SAFe-Agilist Exam Dumps - Scaled Agile SA - SAFe Agilist Questions and Answers

The SAFe Implementation Roadmap provides an ordered sequence of transformation activities. After training leaders, the next step is:

“Identify Value Streams and ARTs – this step is essential to organizing around value, ensuring future trains are aligned with value delivery.”

Deploy, verify, monitor, and respond are all activities of Continuous Deployment. Continuous Deployment is one of the elements of the Continuous Delivery Pipeline, which is a key enabler of Agile Product Delivery. Continuous Deployment means automatically releasing every update to a production environment or a staging environment that is identical to production. Continuous Deployment involves four activities: deploy (releasing the solution to the target environment); verify (ensuring that the solution meets the quality standards and acceptance criteria); monitor (collecting feedback and data on the solution performance and usage); and respond (taking actions to improve or fix the solution based on the feedback and data). References: Agile Product Delivery, Continuous Delivery Pipeline, Continuous Deployment

The workbook clearly outlines:

"Business Owners assign business value (BV) scores to PI Objectives from 1 (low) to 10 (high) after negotiation. These scores help teams understand what is most important to the business."

Source: SAFe Workbook, PI Planning Simulation Section

The SAFe Workbook outlines the elements of enterprise strategy formulation and emphasizes:

“Enterprise Strategy Formulation includes Vision, Mission, Core Values, Business Drivers, Competitive Environment, Financial Goals, and Distinctive Competence.”

Among these, Portfolio Vision is identified as a direct outcome that aligns the portfolio with strategy.

Source: 01 Workbook SA (6.0).pdf, Page 5-12

The SAFe Workbook emphasizes that:

“Large batch sizes increase variability… Small batches go through the system faster with lower variability.”

The workbook includes exercises demonstrating that smaller batch sizes reduce cycle time and increase predictability, while large batches slow flow and introduce delays.

Source: 01 Workbook SA (6.0).pdf, Pages 2-54 to 2-56

From the workbook section on forming cross-functional Agile Teams:

“Agile Teams are cross-functional self-organizing entities that can define, build, test, and—where applicable—deploy increments of value.”

“Optimized for communication and delivery of value” is also mentioned but for this question, the best indicators of a cross-functional team are the capabilities of the team members and their ability to deliver value independently.

The SAFe Workbook outlines Lean-Agile Leadership as having three core dimensions:

Mindset and principles

Leading by example

Leading the change

Each dimension is explained with specific behaviors and leadership strategies.

The primary goal of SAFe is to achieve business agility. Business agility is the ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative solutions. Business agility requires that everyone involved in delivering solutions—business and technology leaders, development, IT operations, legal, marketing, finance, support, compliance, security, and others—use Lean and Agile practices to continually deliver innovative, high-quality products and services faster than the competition. References: Thriving in the Digital Age, Business Agility

SAFe emphasizes that effective DevOps implementation is key to enabling continuous value delivery. The workbook highlights that:

“DevOps helps ensure a constant flow of value by automating the Continuous Delivery Pipeline and enabling continuous integration and deployment… A Value Stream with DevOps capabilities implements automation and integration for consistent quality and faster delivery.”

This makes automation a cornerstone in enabling flow within a Value Stream.

SAFe Principle #10 emphasizes:

“Organize around value” and states that enterprises must continuously adjust their organizational structure to optimize for the flow of value when market demands change.

This means reorganizing the network around the new value flow is the recommended approach.