[Q73-Q89] Latest Scaled Agile SAFe-SPC First Attempt, Exam real Dumps Updated [Mar-2026]

Posted On March 9, 2026

Latest Scaled Agile SAFe-SPC First Attempt, Exam real Dumps Updated [Mar-2026]

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Q73. Which of the following is one key performance indicator to check the health of an ART?

Number of commitments per Iteration

Solution velocity

Number of retrospectives held

Predictability measure

One of the most important KPIs for an Agile Release Train (ART) is the “Predictability Measure.” The SAFe
6.0 framework specifies that “the program predictability measure shows how reliably teams deliver business value” and is calculated by comparing the planned vs. actual business value delivered during a PI. It helps leadership and teams see if the ART is reliably delivering on its commitments, making it a key health indicator.
References:
SAFe 6.0, “ART Predictability Measure” in the “ART Execution” section
SPC 6.0 Practice Guide, “Coaching ART Execution”

Q74. The Spanning Palette can apply to the Team Level.

True

False

Q75. Vikas is a new Solution Architect and is trying to understand the Solution Context. What is the most important factor for him to consider?

The acceptance criteria for the Capabilities.

Job sequencing for the Epics in the Value Stream Backlog.

The Economic Framework for the Value Stream.

The environment in which the Solution is deployed.

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.”

Q76. Which SAFe Principle advocates flexible designs to support changing requirements?

Build incrementally with fast, integrated learning cycles

Decentralize decision-making

Assume variability; preserve options

Apply systems thinking

SAFe Principle #3 is “Assume variability; preserve options.” This principle encourages organizations to maintain multiple requirements and design options for a longer period in the development cycle, enabling them to respond to changing needs with flexible designs. This mitigates risk and increases the chance of finding optimal solutions.
References:
SAFe 6.0, “SAFe Principles”
SPC 6.0 Guide, “Becoming a Lean-Agile Leader” module

Q77. (Select 3) Which behaviors are typically associated with Lean-Agile Leaders?

Establish clear objectives for managing.

Develop Solutions.

Protect subordinates from interference by outside stakeholders.

Support decentralized decision-making.

Emphasize lifelong learning.

Lean-Agile leaders in SAFe are characterized by:
A: Establishing clear objectives, providing clarity and direction.
D: Supporting decentralized decision-making, empowering teams.
E: Emphasizing lifelong learning, modeling and fostering a growth mindset.
Leaders do not directly develop solutions (B)-that’s the teams’ responsibility. Protecting subordinates from all outside influence (C) is not Lean-Agile leadership; instead, leaders encourage collaboration and openness.
References:
SAFe 6.0 Website: Lean-Agile Leadership
SPC 6.0 Guide: “Lean-Agile leaders provide vision, enable autonomy, and model learning.”

Q78. You are working with an ART that is preparing for their first PI Planning event. All Features are formulated
and ready for WSJF prioritization. However, when you look over the list of Features, it turns out that they are
big tasks rather than Features.
What technique would be useful to fix the list of backlog items to be able to apply WSJF?

Split the backlog items into smaller, more manageable pieces of work and rearrange them into real
Features.

Formulate business benefits for each backlog item. If not meaningful business benefits can be identified,
it’s not a Feature and should be redefined.

Build explicit dependencies between backlog items. If B depends on A for completion, make sure that
the opportunity enablement WSJF is a parameter of A.

Identify the associated Epics when formulating Features.

Q79. Which of the following is a responsibility of a Lean-Agile Center of Excellence (LACE)?

To help foster relentless improvement

To coordinate Portfolio events

To select the Agile Team Product Owners

To implement a new organizational structure

A Lean-Agile Center of Excellence (LACE) is responsible for fostering relentless improvement across the enterprise. This includes driving the adoption of Lean-Agile practices, sustaining the SAFe implementation, and ensuring the organization continually improves its way of working.
References:
SAFe 6.0, “Lean-Agile Center of Excellence (LACE)” article
SPC 6.0 Guide, “Leading the Change”

Q80. Typically, SAFe prioritizes Capabilities based on which of the following?

Business value

CoD (Cost of Delay)

WSJF (Weighted Shortest Job First)

Capacity allocation according to budget

SAFe recommends prioritizing Features and Capabilities using the Weighted Shortest Job First (WSJF) method. WSJF incorporates business value, time criticality, risk reduction, opportunity enablement, and job size to determine the most economically valuable items to work on next.
“WSJF is the recommended method for prioritizing Features and Capabilities in the Program and Solution Backlogs.” (Source: SAFe 6.0 Framework: WSJF; SPC 6.0 Guide, “Building Solutions with Agile Product Delivery”)

Q81. Your organization decided to thoroughly implement the SAFe Principle “Assume variability; preserve options.” What is the optimum path for success?

Assume variability of scope and preserve options for the release date.

Preserve flexibility in system functionality and design, but have fixed Solution intent.

Assume variability of scope, but have fixed Solution Context.

Preserve flexibility in both system functionality and design.

SAFe Principle #3 states: “Assume variability; preserve options.” The optimum path is to preserve flexibility in both system functionality and design as long as possible, enabling better decision-making with more information and reducing the risk of suboptimal solutions.
The other options either fix one dimension or another, which is contrary to the principle.
References:
SAFe 6.0 Website: SAFe Principles
SPC 6.0 Guide: “Maintain options in both design and requirements for as long as economically feasible.”

Q82. You are invited to help an Agile Release Train that has struggled through multiple PIs. They just finished the
second Iteration in the current PI and have nothing to demonstrate at the System Demo. Program stakeholders
are really concerned.
What would you do?

Have every team demonstrate their team increment to the stakeholders separately in the team branch.

Find a vendor that specializes in integrating system increments form multiple teams.

Stop working on any new functionality and fully integrate and test the system; adjust scope based on
learnings.

Re-plan the current PI: De-scope to leave enough time to integrate what you’ve built during the IP
Iteration.

Re-architect the system so that there are no dependencies between the teams and integration is not needed.

Q83. (Select 2) What factors favor centralized decision-making?

Infrequent decisions.

Need for fast decision-making.

Economies of scale

Appropriate authority level of the decision maker.

High cost of delay

Q84. You are at a retrospective meeting where a program is trying to address a long-existing problem: unreliable PI commitments. One of the participants suggests that they are working on too many things at a time.
What aspect of the program causes uncontrollable amounts of work in process?

Teams don’t do a good job of task-switching.

All program teams are cross-functional, and therefore every team spawns work in multiple areas at the same time.

Backlog items in the Program Backlog are not truly end-to-end Features; they look more like large chunks of work at different layers of the system.

When Program Backlog items are not properly split into end-to-end Features, but instead are large chunks of work or technical components, it causes teams to work on too many parallel streams, increasing WIP (Work In Process). SAFe recommends that Program Backlog items be INVEST (Independent, Negotiable, Valuable, Estimable, Small, Testable) Features to ensure flow.
“When backlog items are not end-to-end Features, but rather large technical or architectural pieces, it increases the WIP, causes more dependencies, and makes it difficult for teams to complete work within the PI.” (Source: SAFe 6.0 SPC Guide, “Coaching ART Execution” module; Features and Program Backlog best practices.)

Q85. What is the primary role of a Scrum Master?

To write all the user stories so that the team can focus on coding and testing.

To task team members in the efficient manner possible based on their skills.

To provide management with status reports on the team’s progress.

To use servant leadership to help the team perform at its best.

The primary role of the Scrum Master in SAFe is to act as a servant leader and coach for the team, helping remove impediments, facilitate events, and foster an environment for high-performing teams. SAFe explicitly highlights servant leadership as central to the Scrum Master’s role.
“The Scrum Master is a servant leader and coach for the Agile Team. They help educate the team in Scrum, Extreme Programming (XP), Kanban, and SAFe, ensuring that the agreed Agile process is followed.” (Source: SAFe 6.0 Framework: Scrum Master; SPC 6.0 Guide “Becoming a Lean-Agile Leader”)

Q86. Understanding the full Value Stream allows you to focus on the delays.

True

False

SAFe 6.0 emphasizes that understanding the entire Value Stream is essential for identifying and addressing delays and inefficiencies. By visualizing the Value Stream, organizations can pinpoint where delays, bottlenecks, and waste occur, allowing them to focus improvement efforts precisely where they matter most.
“Mapping the Value Stream enables organizations to identify where the delays occur and focus on removing them, thus improving the flow of value to the customer.” (Source: SAFe 6.0 SPC Guide, “Thriving in the Digital Age and Business Agility” module; Value Stream Mapping in the SAFe 6.0 framework.)

Q87. There are two types of Value Streams in SAFe. One is the Operational Value Stream. What is the other?

Solution Value Stream

Development Value Stream

Continuous Delivery Value Stream

Network Value Stream

SAFe defines two types of value streams: Operational Value Streams (which deliver value to the customer) and Development Value Streams (which build the systems and solutions that operational value streams use).
Development Value Streams are essential for building the capabilities that operational value streams leverage.
References:
SAFe 6.0, “Value Streams” article
SPC 6.0 Guide, “Thriving in the Digital Age and Business Agility”

Q88. Enablers can build or enhance development infrastructure.

True

False

Enablers in SAFe are a special type of backlog item used to build or enhance architecture, infrastructure, and exploration activities that enable future business functionality. They are essential for creating and maintaining the development and delivery pipeline.
“Enablers build or enhance the Architectural Runway, development infrastructure, and support exploration necessary for future Features.” (Source: SAFe 6.0 Framework: Enablers; SPC 6.0 Guide “Building Solutions with Agile Product Delivery”)

Q89. What are the SAFe Core Values that typically resonate with executives when talking about SAFe?

Empowerment, self-managing teams, decentralization of control, value.

Built-in Quality, cadence, synchronization, trust.

Built-in Quality, program execution, alignment, transparency.

Lean Leadership, Built-in Quality, Agile Architecture, product flow.

SAFe defines four Core Values: Alignment, Built-in Quality, Transparency, and Program Execution. These values help executives understand the framework’s foundation and address concerns about consistent delivery, quality, trust, and business alignment.
“SAFe’s four core values are: Alignment, Built-in Quality, Transparency, and Program Execution.” (Source: SAFe 6.0 Framework: Core Values; SPC 6.0 Guide, “Becoming a Lean-Agile Leader”)

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