the primary measure of progress, and this team invests heavily in documents while showing little working product.

Question 9Lean Portfolio Management⚑ Flag

Executives at Norland Telecom define 'Expand into small business markets' and 'Become cloud-first' as differentiating business objectives for the next few years. How do these strategic themes MOSTLY influence the portfolio?

AThey replace the need for a portfolio backlog BThey are assigned directly to individual Agile teams as iteration goals CThey guide the portfolio vision, budgets and epic priorities DThey set fixed scope for each ART for the next three years

Correct answer: C. They guide the portfolio vision, budgets and epic priorities
Strategic themes are differentiating business objectives that connect the portfolio to enterprise strategy. They influence the portfolio vision, Lean budget allocations and the prioritization of epics. They are not detailed scope commitments or team iteration goals.

Question 10Product Development Flow⚑ Flag

The Delta ART plans customer features for next PI that depend on a new event-streaming platform that does not exist yet. What should the ART add to its backlog to prepare?

AAn architectural enabler that builds the runway ahead of the features BA technical debt item that teams address only if they finish feature work early CA story asking customers to accept delays while the platform is built DA spike for the Business Owners to decide the feature's priority

Correct answer: A. An architectural enabler that builds the runway ahead of the features
Enablers support upcoming business functionality, and architectural enablers build the architectural runway that future features need. Without runway, teams face delays and rework when the features arrive. Treating it as optional cleanup puts the planned features at risk.

Question 11Mindset, Values & Principles⚑ Flag

Two teams at Corvel Logistics argue over whether to delay a release by one month to add an extra reporting feature. Using SAFe Principle #1, what should guide the decision MOST?

AThe preference of whichever team has the most senior members BWhether the original project plan included the reporting feature CHow many story points the reporting feature would add to velocity DThe impact on total lifecycle profit, including the cost of delay

Correct answer: D. The impact on total lifecycle profit, including the cost of delay
Taking an economic view means making decisions based on economic impact over the solution's lifecycle, including the cost of delaying value. Following the original plan ignores what has been learned since it was written.

Question 12Lean Portfolio Management⚑ Flag

At Medivia Clinics, the steps from a patient booking an appointment to receiving treatment and paying the bill form one flow. The people who build the scheduling and billing systems form another. Which statement is correct?

ABoth are development value streams, since both involve systems BThe first is operational; the second is a development value stream CThe first is a development value stream; the second is operational DBoth are operational value streams, since both serve patients

Correct answer: B. The first is operational; the second is a development value stream
Operational value streams are the steps that deliver goods or services to the customer, such as a patient's care journey. Development value streams are the people and steps that build the solutions operational value streams use, such as scheduling and billing systems.

Question 13Product Development Flow⚑ Flag

It is the morning of day 1 of PI Planning at Crestline Bank. Which presentation is MOST important for giving teams the content they will plan?

AThe RTE reviews last PI's individual performance ratings for team members BEach team reports its average velocity from the previous three PIs in detail CProduct Management presents the vision and top ART backlog features DThe Enterprise Architect walks through a complete detailed design of the system

Correct answer: C. Product Management presents the vision and top ART backlog features
Day 1 of PI Planning includes business context, the product vision with the highest-priority features from the ART backlog, and the architecture vision. These inputs give teams the content they need to plan. A complete detailed design is not expected up front.

Question 14Team & Technical Agility⚑ Flag

A team at Lumen Retail keeps getting interrupted by managers adding work mid-iteration, and its retrospectives have turned into complaint sessions with no actions. Which role is PRIMARILY responsible for helping the team address this?

ARelease Train Engineer BScrum Master/Team Coach CSystem Architect DProduct Owner

Correct answer: B. Scrum Master/Team Coach
The Scrum Master/Team Coach is a servant leader who coaches the team, facilitates events such as retrospectives and helps remove impediments like mid-iteration interruptions. The RTE plays a similar role for the whole ART, not for one team's daily practices.

Question 15Adapt & Thrive⚑ Flag

A retail CEO tells her leadership team, 'We need business agility.' Which description BEST matches what SAFe means by that term?

AIT delivers a higher number of features every quarter than in the previous year BThe company lowers operating costs by reducing headcount in each function CEvery department adopts Scrum and holds a daily stand-up meeting DResponding quickly to market changes with innovative, digitally enabled solutions

Correct answer: D. Responding quickly to market changes with innovative, digitally enabled solutions
Business agility is the ability to compete and thrive by responding quickly to market changes and emerging opportunities with innovative business solutions. It is an enterprise-wide capability, not just Scrum adoption in IT or higher feature counts.

Question 16Mindset, Values & Principles⚑ Flag

Nexis Robotics must choose between two battery technologies for a new product, but test data will not be available for several months. A manager wants to pick one now so detailed design can begin. Which approach BEST applies SAFe Principle #3?

AStop all product work until the battery decision is completely final BKeep both options open and narrow them as test data reduces uncertainty CPick the cheaper battery now and handle changes through change requests DAsk the most experienced engineer to choose one based on intuition alone

Correct answer: B. Keep both options open and narrow them as test data reduces uncertainty
Assume variability and preserve options promotes set-based design: keep multiple design options open and eliminate weaker ones as knowledge emerges. Choosing early forces a point solution that may cause costly rework, and stopping all work wastes learning time.

Question 17Lean Portfolio Management⚑ Flag

Kestrel Financial funds work through annual projects, each requiring a detailed business case and cost tracking. Teams are formed and disbanded for every project. What change does SAFe Lean Portfolio Management recommend?

AFund individual teams based on last year's completed story points BAllocate budget to each feature only once it is fully specified CFund long-lived value streams instead of individual projects DRequire more detailed project business cases before approval

Correct answer: C. Fund long-lived value streams instead of individual projects
Lean budgets fund value streams, which allows stable, long-lived ARTs and removes much of the overhead of project-based funding and cost accounting. Funding by story points or fully specified features would recreate the delays of project funding.

Question 18Product Development Flow⚑ Flag

During PI Planning, the Comet team has drafted its PI objectives and wants to know how important each one is to the business. Who assigns business value to the objectives, and on what scale?

AThe Business Owners, on a scale of 1 to 10 BThe RTE, using relative story points CThe team itself, using the Fibonacci sequence DThe Product Owner, on a scale of 1 to 5

Correct answer: A. The Business Owners, on a scale of 1 to 10
Business Owners assign business value to each team PI objective, typically on a scale of 1 to 10, while talking with the team on day 2. This shows teams what matters most. The scores are later compared with the value actually achieved.

Question 19Lead the Change⚑ Flag

Corvane Manufacturing is profitable with no immediate crisis, but its CEO sees digital competitors emerging. Which approach BEST helps the company reach the tipping point for a SAFe transformation?

AWait for a burning platform, such as a sharp drop in revenue, before acting BLaunch ARTs quietly without explaining the reason for change CHire consultants to mandate new processes on the teams DLeaders proactively create urgency with a compelling vision

Correct answer: D. Leaders proactively create urgency with a compelling vision
SAFe notes the tipping point can come from a burning platform or from proactive leadership that creates urgency with a compelling vision. The CEO does not need to wait for a crisis, and launching ARTs without explaining why weakens commitment.

Question 20Mindset, Values & Principles⚑ Flag

A government contractor uses phase gates where a project passes once its requirements and design documents are signed off. Leadership wants a better way to know whether real progress is being made. What does SAFe recommend?

AEvaluate working, integrated system increments at regular milestones BRun one full system test only after all development has finished CAdd more reviewers and approvers to each document sign-off gate DMeasure progress by the percentage of planned tasks marked complete in the schedule

Correct answer: A. Evaluate working, integrated system increments at regular milestones
Principle #5 says milestones should be based on objective evaluation of working systems. Integrated increments, demonstrated regularly, show real progress and reduce risk. Task completion and signed documents can look healthy while the real system does not work.

Question 21Lean Portfolio Management⚑ Flag

A value stream at Orbit Media wants to start an initiative estimated at $4 million. The portfolio's guardrail says any epic over $2 million needs LPM approval. What must happen?

AIt is split into several features so that it stays under the threshold BThe ART may start it, since it fits within the value stream budget CIt goes through the portfolio Kanban and needs LPM approval DThe RTE approves it at the next ART sync as part of normal flow

Correct answer: C. It goes through the portfolio Kanban and needs LPM approval
One Lean budget guardrail is approving significant initiatives: epics above the portfolio threshold need a Lean business case and LPM approval. Splitting work just to dodge the threshold defeats the purpose of the guardrail.

Question 22Product Development Flow⚑ Flag

The Zephyr team thinks it can probably deliver a reporting improvement this PI, but the work depends on an uncertain vendor API. The team does not want to make a firm commitment. How should it handle this objective?

ALeave it out of the plan entirely until the vendor confirms the API BCommit to it anyway, because that shows Business Owners the team is confident CMove it to the IP iteration so it cannot affect the PI plan DPlan it as an uncommitted objective with business value assigned

Correct answer: D. Plan it as an uncommitted objective with business value assigned
Uncommitted objectives are planned and given business value, but they are not part of the commitment because they carry low certainty. They give flexibility while keeping the work visible. Using the IP iteration as overflow for planned work is an anti-pattern.

Question 23Team & Technical Agility⚑ Flag

During a PI, three teams on the Atlas ART are blocked by a shared impediment with an external vendor. No single team can resolve it. Who is BEST placed to facilitate escalation and resolution at the ART level?

AThe Product Owner of the most affected team BThe Enterprise Architect CThe Epic Owner for the related epic DThe Release Train Engineer

Correct answer: D. The Release Train Engineer
The Release Train Engineer is the servant leader and coach for the ART who facilitates ART events, manages risks and escalates impediments that span teams. A Product Owner focuses on one team's backlog, and the Epic Owner works on portfolio epics.

Question 24Product Development Flow⚑ Flag

At the end of PI Planning, the Halcyon ART holds a confidence vote. Several teams vote with one or two fingers, mainly because of unresolved dependencies. What should happen NEXT?

AAsk the low voters to raise their votes so the ART can commit BAddress the concerns and adjust plans until confidence is acceptable CRecord the concerns and plan to review them at the next Inspect and Adapt DAccept the plan, because the ART-wide average is still above three

Correct answer: B. Address the concerns and adjust plans until confidence is acceptable
Low confidence votes signal real problems. The concerns should be raised and addressed, sometimes with rework of the plans, until the ART can commit with reasonable confidence. Waiting until Inspect and Adapt or pressuring voters only hides the risk.

Question 25Mindset, Values & Principles⚑ Flag

The CTO of Pinehurst Software plans to boost productivity by paying individual bonuses based on how many stories each developer completes. Based on SAFe Principle #8, what is the MOST likely concern?

ABonuses are only permitted when the Lean Portfolio Management team approves them BDevelopers should instead receive bonuses based on hours worked CIndividual rewards can undermine collaboration and intrinsic motivation DStory counts should be replaced with lines of code produced

Correct answer: C. Individual rewards can undermine collaboration and intrinsic motivation
Unlocking the intrinsic motivation of knowledge workers means avoiding individual incentives tied to output, which create competition and gaming. Knowledge workers respond better to autonomy, mastery and purpose. Switching to hours or lines of code just changes which number gets gamed.

Question 26Lean Portfolio Management⚑ Flag

An epic at Silverpine Retail has been pulled from Reviewing into the Analyzing state of the portfolio Kanban. Which activity happens MAINLY in this state?

ASomeone captures the first rough idea of the epic in a few words BThe epic is closed and its final results are reported to leaders CTeams start full implementation of the epic across all participating ARTs DThe Epic Owner builds a Lean business case and defines an MVP

Correct answer: D. The Epic Owner builds a Lean business case and defines an MVP
In Analyzing, the Epic Owner works with others to explore solution alternatives, define the MVP and build the Lean business case for a go or no-go decision. New ideas enter in the Funnel, and implementation starts only after approval.

Question 27Adapt & Thrive⚑ Flag

A 90-person software company wants to start with SAFe. It has one product and will form a single Agile Release Train. Which SAFe configuration is the MOST appropriate starting point?

AFull SAFe BLarge Solution SAFe CEssential SAFe DPortfolio SAFe

Correct answer: C. Essential SAFe
Essential SAFe is the basic building block, containing the Agile teams and the ART, and it is the minimum needed to be doing SAFe. Large Solution SAFe adds Solution Trains for very big systems that need multiple ARTs and suppliers, which this company does not have.

Question 28Lead the Change⚑ Flag

Brookfield Group is ready to start its SAFe implementation. Who should form the guiding coalition that leads the change?

AA volunteer team of recently hired staff who already know Agile methods BSPCs, executives and leaders, and a Lean-Agile Center of Excellence CA group of IT team leads who volunteer to run the change on their own DAn external auditor working with the finance department

Correct answer: B. SPCs, executives and leaders, and a Lean-Agile Center of Excellence
The guiding coalition typically includes trained change agents such as SPCs, executives and leaders who sponsor the change, and a LACE that drives it day to day. A group of IT team leads lacks the authority and reach needed for an enterprise change.

Question 29Product Development Flow⚑ Flag

Halfway through day 2 of PI Planning, the RTE wants a single view of when each feature will be delivered, the dependencies between teams and key milestones. Which artifact provides this?

AThe portfolio canvas BThe team's iteration burndown chart CThe ART planning board DThe Lean business case

Correct answer: C. The ART planning board
The ART planning board, formerly called the program board, shows feature delivery dates, dependencies between teams and with other ARTs, and relevant milestones. The portfolio canvas and Lean business case are portfolio-level artifacts.

Question 30Mindset, Values & Principles⚑ Flag

Leaders at Quintra Bank are deciding which decisions to keep centralized. Which decision is the BEST candidate to remain centralized?

ASelecting a company-wide cloud provider for the next five years BChoosing how a team splits a story into tasks CDeciding which defect a team fixes first in the current iteration DPicking the time of a team's daily stand-up meeting

Correct answer: A. Selecting a company-wide cloud provider for the next five years
Principle #9 says to centralize decisions that are infrequent, long-lasting and have significant economies of scale, such as a strategic platform choice. Frequent, time-critical decisions that need local knowledge, like task breakdown or defect order, should be decentralized.

Question 31Lean Portfolio Management⚑ Flag

Polaris Travel approved an epic and built its MVP. The leading indicators show customers are not using the new capability as hoped. What is the MOST appropriate next step?

AContinue building the full epic exactly as originally planned BPivot or stop, based on the evidence CKeep extending the MVP scope until customers start using it DChange the leading indicators so the MVP looks successful

Correct answer: B. Pivot or stop, based on the evidence
The MVP tests the epic's hypothesis. If leading indicators do not support it, the portfolio should pivot to a new hypothesis or stop investing. Continuing as planned ignores the evidence, which is exactly the waste the MVP approach is meant to prevent.

Question 32Team & Technical Agility⚑ Flag

Defects on the Keystone team are usually found by a separate QA group weeks after the code is written. The team wants to find problems earlier and design better code. Which practice BEST supports built-in quality?

AWrite automated tests before or alongside the code BAdd a dedicated hardening iteration at the end of every release cycle CAssign one developer on each team to perform all of the testing DDouble the size of the QA group so it can test faster

Correct answer: A. Write automated tests before or alongside the code
Test-first practices such as TDD and BDD shift learning left, so defects are caught minutes after they are created and tests guide a cleaner design. A hardening phase delays feedback and lets quality problems pile up instead of preventing them.

Question 33Product Development Flow⚑ Flag

On the Vega ART, each team demos its stories separately in its own environment, and integration happens only at the end of the PI. Which change BEST aligns with SAFe?

AReplace the team demos with a written status report to Business Owners BKeep separate demos but add a longer integration phase at the end CHold a system demo of the integrated increment every iteration DDemo only to the RTE so that feedback stays inside the ART

Correct answer: C. Hold a system demo of the integrated increment every iteration
The system demo shows the integrated work of all teams on the ART at the end of each iteration, giving objective evidence of progress and early feedback. Leaving integration to the end of the PI hides risk until it is expensive to fix.

Question 34Mindset, Values & Principles⚑ Flag

Product Management at Velora Media scores four features as user-business value, time criticality, risk reduction/opportunity enablement, and job size. W: 8, 5, 3, size 8. X: 5, 8, 2, size 3. Y: 13, 8, 5, size 13. Z: 3, 3, 8, size 5. Using WSJF, which feature should be done FIRST?

AFeature W BFeature Y CFeature Z DFeature X

Correct answer: D. Feature X
WSJF is Cost of Delay divided by job size, and Cost of Delay is the sum of the three value components. W = 16 / 8 = 2.0, X = 15 / 3 = 5.0, Y = 26 / 13 = 2.0 and Z = 14 / 5 = 2.8, so X goes first. Y has the highest Cost of Delay, but its large size lowers its WSJF.

Question 35Lean Portfolio Management⚑ Flag

LPM has just approved an epic at Granite Energy. Someone now needs to work with Product Management on the affected ARTs to split it into features, help the ARTs during implementation and track progress against the hypothesis. Which role fits BEST?

ARelease Train Engineer BScrum Master/Team Coach CBusiness Owner DEpic Owner

Correct answer: D. Epic Owner
After approval, the Epic Owner stays with the epic, working with Product Management to define features for the ART backlogs and supporting the ARTs through implementation. The RTE facilitates the ART's events and flow rather than owning a portfolio epic.

Question 36Product Development Flow⚑ Flag

In a problem-solving workshop, the Titan ART agrees on its problem statement and uses a fishbone diagram with the 5 Whys to find several possible causes. What should the group do NEXT?

AIdentify the biggest root cause using Pareto analysis and voting BBrainstorm possible solutions for every cause shown on the diagram CAssign each cause to a functional manager for separate investigation DCreate improvement features in the ART backlog for all causes at once

Correct answer: A. Identify the biggest root cause using Pareto analysis and voting
After root cause analysis, the group identifies the biggest root cause, often with Pareto analysis and voting, and restates the problem around it before brainstorming solutions. Jumping to solutions for every cause spreads effort thin and skips the focus step.

Question 37Adapt & Thrive⚑ Flag

Aerovant builds flight control systems. Delivery needs five ARTs plus two external suppliers, all contributing to one complex solution with strict compliance needs. Strategy and funding are handled elsewhere. Which configuration adds the roles and events they need MOST?

APortfolio SAFe with Lean budgets and guardrails BLarge Solution SAFe with a Solution Train CTeam-level Scrum with one shared backlog DEssential SAFe with one much larger ART

Correct answer: B. Large Solution SAFe with a Solution Train
Large Solution SAFe adds the Solution Train, Solution Management and Solution Train Engineer to coordinate multiple ARTs and suppliers building one large system. Portfolio SAFe addresses strategy and funding, which the question says is handled elsewhere.

Question 38Mindset, Values & Principles⚑ Flag

In the SAFe House of Lean, what sits at the top as the goal that the pillars and the foundation support?

AFlow BInnovation CLeadership DValue

Correct answer: D. Value
The goal of the SAFe House of Lean is value: the best quality and value to people and society in the shortest sustainable lead time. Flow and innovation are pillars that support that goal, and leadership is the foundation.

Question 39Lean Portfolio Management⚑ Flag

The LPM team at Helix Pharma suspects that ARTs spend almost all their capacity on new features while technical debt grows. Which flow metric would MOST directly show this?

AFlow velocity BFlow time CFlow distribution DFlow efficiency

Correct answer: C. Flow distribution
Flow distribution shows the proportion of different work types, such as features, enablers, defects and debt, in a system, so it reveals whether capacity is balanced. Flow velocity counts how many items are completed, not what kind they are.

Question 40Product Development Flow⚑ Flag

The Nova ART regularly leaves feature work unfinished and plans to complete it during the IP iteration. What is the MAIN problem with this practice?

ABusiness Owners are not permitted to attend events in the IP iteration BIt removes time meant for innovation, learning, planning and buffer CThe IP iteration is reserved only for System Team integration work DSAFe does not allow any development work during the final iteration

Correct answer: B. It removes time meant for innovation, learning, planning and buffer
The IP iteration provides time for innovation, continuing education, PI Planning, Inspect and Adapt, and a buffer against estimation errors. Routinely using it to finish planned features removes that buffer and hides poor predictability.

Question 41Lead the Change⚑ Flag

A portfolio leader at Westbridge Bank wants to paste confidential customer contract details into a public AI chatbot to summarize risks before a strategy meeting. What is the MOST responsible action?

APaste the data anyway, since AI summaries save a large amount of time BAsk a team member to paste the data so the leader is not responsible CUse an approved tool that protects the data, and verify the output DStop all AI use across the organization until regulations are final

Correct answer: C. Use an approved tool that protects the data, and verify the output
Leaders who use AI responsibly protect sensitive data by following approved tools and policies, and they check AI output before relying on it. Sharing confidential data with an unapproved public tool creates real risk, while banning AI entirely gives up its benefits.

Question 42Team & Technical Agility⚑ Flag

On the Meridian ART, Product Management is researching market needs, testing hypotheses with customers and defining features for the ART backlog. Which aspect of the Continuous Delivery Pipeline is this?

AContinuous Exploration BContinuous Deployment CRelease on Demand DContinuous Integration

Correct answer: A. Continuous Exploration
Continuous Exploration is where the ART learns customer needs, forms hypotheses, explores solutions and creates and refines features. Continuous Integration then builds, integrates and tests those features.

Question 43Mindset, Values & Principles⚑ Flag

The Orion ART starts using AI assistants to draft acceptance tests, summarize customer feedback and flag risky code changes. A manager asks how this fits with SAFe. Which view is MOST consistent with SAFe?

AAI tools should only be introduced after the ART has reached full SAFe maturity BAI is an enabler that can speed learning and flow while people stay accountable CAI output can be merged into the product without any review by the team DAI replaces the need for Agile teams to collaborate directly with customers

Correct answer: B. AI is an enabler that can speed learning and flow while people stay accountable
SAFe treats AI as an enabler that augments people, helping teams learn faster and improve flow. People remain accountable for decisions and quality, so AI output still needs review. AI does not remove the need for customer collaboration or Lean-Agile practices.

Question 44Lean Portfolio Management⚑ Flag

Dalton Foods writes a strategic theme as the objective 'Delight online shoppers,' with measures such as 'Raise repeat purchase rate from 20% to 30%.' In OKR terms, what are these measures called?

AKey results BAcceptance criteria CGuardrails DStory points

Correct answer: A. Key results
In Objectives and Key Results, the objective is a qualitative goal and the key results are measurable outcomes that show progress toward it. SAFe often uses OKRs to express strategic themes. Acceptance criteria apply to features and stories, not strategy.

Question 45Product Development Flow⚑ Flag

Fintrex deploys code to production every day, but marketing wants new features released to customers only when a campaign starts. What technique BEST supports this?

AStop deploying until marketing is ready to release the features BKeep features on a long-lived branch and merge them on launch day CUse feature toggles to separate deployment from release DRelease everything immediately and adjust the campaign dates

Correct answer: C. Use feature toggles to separate deployment from release
SAFe separates deployment from release. Feature toggles let code sit in production hidden from users until the business decides to switch it on, so daily deployment continues. Long-lived branches delay integration and increase merge risk.