[2026] SAFe-Practitioner All-in-One Exam Guide Practice To your SAFe-Practitioner Exam!
Preparations of SAFe-Practitioner Exam 2026 SAFe Certification Unlimited 270 Questions
NEW QUESTION # 127
Business Rule Variations and Simple or Complex are techniques used for
- A. Writing user stories
- B. Splitting user stories and features
- C. Prioritizing the backlog
- D. Testing finished functionality
Answer: B
NEW QUESTION # 128
An Agile Team collects the Iteration Metrics they have agreed upon during which part of the team retrospective?
- A. During the quantitative part of the team retrospective
- B. During the Features agreement retrospective
- C. During the time and materials retrospective
- D. During the qualitative part of the team retrospective
Answer: A
Explanation:
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
NEW QUESTION # 129
Which one of the below is not one of the Core Competencies for Business Agility?
- A. Lean-Agile Leadership
- B. Organizational Agility
- C. Program Agility
- D. Team and Technical Agility
Answer: C
NEW QUESTION # 130
Which statement reflects one of the steps for setting initial velocity?
- A. Maintenance tasks do not need to be included in velocity; maintenance tasks fall outside thi scope
- B. The team members assess their availability, acknowledging time off and other potential v u duties
- C. Determining velocity is a new function in each Iteration; previous Iterations should not be ^ transferred to a new Iteration
- D. Identify work on technical infrastructure, tooling, and other systemic impediments
Answer: B
Explanation:
One of the steps for setting initial velocity is to assess the team's capacity, which is the amount of time available for the team to work on the backlog items. The team members assess their availability, acknowledging time off and other potential duties that may reduce their capacity, such as meetings, training, support, etc. The team then calculates their capacity by multiplying the number of team members by the number of hours per day by the number of days in the Iteration. The team's capacity is used as an input for estimating the initial velocity, which is the amount of work the team can complete in an Iteration. References: Exam Study Guide: SP (6.0) - SAFe Practitioner, Capacity Allocation, Velocity
NEW QUESTION # 131
The Business can change priorities during the Iteration
- A. FALSE
- B. TRUE
Answer: A
NEW QUESTION # 132
During which PI Planning activity do Business Owners assign business value to PI Objectives?
- A. The team breakout session
- B. The Management Review and Problem-Solving workshop
- C. The draft plan review
- D. The final plan review
Answer: C
Explanation:
During the draft plan review, the teams present their draft PI objectives and plans to the other teams and the Business Owners. The Business Owners then assign a business value to each PI objective, based on the conversation with the team and the alignment with the vision and goals. The business value is a number between 1 (lowest) and 10 (highest) that reflects the relative importance and expected benefit of the objective.
The business value is used to measure the ART's predictability and performance at the end of the PI. References: PI Objectives, PI Planning, Your Guide to Writing Great Iteration and PI Objectives
NEW QUESTION # 133
What does the S in the SMART model for PI Objectives stand for?
- A. Solid
- B. Special
- C. Specific
- D. Secondary
Answer: C
NEW QUESTION # 134
What brings structure to analysis and decision making around Epics?
- A. Portfolio Canvas
- B. Portfolio Kanban
- C. Portfolio Backlog
- D. Portfolio Vision
Answer: B
Explanation:
The Portfolio Kanban is a method to visualize, manage, and analyze the flow of portfolio epics from ideation to implementation1. It brings structure to analysis and decision making around epics by defining the states and Work in Process (WIP) limits for each state, as well as the entry and exit criteria1. The Portfolio Kanban also helps prioritize and sequence the epics based on the Lean business case and the Weighted Shortest Job First (WSJF) technique1. The Portfolio Kanban enables the Lean Portfolio Management (LPM) to align the portfolio strategy and investment funding with the implementation capacity of the value streams2. References: Portfolio Kanban, Lean Portfolio Management
NEW QUESTION # 135
A team finishes developing all of their Stories in the first six days of the Iteration, tests them in the following two days, and fixes bugs in the days remaining. How is the team behaving?
- A. They are ignoring nonfunctional requirements within the Iteration
- B. They are abusing the practice of hardening
- C. They are applying the Agile development practice of "separation of concerns"
- D. They are waterfalling the Iteration
Answer: D
Explanation:
The team is waterfalling the Iteration, which means they are following a sequential and rigid process of development, testing, and fixing, instead of an iterative and incremental approach. This is not aligned with the Agile principles and practices, which advocate for delivering working software frequently, with continuous feedback and improvement. Waterfalling the Iteration reduces the team's ability to respond to change, deliver value, and collaborate effectively. It also increases the risk of accumulating technical debt, defects, and rework. References: Iteration Execution - Scaled Agile Framework, SCALING: SP - SAFe for Teams 4.6 Flashcards - Brainscape
NEW QUESTION # 136
Which of the following statements is true about Roadmaps?
- A. Provide a single planning horizon
- B. Are only adjusted at PI boundaries
- C. Communicate intent
- D. Are commitment
Answer: C
Explanation:
Roadmaps are a visual tool that assists in the development and communication of planned deliverables, milestones, and investments over time and help distinguish different types of work1. Roadmaps are the glue that links strategy to execution and offer the ability to develop, evolve and adjust planned activities1. Roadmaps communicate intent, not commitment, as they are subject to change based on feedback, learning, and market conditions1. Roadmaps are not fixed at PI boundaries, but rather are updated frequently to reflect the current state of the solution and the environment1. Roadmaps provide multiple planning horizons, such as near-term, mid-term, and long-term, to show how the solution will evolve over time1. References: 1: Roadmap
NEW QUESTION # 137
Team B has elected to stop holding retrospective events so they can spend more time completing Stories.
Which of the following Agile Team responsibilities is Team B over-prioritizing?
- A. Applying systems thinking
- B. Connect with the customer
- C. Deliver value
- D. Plan the work
Answer: C
Explanation:
= Deliver value is one of the six Agile Team responsibilities in SAFe, along with aligning to a common mission, applying systems thinking, building incrementally with fast feedback, collaborating and making decisions together, and improving relentlessly. While delivering value is essential for Agile Teams, it should not come at the expense of other responsibilities, especially improving relentlessly. By skipping the retrospective events, Team B is missing an opportunity to reflect on their practices, identify what is working well and what is not, and plan actions to improve their performance and quality. Retrospectives are a key mechanism for implementing the SAFe Core Value of Relentless Improvement and the SAFe Principle #12 - Assume variability; preserve options. References: = Agile Teams - Scaled Agile Framework, Core Values - Scaled Agile Framework, SAFe Principles - Scaled Agile Framework, Exam Study Guide: SP (6.0) - SAFe Practitioner
NEW QUESTION # 138
The iteration review provides the true measure of progress by showing working software functionality, hardware components, etc
- A. FALSE
- B. TRUE
Answer: B
NEW QUESTION # 139
The Scrum Master/Team Coach wants to establish a team's initial capacity. The team has two testers, three developers, one full-time Scrum Master/Team Coach, and a Product Owner split between two teams. What is their capacity before calculating for time off?
- A. 0
- B. 1
- C. 2
- D. 3
Answer: B
Explanation:
The team's initial capacity is calculated by multiplying the number of team members by the number of hours per day they are available for work, and then by the number of days in the iteration. In this case, the team has six members (two testers, three developers, and one Scrum Master/Team Coach), and the Product Owner is split between two teams, so they only count as half a member. Assuming they are available for eight hours per day and the iteration is five days long, the team's initial capacity is:
Initial capacity=(6+0.5)×8×5=260
However, this is not the final answer, because the team also needs to account for the time spent on non-value- added activities, such as meetings, emails, and other overhead. According to the SAFe for Teams course, a typical team spends about 15% of their time on these activities, so they need to subtract that from their initial capacity. Therefore, the team's final capacity before calculating for time off is:
Final capacity=260×(1#0.15)=221
To get the answer in terms of story points, the team needs to divide their final capacity by the average number of hours per story point. According to the SAFe for Teams course, a typical team has an average of 5.5 hours per story point, so the team's capacity in story points is:
Capacity in story points=5.5221#40
Therefore, the correct answer is C. 40.
:
SAFe for Teams - Know Your Role on an Agile Team | Scaled Agile
Exam Study Guide: SP (6.0) - SAFe Practitioner - scaledagile.com
SAFe for Teams | SAFe Practitioner (SP) Certification - Netmind
NEW QUESTION # 140
How long is the Iteration Retrospective?
- A. 2 to 3 hours
- B. 1 day
- C. 4 hours
- D. 30 to 60 minutes
Answer: D
NEW QUESTION # 141
During the Inspect and Adapt event, how are reflection, data collection, problem solving, and identification of improvement actions used?
- A. To increase the quality and reliability of the next PI
- B. To enhance and improve the Innovation and Planning practices
- C. To evaluate better implementation steps
- D. To help the team bond and work more efficiently together
Answer: A
Explanation:
According to the SAFe for Teams SP (6.0) - SAFe Practitioner handbook and study guide, the Inspect and Adapt event is a significant event held at the end of each PI, where the current state of the solution is demonstrated and evaluated. Teams then reflect and identify improvement backlog items via a structured problem-solving workshop. The purpose of the Inspect and Adapt event is to increase the quality and reliability of the next PI by applying the following practices:
* Reflection: Teams review the PI objectives, the system demo, and the quantitative and qualitative measurements to assess the current state of the solution and the ART performance. Teams also share their learnings, successes, and challenges with each other and the stakeholders.
* Data collection: Teams collect data from various sources, such as team and program metrics, customer feedback, surveys, and assessments, to measure the outcomes and the health of the solution and the ART. Teams also use tools such as the PI burndown chart, the cumulative flow diagram, and the team self-assessment to visualize the data and identify trends and patterns.
* Problem solving: Teams use a structured problem-solving workshop to identify the most critical issues or impediments that are affecting the solution or the ART. Teams use techniques such as brainstorming
NEW QUESTION # 142
What is one of the five basic Agile quality practices applicable to all Agile Teams?
- A. Using non-functional requirements
- B. Decentralized decision-making
- C. Shift learning left
- D. Creating the Architectural Runway
Answer: C
Explanation:
Shift learning left is one of the five basic Agile quality practices applicable to all Agile Teams. It means moving testing and validation activities as early as possible in the development process, to identify and fix defects before they become costly and risky. This practice improves quality, reduces waste, and accelerates delivery. References: Exam Study Guide: SP (6.0) - SAFe Practitioner, Built-in Quality, Lesson 4: Deliver Value
NEW QUESTION # 143
PI objectives do not need to be written down and verbal expression is enough
- A. FALSE
- B. TRUE
Answer: A
NEW QUESTION # 144
What is the formula to calculate flow efficiency?
- A. Total active time / Flow time [Total active time divided by Flow time]
- B. Total active time + Flow time [Total active time plus Flow time]
- C. Total wait time + Flow time [Total wait time plus Flow time]
- D. Total wait time / Flow time [Total wait time divided by Flow time]
Answer: A
Explanation:
Flow efficiency is the ratio of the total time spent in value-added work activities divided by the total flow time. Flow time is the time it takes for a work item to move from the start to the end of the process. Value- added work activities are those that directly contribute to the customer value or the quality of the product.
Non-value-added work activities are those that do not add value to the customer or the product, such as waiting, rework, or handoffs. Flow efficiency measures how well the organization is minimizing the non- value-added work and maximizing the value-added work. The formula to calculate flow efficiency is:
Flow efficiency=Flow timeTotal active time×100%
A higher flow efficiency indicates a more streamlined and effective process, while a lower flow efficiency indicates a more wasteful and inefficient process. Flow efficiency can be used to identify and eliminate the sources of waste and improve the flow of value to the customer1234. References: Flow Efficiency - Scaled Agile Framework, Flow Efficiency: A great metric you probably aren't using, Flow Efficiency: A Great Metric You Probably Aren't Using - Nimblework, Flow Efficiency: A Kanban Metric Introduction - Everyday Kanban
NEW QUESTION # 145
What is one approach to unlock the intrinsic motivation of knowledge workers?
- A. Provide autonomy
- B. Reduce work in process (WIP) limits
- C. Centralize decision-making
- D. Strive to achieve a state of continuous flow
Answer: A
Explanation:
Providing autonomy is one approach to unlock the intrinsic motivation of knowledge workers. Autonomy means giving knowledge workers the freedom and responsibility to make decisions about their work, such as how to do it, when to do it, and who to do it with. Autonomy fosters a sense of ownership, empowerment, and self-determination, which are essential for creativity and innovation. Autonomy also supports the Lean-Agile principle of decentralizing decision-making, which enables faster and better outcomes. SAFe provides several mechanisms to enable autonomy for knowledge workers, such as self-organizing and self-managing Agile teams, ARTs and Solution Trains, Communities of Practice, and Innovation and Planning Iterations. References: = Unlock the Intrinsic Motivation of Knowledge Workers, Decentralize Decision- Making, Exam Study Guide: SP (6.0) - SAFe Practitioner
NEW QUESTION # 146
Which statement applies to uncommitted objectives?
- A. They are items the team has high confidence in
- B. They are extra things teams can do if they have time
- C. They are included in the commitment
- D. They are counted when calculating load
Answer: B
Explanation:
Uncommitted objectives are used to identify work that can be variable within the scope of a PI. The work is planned, but the outcome is not certain. Teams can use uncommitted objectives whenever there is low confidence in meeting the objective. They are not included in the team's commitment or counted against teams in the ART predictability measure. They are extra things teams can do if they have time and capacity, but they will not be penalized if not achieved. References: PI Objectives, What is an uncommitted objective in SAFe?, SAFe 5.0, PI Objectives - Easy Agile
NEW QUESTION # 147
Who removes impediments and protects the team from outside influence?
- A. Business Owner
- B. Product Owner
- C. Scrum Master
- D. Project Manager
Answer: C
NEW QUESTION # 148
User business value and time criticality are components of what?
- A. Cost of Delay
- B. Product Vision
- C. Story point estimation
- D. Feature Acceptance Criteria
Answer: A
Explanation:
user business value and time criticality are components of Cost of Delay (CoD), which is a measure of the economic value of a job over time. CoD is used to prioritize jobs based on the Weighted Shortest Job First (WSJF) model, which is part of the SAFe methodology. CoD is calculated as the sum of three components:
user/business value, time criticality, and risk reduction and/or opportunity enablement. User/business value indicates the relative importance and revenue impact of a job. Time criticality indicates the urgency and value decay of a job. Risk reduction and/or opportunity enablement indicates the long-term benefits of a job12. References: 1: WSJF - Scaled Agile Framework2: WSJF = (Biz Value + Time Crit. + Risk Reduce) / Job Size
NEW QUESTION # 149
What is one of the Lean Thinking Principles?
- A. Responding to change over following a plan
- B. Individuals and Iterations over processes and tools
- C. Make value flow without interruptions
- D. Working software over comprehensive documentation
Answer: C
Explanation:
One of the Lean Thinking Principles is to make value flow without interruptions. This means that the organization should optimize the entire value stream, from the customer's perspective, and eliminate any waste or delays that prevent the smooth and fast delivery of value. Waste can be anything that does not add value to the customer, such as defects, overproduction, waiting, inventory, transportation, motion, or overprocessing. Delays can be caused by handoffs, queues, approvals, dependencies, or variability. By making value flow without interruptions, the organization can increase customer satisfaction, reduce costs, improve quality, and accelerate time to market. References: Lean Thinking: Overview, Principles, Benefits, & Applications Explained, Lean Thinking - Lean Practice | Planview LeanKit
NEW QUESTION # 150
How many people are typically into an ART?
- A. 50 to 125+
- B. 250 to 300
- C. 10 to 25
- D. 30 to 40
Answer: A
NEW QUESTION # 151
There are Ten Core Competencies of Business Agility
- A. FALSE
- B. TRUE
Answer: A
NEW QUESTION # 152
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