Get New 2026 Valid Practice SAFe Practice Consultant SAFe-SPC Q&A - Testing Engine [Q77-Q95]

Get New 2026 Valid Practice SAFe Practice Consultant SAFe-SPC Q&A - Testing Engine

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Scaled Agile SAFe-SPC Exam Syllabus Topics:

Topic	Details
Topic 1	Becoming a Lean Agile Leader: This section of the exam measures skills of the Team Leader and focuses on the mindset required to lead with Lean Agile values. It explains the Lean Agile mindset, reviews SAFe core values, and presents SAFe principles in simple and practical terms. Lesson 2 helps leaders understand how their actions influence team culture and continuous improvement.
Topic 2	Enhancing the Portfolio: This section of the exam measures skills of the Enterprise Architect and addresses the scaling of value delivery. It discusses launching additional ARTs and value streams, strengthening enterprise solution delivery, and improving portfolio operations. It also reviews Lean governance and the ongoing work of LPM implementation. Lesson 12 focuses on expanding organizational capability.
Topic 3	Designing the Implementation: This section of the exam measures skills of the Release Train Engineer and covers the steps for designing a SAFe implementation. It introduces the identification of value streams and Agile Release Trains and describes how to create an implementation plan. Lesson 9 shows how structure and planning support a smooth transformation process.
Topic 4	Launching an Agile Release Train: This section of the exam measures skills of the Scrum Master and focuses on the activities required to launch an Agile Release Train. It explains the preparation work, the training of teams, and the launch activities that bring the ART to life. Lesson 10 emphasizes readiness and alignment between teams.
Topic 5	Reaching the SAFe Tipping Point: This section of the exam measures skills of the Transformation Champion and addresses the earliest stages of change. It explains how to establish a clear vision for change and how to build a strong guiding coalition. Lesson 8 highlights the importance of commitment and sponsorship at the start of a transformation journey.
Topic 6	Exploring Lean Portfolio Management: This section of the exam measures skills of the Portfolio Manager and covers the structure of the SAFe portfolio. It explains how to connect the portfolio to enterprise strategy, maintain the portfolio vision, and manage this vision through epics. It also presents Lean budgets and guardrails and introduces the concept of portfolio flow. Lesson 5 shows how strategic alignment supports value delivery.
Topic 7	Building Solutions with Agile Product Delivery: This section of the exam measures skills of the Product Owner and focuses on delivering customer centric value. It explains design thinking, backlog prioritization, and program increment planning in a clear manner. It also covers developing on cadence and releasing on demand, followed by an overview of the continuous delivery pipeline with DevOps. Lesson 4 guides learners on building solutions that align with user needs.
Topic 8	Coaching ART Execution: This section of the exam measures skills of the Agile Coach and covers coaching the train and the teams during execution. It explains the value of continuous improvement and presents the Inspect and Adapt process in a simplified manner. Lesson 11 reinforces how coaching improves team performance and overall ART outcomes.
Topic 9	Thriving in the Digital Age and Business Agility: This section of the exam measures skills of the Agile Team Member and covers the foundations of thriving in a digital environment. It introduces how SAFe functions as an operating system for Business Agility and highlights the essential core competencies needed for modern enterprises. Lesson 1 guides learners on how organizations adapt, innovate, and remain competitive in fast changing markets.
Topic 10	Accelerating to Business Agility: This section of the exam measures skills of the Organizational Development Specialist and presents the key practices that accelerate Business Agility. It explains how to establish organizational agility and create a continuous learning culture. This final section helps learners understand how enterprises sustain improvement and adapt to future challenges.
Topic 11	Establishing Team and Technical Agility: This section of the exam measures skills of the Agile Practitioner and introduces the characteristics of cross functional Agile teams. It explains the importance of built in quality and describes how Agile Release Trains are organized around the flow of value. Lesson 3 emphasizes the ability of teams to deliver reliable outcomes through technical discipline.

 

NEW QUESTION # 77
AFe assumes that programs commit to the key priorities within the current PI and provide a forecast for a few
subsequent PIs.

• A. True
• B. False

Answer: A

NEW QUESTION # 78
(Select 4) What are legitimate examples of management as an enabling function, rather than as top-down control?

• A. Creating work breakdown structures.
• B. Communicating the Solution Vision with the teams.
• C. Developing skills and career paths for team members.
• D. Creating an environment of mutual influence.
• E. Working with other departments to establish better communication among teams.
• F. Assigning team members to handle external dependencies.
• G. Assigning backlog items to team members.

Answer: B,C,D,E

Explanation:
SAFe emphasizes enabling leadership over command-and-control. Legitimate enabling functions include:
B: Communicating vision helps teams align without dictating execution.
C: Facilitating cross-team communication removes barriers, enabling team success.
F: Developing skills and career paths grows team capability and autonomy.
G: Creating mutual influence supports empowerment and innovation.
Options A, D, and E are examples of directive, top-down control-antithetical to Lean-Agile leadership.
References:
SAFe 6.0 Website: Lean-Agile Leadership
SPC 6.0 Guide: "Lean-Agile leaders enable, coach, and develop teams instead of directing their work."

NEW QUESTION # 79
[Establishing Team and Technical Agility]
Iteration Goals have business value assigned by the Product Owner.

• A. False
• B. True

Answer: A

Explanation:
PI Objectives (not Iteration Goals) are assigned business value by Business Owners at PI Planning. Iteration Goals are set by the team and Product Owner for focus during the iteration but are not assigned a separate business value metric.
"Business Owners assign business value to PI Objectives during PI Planning. Iteration Goals, which guide team focus during an iteration, are not assigned business value." (Source: SAFe 6.0 Framework: PI Objectives, Iteration Goals)

NEW QUESTION # 80
(Select 2) What factors help unlock the intrinsic motivation of knowledge workers?

• A. Well-structured MBOs so people know exactly what's expected of them.
• B. Making a contribution.
• C. Autonomy.
• D. Individual and team performance incentives.
• E. Ranking individuals for transparency in their contributions to the organization.

Answer: B,C

NEW QUESTION # 81
An Agile Release Train prepares for PI Planning. They have both Features and Program Epics among the desirable items for this PI. However, Product Management is stuck because some Epics are too big and won't fit in this PI.

• A. Split Epics into Features and prioritize the Features to determine what should go into the PI.
• B. Instead of planning just the upcoming PI, plan for a longer period to cover the full duration of the Program Epics.
• C. Pick only those Epics that have clearly defined success criteria and might fit into the PI.
• D. Split Epics into Features and use capacity allocation to determine what should go into the PI.

Answer: D

Explanation:
SAFe best practice is to split large Epics into Features that fit within a PI and then use capacity allocation to ensure the right balance between new business Features and Enabler work. Capacity allocation is a specific SAFe tool to guide what goes into the PI, especially when dealing with both Features and Epics.
References:
SAFe 6.0 Website: PI Planning
SPC 6.0 Guide: "Split Epics into Features and use capacity allocation to guide PI Planning."

NEW QUESTION # 82
SAFe uses Kanban to manage flow at the Portfolio Level for the following reasons EXCEPT __________.

• A. To capture all ideas in the funnel.
• B. To ensure that portfolio items are delivered to the Program or Solution Backlogs every 2 weeks.
• C. To ensure that the analysis and discovery work needed for the items are not time bound.
• D. To limit the number of initiatives under consideration.
• E. To ensure that there is visibility and transparency.

Answer: B

Explanation:
SAFe uses Kanban at the Portfolio Level for flow, visibility, transparency, and limiting WIP. However, it does not require portfolio items to be delivered to Program/Solution Backlogs on a fixed cadence like every 2 weeks-flow happens based on readiness and priority, not timeboxing.
References:
SAFe 6.0 Website: Portfolio Kanban
SPC 6.0 Guide: "Portfolio Kanban enables flow without fixed delivery cadence."

NEW QUESTION # 83
Vikas is a new Solution Architect and is trying to understand the Solution Context. What is the most important factor for him to consider?

• A. The acceptance criteria for the Capabilities.
• B. The Economic Framework for the Value Stream.
• C. The environment in which the Solution is deployed.
• D. Job sequencing for the Epics in the Value Stream Backlog.

Answer: C

Explanation:
The Solution Context defines the environment in which the solution operates, including operational, regulatory, deployment, and support conditions. For a Solution Architect, understanding this environment is essential to ensure the solution will function as required in its real-world context.
References:
SAFe 6.0 Website: Solution Context
SPC 6.0 Guide: "Solution Context describes the environment in which the solution operates."

NEW QUESTION # 84
Which activity is associated with the release-on-demand step of the continuous delivery pipeline?

• A. Learn
• B. Deploy
• C. Hypothesize
• D. Test end-to-end

Answer: B

Explanation:
The Continuous Delivery Pipeline in SAFe includes four steps: Continuous Exploration, Continuous Integration, Continuous Deployment, and Release on Demand. "Deploy" is the activity most directly associated with the "Release on Demand" step, where solutions are made available to end users whenever the business needs it.
References:
SAFe 6.0, "Release on Demand" in the "Continuous Delivery Pipeline" article SPC 6.0 Guide, "Building Solutions with Agile Product Delivery"

NEW QUESTION # 85
(Select 2) Why is Architectural Runway important?

• A. It iteratively evolves the architecture to meet changing needs.
• B. It allows for nontechnical changes
• C. It provides the documentation on which Features and Capabilities are built.
• D. It supports a stable velocity.

Answer: A,D

NEW QUESTION # 86
What is the SAFe calculation for Weighted Shortest Job First?

• A. (User/Business Value + Time Criticality + Opportunity Enablement/Risk Reduction)/Job Size.
• B. (User/Business Value + Size + Risk Reduction/Opportunity Enablement)/Time.
• C. (Risk Reduction/Opportunity Enablement + Time Criticality + Size)/Business Value.
• D. (User/Business Value + Size + Risk Reduction/Opportunity Enablement)/Job Size.

Answer: A

Explanation:
SAFe calculates Weighted Shortest Job First (WSJF) as:
WSJF = (User/Business Value + Time Criticality + Risk Reduction and/or Opportunity Enablement) / Job Size This formula helps prioritize jobs that offer the most economic benefit in the shortest duration. Job Size is often estimated in story points or effort.
(Source: SAFe 6.0 Framework: WSJF; SPC 6.0 Guide "Exploring Lean Portfolio Management")

NEW QUESTION # 87
Multiple ARTs in a Value Stream typically require coordination at the Value Stream Level.

• A. True
• B. False

Answer: A

NEW QUESTION # 88
Why is capacity allocation important in SAFe?

• A. So that teams continuously invest in the Architectural Runway.
• B. So that the work can be better estimated.
• C. So that team members collaborate better.
• D. So that the team is able to meet its Iteration Goals.
• E. It helps resolve conflicts between Feature teams and component teams.

Answer: E

NEW QUESTION # 89
Well-written Objectives and Key Results (OKRs) can effectively align individuals and teams to measurable outcomes. What is one quality of a well-written Objective?

• A. Inspirational
• B. Understandable
• C. Specific
• D. Gradable

Answer: A

Explanation:
A well-written Objective in the context of OKRs should be inspirational. It should motivate and challenge the team or organization while providing a clear direction. Inspirational Objectives help ensure buy-in and alignment, making them a key quality according to SAFe guidance on OKRs.
References:
SAFe 6.0, "Objectives and Key Results (OKRs)" article
SPC 6.0 Guide, "Accelerating to Business Agility"

NEW QUESTION # 90
What is the ideal size of an ART?

• A. 126-200 practitioners.
• B. Whatever the Value Stream requires.
• C. 50-125 practitioners.
• D. 25-50 practitioners.
• E. 25 practitioners.

Answer: C

NEW QUESTION # 91
(Select 3) What are three ways to coordinate across Value Streams?

• A. Move teams across Value Streams to respond to changing business demands.
• B. Establish Enterprise architecture.
• C. Empower the Value Stream Engineer to coordinate all teams in the Value Stream.
• D. Fund the Portfolio, not the Value Streams.
• E. Create a Portfolio Vision and Roadmap.
• F. Apply cadence and synchronization.

Answer: B,E,F

NEW QUESTION # 92
(Select 2) Why is Architectural Runway important?

• A. It iteratively evolves the architecture to meet changing needs.
• B. It allows for nontechnical changes
• C. It provides the documentation on which Features and Capabilities are built.
• D. It supports a stable velocity.

Answer: A,D

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.
References:
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."

NEW QUESTION # 93
If all Agile Release Trains in a Value Stream are organized around Capabilities, they don't require cross-train coordination.

• A. False
• B. True

Answer: A

Explanation:
Even if ARTs are organized around Capabilities, cross-train coordination is still required to ensure alignment, manage dependencies, and deliver integrated solutions. SAFe emphasizes synchronization across ARTs, especially in a Solution Train.
References:
SAFe 6.0 Website: Solution Train
SPC 6.0 Guide: "ARTs require coordination to address cross-cutting concerns and deliver value across the value stream."

NEW QUESTION # 94
Which discipline is necessary for a learning organization?

• A. Design Thinking
• B. Continuous Exploration
• C. Personal mastery
• D. Lean budgets

Answer: C

Explanation:
SAFe draws on Peter Senge's work on learning organizations, which identifies "Personal Mastery" as one of the five disciplines necessary for organizational learning and adaptability. Personal mastery encourages individuals to continually grow, learn, and pursue excellence, making it foundational for a true learning organization.
References:
SAFe 6.0, "Learning Organization" (Personal Mastery)
SPC 6.0 Guide, "Thriving in the Digital Age and Business Agility"

NEW QUESTION # 95
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