SAFe Agilist (Leading SAFe) · Current exam · Updated 2026
Free SAFe Agilist Practice Exam (2026)
Full-length SAFe Agilist mock exams with the same number of questions and time as the real Leading SAFe exam. Lean-Agile mindset, ARTs, PI Planning, Lean Portfolio Management and leadership questions, answers explained, and your score by domain.
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45 questions · 1 hour 30 min · same as the real exam
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Question 1Product Development Flow
Bluepeak Airlines wants to understand where travelers get frustrated, from booking a flight all the way through baggage claim. Which design thinking tool is BEST suited?
Correct answer: A. A customer journey map
A customer journey map shows the steps a customer goes through and their experience at each one, which reveals pain points and opportunities. A cumulative flow diagram tracks work moving through a process, not the customer's experience.
A customer journey map shows the steps a customer goes through and their experience at each one, which reveals pain points and opportunities. A cumulative flow diagram tracks work moving through a process, not the customer's experience.
Question 2Mindset, Values & Principles
Teams on the Juno ART each interpret the product strategy differently, and their work often conflicts or duplicates effort. Which practice BEST strengthens the SAFe core value of alignment?
Correct answer: C. Hold regular PI Planning around a shared vision and ART backlog
Alignment means everyone understands and works toward the same mission and priorities. PI Planning on a regular cadence, with a shared vision, ART backlog and PI objectives, is a primary way SAFe creates alignment. Written updates alone do not create shared understanding.
Alignment means everyone understands and works toward the same mission and priorities. PI Planning on a regular cadence, with a shared vision, ART backlog and PI objectives, is a primary way SAFe creates alignment. Written updates alone do not create shared understanding.
Question 3Lean Portfolio Management
The LPM team at Marlow Group wants business leaders to help decide how to allocate next period's budget across value streams and proposed epics. Small groups will negotiate over a limited budget together. What is this practice called?
Correct answer: D. Participatory budgeting
Participatory budgeting is the SAFe LPM practice where stakeholders work in small groups to allocate a limited budget across value streams and proposed epics. It builds shared understanding of priorities. Capacity allocation splits an ART's capacity by type of work.
Participatory budgeting is the SAFe LPM practice where stakeholders work in small groups to allocate a limited budget across value streams and proposed epics. It builds shared understanding of priorities. Capacity allocation splits an ART's capacity by type of work.
Question 4Team & Technical Agility
Seven stream-aligned teams at Coral Pay each build and maintain their own deployment and logging tools. Leaders want one group to provide these as self-service internal services that all teams can use. Which team type fits BEST?
Correct answer: D. Platform team
A platform team provides internal services that stream-aligned teams consume in a self-service way, which reduces duplicated effort and cognitive load. An enabling team coaches other teams in new skills for a limited time instead of running shared services.
A platform team provides internal services that stream-aligned teams consume in a self-service way, which reduces duplicated effort and cognitive load. An enabling team coaches other teams in new skills for a limited time instead of running shared services.
Question 5Adapt & Thrive
Hollis Corp's IT teams run well on ARTs, but HR, legal and finance still use slow, sequential processes that delay every release. Which SAFe core competency MOST directly addresses spreading Lean-Agile ways of working to these business functions?
Correct answer: B. Organizational Agility
Organizational Agility focuses on applying Lean thinking and Agile practices across the whole business, including non-technical functions, and on adjusting strategy quickly. Team and Technical Agility covers the skills and practices of the teams that build solutions.
Organizational Agility focuses on applying Lean thinking and Agile practices across the whole business, including non-technical functions, and on adjusting strategy quickly. Team and Technical Agility covers the skills and practices of the teams that build solutions.
Question 6Product Development Flow
Product Management at Talon Systems notices that every PI fills up with new features while defects and enablers keep getting pushed out. Which approach BEST addresses this in ART backlog planning?
Correct answer: B. Agree on a capacity allocation for features, enablers and maintenance
Capacity allocation sets an agreed share of capacity for different work types, such as new features, enablers and maintenance, before prioritizing within each. This prevents long-term decay of the system. Enablers have economic value because they make future features possible.
Capacity allocation sets an agreed share of capacity for different work types, such as new features, enablers and maintenance, before prioritizing within each. This prevents long-term decay of the system. Enablers have economic value because they make future features possible.
Question 7Lead the Change
Midway through its transformation, Ashby Corp's first two ARTs deliver measurable improvements in lead time and customer satisfaction, but many staff still doubt the change will last. Which leader action BEST helps sustain the change?
Correct answer: D. Share the early wins widely and connect them to the vision
Leading change includes building momentum by making short-term wins visible and linking them to the vision, which builds belief and draws in skeptics. Declaring victory too early lets old habits return, and staying silent wastes the evidence that the change is working.
Leading change includes building momentum by making short-term wins visible and linking them to the vision, which builds belief and draws in skeptics. Declaring victory too early lets old habits return, and staying silent wastes the evidence that the change is working.
Question 8Mindset, Values & Principles
The Kepler ART has strong practices and great team morale, but it has not delivered a working, valuable increment to customers in two PIs. Which SAFe core value is MOST clearly not being met?
Correct answer: C. Program execution
Program execution is about ARTs actually delivering valuable, working solutions on a regular basis. Good practices and morale matter, but SAFe only succeeds when teams and ARTs execute and deliver value.
Program execution is about ARTs actually delivering valuable, working solutions on a regular basis. Good practices and morale matter, but SAFe only succeeds when teams and ARTs execute and deliver value.
Question 9Lean Portfolio Management
Grayson Bank has several value streams using different, overlapping technology stacks. Which role is BEST positioned to drive a common technology strategy and guide architecture across the value streams?
Correct answer: B. Enterprise Architect
The Enterprise Architect works across value streams to promote adaptive design, a coherent technology strategy and architectural consistency, and guides architectural epics at the portfolio level. A System Architect focuses on a single ART.
The Enterprise Architect works across value streams to promote adaptive design, a coherent technology strategy and architectural consistency, and guides architectural epics at the portfolio level. A System Architect focuses on a single ART.
Question 10Product Development Flow
At the end of a PI, the Orchid team's committed objectives had planned business value of 40, and its uncommitted objective had planned value of 10. Business Owners scored actual value of 30 for committed objectives and 8 for the uncommitted one. What is the team's predictability?
Correct answer: C. 95%
Predictability is actual business value achieved divided by planned business value of committed objectives only. Uncommitted objectives add to actual value but not to planned value, so (30 + 8) / 40 = 95%. Dividing 38 by 50 wrongly counts the uncommitted objective in the plan.
Predictability is actual business value achieved divided by planned business value of committed objectives only. Uncommitted objectives add to actual value but not to planned value, so (30 + 8) / 40 = 95%. Dividing 38 by 50 wrongly counts the uncommitted objective in the plan.
Question 11Mindset, Values & Principles
Six weeks into a PI, a competitor launches a product that changes what Seabright Bank's customers expect. A manager insists the teams stick to the plan approved before the PI. Which Agile Manifesto value does the manager's view conflict with?
Correct answer: A. Responding to change over following a plan
The manifesto values responding to change over following a plan. Plans are useful, but when the market shifts, adapting creates more value than following an outdated plan. SAFe supports this through backlog reprioritization and regular replanning.
The manifesto values responding to change over following a plan. Plans are useful, but when the market shifts, adapting creates more value than following an outdated plan. SAFe supports this through backlog reprioritization and regular replanning.
Question 12Lean Portfolio Management
An Epic Owner at Rookwood Retail writes an epic hypothesis statement for a loyalty app. Which item is the BEST example of a leading indicator?
Correct answer: B. Weekly share of app users who redeem a reward
Leading indicators are early, measurable signs that predict whether the hypothesized business outcomes will happen. Reward redemption can be measured soon after the MVP is released. Revenue three years later is a lagging outcome, too late to guide a pivot or persevere decision.
Leading indicators are early, measurable signs that predict whether the hypothesized business outcomes will happen. Reward redemption can be measured soon after the MVP is released. Revenue three years later is a lagging outcome, too late to guide a pivot or persevere decision.
Question 13Product Development Flow
At the end of day 1 of PI Planning at Sunline Energy, draft plans show that two teams are overloaded and a key dependency is unresolved. Which planned event is used to work through this?
Correct answer: A. The management review and problem-solving meeting
At the end of day 1, the management review and problem-solving meeting lets leaders and the RTE adjust scope, resolve constraints and make decisions. Teams receive these planning adjustments on the morning of day 2. Inspect and Adapt happens at the end of the PI, which is too late.
At the end of day 1, the management review and problem-solving meeting lets leaders and the RTE adjust scope, resolve constraints and make decisions. Teams receive these planning adjustments on the morning of day 2. Inspect and Adapt happens at the end of the PI, which is too late.
Question 14Team & Technical Agility
On the Ember team, a story has been built and meets the Definition of Done. Who is responsible for accepting the story on behalf of the customer?
Correct answer: C. Product Owner
The Product Owner owns the team backlog, clarifies stories and accepts them as done. Product Management owns the ART backlog and features and works closely with Product Owners, but it does not accept individual team stories.
The Product Owner owns the team backlog, clarifies stories and accepts them as done. Product Management owns the ART backlog and features and works closely with Product Owners, but it does not accept individual team stories.
Question 15Adapt & Thrive
Rivermark Software has three ARTs delivering separate products. Leaders want to connect strategy, funding and governance with execution, but no single solution needs several ARTs to build it together. Which configuration fits BEST?
Correct answer: D. Portfolio SAFe
Portfolio SAFe adds Lean Portfolio Management, strategic themes and Lean budgets on top of Essential SAFe to align strategy with execution. Large Solution SAFe is for very large systems built by several ARTs working together, which is not the case here.
Portfolio SAFe adds Lean Portfolio Management, strategic themes and Lean budgets on top of Essential SAFe to align strategy with execution. Large Solution SAFe is for very large systems built by several ARTs working together, which is not the case here.
Question 16Mindset, Values & Principles
The database team at Arlo Systems is praised for 100% utilization, yet features wait weeks in its queue and end-to-end delivery is slow. Which SAFe principle BEST explains why leaders should change how they judge this team?
Correct answer: D. Apply systems thinking
Applying systems thinking means optimizing the whole system rather than individual parts. A team running at full utilization can become a bottleneck that slows delivery for everyone. Leaders should judge the end-to-end flow of value, not local efficiency.
Applying systems thinking means optimizing the whole system rather than individual parts. A team running at full utilization can become a bottleneck that slows delivery for everyone. Leaders should judge the end-to-end flow of value, not local efficiency.
Question 17Lean Portfolio Management
The portfolio at Elmstead Corp spends almost all of its budget on mature solutions and nothing on exploring new opportunities. Which Lean budget guardrail is MOST relevant?
Correct answer: A. Guiding investment horizons
The guiding investment horizons guardrail helps the portfolio balance spending across horizons, from evaluating and emerging opportunities to investing in, extracting value from and retiring solutions. It prevents a portfolio from neglecting future growth.
The guiding investment horizons guardrail helps the portfolio balance spending across horizons, from evaluating and emerging opportunities to investing in, extracting value from and retiring solutions. It prevents a portfolio from neglecting future growth.
Question 18Product Development Flow
During the final plan review at Kinsale Group, the ART discusses a risk that a key supplier may deliver late. The team agrees on a plan to line up a backup supplier to reduce the impact. Using ROAM, how should this risk be categorized?
Correct answer: B. Mitigated
ROAM sorts risks into Resolved (no longer a concern), Owned (someone takes responsibility for it), Accepted (it is understood and accepted as is) and Mitigated (a plan reduces its impact or likelihood). A backup supplier plan reduces impact, so the risk is Mitigated.
ROAM sorts risks into Resolved (no longer a concern), Owned (someone takes responsibility for it), Accepted (it is understood and accepted as is) and Mitigated (a plan reduces its impact or likelihood). A backup supplier plan reduces impact, so the risk is Mitigated.
Question 19Lead the Change
Pendle Corp plans to launch its first ART next month, but its executives and managers have not been trained in SAFe. Why does the SAFe Implementation Roadmap train leaders early?
Correct answer: D. So they can lead the change rather than block it
The roadmap trains executives, managers and leaders early so they understand Lean-Agile principles and can lead, support and model the change. Untrained leaders often keep old habits and become blockers. Leaders do not take over team roles such as Scrum Master.
The roadmap trains executives, managers and leaders early so they understand Lean-Agile principles and can lead, support and model the change. Untrained leaders often keep old habits and become blockers. Leaders do not take over team roles such as Scrum Master.
Question 20Mindset, Values & Principles
Quarry Devices is building a new device and plans to integrate the hardware, firmware and mobile app only once, nine months from now. What does SAFe Principle #4 recommend instead?
Correct answer: C. Integrate frequently in short cycles to test assumptions early
Build incrementally with fast, integrated learning cycles means integrating across components often, so each cycle tests assumptions and reduces risk. Integrating once at the end hides problems until they are costly. Hardware can use models, simulations and prototypes to integrate early.
Build incrementally with fast, integrated learning cycles means integrating across components often, so each cycle tests assumptions and reduces risk. Integrating once at the end hides problems until they are costly. Hardware can use models, simulations and prototypes to integrate early.
Question 21Lean Portfolio Management
Epics keep piling up in the Analyzing state of Fenwick Corp's portfolio Kanban, and Epic Owners are spread across too many analyses at once. What is the BEST action?
Correct answer: A. Set a WIP limit on Analyzing to match available capacity
The Analyzing state has a WIP limit because analysis capacity is limited. Limiting WIP improves flow and makes sure each epic gets proper attention. Skipping analysis or approving everything defeats the governance purpose of the portfolio Kanban.
The Analyzing state has a WIP limit because analysis capacity is limited. Limiting WIP improves flow and makes sure each epic gets proper attention. Skipping analysis or approving everything defeats the governance purpose of the portfolio Kanban.
Question 22Product Development Flow
Mid-PI, the RTE at Pellar Media wants a regular event where Scrum Masters/Team Coaches review impediments and Product Owners and Product Management review scope and priorities. What is this event called?
Correct answer: C. ART sync
ART sync combines the coach sync, where Scrum Masters/Team Coaches work on impediments and dependencies, and the PO sync, where Product Owners and Product Management address scope and priorities. Portfolio sync is a portfolio-level event.
ART sync combines the coach sync, where Scrum Masters/Team Coaches work on impediments and dependencies, and the PO sync, where Product Owners and Product Management address scope and priorities. Portfolio sync is a portfolio-level event.
Question 23Team & Technical Agility
The Pioneer ART faces growing performance problems as teams make conflicting technical choices. Which ART role is MOST responsible for defining the shared technical vision and guiding the architectural runway?
Correct answer: A. System Architect
The System Architect defines and communicates the shared technical and architectural vision for the ART and helps ensure the architectural runway supports upcoming features. The RTE facilitates the ART's processes but does not own the technical design.
The System Architect defines and communicates the shared technical and architectural vision for the ART and helps ensure the architectural runway supports upcoming features. The RTE facilitates the ART's processes but does not own the technical design.
Question 24Product Development Flow
At the start of the Inspect and Adapt event, the Draco ART shows all features completed during the PI to Business Owners, who then rate the actual business value of each team's objectives. What is this part called?
Correct answer: B. PI system demo
Inspect and Adapt begins with the PI system demo, which shows the full increment produced during the PI. Business Owners then rate actual business value, which feeds the quantitative measurement part. The problem-solving workshop comes later in the event.
Inspect and Adapt begins with the PI system demo, which shows the full increment produced during the PI. Business Owners then rate actual business value, which feeds the quantitative measurement part. The problem-solving workshop comes later in the event.
Question 25Mindset, Values & Principles
At Ridgeway Software, a team's queue holds 24 items, and the team finishes an average of 6 items per week. Using Little's Law, about how long will a newly added item take to get through the queue?
Correct answer: A. 4 weeks
Little's Law says average wait time equals queue length divided by average processing rate. Here that is 24 items / 6 items per week = 4 weeks. This is why the SAFe flow principle recommends reducing queue lengths to speed up delivery.
Little's Law says average wait time equals queue length divided by average processing rate. Here that is 24 items / 6 items per week = 4 weeks. This is why the SAFe flow principle recommends reducing queue lengths to speed up delivery.
Question 26Lean Portfolio Management
The LPM team at Windmere holds a regular meeting, often monthly, to review epic progress, budget spend and impediments across value streams. Which LPM event is this?
Correct answer: C. Portfolio sync
Portfolio sync is a regular, often monthly, event that gives visibility into portfolio progress, including epic implementation, budget and impediments. The strategic portfolio review is a less frequent event focused on strategy, vision and themes.
Portfolio sync is a regular, often monthly, event that gives visibility into portfolio progress, including epic implementation, budget and impediments. The strategic portfolio review is a less frequent event focused on strategy, vision and themes.
Question 27Adapt & Thrive
A once-dominant camera maker lost most of its market when a new digital technology spread faster than its annual planning cycle could react. What lesson does SAFe draw from cases like this?
Correct answer: B. Enterprises must sense and respond to change quickly to survive
SAFe argues that the pace of change has outrun traditional, slow-moving structures, so enterprises need business agility to sense and respond to disruption. Longer planning horizons make an organization slower to react, not safer.
SAFe argues that the pace of change has outrun traditional, slow-moving structures, so enterprises need business agility to sense and respond to disruption. Longer planning horizons make an organization slower to react, not safer.
Question 28Lead the Change
Leaders at Quillon want to launch ARTs immediately using their existing department structure. According to the SAFe Implementation Roadmap, what should they do before creating the implementation plan and launching ARTs?
Correct answer: D. Identify value streams and design ARTs around them
The roadmap includes identifying value streams and ARTs before creating the implementation plan, so ARTs are organized around value rather than existing silos. Launching ARTs by department usually recreates handoffs and dependencies. Extending to the portfolio comes later.
The roadmap includes identifying value streams and ARTs before creating the implementation plan, so ARTs are organized around value rather than existing silos. Launching ARTs by department usually recreates handoffs and dependencies. Extending to the portfolio comes later.
Question 29Product Development Flow
The Lyra team writes this PI objective: 'Work on the checkout redesign.' Which revision BEST reflects good guidance for PI objectives?
Correct answer: A. Release one-page checkout to 20% of users to cut drop-off by 10%
PI objectives should be SMART and describe business outcomes the team intends to achieve, not just activity. A specific, measurable objective helps Business Owners assign value and judge results. Completing stories measures output, not business benefit.
PI objectives should be SMART and describe business outcomes the team intends to achieve, not just activity. A specific, measurable objective helps Business Owners assign value and judge results. Completing stories measures output, not business benefit.
Question 30Mindset, Values & Principles
Teams at Lattice Health plan on different schedules, so cross-team dependencies are found late and integration is painful. Which SAFe principle MOST directly addresses this?
Correct answer: B. Apply cadence and synchronize with cross-domain planning
Cadence makes routine activities predictable, and synchronization brings multiple perspectives together at the same time, as when all teams plan together in PI Planning. A shared rhythm surfaces dependencies early. Organizing around value helps, but the specific problem here is unsynchronized planning.
Cadence makes routine activities predictable, and synchronization brings multiple perspectives together at the same time, as when all teams plan together in PI Planning. A shared rhythm surfaces dependencies early. Organizing around value helps, but the specific problem here is unsynchronized planning.
Question 31Lean Portfolio Management
The LPM team at Corrin Logistics maps an epic's flow. Teams actively worked on it for 12 days, but it took 60 days from start to finish because of waiting. What is its flow efficiency?
Correct answer: A. 20%
Flow efficiency is active work time divided by total flow time. Here 12 / 60 = 0.20, or 20%. The other 80% of the time the work was waiting, which is usually where the biggest improvement opportunities are.
Flow efficiency is active work time divided by total flow time. Here 12 / 60 = 0.20, or 20%. The other 80% of the time the work was waiting, which is usually where the biggest improvement opportunities are.
Question 32Team & Technical Agility
A deployment at Nimbus Retail caused an outage, and the team needed six hours to roll back by hand. Leaders want an architecture and practices that make releases low risk and allow fast rollback or fix-forward. Which element of CALMR targets this MOST directly?
Correct answer: D. Recovery
In the CALMR approach to DevOps, Recovery focuses on low-risk releases, fast rollback or fix-forward, and quick restoration of service. Measurement tracks flow and value, but it does not by itself reduce the impact of a failed release.
In the CALMR approach to DevOps, Recovery focuses on low-risk releases, fast rollback or fix-forward, and quick restoration of service. Measurement tracks flow and value, but it does not by itself reduce the impact of a failed release.
Question 33Product Development Flow
Ostara Games released a new matchmaking feature. The team now tracks player engagement to check whether the feature's benefit hypothesis was proven and decides what to change next. Which part of Release on Demand does this describe?
Correct answer: A. Measure and learn
Release on Demand includes releasing value, stabilizing and operating the solution, measuring results and learning from them. Checking whether the benefit hypothesis was proven is measuring, and deciding what to change is learning. Stabilize and operate focuses on keeping the solution running well.
Release on Demand includes releasing value, stabilizing and operating the solution, measuring results and learning from them. Checking whether the benefit hypothesis was proven is measuring, and deciding what to change is learning. Stabilize and operate focuses on keeping the solution running well.
Question 34Mindset, Values & Principles
Vantage Insurance has separate departments for UI, back end, testing and operations. Every customer feature passes through all four with long handoffs. Which change BEST applies SAFe Principle #10?
Correct answer: C. Form cross-functional teams and ARTs aligned to value streams
Organize around value means forming teams and ARTs around the flow of value to the customer, with all the skills needed to deliver it. Adding coordinators or stricter handoff rules keeps the functional silos and their delays.
Organize around value means forming teams and ARTs around the flow of value to the customer, with all the skills needed to deliver it. Adding coordinators or stricter handoff rules keeps the functional silos and their delays.
Question 35Lean Portfolio Management
The LPM team at Halden Defense needs to forecast spending, coordinate audits and compliance, and measure portfolio performance. Which LPM dimension covers this MOST directly?
Correct answer: A. Lean governance
Lean governance covers dynamic forecasting and budgeting, measuring portfolio performance, and coordinating continuous compliance and audits. Strategy and investment funding focuses on connecting strategy to the portfolio vision and Lean budgets.
Lean governance covers dynamic forecasting and budgeting, measuring portfolio performance, and coordinating continuous compliance and audits. Strategy and investment funding focuses on connecting strategy to the portfolio vision and Lean budgets.
Question 36Product Development Flow
The Sable team cannot estimate a feature because it has never worked with a new payment provider's API. What should the team add to its backlog?
Correct answer: D. A spike, which is a timeboxed exploration enabler
Spikes are exploration enablers used to research unknowns and reduce uncertainty so the team can estimate and design better, and they are timeboxed. Asking someone else to estimate does not build the team's own knowledge.
Spikes are exploration enablers used to research unknowns and reduce uncertainty so the team can estimate and design better, and they are timeboxed. Asking someone else to estimate does not build the team's own knowledge.
Question 37Adapt & Thrive
Leaders at Tessaro want to evaluate their progress toward business agility. Which set names the three measurement domains SAFe recommends?
Correct answer: B. Outcomes, flow and competency
SAFe measures progress in three domains: outcomes, which show whether solutions deliver business benefits; flow, which shows how efficiently value is delivered; and competency, which shows proficiency in the practices that enable business agility. Cost, scope and schedule reflect a traditional project view.
SAFe measures progress in three domains: outcomes, which show whether solutions deliver business benefits; flow, which shows how efficiently value is delivered; and competency, which shows proficiency in the practices that enable business agility. Cost, scope and schedule reflect a traditional project view.
Question 38Mindset, Values & Principles
A new regulation requires Sterling Bank to support a reporting format by March 1, after which the bank faces daily fines. When scoring this feature's Cost of Delay, which component should MOST strongly reflect the deadline?
Correct answer: C. Time criticality
Time criticality reflects how the value of a feature decays over time, including fixed deadlines and penalties. Job size is not part of Cost of Delay at all; it is the denominator in the WSJF calculation.
Time criticality reflects how the value of a feature decays over time, including fixed deadlines and penalties. Job size is not part of Cost of Delay at all; it is the denominator in the WSJF calculation.
Question 39Lean Portfolio Management
An epic at Lindale Corp has an approved Lean business case, but no ART has capacity to start it yet. In which portfolio Kanban state should it wait?
Correct answer: B. Ready
Approved epics wait in the Ready state, which acts as the portfolio backlog prioritized by WSJF, until ARTs have capacity to pull them into Implementing. The Funnel holds new ideas that have not been reviewed.
Approved epics wait in the Ready state, which acts as the portfolio backlog prioritized by WSJF, until ARTs have capacity to pull them into Implementing. The Funnel holds new ideas that have not been reviewed.
Question 40Product Development Flow
Leaders at Camber Health ask the ART to commit to a fixed list of features for each of the next four PIs. What does SAFe roadmap guidance suggest?
Correct answer: D. Commit to the current PI and treat later PIs as forecasts
A PI roadmap typically shows committed objectives for the current PI and forecasts for the PIs that follow. Committing too far ahead reduces agility and turns plans into fixed contracts. Agile teams still plan; they just keep long-range plans flexible.
A PI roadmap typically shows committed objectives for the current PI and forecasts for the PIs that follow. Committing too far ahead reduces agility and turns plans into fixed contracts. Agile teams still plan; they just keep long-range plans flexible.
Question 41Lead the Change
An AI tool at Calder Health recommends cutting funding for a value stream. A leader wants to approve it without review because 'the AI analyzed more data than we could.' What should a responsible Lean-Agile leader do?
Correct answer: B. Treat it as input, check for bias and data gaps, and own the decision
Leaders who use AI responsibly treat its output as input to human judgment, check it for errors, bias and missing context, and stay accountable for the decision. Ignoring AI wastes a useful tool, while blind approval hands accountability to a system that cannot own outcomes.
Leaders who use AI responsibly treat its output as input to human judgment, check it for errors, bias and missing context, and stay accountable for the decision. Ignoring AI wastes a useful tool, while blind approval hands accountability to a system that cannot own outcomes.
Question 42Team & Technical Agility
The Harbor support team handles a steady stream of unpredictable, urgent requests that make two-week iteration commitments hard to keep. Which approach is MOST appropriate within SAFe?
Correct answer: C. Use Team Kanban with WIP limits while still joining ART events
SAFe teams can use Kanban, which suits work that arrives unpredictably, with WIP limits to manage flow. Kanban teams still plan and demo with the ART on its cadence. Longer iterations only slow the response to urgent work.
SAFe teams can use Kanban, which suits work that arrives unpredictably, with WIP limits to manage flow. Kanban teams still plan and demo with the ART on its cadence. Longer iterations only slow the response to urgent work.
Question 43Mindset, Values & Principles
After a failed experiment, a team lead at Brisa Tech says, 'We are just not good at this kind of work.' Which response BEST reflects the growth mindset promoted in SAFe?
Correct answer: A. Treat the failure as learning and ask what to try next
A growth mindset holds that abilities develop through effort, learning and feedback, so failed experiments are valuable sources of learning. Avoiding risk or labeling the team as incapable reflects a fixed mindset and slows innovation.
A growth mindset holds that abilities develop through effort, learning and feedback, so failed experiments are valuable sources of learning. Avoiding risk or labeling the team as incapable reflects a fixed mindset and slows innovation.
Question 44Lean Portfolio Management
The Talbot ART wants to build a $150,000 feature that fits within its value stream budget and is well below the epic threshold. Who should decide whether to pursue it?
Correct answer: D. The value stream's Product Management and Business Owners
Lean budgets decentralize spending decisions: within the value stream budget and guardrails, the value stream's Product Management and Business Owners decide what to build. Only epics above the threshold need LPM approval, which avoids project-style approval for every feature.
Lean budgets decentralize spending decisions: within the value stream budget and guardrails, the value stream's Product Management and Business Owners decide what to build. Only epics above the threshold need LPM approval, which avoids project-style approval for every feature.
Question 45Product Development Flow
The Fable ART is planning a new onboarding flow. It lays out user activities from left to right in the order users perform them and places stories under each activity to choose a first release slice. What is this technique?
Correct answer: A. Story mapping
Story mapping arranges user activities in the order users perform them, with stories beneath each, so teams can pick a thin slice that delivers a complete end-to-end experience. Value stream mapping analyzes steps and delays in a process, not user stories.
Story mapping arranges user activities in the order users perform them, with stories beneath each, so teams can pick a thin slice that delivers a complete end-to-end experience. Value stream mapping analyzes steps and delays in a process, not user stories.
The real SAFe Agilist exam at a glance
45questions
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MCQmultiple choice
85%+aim for here
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Original practice questions written by CertOcean in the style of the SAFe Agilist exam. They are not real exam questions. SAFe Agilist and Scaled Agile are trademarks of their owners. Real exam format: 45 questions · 90 minutes · passing score 80%.