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

The Architectural Runway in SAFe consists of the existing code, components, and technical infrastructure necessary to support the implementation of prioritized, near-term Features without excessive redesign and delay. Its importance is twofold:

It supports a stable velocity (A): Teams need sufficient architectural runway to maintain a predictable velocity and reduce technical debt. As stated in SAFe, “Architectural Runway enables teams to build features quickly and efficiently, thus maintaining stable velocity.”

It iteratively evolves the architecture to meet changing needs (C): SAFe recommends an incremental and emergent architectural approach. The runway is not static; it evolves to meet the emerging business and technical requirements, “just enough, just in time.”

Incorrect options:

B is incorrect—while documentation may be produced, the runway itself is not documentation but actual working infrastructure.

D is incorrect—runway specifically supports technical changes, not nontechnical ones.

Capabilities are similar to Features in structure but are larger, cross-ART solution behaviors managed in the Solution Train Backlog, not the Program Backlog. Features are managed in the Program Backlog (ART level); Capabilities exist at the Solution Train level.

SAFe recommends organizing ARTs around value and end-to-end functionality, not geography or cost centers. Two distributed ARTs—each cross-functional and capable of delivering end-to-end value—enables global collaboration while preserving Agile principles.

“ARTs should be formed around delivering end-to-end value, even when teams are distributed globally. Organizing by function or geography creates silos and dependencies, undermining flow and agility.”

(Source: SAFe 6.0 Framework: ART Organization; SPC 6.0 Guide, “Designing the Implementation”)

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A: Business Owners assign business value to PI Objectives during PI Planning, ensuring alignment with business priorities and objectives.

B: Business Owners participate in PI events (including Post-PI Planning) and help ARTs adjust plans to better meet business needs.

Assigning value to Epics/Features (C) is the responsibility of Product Management. Ensuring the Solution Demo (D) is a shared leadership responsibility, not specific to Business Owners. Determining the roadmap (E) is owned by Product Management.

Lean thinking, which underpins SAFe, emphasizes achieving fast and sustainable flow through:

Understanding the full Value Stream (A): This enables identification and removal of bottlenecks and waste.

Constant reduction of delays (B): Reducing delays improves flow and time-to-market.

Reducing batch sizes (C): Smaller batches move through the system faster, reducing cycle time and increasing feedback.

Applying “subjective governance” (D) is not a Lean principle; governance should be objective and supportive of flow.

“Lean organizations achieve fast and sustainable flow by mapping the Value Stream, reducing batch sizes, and continuously removing sources of delay.”

(Source: SAFe 6.0 Framework: Lean-Agile Mindset and Principles; SPC 6.0 Guide, “Thriving in the Digital Age and Business Agility”)

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Limiting WIP:

Reduces multiplexing (A): Teams and individuals do less context switching and focus more.

Decreases wait times (B): Items flow through the system faster with less time spent waiting.

Increases throughput (E): Limiting WIP ensures more items complete in a given period.

“Limiting WIP decreases wait times, reduces context switching (multiplexing), and increases throughput.”

(Source: SAFe 6.0 Framework: Principle #6 – Visualize and limit WIP, reduce batch sizes, and manage queue lengths.)

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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.

SAFe Foundations Training Materials are designed for broad awareness and initial education, especially for:

B: Making an initial presentation on SAFe to the organization.

D: Familiarizing executives and leaders with the basics of SAFe.

Detailed role-based and process training (A, C, E) is better addressed through role-specific courses (e.g., “SAFe for Teams,” “SAFe Scrum Master,” “SAFe Release Train Engineer”).

Transparency (B) and servant leadership (E) are explicit SAFe core values and practices that foster trust. Transparency provides visibility into goals, progress, and problems. Servant leadership builds trust through support and empowerment.

Decentralization of control (A) supports autonomy, but transparency and servant leadership are directly linked to trust. Reporting (C) and U-curve optimization (D) are not primary drivers of trust in SAFe.

When identifying Value Streams, SAFe recommends looking at how value flows to the customer. This typically means analyzing:

The internal departments which are supported (B): Understanding which departments contribute to the delivery of value helps map operational and development value streams.

The current products which the company sells (D): Products are often a clear indicator of value delivery. Mapping products helps trace value from concept to customer.

Options A and C are not primary criteria for identifying value streams. Project cost accounting (A) is financial and administrative, and number of ARTs (C) is a result of value stream identification, not an input.