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

The ART Sync meeting combines the Scrum of Scrums and PO Sync. The typical participants are:

A. Scrum Masters (coordinate dependencies, remove impediments)

B. Product Owners (manage and align work, ensure backlog readiness)

D. Release Train Engineer (facilitates the meeting)

Business Owners, Release Management, and Solution Management may attend when needed but are not regular participants.

“ART Sync is attended by Scrum Masters, Product Owners, and is facilitated by the Release Train Engineer.”

(Source: SAFe 6.0 Framework: ART Events, ART Sync)

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SAFe recognizes that cultural change occurs alongside, not before, SAFe implementation. Leading change, including shifts in mindset and behavior, is integral to the SAFe Implementation Roadmap and happens through practice and reinforcement as the framework is adopted.

“Cultural change happens concurrently with the implementation of SAFe—not as a prerequisite. Mindset and behaviors evolve as people begin to experience new ways of working.”

(Source: SAFe 6.0 Framework: Implementation Roadmap; SPC 6.0 Guide “Leading the Change”)

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During PI Planning, ROAMing risks (A) and assignment of business value to objectives (B) happen on Day 2. Day 1 is primarily focused on context-setting, team breakouts, and plan creation, while Day 2 includes management review, risk ROAMing, and business value assignment to PI Objectives.

“On Day 2 of PI Planning, teams assign business value to objectives and ROAM risks. Day 1 is for context and planning.”

(Source: SAFe 6.0 Framework: PI Planning; SPC 6.0 Guide “Launching an Agile Release Train”)

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The System Demo is a key event in SAFe that happens at the end of every iteration. It provides an integrated view of the new features delivered by all the teams in the Agile Release Train during the most recent iteration. This demonstration allows stakeholders to evaluate the solution’s progress and provide feedback.

SAFe recommends feature branching only when necessary and encourages frequent integration to avoid the overhead and risk associated with long-lived branches. “Continuously synchronize all Feature and team branches” implies maintaining multiple long-lived branches, which is contrary to SAFe’s DevOps and continuous integration best practices.

“Minimize branching and integrate frequently. Long-lived branches and excessive synchronization are discouraged as they increase complexity and risk.”

(Source: SAFe 6.0 Framework: DevOps; SPC 6.0 Guide “Building Solutions with Agile Product Delivery”)

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A. Business Capabilities: In SAFe, Capabilities (including Business Capabilities) are large solution behaviors that have acceptance criteria to ensure they are fully defined and testable.

D. Enabler Features: All Features, including Enabler Features, require acceptance criteria to clarify when the Feature is done.

F. Program Epics: Epics require acceptance criteria to define the conditions for completion and evaluation.

Portfolio Enabler Epics (B) have a higher-level definition and are not typically assigned granular acceptance criteria. Strategic Themes (C) and Spikes (E) do not have acceptance criteria; Spikes are research items.

The Agile Manifesto lists four core values and twelve principles. The four values are:

Individuals and interactions over processes and tools,

Working software over comprehensive documentation,

Customer collaboration over contract negotiation,

Responding to change over following a plan.

The principles include statements such as “Working software is the primary measure of progress,” “Business people and developers must work together daily throughout the project,” and “Continuous attention to technical excellence and good design enhances agility.”

However, the statement “Good architectures are built up front so that teams can focus on development” is NOT a value or principle of the Agile Manifesto. In fact, the Agile approach favors emergent design and evolving architecture, not up-front, fixed architecture. Therefore, option D is NOT part of the Agile Manifesto.

According to SAFe 6.0, System Teams are integral to the ART and are considered equal members. The recommended best practice is:

“System Team members should attend SAFe for Teams training together with all other teams on the train to ensure shared understanding of Agile, SAFe, and the train’s objectives and practices.”

This approach supports alignment, collaboration, and shared learning. Other answers do not ensure integration with the ART or are targeted at other roles or less comprehensive.

A: Gathering more input from other stakeholders brings additional perspectives and data, which can help clarify and reduce subjectivity in WSJF scoring.

C: Using strategic themes aligns WSJF discussion to the organization’s business goals, reducing ambiguity and disagreement by providing clear context for value.

Providing more detailed specs (B) can help but doesn’t address the root cause if business alignment/context is missing. Changing scales (D) is not recommended unless the scales are fundamentally flawed. Splitting Epics (E) changes prioritization granularity, not clarity.

At the end of Day 1 of PI Planning, managers and key stakeholders meet to review program risks, PI Objectives, and dependency issues raised by teams. The primary purpose is to make adjustments to scope, resolve challenges, and provide guidance for Day 2 planning.