Pass the Scaled Agile SAFe Practice Consultant SAFe-SPC Questions and answers with CertsForce

Centralized work intake is a legacy practice that creates bottlenecks, slows decision-making, and prevents decentralized, Lean governance. SAFe Lean Portfolio Management emphasizes decentralized decision-making and flow-based portfolio management; centralized work intake is specifically identified as a barrier to Lean portfolio flow.

A well-written Objective in the context of OKRs should be inspirational. It should motivate and challenge the team or organization while providing a clear direction. Inspirational Objectives help ensure buy-in and alignment, making them a key quality according to SAFe guidance on OKRs.

The Quickstart approach for launching an ART is recommended in SAFe because it “engages all teams in the ART simultaneously, allowing for a fast start and aligning everyone with purpose and intent.” The Quickstart focuses everyone all at once, drives collective ownership, and increases engagement, which is cited as its main benefit.

“Visualize work” is specifically called out as a practice that supports the SAFe Core Value of Transparency. Making work visible allows teams, ARTs, and stakeholders to see progress, manage flow, and surface issues early, all of which build trust and foster a culture of openness.

The Innovation and Planning (IP) Iteration is a vital part of SAFe’s Program Increment (PI) cycle. Its main purposes include innovation, planning for the next PI, and supporting activities such as continuing education, infrastructure work, and hackathons. While it can be used for fixing defects or technical work, its explicit inclusion of continuing education distinguishes it from routine development.

Lean Governance is one of the three dimensions of Lean Portfolio Management in SAFe 6.0. Establishing Lean budgets and guardrails is specifically mentioned as a responsibility within Lean Governance, helping organizations align strategy and execution, ensure funding to value streams, and maintain compliance without excess central control.

At the end of day one of PI Planning, a management review and problem-solving meeting is held. During this meeting, management reviews the teams’ draft plans and makes any necessary changes to ensure alignment and address issues such as scope, resources, and dependencies before teams finalize their plans on day two.

Delivering predictably is essential for building trust between the business and development. “Predictable delivery” is repeatedly emphasized by SAFe as the foundation for trust, as it demonstrates teams can reliably meet commitments. Other options are helpful practices, but predictability is the key measure for trust.

The ART Kanban is specifically used to manage the flow of Features from idea through analysis, implementation, and completion. It visualizes and limits Work in Process (WIP), helps identify bottlenecks, and ensures continuous flow through the ART.

According to SAFe 6.0, “The Product Owner is the content authority for the team backlog. They are responsible for defining Stories and prioritizing the team backlog to streamline the execution of program priorities while maintaining the conceptual and technical integrity of the Features or components the team is responsible for.” The Scrum Master/Team Coach facilitates team events and removes impediments, but does not own content decisions. Product Manager and System Architect provide input and guidance but are not the content authority at the team level.