Questions for the SAFE-SGP were updated on : Nov 21 ,2025
Which statement is true about Lean-Agile development and contracting?
A
Explanation:
The true statement about Lean-Agile development and contracting is A. Quality is built-in through
collaboration and automation. Lean-Agile development is an iterative and incremental approach to
software development that emphasizes flexibility, adaptability, and continuous improvement.
Quality is not something that is added at the end of the development cycle, but rather something
that is embedded throughout the process. Lean-Agile teams collaborate with customers and
stakeholders to define clear and testable acceptance criteria for each work item. They also use
automation tools to perform frequent testing, integration, and deployment of the software, ensuring
that the solution meets the quality standards and compliance requirements12.
1: Advanced Topic - Agile Contracts - Scaled Agile Framework 2: Government - Building in Quality and
Compliance - Scaled Agile Framework
What is the Manifesto for Agile Software Development?
B
Explanation:
The Manifesto for Agile Software Development, also known as the Agile Manifesto, is a shared set of
values and principles intended to improve software development1. The Agile Manifesto was created
in 2001 by a group of 17 software practitioners who wanted to find a better way of developing
software than the traditional, documentation-driven, and heavyweight processes. The Agile
Manifesto states four values and twelve principles that guide the agile approach to software
development, which emphasizes individuals and interactions, working software, customer
collaboration, and responding to change2. The Agile Manifesto is not a specific methodology or
practice, but rather a philosophy that can be applied to various agile frameworks, such as Scrum,
Kanban, XP, and SAFe3.
1: Manifesto for Agile Software Development 2: What is the Agile Manifesto? | Agile Principles and
Values - ProductPlan 3: The Agile Manifesto - Project Management Institute
What is an attribute of a high-performing team?
C
Explanation:
An attribute of a high-performing team is healthy conflict. Healthy conflict means that the team
members are able to express their diverse opinions, perspectives, and ideas in a constructive and
respectful way. They also listen to each other, seek to understand different viewpoints, and resolve
disagreements through consensus or compromise. Healthy conflict fosters creativity, innovation, and
learning within the team, and helps the team to deliver better solutions that meet the customer and
stakeholder needs12.
1: Creating High Performing Teams of Teams - Scaled Agile Framework 2: 4 Qualities of High
Performing Teams You Must Know! | Turing
What is the appropriate Lean action to take once all of the expected value of an Epic has been
delivered, even if all of the planned Features have not been completed?
A
Explanation:
The appropriate Lean action to take once all of the expected value of an Epic has been delivered,
even if all of the planned Features have not been completed, is to close the Epic1. This means that
the Epic Owner declares that the epic is done and no further work is required. Closing the epic frees
up the resources and budget that were allocated to it, and allows the teams to focus on other value
streams and initiatives. Closing the epic also enables the Epic Owner to measure the actual outcomes
and benefits of the epic, and compare them with the expected ones in the Lean business case2.
Closing the epic does not mean that the solution is fixed and cannot be changed or improved later. It
simply means that the current hypothesis of the epic has been validated or invalidated, and that
further work can be initiated as new epics or features if needed3.
1: Epic - Scaled Agile Framework 2: Epic - Scaled Agile Framework 3: Epic - Scaled Agile Framework
What are two attributes of high-performing teams? (Choose two.)
AC
Explanation:
Two attributes of high-performing teams are:
They experience mutual trust. High-performing teams trust each other to deliver quality work, to
support each other, and to resolve conflicts constructively. They also trust their leaders to provide
clear direction, feedback, and empowerment. Trust is the foundation of effective collaboration and
communication within and across teams12.
They are self-organizing. High-performing teams are able to plan and execute their work without
excessive supervision or micromanagement. They have the autonomy and authority to make
decisions that affect their work, and they hold themselves accountable for the outcomes. They also
continuously inspect and adapt their processes and practices to improve their performance3
An agency performs development using contractors. Who is responsible for designating a story as
'Complete' based on acceptance criteria?
A
Explanation:
The government Product Owner is responsible for designating a story as ‘Complete’ based on
acceptance criteria1. The Product Owner is the primary representative of the customer and
stakeholder needs, and has the authority to accept or reject the work done by the team2. The
Product Owner reviews the acceptance criteria for each user story and verifies that they are met by
the working software. The Product Owner also ensures that the work meets the definition of done,
which is a shared understanding of the quality standards for the team3.
1: Government - Building in Quality and Compliance - Scaled Agile Framework 2: Product Owner -
Scaled Agile Framework 3: When is a User Story “Done?”— Acceptance Criteria and the Definition of
“Done” [Article] | Treehouse Blog
Which two statements accurately describe the SAFe Implementation Roadmap? (Choose two.)
BD
Explanation:
Two statements that accurately describe the SAFe Implementation Roadmap are:
It reflects success patterns from previous implementations of SAFe. The SAFe Implementation
Roadmap is based on the experiences and learnings of hundreds of enterprises that have successfully
adopted SAFe1. It captures the common critical moves and best practices that have proven to be
effective in implementing SAFe in a reliable and predictable way2.
It provides recommended sequencing of role-based training. The SAFe Implementation Roadmap
includes a step for training Lean-Agile change agents, who are the key enablers and coaches of the
transformation3. It also suggests the appropriate role-based training for executives, managers,
leaders, and teams, as well as the timing and sequence of the training in relation to the launch of the
ARTs. The training helps to build the knowledge and skills needed to apply SAFe principles and
practices at various levels of the enterprise.
What result comes from traditional 'at the end' quality and compliance?
B
Explanation:
The result of traditional ‘at the end’ quality and compliance is that it leads to missed opportunities
for iterative compliance assessment1. This means that the quality and compliance activities are
deferred until the end of the development cycle, when the solution is already built and ready for
testing. This approach increases the risk of finding defects and non-compliances late in the process,
which can cause delays, rework, and waste2. It also prevents the teams from getting early feedback
and validation from the compliance authorities, which can help them adjust and improve their work
incrementally3. By applying the SAFe principle of building incrementally with fast, integrated
learning cycles, the teams can integrate quality and compliance into their regular flow of work and
deliver solutions that meet the regulatory and industry standards more efficiently and effectively4.
1: Government - Building in Quality and Compliance - Scaled Agile Framework 2: Quality vs.
Compliance: What is the difference and what are the common pitfalls? - Honeywell 3: Achieving
Regulatory and Industry Standards Compliance with the Scaled Agile Framework®
(SAFe®) 4: Principle #6 – Visualize and limit WIP, reduce batch sizes, and manage queue lengths -
Scaled Agile Framework
What are two reasons the Agile Manifesto for Software Development is still relevant to Lean-Agile
Enterprises? (Choose two.)
AE
Explanation:
Two reasons the Agile Manifesto for Software Development is still relevant to Lean-Agile Enterprises
are:
It provides the foundation for empowered, self-organizing Agile teams. The Agile Manifesto values
individuals and interactions over processes and tools, working software over comprehensive
documentation, customer collaboration over contract negotiation, and responding to change over
following a plan1. These values support the creation of cross-functional, autonomous, and
collaborative teams that can deliver value to customers and stakeholders in an agile way2.
SAFe extends the value system and principles of the Agile Manifesto to teams of Agile teams. SAFe is
based on the Agile Manifesto, but also incorporates additional values and principles that address the
challenges of scaling agile to the enterprise level3. SAFe values alignment, built-in quality,
transparency, and program execution, as well as the four original values of the Agile
Manifesto4. SAFe also applies nine additional principles that guide the behavior of teams of Agile
teams, or Agile Release Trains (ARTs), in a Lean-Agile context5.
1: Agile Manifesto for Software Development | Agile Alliance 2: The Agile Manifesto at 20: What’s
still relevant—and what’s not | TechBeacon 3: SAFe Lean-Agile Principles - Scaled Agile
Framework 4: Core Values - Scaled Agile Framework 5: SAFe Lean-Agile Principles - Scaled Agile
Framework
How can Lean-Agile leaders exemplify the SAFe Core Value of alignment?
D
Explanation:
One way that Lean-Agile leaders can exemplify the SAFe Core Value of alignment is by participating
in backlog visibility, review, and preparation1. This means that leaders are actively involved in
understanding and prioritizing the work items that deliver value to the customers and stakeholders.
They also provide feedback and guidance to the teams and trains that execute the work. By
participating in backlog management, leaders can ensure that the work is aligned with the vision,
mission, and strategy of the enterprise or government agency2.
1: The Evolving Role of Managers in Lean-Agile Development - Scaled Agile Framework 2: Core
Values - Scaled Agile Framework
In reference to large programs, what are Strategic Themes?
B
Explanation:
Strategic themes are specific, defined business objectives that connect a portfolio to the enterprise’s
strategy1. They provide business context for portfolio decision-making and influence the investments
in value streams and solutions2. They also serve as inputs to the vision, budget, and backlogs of the
portfolio, large solution, and program levels3. Strategic themes help align the portfolio with the
mission and goals of the enterprise or government agency.
1: Strategic Themes - Scaled Agile Framework 2: Strategic Themes - Scaled Agile Framework 3: The
Influence of Strategic Themes across a Portfolio - Scaled Agile Framework
Which SAFe principle ensures the maximum benefit is generated by understanding trade-offs
between risks, cost of delay, operational costs, and development costs for each program and Value
Stream?
A
Explanation:
Taking an economic view is the SAFe principle that ensures the maximum benefit is generated by
understanding trade-offs between risks, cost of delay, operational costs, and development costs for
each program and value stream1. This principle requires a fundamental understanding of the
economics of building systems and making decisions in a proper economic context. This includes the
strategy for incremental value delivery and the broader economic framework for each value
stream2. Taking an economic view helps to optimize the flow of value, reduce waste, and deliver
solutions that meet customer and stakeholder needs3.
1: SAFe Lean-Agile Principles - Scaled Agile Framework 2: Principle #1 – Take an economic view -
Scaled Agile Framework 3: Adopting Lean Budgeting Aligned to Development Value Streams
What is governance in a SAFe context?
B
Explanation:
According to the Government Article on the Scaled Agile Framework website, governance in a SAFe
context is a framework for decision-making to ensure programs achieve desired mission outcomes.
The article states that “Governance is not the natural enemy of the lean flow of value in technology
development. In fact, governance plays a vital role in many high-assurance systems where the
economic and human cost of failure is unacceptable. It is merely a framework for decision-making
and oversight to ensure that programs achieve the desired mission outcomes.” Therefore, the correct
answer is B, a framework for decision-making to ensure programs achieve desired mission outcomes.
The other options are not accurate, as they are not the definitions of governance in a SAFe context.
Oversight that is provided by the PMO (A) is not governance, but a function that supports
governance by providing guidance and coordination. Agency level regulations that ensure
compliance with federal laws © are not governance, but a set of rules that programs must follow.
Participatory budgeting events conducted twice annually by LPM (D) are not governance, but a
mechanism for allocating funds based on value and strategic alignment.
Which represents a good example of an agency Strategic Theme?
D
Explanation:
According to the Strategic Themes article on the Scaled Agile Framework website, strategic themes
are portfolio-level business objectives that provide competitive differentiation and strategic
advantage. They provide business context for portfolio strategy and decision-making, representing
aspects of the enterprise’s strategic intent. Strategic themes are best stated in Objective and Key
Result (OKR) format. Written in plain business language, these OKRs say what the portfolio will
pursue, thus providing decision-makers and contributors at all levels the clarity needed for
decentralized decision-making. Therefore, the correct answer is D, create a ‘one-stop shop’ for all
citizen-facing services provided by the agency. This is a good example of an agency strategic theme,
as it expresses a clear and measurable goal that aligns with the agency’s vision and mission. The
other options are not accurate, as they are not good examples of agency strategic themes. Comply
with agency development lifecycle regulations (A) is not a strategic theme, but a compliance
requirement that applies to all solutions. Reduce agency IT spend (B) is not a strategic theme, but a
cost-cutting measure that does not reflect the value proposition of the agency. Improve cost and
schedule performance of IT projects © is not a strategic theme, but a project management metric
that does not capture the business outcomes of the solutions.
Which statement is true for estimating and forecasting in SAFe?
C
Explanation:
According to the Applying Lean Estimating and Forecasting in Cadence article on the Scaled Agile
Framework website, ART velocities are used to conduct ‘what if’ analysis for estimating and
forecasting in SAFe. The article states that “The ART velocity is used to conduct ‘what if’ analysis,
which helps determine the feasibility of the plan and the number of features that can be delivered in
a PI. The ART velocity is also used to forecast the delivery of features and capabilities beyond the
current PI.” Therefore, the correct answer is C, ART velocities are used to conduct ‘what if’ analysis.
The other options are not accurate, as they are not the statements that are true for estimating and
forecasting in SAFe. Feature estimation is not independent of team-level input (A), as teams are
involved in estimating the size and complexity of features using story points or normalized story
points. Epics are not estimated by the Epic Owner (B), as they are estimated collaboratively by the
Epic Owner, Enterprise Architect, and Lean Portfolio Management. Work breakdown structure to the
task level does not help increase estimation accuracy (D), as it introduces unnecessary overhead and
delays feedback.