Scaled Agile SAFe Scrum Master Practice Test Questions, Exam Dumps

Practice Exams:

View All

SAFe Scrum Master Scaled Agile Practice Test Questions and Exam Dumps

Question no 1:

What is one advantage of including an Innovation and Planning (IP) iteration in every Program Increment (PI)?

A. It provides a buffer for estimating and meeting PI objectives
B. It allows teams to focus on quality management
C. It offers a dedicated time for team development and growth
D. It serves as a safeguard against teams overworking themselves

Detailed Question and Answer with Explanation:

In the Scaled Agile Framework (SAFe), the Innovation and Planning (IP) iteration is a crucial component of every Program Increment (PI). It serves several purposes, ensuring that teams have the time and space needed to innovate, plan, and improve, as well as to avoid burnout from constant delivery pressures. The correct answer is C. It offers a dedicated time for team development and growth.

Answer: The correct answer is C. It offers a dedicated time for team development and growth.

Explanation:

Dedicated Time for Team Development and Growth (C): The IP iteration provides teams with an opportunity to focus on activities that are not directly related to delivering customer features. This time allows teams to invest in activities like skill development, knowledge sharing, process improvement, and innovation. It gives the team a chance to explore new technologies, experiment with innovative ideas, and improve their internal processes, all of which contribute to the team's overall growth and capability. Without this dedicated time, teams might struggle to continuously improve while focusing solely on feature delivery, leading to potential burnout and stagnation.
Buffer for Estimating and Meeting PI Objectives (A): While the IP iteration provides teams with time to reflect and improve, it is not specifically intended to serve as a buffer for estimating or meeting PI objectives. The primary goal of the IP iteration is to offer time for activities like innovation, planning, and retrospective analysis rather than to serve as a safety net for meeting objectives.
Quality Management Focus (B): While quality management is crucial and can be part of the work done during the IP iteration (such as improving testing practices or refactoring code), the IP iteration is not specifically dedicated to managing quality. Teams should be focusing on quality throughout the PI, not just during the IP iteration. Therefore, the primary purpose of the IP iteration is not quality management alone.
Guardrail Against Overworking (D): The IP iteration does help reduce the risk of burnout by providing teams with a break from the intense work of delivering features. However, it is not a guardrail designed solely to prevent teams from overworking themselves. Rather, it is a time allocated for team growth, reflection, and improvement, which also happens to help manage workload sustainability in the long term.

In summary, the key benefit of the IP iteration is that it offers a dedicated period for teams to focus on growth and development, allowing for time to innovate, plan for future work, and improve internal processes without the pressure of feature delivery. This promotes a balanced and sustainable approach to team productivity and long-term success.

Question no 2:

Which of the following options represents a core principle of the CALMR approach to DevOps as defined by the Scaled Agile Framework (SAFe), aimed at enabling continuous delivery and improving software development flow?

A. Maximize work in process
B. Lean flow accelerates delivery
C. Relentlessly reduce risk
D. Activate the knowledge worker

Correct Answer: B. Lean flow accelerates delivery

Explanation:

The CALMR approach to DevOps in SAFe stands for Culture, Automation, Lean Flow, Measurement, and Recovery. It serves as the foundation for integrating development and operations within Agile Release Trains (ARTs) to enable fast and reliable continuous delivery.

One key element of this approach is: “Lean flow accelerates delivery.” This principle emphasizes the importance of maintaining a continuous and efficient flow of work across the entire value stream. By applying Lean thinking to software development and delivery, organizations reduce delays, limit work in process (WIP), and eliminate waste—thereby delivering features to customers faster and more predictably.

Lean flow focuses on:

Visualizing work using tools like Kanban boards
Reducing batch sizes to improve throughput
Managing queue lengths and limiting WIP
Identifying and removing bottlenecks

These practices help development teams respond faster to change, increase feedback loops, and maintain a sustainable pace of delivery. By ensuring that work flows smoothly from idea to deployment, teams can better align with business objectives and customer needs.

Let’s evaluate the other options:

A. Maximize work in process: This contradicts Lean principles. Excessive WIP slows down delivery and increases context switching.
C. Relentlessly reduce risk: While reducing risk is important, it is not a named principle of CALMR but a benefit achieved through practices like automation and recovery.
D. Activate the knowledge worker: This reflects Lean-Agile values but is not a core part of the CALMR acronym.

In conclusion, “Lean flow accelerates delivery” is a fundamental CALMR principle. It supports the DevOps goal of building quality in and delivering value quickly, safely, and sustainably.

Question no 3:

In the context of a SAFe® problem-solving workshop, what is the very first step that teams should take to ensure a structured and effective approach to continuous improvement?

A. Identify the biggest root cause
B. Perform a root cause analysis
C. Agree on the problem to solve
D. Restate the new problem for the biggest root cause

Correct Answer: C. Agree on the problem to solve

Explanation:

A problem-solving workshop is a crucial part of the Inspect and Adapt (I&A) event in the Scaled Agile Framework (SAFe®). It provides a structured method for teams to identify, analyze, and solve systemic issues that may be hindering progress or affecting the delivery of value. The very first step in this workshop is to agree on the problem to solve.

Without a clear and agreed-upon problem, teams risk wasting time on misaligned priorities or attempting to solve the wrong issue altogether. Aligning on the problem ensures that everyone involved has a shared understanding of what is being addressed, setting a solid foundation for the rest of the workshop.

This step usually includes:

Reviewing metrics, observations, or retrospectives to surface potential problems
Collaborating across teams and roles to decide which problem is most critical to address
Clearly defining the problem in a concise and specific way

Only after this alignment can the workshop move on to subsequent steps like:

Root Cause Analysis using tools like the 5 Whys or Fishbone Diagrams
Identifying the biggest root cause
Restating the problem if needed
Brainstorming solutions and creating actionable improvement items

Let’s consider why the other options are not first:

A. Identify the biggest root cause – This comes after analyzing the root causes.
B. Perform a root cause analysis – This is done only after the problem has been clearly defined.
D. Restate the new problem – This is a later step to refine focus once root causes are found.

Thus, the first essential step is to agree on the problem to solve, ensuring alignment and clarity before diving into solutions.

Question no 4:

How can Agile teams effectively use Iteration Planning to ensure alignment and clarity on their upcoming work?

A. By evaluating and refining team processes before starting the next iteration
B. By exchanging stories to identify pairing or collaboration opportunities
C. By deciding on a fixed duration for the planning meeting
D. By committing to a clearly defined set of iteration goals and deliverables

Correct Answer: D. By committing to a clearly defined set of iteration goals and deliverables

Explanation:

Iteration Planning is a key event in the Agile and SAFe (Scaled Agile Framework) methodologies. It is conducted at the beginning of each iteration (typically a two-week sprint) and serves as a structured opportunity for teams to define and commit to the work they plan to complete. This planning activity ensures that everyone on the team is aligned in terms of goals, priorities, and scope of work.

The primary objective of iteration planning is for the team to collaboratively select user stories (or backlog items) from the team backlog, understand the work involved, and then commit to delivering a subset of those stories within the iteration timebox. This commitment reflects the team’s capacity and velocity, ensuring that the planned work is realistic and achievable.

Option D is the correct answer because committing to a set of iteration goals allows the team to stay focused, aligned, and accountable. These goals are usually summarized into Iteration Objectives, which provide context and clarity not just for the team, but also for stakeholders.

The other options, while relevant to Agile practices, do not represent the core outcome of iteration planning:

A refers to retrospectives, not iteration planning.
B is a beneficial practice within planning but is not the main purpose.
C relates to meeting facilitation rather than team alignment on work.

By committing to iteration goals, teams create a shared understanding of what needs to be accomplished, how it supports larger Program Increments (PIs), and how progress will be measured. This alignment increases transparency, reduces rework, and improves team collaboration throughout the sprint.

Question no 5:

In the context of Agile development within the Scaled Agile Framework (SAFe), what is the primary objective of a team during an Iteration?

A. Managing scope at the start of the Iteration
B. Sharing progress with the organization during the Iteration
C. Delivering working functionality at the end of the Iteration
D. Maintaining steady team syncs across the Iteration

Correct Answer: C. Delivering working functionality at the end of the Iteration

Explanation:

In SAFe and other Agile methodologies, the primary goal of a team during an Iteration (also known as a Sprint) is to deliver working, tested, and potentially shippable functionality that adds value to the product or solution.

Iterations are timeboxed periods (usually 1–2 weeks) where Agile teams commit to a set of prioritized user stories or features, break them down into tasks, and work collaboratively to complete them. The emphasis is on producing incremental value in the form of working software or functionality that meets the Definition of Done (DoD).

Delivering working functionality supports multiple SAFe principles:

Built-in Quality: Work delivered at the end of the Iteration must be high quality and ready for integration.
Fast Feedback: By delivering functional software frequently, teams can quickly validate ideas, adjust plans, and incorporate stakeholder feedback.
Continuous Delivery Pipeline: Regular iteration delivery feeds into the pipeline, supporting faster and more reliable releases.

Let’s look at the incorrect options:

A. Managing scope at the start of the Iteration is important during Iteration Planning, but it’s a preparatory step, not the goal.
B. Sharing progress with the organization can occur during Iteration Reviews or syncs, but it’s a supporting activity.
D. Maintaining steady team syncs, such as daily stand-ups, help track progress, but are a means to an end—not the primary objective.

In conclusion, the ultimate aim of each Iteration is not just to plan or communicate but to create and demonstrate working functionality that progresses the product towards the overall release goals. This ensures a rhythm of consistent delivery and learning.

Question no 6:

Which of the following is an example of a core development practice used by Agile Teams to continuously deliver value and improve their process?

A. Demoing frequently
B. Tracking regulations
C. Visualizing effort
D. Writing requirements

Correct Answer: A. Demoing frequently

Explanation:

Demoing frequently is a key Agile development practice that directly aligns with Agile principles, particularly the commitment to frequent delivery of working software and customer collaboration. In Agile methodologies such as Scrum or SAFe® (Scaled Agile Framework), this practice typically takes the form of Sprint Reviews or System Demos, where teams showcase completed work to stakeholders at the end of every iteration.

This practice serves several purposes:

Transparency: It provides visibility into what the team has accomplished.
Feedback: Stakeholders can give immediate input, which allows teams to adapt quickly to changes in priorities or requirements.
Validation: Demonstrating functionality ensures the solution meets user expectations and business goals.
Motivation: Frequent demos create a rhythm and sense of accomplishment for the team.

By contrast, the other options listed, while related to the development process, are not core Agile practices:

B. Tracking regulations – Important for compliance in regulated industries but not unique to Agile practices.
C. Visualizing effort – Although Agile teams use tools like Kanban boards to visualize work, "visualizing effort" is a vague term and not recognized as a core development practice on its own.
D. Writing requirements – Agile emphasizes working software over comprehensive documentation. Requirements are often captured in user stories, but the act of "writing requirements" is more associated with traditional Waterfall methodologies.

In summary, frequent demos are a hallmark of Agile teams. They help ensure that value is being delivered incrementally and allow for continuous feedback, aligning with Agile's adaptive and iterative nature. This makes "Demoing frequently" a clear example of an Agile development practice.

Question no 7:

Which Agile practice can teams implement to significantly improve their performance and ensure sustainable delivery of value?

A. Visualize meeting times to optimize team schedules
B. Integrate quality measures into every stage of development
C. Use fixed planning cycles to organize work
D. Keep a record of innovative ideas for future use

Correct Answer: B. Integrate quality measures into every stage of development (Build in quality)

Explanation:

In Agile and Lean practices, "Build in Quality" is a foundational principle essential for maintaining high performance and delivering customer value. It refers to the practice of embedding quality assurance throughout every phase of product development rather than treating it as a final step. By building in quality, Agile teams prevent defects rather than detecting them later, which enhances productivity, reduces rework, and ensures customer satisfaction.

Why is it critical?
In fast-paced Agile environments, delivering increments of potentially shippable products at the end of each iteration is a core expectation. Without built-in quality, frequent iterations could lead to accumulated technical debt, inconsistent performance, and dissatisfied users. Ensuring quality at every level — from code reviews, pair programming, automated testing, to continuous integration — helps teams move faster without compromising on stability or functionality.

Option B is correct because "Build in Quality" directly enhances team performance by promoting consistent standards, reducing time spent fixing defects, and increasing overall confidence in the product. It’s not just a practice but a mindset embraced across roles — from developers and testers to product owners.

The other options, while useful in specific contexts, do not have the same direct impact on performance:

A (Visualize meeting times) helps manage calendars but does not enhance delivery quality.
C (Use planning cycles) is fundamental to Agile, but planning alone doesn’t ensure high performance.
D (Record innovations) can inspire future work but doesn’t affect current team effectiveness.

By focusing on quality from the outset, Agile teams can deliver faster, more reliably, and with greater customer satisfaction — the hallmarks of high-performing Agile teams.

Question no 8:

In the context of the Scaled Agile Framework (SAFe), which key characteristic of a Scrum Master or Team Coach is essential to foster trust and ensure that team members are open to receiving coaching and support?

A. Fairness
B. Agreeableness
C. Empathy
D. Optimism

Correct Answer: C. Empathy

Explanation:

In SAFe, the role of a Scrum Master or Team Coach (SM/TC) is pivotal in nurturing high-performing Agile teams. Among the many traits that define an effective SM/TC, empathy stands out as a foundational attribute that builds trust and psychological safety—both essential for effective coaching and mentorship.

Empathy is the ability to understand and share the feelings of others. When a Scrum Master demonstrates genuine empathy, it encourages open communication and creates a safe environment for team members to express concerns, share ideas, or seek guidance. This emotional connection is vital for coaching relationships to thrive.

Here’s why empathy matters so much in Agile teams:

It fosters a culture of respect and understanding, helping the coach relate to the team’s struggles and challenges.
It enables active listening, which is essential for diagnosing problems and identifying areas where the team needs support.
It builds trust, which in turn makes team members more receptive to coaching, feedback, and change.

Let’s consider the other options:

A. Fairness is important, especially when resolving conflicts or facilitating team agreements, but it doesn’t necessarily create emotional connection.
B. Agreeableness refers to being pleasant and cooperative, which is nice to have, but it doesn’t guarantee deep understanding or trust.
D. Optimism is helpful for motivating teams, but without empathy, it may come across as tone-deaf to real challenges.

In summary, empathy enables a Scrum Master or Team Coach to truly connect with team members, making coaching meaningful and impactful. It’s not just about guiding the team on practices—it’s about supporting the people behind the practices in a way that resonates with them personally and professionally.

Question no 9:

Which of the following is a key characteristic of a servant leader in Agile environments?

A. Deflects information that could change the team’s work
B. Persuades rather than using authority
C. Solves problems on behalf of the team
D. Determines the day-to-day activities for the team

Correct Answer: B. Persuades rather than using authority

Explanation:

A servant leader is a key leadership role in Agile frameworks, such as Scrum or SAFe®, where the leader’s primary focus is on supporting and empowering the team rather than directing or controlling their work. The role of the servant leader is to serve the team, enabling them to perform their best, facilitating their development, and removing obstacles that might hinder their progress. Among the listed options, the correct answer is B. Persuades rather than using authority because this trait reflects the servant leader’s role of guiding and supporting through influence and collaboration, rather than exerting control or authority.

Let’s explore the other options in detail:

A. Deflects information that could change the team’s work – A servant leader encourages open communication and transparency. They provide all the relevant information to the team to enable informed decision-making, not restrict or deflect it.
C. Solves problems on behalf of the team – While a servant leader may help the team identify and solve challenges, they don't solve problems for the team. The goal is to empower the team to solve problems independently, building autonomy and capability.
D. Determines the day-to-day activities for the team – Servant leaders do not micromanage or dictate the team’s day-to-day tasks. Instead, they provide support, remove impediments, and enable the team to self-organize, which is central to the Agile philosophy.

The essence of servant leadership is to lead by example, serve the team’s needs, and empower them to make decisions. By persuading and not relying on formal authority, a servant leader creates an environment where the team feels motivated, valued, and capable of taking ownership of their work. This empowers teams to perform at their highest level and fosters a culture of collaboration and continuous improvement.