Get 100% Authentic Scrum SAFe-Practitioner Dumps with Correct Answers [Q159-Q174]

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March 28, 2026

Get 100% Authentic Scrum SAFe-Practitioner Dumps with Correct Answers [Q159-Q174]

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Get 100% Authentic Scrum SAFe-Practitioner Dumps with Correct Answers

New Training Course SAFe-Practitioner Tutorial Preparation Guide

NO.159 What is one way Lean-Agile leaders lead by example?

By using the SAFe Implementation Roadmap to script the path for change

By mastering the Seven Core Competencies of the Lean Enterprise

By applying empathic design and focusing on Customer Centricity

By modeling SAFe’s Lean-Agile Mindset, values, principles, and practices

one way Lean-Agile leaders lead by example is by modeling SAFe’s Lean-Agile Mindset, values, principles, and practices. This means that they learn and embody the core beliefs and behaviors that enable business agility, such as respect for people and culture, flow, innovation, relentless improvement, and leadership. They also apply the SAFe principles and practices to their own work, such as organizing around value, building incrementally, applying systems thinking, and assuming variability. By doing so, they demonstrate their commitment to the transformation and inspire others to follow their lead12. References: 1: Lean-Agile Leadership – Scaled Agile Framework2: What Is One Way Lean Agile Leaders Lead By Example? – GoRetro

NO.160 Which statement describes a cross-functional team?

Each team can deliver Features across multiple domains

Each team member can do all the activities to define, build, and test a Solution

Each team member can define and build, with a System Team testing the Solution

Each team member can define, build, and test a component or Feature

A cross-functional team is a group of people with different functional expertise working toward a common goal1. In SAFe, a cross-functional team has all the necessary skills to turn an idea into a working product2. This means that each team member can define, build, and test a component or Feature, without relying on external dependencies or handoffs3. This enables the team to deliver value faster, with higher quality and lower risk. References: What Are Cross Functional Teams? – Forbes Advisor, What is Cross- Functional Team in Agile? – Visual Paradigm, SAFe for Teams | SAFe Practitioner (SP) Certification, [Cross- functional teams: what are they and how to make them work]

NO.161 The Lean Thinking principle, “make value flow without interruptions” means identifying what?

Predictability issues of the train

Key performance indicators

Activities that lack innovation

Delays

The Lean Thinking principle, “make value flow without interruptions” means identifying and eliminating any delays that prevent the smooth and fast movement of work product from step to step in a value stream. Delays are a form of waste that reduce the efficiency and effectiveness of the system, increase the lead time and cost, and lower the customer satisfaction. Delays can be caused by various factors, such as handoffs, queues, bottlenecks, rework, defects, approvals, dependencies, and variability. To make value flow without interruptions, SAFe applies the following eight flow accelerators: Visualize and limit WIP, reduce batch sizes, and manage queue lengths Implement full test automation and continuous integration Take an economic view Apply product development flow principles Understand and exploit variability Implement fast feedback and integrated learning Build quality in Base milestones on objective evaluation of working systems References: Principle #6 – Make Value Flow Without Interruptions – Scaled Agile Framework, Accelerating Flow with SAFe – Scaled Agile Framework

NO.162 Which of the following is a SAFe Lean-Agile Principle?

Precisely specify value by product

Visualize work

Turn mistakes into learning moments

Organize around value

Organize around value is one of the 10 SAFe Lean-Agile Principles that guide the implementation of SAFe in any context. It states that enterprises must align their people, processes, and technology to the full and continuous flow of value that delivers customer and business outcomes. This principle helps enterprises to eliminate silos, reduce handoffs, improve collaboration, and optimize value streams. It also enables faster feedback, shorter lead times, higher quality, and better economics. References: SAFe Lean-Agile Principles, Organize Around Value, Exam Study Guide: SP (6.0) – SAFe Practitioner

NO.163 How does relentless improvement support value in the SAFe House of Lean?

It allows teams to pivot without mercy or guilt

It uses informed decision-making through fast feedback

It builds long-term partnerships based on trust

It optimizes the whole

Relentless improvement is the fourth pillar of the SAFe House of Lean, which represents the foundational beliefs that are key to SAFe’s effectiveness1. Relentless improvement encourages learning and growth through continuous reflection and process enhancements2. It uses informed decision-making through fast feedback, which means that teams and individuals use empirical data and validated learning to evaluate their assumptions and outcomes, and adjust their actions accordingly3. This enables them to deliver value faster, with higher quality and lower risk, and to foster a culture of innovation and experimentation4. References: Core Values – Scaled Agile Framework, Relentless Improvement – Scaled Agile Framework, Principle #4 – Build incrementally with fast, integrated learning cycles – Scaled Agile Framework, How does relentless improvement support value in the SAFe house of lean …

NO.164 Which of the following are types of Value Streams?

Development

Customer

Operational

Economic

NO.165 Which statement is true about Iteration goals?

They verify that teams are working at their full capacity

They align the team to a common Vision of work in the Iteration

They are used to track scope changes over time

They are used to measure business value achieved for each Iteration

Iteration goals are short, specific, and measurable statements that describe what the Agile team intends to accomplish in an Iteration. They are derived from the team backlog, the PI objectives, and the team vision.
Iteration goals help to align the team to a common vision of work in the Iteration, and provide clarity, focus, and motivation. Iteration goals also enable the team to communicate their progress and dependencies to other teams and stakeholders, and to demonstrate value delivery in the system demo. References: Exam Study Guide: SP (6.0) – SAFe Practitioner, Iteration Goals

NO.166 Which of the following tools can be used to develop a deeper understanding of what customers are seeing, thinking, and feeling while interacting with the Solution?

Value stream map

Story map

Empathy map

Vision map

Empathy maps are a design thinking tool that promotes customer identification by helping teams develop a deep, shared understanding of others. They enable teams to imagine what a specific persona is thinking, feeling, hearing, and seeing as they use the solution. Empathy maps help teams to design with empathy, which is a key behavior of customer centricity. Empathy maps can be used to explore different aspects of the problem and solution space, and to validate assumptions and hypotheses about the customer’s needs and preferences. References: Design Thinking, Customer Centricity

NO.167 Product Management is responsible for “what gets built” as defined by the Vision, Roadmap, and what else?

Program Backlog

Key stakeholders

Customers

PI Planning

n: Product Management is responsible for defining desirable, viable, feasible, and sustainable solutions that meet customer needs and supporting development across the product life cycle. They align the product strategy, vision, and roadmap to the portfolio’s strategic themes and lean budgets. They also create, maintain, and adjust the program backlog, which contains the features and enablers that the Agile Release Train (ART) will implement. They work with customers, teams, and product owners to understand and communicate their needs and participate in solution validation. They also collaborate with system architects and the release train engineer to guide the ART toward successful delivery12. References: Product Management – Scaled Agile Framework, Agile Release Train – Scaled Agile Framework

NO.168 A research story, considered an exploration style Enabler is called

spike

slice

smell

stretch task

NO.169 Which of the following is the recommended approach to create T-shaped skills on the ART?

rotating team members between different teams

Cross-training

Pair-programming

All of the above

NO.170 Which of the following statements is true about Roadmaps?

Communicate intent

Are commitment

Are only adjusted at PI boundaries

Provide a single planning horizon

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

NO.171 What is ART sync event at program level?

There is no such event in SAFe

Sync of all people on the ART

Combined PO Sync and Scrum of Scrums

Sync between the ScrumMasters and the Business Owners

NO.172 What is meant by Realistic in the SMART model used for PI Objectives?

factors are out of control

none of the above

factors that cannot be controlled are recognized

all factors are under full control

NO.173 What type of visibility should Product Owners provide during the Agile Release Train Sync?

Visibility into program Epics and Features

Visibility into analysis, approval, and Feature readiness for implementation

Visibility into backlog items

Visibility into scope and priority adjustments

The Agile Release Train Sync is a weekly meeting where the Release Train Engineer (RTE), Product Management, System Architect/Engineering, and Product Owners (POs) coordinate and communicate the current state of the Agile Release Train (ART). The POs provide visibility into the analysis, approval, and Feature readiness for implementation, which are the key aspects of managing the Program Backlog. The POs also share any dependencies, risks, or impediments that may affect the delivery of value by the ART. The Agile Release Train Sync helps align the teams and stakeholders on the vision, roadmap, and priorities of the solution. References: Agile Release Train, Product Owner, Program Backlog

NO.174 Which 2 of the below are common techniques for splitting stories into smaller ones?

Business Rule variation

INVEST

WSJF

Simple or Complex

High priority

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