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Scaled Agile SAFe-Agilist Exam Syllabus Topics:

Section	Weight	Objectives
Topic 1: Agile Product Delivery	29-33%	- Continuous Delivery Pipelines with DevOps - ART Backlog and WSJF - PI Planning - Design Thinking - Develop on Cadence; Release on Demand - Customer-centric culture
Topic 2: Team and Technical Agility	6-8%	- Built-in Quality - Cross-functional Agile Teams - Organizing around value with ARTs
Topic 3: Leading the Change	6-8%	- Lead the change - Lead by example - SAFe Implementation Roadmap
Topic 4: Lean Portfolio Management	12-14%	- Strategic Themes - Portfolio canvas - Portfolio Kanban - Traditional and Lean budgeting approaches - Epic hypothesis statements - SAFe Portfolio
Topic 5: Digital Age and Business Agility	12-14%	- Thriving in the digital age - SAFe as an Operating System for Business Agility - Core competencies of Business Agility
Topic 6: Lean-Agile Leaders	29-33%	- Lean-Agile Mindset - SAFe Core Values - SAFe Lean-Agile Principles

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Scaled Agile SAFe 6 Agilist - Leading SAFe (SA) (6.0) Sample Questions (Q87-Q92):

NEW QUESTION # 87
What is one way Lean-Agile leaders lead by example?

A. By applying empathic design and focusing on Customer Centricity
B. By using the SAFe Implementation Roadmap to script the path for change
C. By modeling SAFe's Lean-Agile Mindset, values, principles, and practices
D. By mastering the Seven Core Competencies of the Lean Enterprise

Answer: C

Explanation:
Explanation
One way Lean-Agile leaders lead by example is by modeling SAFe's Lean-Agile Mindset, values, principles, and practices. A Lean-Agile Mindset is a way of thinking that embraces the values and principles of Lean thinking and Agile development. A Lean-Agile leader is someone who exhibits this mindset and applies it to lead others in achieving business agility. A Lean-Agile leader models SAFe's four core values: Alignment, Built-in Quality, Transparency, and Program Execution; as well as its ten principles: Take an economic view; Apply systems thinking; Assume variability; preserve options; Build incrementally with fast integrated learning cycles; Base milestones on objective evaluation of working systems; Visualize and limit WIP; reduce batch sizes; manage queue lengths; Apply cadence; synchronize with cross-domain planning; Unlock the intrinsic motivation of knowledge workers; Decentralize decision-making; Organize around value; and Adopt a customer-centric mindset. References: Lean-Agile Mindset, SAFe Core Values, SAFe Lean-Agile Principles, Lead by Example

NEW QUESTION # 88
The analyzing step of the Portfolio Kanban system has a new Epic with a completed Lean business case. What best describes the next step for the Epic?

A. It will be implemented once the Epic Owner approves the Lean business case
B. It will remain in the analyzing step until one or more Agile Release Trains have the capacity to implement it
C. It will be implemented if it has the highest weighted shortest job first (WSJF) ranking
D. It will be moved to the ready state in the Portfolio Kanban if it receives a 'go' decision from Lean Portfolio Management

Answer: D

Explanation:
Explanation
The next step for an epic with a completed Lean business case in the analyzing step of the Portfolio Kanban is to move it to the ready state if it receives a 'go' decision from Lean Portfolio Management. The analyzing step is where the epic hypothesis statement and the Lean business case are developed and validated. The Lean business case provides the economic justification, assumptions, risks, and potential benefits of the epic. The Lean Portfolio Management is the authority that reviews and approves the Lean business case and decides whether to fund and implement the epic or not. If the epic receives a 'go' decision, it moves to the ready state, where it waits for implementation capacity. If the epic receives a 'no go' decision, it is either deferred or cancelled. References: Portfolio Kanban, Lean Portfolio Management

NEW QUESTION # 89
Why is it important to decouple deployment from release?

A. To allow inspection of Agile maturity based on different cycle times
B. To make deploying of assets a business decision
C. To remove the need to respond quickly to production issues
D. To enable releasing functionality on demand to meet business needs

Answer: D

Explanation:
SAFe emphasizes:
"Separate deploy to production from release... This enables testing in production before exposing new functionality and makes thetiming of the release a business decision." This approach supports business agility by decoupling technical readiness from market timing.
Source:Workbook, Continuous Deployment, Page 4-86

NEW QUESTION # 90
At the end of PI Planning after dependencies are resolved and risks are addressed, a confidence vote is taken. What is the default method used to vote?

A. Estimation Poker
B. Fist of Five
C. WSJF
D. Participatory Voting

Answer: B

NEW QUESTION # 91
When should new approaches be anchored in an organization's culture?

A. Culture should not be changed because SAFe respects current culture
B. Culture change comes right after a sense of urgency is created in the organization
C. Culture change needs to happen before the SAFe implementation can begin
D. Culture change comes last as a result of changing work habits

Answer: D

NEW QUESTION # 92
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