SAFe Agilist

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Q_01 domain/d1 · medium single discuss →

A large, complex organization is beginning a SAFe transformation. Senior leaders express willingness to fund and 'support' the change but expect the transformation to succeed primarily through the efforts of their Agile teams. According to the guidance on leading a SAFe program, why is this leadership posture insufficient?

A Leadership from the top is more effective than scaling Agile from the bottom up, and leaders must do more than simply support the transformation for changes to stick
B Only external consultants can authorize the systemic changes required for agility
C Agile teams cannot self-organize without daily direction from executives
D Funding is the primary lever for cultural change, so budget approval is the leader's main contribution

Q_02 domain/d1 · medium single discuss →

During a workshop on Lean-Agile Leadership, a new executive asks why leaders — rather than the teams themselves — are held responsible for the ongoing improvement of the systems that govern how work is performed. What is the best response grounded in SAFe's definition of Lean-Agile Leadership?

A Only leaders have the authority to change and continuously improve the systems that govern how work is performed and to create an environment where Agile teams flourish
B Teams lack the technical skills to identify systemic waste, so leaders must design all processes
C Leaders are accountable to regulators, so they must own every process decision
D Improvement is a management function that should remain separate from delivery teams

Q_03 domain/d1 · medium multi

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Q_04 domain/d1 · medium multi

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SAFe Agilist

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