What description best represents Capabilities as defined in SAFe?
D
Explanation:
In SAFe 6.0, Capabilities are defined as "higher-level solution behaviors that typically span multiple
ARTs." They are maintained in the Solution Train Backlog and are sized and split into Features for
implementation by individual ARTs. The SAFe 6.0 guidance specifically states:
“Capabilities are larger solution behaviors that often span multiple Agile Release Trains. They are
typically sized to be delivered in a Planning Interval (PI) and are broken down into Features to
facilitate implementation.”
This distinguishes Capabilities from Epics and Features. Unlike Epics, which require Lean Business
Cases and approval through Portfolio Kanban, Capabilities follow a breakdown path to Features for
execution. Therefore, they are a level above Features, not a synonym for Epics or Features.
Reference:
SAFe 6.0 Website: Capabilities
SAFe Practice Consultant SPC (6.0) Training Guide — "Building Solutions with Agile Product Delivery"
Module
Terminology Update: "Solution Backlog" → "Solution Train Backlog" confirms the hierarchical
location of Capabilities
What activity calls for using the ROAM technique?
C
Explanation:
The ROAM technique (Resolved, Owned, Accepted, Mitigated) is used during Planning Interval (PI)
Planning to manage and categorize ART PI Risks. In the PI Planning session, all identified risks are
discussed and then categorized using the ROAM framework, which helps teams and stakeholders
clarify ownership, mitigation strategies, and acceptance of each risk. According to the SAFe 6.0
official guidance:
"During PI Planning, teams identify program risks and then use the ROAM technique to classify each
risk as Resolved, Owned, Accepted, or Mitigated. This collaborative activity ensures transparency and
allows teams to address significant risks before proceeding."
This activity does not take place during backlog refinement, ART syncs, or general team
management; it is specific to the PI Planning event.
Reference:
SAFe 6.0 Website: PI Planning and ROAM
SAFe Practice Consultant SPC (6.0) Training Guide — "Launching an Agile Release Train" Module
New Terminology: "Program PI Risks" are now referred to as "ART PI Risks"
(Select 2) Why is Architectural Runway important?
A, C
Explanation:
The Architectural Runway in SAFe consists of the existing code, components, and technical
infrastructure necessary to support the implementation of prioritized, near-term Features without
excessive redesign and delay. Its importance is twofold:
It supports a stable velocity (A): Teams need sufficient architectural runway to maintain a predictable
velocity and reduce technical debt. As stated in SAFe, “Architectural Runway enables teams to build
features quickly and efficiently, thus maintaining stable velocity.”
It iteratively evolves the architecture to meet changing needs (C): SAFe recommends an incremental
and emergent architectural approach. The runway is not static; it evolves to meet the emerging
business and technical requirements, “just enough, just in time.”
Incorrect options:
B is incorrect—while documentation may be produced, the runway itself is not documentation but
actual working infrastructure.
D is incorrect—runway specifically supports technical changes, not nontechnical ones.
Reference:
SAFe 6.0 Website: Architectural Runway
SPC 6.0 Guide: "The runway must be continually maintained and extended to provide the foundation
for developing Features and Capabilities at a sustainable pace."
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What is the most effective way to train the System Team members to operate effectively as part of
the train?
C
Explanation:
According to SAFe 6.0, System Teams are integral to the ART and are considered equal members. The
recommended best practice is:
“System Team members should attend SAFe for Teams training together with all other teams on the
train to ensure shared understanding of Agile, SAFe, and the train’s objectives and practices.”
This approach supports alignment, collaboration, and shared learning. Other answers do not ensure
integration with the ART or are targeted at other roles or less comprehensive.
Reference:
SAFe 6.0 Website: System Team
SPC 6.0 Guide: “System Team members should attend SAFe for Teams training with all other teams
on the ART.”
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What are the primary responsibilities of Program Portfolio Management (PPM)?
A
Explanation:
Program Portfolio Management (now commonly referred to as Lean Portfolio Management in SAFe
6.0) is accountable for:
Strategy and Investment Funding: Ensuring the portfolio’s investments align with the enterprise’s
business strategy.
Agile Portfolio Operations (Program Management): Supporting program execution, including
coordination and support across value streams.
Governance: Assuring compliance, monitoring progress, and evaluating outcomes.
SAFe 6.0 documentation emphasizes these three pillars as the core responsibilities of LPM/PPM.
Option D omits program management, while B and C list activities or deliverables but not the full
scope of responsibilities.
Reference:
SAFe 6.0 Website: Lean Portfolio Management
SPC 6.0 Guide: "Strategy and Investment Funding, Agile Portfolio Operations, and Lean Governance
are the primary responsibilities of Lean Portfolio Management."
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What role would a traditional program manager most likely take on in SAFe?
A
Explanation:
In the transition to SAFe, traditional program managers most often assume the role of Release Train
Engineer (RTE) or Value Stream Engineer (VSE).
The RTE is described as “the chief Scrum Master for the train,” focusing on program-level facilitation,
coordination, and execution—duties very similar to those of a traditional program manager.
The VSE supports the coordination of multiple ARTs in a Solution Train.
The SAFe Practice Consultant (SPC) 6.0 guide explicitly notes:
“Program managers typically become Release Train Engineers (RTEs) or Value Stream Engineers
(VSEs) in SAFe, as these roles align with their experience in coordinating teams and managing
delivery at scale.”
Reference:
SAFe 6.0 Website: Release Train Engineer
SPC 6.0 Guide, “Leading the Change” section: “Program Managers may serve as RTEs or VSEs,
leveraging their background in multi-team delivery.”
What activity occurs during the program Inspect and Adapt workshop?
A
Explanation:
The Inspect and Adapt (I&A) workshop is a regular, program-level event at the end of each Program
Increment (PI). One of the key activities in this workshop is updating the PI Predictability Measure,
which assesses how well teams and the ART delivered on their PI Objectives. This measure is
reviewed and discussed to help the ART improve planning and delivery in future PIs.
While the I&A event also includes a PI System Demo and a Retrospective/Problem-Solving
Workshop, the Team Iteration Demo (C) and Iteration Metrics update (E) are typically performed at
the team level throughout the PI, not specifically during the I&A. Roadmap updates (B) and Biweekly
System Demos (D) are other ongoing events outside the I&A workshop.
Reference:
SAFe 6.0 Website: Inspect and Adapt
SPC 6.0 Guide: “Teams collectively assess PI Predictability and use these insights for improvement.”
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In SAFe, who owns the Vision for a PI?
E
Explanation:
In SAFe, Product Management is responsible for defining and communicating the Vision for the Agile
Release Train (ART) and each Program Increment (PI).
The Vision describes the current and future state of the solution and helps align all teams in the ART
towards the same objectives. Product Owners support and refine this vision but do not own it.
Reference:
SAFe 6.0 Website: Vision
SAFe 6.0 Website: Product Management
SPC 6.0 Guide: “Product Management has primary responsibility for the Program Backlog and PI
Vision.”
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What are stretch objectives?
A
Explanation:
Stretch objectives are those that teams would like to accomplish but are not certain they will be able
to complete within the PI due to uncertainty, risks, or dependencies. These objectives are not
included in the team's committed objectives and do not count towards the team's PI predictability
measure.
SAFe 6.0 states:
“Stretch objectives are used to identify work that can be done if capacity permits, but are not
committed by the team for the PI.”
Reference:
SAFe 6.0 Website: PI Objectives
SPC 6.0 Guide: “Stretch objectives are not part of the team’s commitment and may or may not be
achieved in the PI.”
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(Select 2) What would you examine when identifying Value Streams in an enterprise moving to SAFe?
B, D
Explanation:
When identifying Value Streams, SAFe recommends looking at how value flows to the customer. This
typically means analyzing:
The internal departments which are supported (B): Understanding which departments contribute to
the delivery of value helps map operational and development value streams.
The current products which the company sells (D): Products are often a clear indicator of value
delivery. Mapping products helps trace value from concept to customer.
Options A and C are not primary criteria for identifying value streams. Project cost accounting (A) is
financial and administrative, and number of ARTs (C) is a result of value stream identification, not an
input.
Reference:
SAFe 6.0 Website: Identify Value Streams and ARTs
SPC 6.0 Guide: “Look for existing products, solutions, and services delivered to the customer, and the
people, systems, and steps involved in their flow of value.”
The portfolio Vision is an aggregation of every Agile Release Train's Vision?
B
Explanation:
The portfolio Vision is not simply an aggregation of the ARTs’ Visions. Instead, the portfolio Vision is a
higher-level, strategic expression of the portfolio’s direction and purpose, informed by the enterprise
strategy and objectives. While ART Visions may align to and support the portfolio Vision, the
portfolio Vision is created at the portfolio level and provides the overall context for the ARTs, not the
other way around.
Reference:
SAFe 6.0 Website: Portfolio Vision
SPC 6.0 Guide: “The portfolio vision provides strategic direction for all value streams and ARTs, and is
not merely the sum of ART visions.”
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(Select 2) What applies to the Portfolio Backlog?
C, D
Explanation:
C: The Portfolio Backlog is used as a low-cost holding area for approved Business and Enabler Epics
until they are ready for implementation, avoiding premature commitment of resources.
D: Weighted Shortest Job First (WSJF) is the recommended method for prioritizing Epics in the
Portfolio Backlog, balancing the cost of delay and job size to deliver maximum value.
Option A is incorrect because the Portfolio Kanban holds Epics, not Capabilities (which are managed
at the Solution/ART level). Option B is incorrect because programs do not wait to exhaust the
Portfolio Backlog before working on local priorities; local priorities are managed at the ART level.
Reference:
SAFe 6.0 Website: Portfolio Backlog
SPC 6.0 Guide: “Epics are held in the Portfolio Backlog and prioritized using WSJF.”
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When does the System Demo happen?
B
Explanation:
The System Demo is a key event in SAFe that happens at the end of every iteration. It provides an
integrated view of the new features delivered by all the teams in the Agile Release Train during the
most recent iteration. This demonstration allows stakeholders to evaluate the solution’s progress and
provide feedback.
Reference:
SAFe 6.0 Website: System Demo
SPC 6.0 Guide: “System Demos occur at the end of every iteration, providing feedback on the fully
integrated solution increment.”
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Test automation is typically included in the Definition of Done (DoD).
A
Explanation:
Test automation is a best practice in SAFe and is typically included in the Definition of Done (DoD).
The DoD ensures that all work is tested and validated before being considered complete. Including
test automation in the DoD supports continuous integration, reduces manual testing effort, and
increases the reliability of every increment.
Reference:
SAFe 6.0 Website: Built-in Quality
SPC 6.0 Guide: “Definition of Done includes automated testing to ensure built-in quality.”
(Select 2) When might Feature size not be a good substitute for the duration of WSJF?
B, D
Explanation:
WSJF (Weighted Shortest Job First) uses job size or duration as the denominator to prioritize work.
SAFe often uses feature size (story points) as a proxy for duration. However, this is not always
accurate:
B: If a Feature involves a team or member who is a bottleneck, the actual duration may be longer
than estimated by size, due to limited availability.
D: If a Feature depends on a remote third-party vendor with formal approval processes, duration may
be impacted by external delays not reflected in the feature’s size.
Options A, C, and E do not directly impact the suitability of size as a proxy for duration.
Reference:
SAFe 6.0 Website: WSJF
SPC 6.0 Guide: “Use feature size as a proxy for duration unless bottlenecks or dependencies (e.g.,
with external vendors) distort that relationship.”
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