AGILE SAFE 6.0 EXAM TEST PAPER 2026 QUESTIONS AND
ANSWERS SURE A+
✔✔Relentless improvement - ✔✔House of Lean. Constant sense of danger; Optimize
the whole; problem-solving culture; Base improvements on facts; Reflect at Key
Milestones.
✔✔Value - ✔✔House of Lean. Achieve the shortest sustainable lead time with The best
Quality & Value to People & Society; high Morale, Safety and Customer Delight.
✔✔Leadership - ✔✔House of Lean.Lead by example; Adopt growth mindset (why do it
this way?); Exemplify values & principles of Lean-Agile & SAFe; Develop people; Lead
the change; Foster psychological safety.
✔✔Lean-Agile Principles - ✔✔SAFe is based on ten immutable, underlying Lean-Agile
principles which inspire and inform the roles and practices of SAFe: *Take an economic
view; *Apply systems thinking; *Assume variability; *Build incrementally with fast,
integrated learning cycles; *Base milestones on objective evaluation of working
systems; *Visualize & limit WIP, reduce batch sizes, manage Q lengths; *Apply
cadence, sync with x-domain planning; *Unlock intrinsic motivation of knowledge
workers; * Decentralize decision-making; *Organize around value.
✔✔Take an Economic view - ✔✔Lean-Agile Prin. * Deliver Value early & often. &
incrementally; Solution economic trade-offs.: * Sequence jobs for maximum benefit; *
Do not consider Sunk Costs; * Make economic choices continuously (pivot relentlessly);
*Empower local decision making; * Quantify the Cost of Delay.
✔✔Apply Systems Thinking - ✔✔Lean-Agile Prin. ATTRIBUTES: * Optimizing a
component does not optimize the system; * a higher-level of understanding & Arch is
required; *System value passed through its interconnections; * System can evolve no
faster than its slowest integration point.
✔✔Optimize Full Value Stream - ✔✔Lean-Agile Prin., Systems Thinking. * Reducing
Delays in Value Stream is fastest way to reduce time to market.
✔✔Assume Variability; preserve options - ✔✔Lean-Agile Prin. *Requirements must be
flexible to make economic designs choices. *Design must be flexible to support
changing requirements. *Preservation of options improves economic options.. Apply a
set-based approach.
✔✔Build incrementally with fast, integrated learning cycles - ✔✔Lean-Agile Prin. * Apply
fast learning cycles - shorter the cycle, faster the learning. PDCA (Plan, Do, Check,
Adjust). Facilitated by small batch cycles. * Apply fast learning cycles. Integration points
control product development. Dev proceeds no faster than the slowest learning loop.
*Integration points reduce risk.
,✔✔Base milestones on objective evaluation of working systems - ✔✔Lean-Agile Prin. 1.
Apply Objective Milestones: PI system demos are orchestrated to deliver objective
progress, product, and process Metrics. 2. Iterate to optimum solution (Objective
Milestones). *Problems with Phase-gate milestones: early design decisions, assume
solution can be built correctly first time, create huge batches and long queues.
*Requirements & decisions too early, adjustments too late & costly as new facts
emerge.
✔✔Visualize and limit WIP, reduce batch sizes, manage Q lengths - ✔✔Lean-Agile Prin.
*Reduce batch sizes for higher predictability, accelerated feedback, - less rework, lower
cost. Most important is Handoff Batch. *Find optimal batch size. Higher Transaction
costs make optimal batch size bigger; Higher holding costs make it smaller (crossed
lines in a chart).
✔✔BVIR - ✔✔Big Visible Info Radiator (Kanban board). Features, Stories,
Dependencies, Milestones.
✔✔Little's Law - ✔✔Faster processing time decreases wait; shorter q lengths decrease
wait. Average Wait time = Average q length / average processing wait. Wq =
Lq/Lambda. e.g. 30 items/10 items/Q = 3Quarters
✔✔Apply cadence, sync with x-domain planning - ✔✔Lean-Agile Prin. *Cadence:
predictable occurrences, predictable waiting time, regular planning & x-fcnl cordn, limits
batch size, controls injection of new work, scheduled integration pts. Need
scope/capacity margin. Cadence-based planning limits variability to single interval. *
Synchronization (demos): multiple concurrent events, x-functional tradeoffs, routine
dependency mgt, full system & integration assessment, multiple feedback perspectives.
Design cycles must be synchronized. Sync w x-domain planning.
✔✔Unlock the intrinsic motivation of knowledge workers - ✔✔Lean-Agile Prin.
Knowledge workers most qualified to make decisions about their work. Need autonomy.
Autonomy, Mastery, Purpose.
✔✔Decentralize decision-making - ✔✔Lean-Agile Prin. Define the economic logic
behind a decision; empower others to make the changes. Centralize: Infrequent, Long-
lasting, Significant economies of scale. Decentralize Frequent, Time critical, Require
local information.
✔✔Organize around value - ✔✔Lean-Agile Prin. *Value doesn't follow silos. * Organize
around flow of value (Value Stream). *Value at scale is distributed - often flows across
org boundaries. *Find the kidney - value stream within which to build 1+ ARTs.
, ✔✔Value Stream - ✔✔Sequence of steps used to deliver a continuous value to
Customer. Includes whole sequence to value delivery, Contains people, systems, flow
of info & materials.
✔✔ART - ✔✔Agile Release Train. Long-lived team of Agile Teams. Virtual org of 5-12
Teams (50-125+ indivds). Syncd on common cadence, PI. Aligned to common mission
vis single PROGRAM backlog. CE, CI, CD, ROD. Create x-fcnl ARTs.
✔✔BV - ✔✔Business Value
✔✔BO - ✔✔Business Owner. Key stakeholders on the ART.
✔✔CapEx - ✔✔Capital Expenditures, how much the firm spends on fixed assets.
✔✔Agile Team - ✔✔In SAFe, an Agile team is a cross-functional group of 5-11
individuals who define, build, test, and deliver an increment of value in a short time box.
✔✔Architectural Runway - ✔✔Existing code, components, and technical infrastructure
needed to implement near-term features without excessive redesign and delay.
✔✔Built-In Quality - ✔✔Ensures that each Solution element, at every increment, meets
appropriate quality standards throughout development.
✔✔Business Owner - ✔✔BO. Small group of stakeholders who have the primary
business and technical responsibility for governance, compliance, and return on
investment (ROI) for a Solution developed by an ART. They are key stakeholders on the
ART who must evaluate fitness for use and actively participate in certain ART events.
✔✔Capabilities - ✔✔Higher-level solution behavior that typically spans multiple ARTs.
Capabilities are sized and split into multiple features to facilitate their implementation in
a single PI.
✔✔CoPs - ✔✔Communities of Practice are organized groups of people who have a
common interest in a specific technical or business domain. They collaborate regularly
to share information, improve their skills, and actively work on advancing the general
knowledge of the domain.
✔✔Compliance - ✔✔A strategy and a set of activities and artifacts that allow teams to
apply Lean-Agile development methods to build systems that have the highest possible
quality, while simultaneously assuring they meet any regulatory, industry, or other
relevant
✔✔CDP - ✔✔Continuous Delivery Pipeline
ANSWERS SURE A+
✔✔Relentless improvement - ✔✔House of Lean. Constant sense of danger; Optimize
the whole; problem-solving culture; Base improvements on facts; Reflect at Key
Milestones.
✔✔Value - ✔✔House of Lean. Achieve the shortest sustainable lead time with The best
Quality & Value to People & Society; high Morale, Safety and Customer Delight.
✔✔Leadership - ✔✔House of Lean.Lead by example; Adopt growth mindset (why do it
this way?); Exemplify values & principles of Lean-Agile & SAFe; Develop people; Lead
the change; Foster psychological safety.
✔✔Lean-Agile Principles - ✔✔SAFe is based on ten immutable, underlying Lean-Agile
principles which inspire and inform the roles and practices of SAFe: *Take an economic
view; *Apply systems thinking; *Assume variability; *Build incrementally with fast,
integrated learning cycles; *Base milestones on objective evaluation of working
systems; *Visualize & limit WIP, reduce batch sizes, manage Q lengths; *Apply
cadence, sync with x-domain planning; *Unlock intrinsic motivation of knowledge
workers; * Decentralize decision-making; *Organize around value.
✔✔Take an Economic view - ✔✔Lean-Agile Prin. * Deliver Value early & often. &
incrementally; Solution economic trade-offs.: * Sequence jobs for maximum benefit; *
Do not consider Sunk Costs; * Make economic choices continuously (pivot relentlessly);
*Empower local decision making; * Quantify the Cost of Delay.
✔✔Apply Systems Thinking - ✔✔Lean-Agile Prin. ATTRIBUTES: * Optimizing a
component does not optimize the system; * a higher-level of understanding & Arch is
required; *System value passed through its interconnections; * System can evolve no
faster than its slowest integration point.
✔✔Optimize Full Value Stream - ✔✔Lean-Agile Prin., Systems Thinking. * Reducing
Delays in Value Stream is fastest way to reduce time to market.
✔✔Assume Variability; preserve options - ✔✔Lean-Agile Prin. *Requirements must be
flexible to make economic designs choices. *Design must be flexible to support
changing requirements. *Preservation of options improves economic options.. Apply a
set-based approach.
✔✔Build incrementally with fast, integrated learning cycles - ✔✔Lean-Agile Prin. * Apply
fast learning cycles - shorter the cycle, faster the learning. PDCA (Plan, Do, Check,
Adjust). Facilitated by small batch cycles. * Apply fast learning cycles. Integration points
control product development. Dev proceeds no faster than the slowest learning loop.
*Integration points reduce risk.
,✔✔Base milestones on objective evaluation of working systems - ✔✔Lean-Agile Prin. 1.
Apply Objective Milestones: PI system demos are orchestrated to deliver objective
progress, product, and process Metrics. 2. Iterate to optimum solution (Objective
Milestones). *Problems with Phase-gate milestones: early design decisions, assume
solution can be built correctly first time, create huge batches and long queues.
*Requirements & decisions too early, adjustments too late & costly as new facts
emerge.
✔✔Visualize and limit WIP, reduce batch sizes, manage Q lengths - ✔✔Lean-Agile Prin.
*Reduce batch sizes for higher predictability, accelerated feedback, - less rework, lower
cost. Most important is Handoff Batch. *Find optimal batch size. Higher Transaction
costs make optimal batch size bigger; Higher holding costs make it smaller (crossed
lines in a chart).
✔✔BVIR - ✔✔Big Visible Info Radiator (Kanban board). Features, Stories,
Dependencies, Milestones.
✔✔Little's Law - ✔✔Faster processing time decreases wait; shorter q lengths decrease
wait. Average Wait time = Average q length / average processing wait. Wq =
Lq/Lambda. e.g. 30 items/10 items/Q = 3Quarters
✔✔Apply cadence, sync with x-domain planning - ✔✔Lean-Agile Prin. *Cadence:
predictable occurrences, predictable waiting time, regular planning & x-fcnl cordn, limits
batch size, controls injection of new work, scheduled integration pts. Need
scope/capacity margin. Cadence-based planning limits variability to single interval. *
Synchronization (demos): multiple concurrent events, x-functional tradeoffs, routine
dependency mgt, full system & integration assessment, multiple feedback perspectives.
Design cycles must be synchronized. Sync w x-domain planning.
✔✔Unlock the intrinsic motivation of knowledge workers - ✔✔Lean-Agile Prin.
Knowledge workers most qualified to make decisions about their work. Need autonomy.
Autonomy, Mastery, Purpose.
✔✔Decentralize decision-making - ✔✔Lean-Agile Prin. Define the economic logic
behind a decision; empower others to make the changes. Centralize: Infrequent, Long-
lasting, Significant economies of scale. Decentralize Frequent, Time critical, Require
local information.
✔✔Organize around value - ✔✔Lean-Agile Prin. *Value doesn't follow silos. * Organize
around flow of value (Value Stream). *Value at scale is distributed - often flows across
org boundaries. *Find the kidney - value stream within which to build 1+ ARTs.
, ✔✔Value Stream - ✔✔Sequence of steps used to deliver a continuous value to
Customer. Includes whole sequence to value delivery, Contains people, systems, flow
of info & materials.
✔✔ART - ✔✔Agile Release Train. Long-lived team of Agile Teams. Virtual org of 5-12
Teams (50-125+ indivds). Syncd on common cadence, PI. Aligned to common mission
vis single PROGRAM backlog. CE, CI, CD, ROD. Create x-fcnl ARTs.
✔✔BV - ✔✔Business Value
✔✔BO - ✔✔Business Owner. Key stakeholders on the ART.
✔✔CapEx - ✔✔Capital Expenditures, how much the firm spends on fixed assets.
✔✔Agile Team - ✔✔In SAFe, an Agile team is a cross-functional group of 5-11
individuals who define, build, test, and deliver an increment of value in a short time box.
✔✔Architectural Runway - ✔✔Existing code, components, and technical infrastructure
needed to implement near-term features without excessive redesign and delay.
✔✔Built-In Quality - ✔✔Ensures that each Solution element, at every increment, meets
appropriate quality standards throughout development.
✔✔Business Owner - ✔✔BO. Small group of stakeholders who have the primary
business and technical responsibility for governance, compliance, and return on
investment (ROI) for a Solution developed by an ART. They are key stakeholders on the
ART who must evaluate fitness for use and actively participate in certain ART events.
✔✔Capabilities - ✔✔Higher-level solution behavior that typically spans multiple ARTs.
Capabilities are sized and split into multiple features to facilitate their implementation in
a single PI.
✔✔CoPs - ✔✔Communities of Practice are organized groups of people who have a
common interest in a specific technical or business domain. They collaborate regularly
to share information, improve their skills, and actively work on advancing the general
knowledge of the domain.
✔✔Compliance - ✔✔A strategy and a set of activities and artifacts that allow teams to
apply Lean-Agile development methods to build systems that have the highest possible
quality, while simultaneously assuring they meet any regulatory, industry, or other
relevant
✔✔CDP - ✔✔Continuous Delivery Pipeline
