SAFe-Practitioner SAFe Practitioner Exam (6.0) Questions and Answers

 The system demo is the best measure of progress for complex system development because it provides an integrated, comprehensive view of the new features delivered by the Agile Release Train (ART) over the past iteration. The system demo offers the ART a fact-based measure of current, system-level progress within the Program Increment (PI). It also allows the stakeholders to give feedback on the solution’s fitness for purpose and alignment with the vision. The system demo tests and evaluates the complete solution in a production-like context to receive feedback from stakeholders, including Business Owners, executive sponsors, other Agile Teams, development management, and customers (and their proxies). References: System Demo - Scaled Agile Framework, Principle #4 - Build incrementally with fast, integrated learning cycles - Scaled Agile Framework

An effective Scrum Master is a servant leader who helps the team self-organize, collaborate, and deliver value. They also exhibit Lean-Agile Leadership by embracing the SAFe Core Values, Principles, and Practices, and by coaching the team and stakeholders on how to apply them. Additionally, an effective Scrum Master facilitates the team’s progress toward the Iteration goals by removing impediments, ensuring alignment with the Product Owner and other teams, and fostering continuous improvement. References: Scrum Master - Scaled Agile Framework, SAFe for Teams Student Workbook: materials and exercises from Lesson 2, Exam Study Guide: SP (6.0) - SAFe® Practitioner

The final agenda item of PI Planning is the Planning Retrospective. This is where the ART reflects on the PI Planning event itself and identifies improvements for the next planning session.

The SAFe 6.0 guidance states:

“The PI Planning event ends with a retrospective. Teams and stakeholders reflect on the process, identify improvements, and create actionable items for the next PI Planning.”

This ensures continuous improvement of the PI Planning process itself.

Surfacing risks (A), reviewing the final plan (B), and assigning Business Value (D) all happen earlier in the PI Planning agenda.

The retrospective is always the final step before closing the PI Planning event.

A servant leader is someone who puts the needs of others first and helps them develop and perform to their highest potential. The RTE is a servant leader who listens and supports teams in problem identification and decision-making, by facilitating ART events and processes, communicating with stakeholders, escalating impediments, and helping manage risk. The RTE also leads by example, by demonstrating the Lean-Agile mindset and values, fostering a culture of collaboration and innovation, and driving relentless improvement.

 The Product Owner (PO) is the Agile team member primarily responsible for maximizing the value delivered by the team by ensuring that the team backlog is aligned with customer and stakeholder needs1. As a member of the extended Product Management function, the PO is the team’s primary customer advocate and primary link to business and technology strategy1. The PO is also responsible for maintaining and prioritizing the Program Backlog, which is the single source of truth for the upcoming features of the system2. The PO works with the Product Manager, who owns the Vision and the Roadmap, to define and sequence the features in the Program Backlog2. The PO also collaborates with other POs in the Agile Release Train (ART) to manage dependencies and ensure alignment across teams1. References: Product Owner - Scaled Agile Framework, Program Backlog - Scaled Agile Framework

The PI Planning event is a two-day event that brings together all the teams and stakeholders of an Agile Release Train (ART) to align on a common vision, mission, and goals for the upcoming Program Increment (PI). The goal of the PI Planning event is to achieve alignment on what needs to and can be built by the ART in the next PI, based on the business context, customer needs, and technical dependencies. The PI Planning event also fosters collaboration, communication, and commitment among the teams and stakeholders, and helps identify and address the risks and impediments that may affect the delivery of value. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, [PI Planning]

Strategic Themes are portfolio-level business objectives that provide competitive differentiation and strategic advantage. They influence portfolio strategy and provide business context for portfolio decision-making1. Lean budget Guardrails are the spending policies and guidelines that enable decentralized decision-making and empowerment for value streams2. Strategic Themes affect the allocation of funds and resources to value streams, as well as the guidance for investments in existing and new solutions1. Therefore, Strategic Themes influence Lean budget Guardrails directly. References: Strategic Themes, Lean Budgets, Exam Study Guide: SP (6.0) - SAFe Practitioner

 The Release Train Engineer (RTE) is a servant leader and coach for the Agile Release Train (ART), which is a group of Agile teams that work together to deliver value. The RTE facilitates the ART events and processes, and supports the teams in delivering value. They communicate with stakeholders, escalate impediments, help manage risk, and drive relentless improvement. The RTE also serves as the ART Chief Coach, which means they help the teams apply and improve the SAFe principles and practices, such as PI planning, system demos, inspect and adapt, and innovation and planning1. The RTE is not the team backlog owner, the ART-level content authority, or the technical leader of the ART, but rather the facilitator and enabler of the ART’s success. References: Release Train Engineer - Scaled Agile Framework, Release Train Engineer(RTE): Roles & Responsibilities - KnowledgeHut, Release Train Engineer - Scaled Agile Framework

Assigning the same business value to all PI Objectives is an anti-pattern because it does not reflect the relative importance and priority of each objective. It also does not provide a clear guidance for trade-off decisions and impediment resolution. Business value should be assigned based on the expected benefits and outcomes of each objective, and it should be negotiated and agreed upon by the Business Owners and the teams. References: SAFe for Teams Student Workbook: materials and exercises from Lesson 4; [v6.scaledagileframework.com/team-pi-objectives/]

Iteration Planning is a key event in the SAFe framework that occurs at the beginning of each Iteration. It is a timeboxed meeting where the Agile team collaborates to plan the work for the upcoming Iteration, based on the team backlog, the Iteration goal, and the team capacity. Iteration Planning enables fast learning cycles by allowing the team to inspect and adapt their work frequently, deliver value incrementally, and respond to changing customer needs and feedback. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Planning the Iteration, Executing the Iteration

The Portfolio canvas is a tool that helps define the value streams, solutions, customers, budgets, and other key aspects of a SAFe portfolio. One of the inputs to the Portfolio canvas is the Enterprise Strategy, which describes the vision, mission, goals, and objectives of the organization. The Enterprise Strategy provides the context and direction for the portfolio vision, which in turn guides the identification and prioritization of portfolio epics and value streams. The Enterprise Strategy also influences the allocation of lean budgets and the alignment of strategic themes across the portfolio. References: Portfolio Vision, Portfolio SAFe, What Sections Are Included In SAFe® Portfolio Canvas?, [Exam Study Guide: SP (6.0) - SAFe Practitioner]

According to the SAFe for Teams SP (6.0) - SAFe Practitioner handbook and study guide, a decrease in variability leads to an increase in predictability. Variability is the degree of uncertainty or variation in the outcomes of a process or a system. High variability means that the outcomes are more likely to deviate from the expected or desired results, which makes them harder to plan and control. Low variability means that the outcomes are more consistent and closer to the expected or desired results, which makes them easier to plan and control. Predictability is the ability to forecast or anticipate the outcomes of a process or a system with a high degree of confidence and accuracy. High predictability means that the outcomes are more likely to match the forecasts or expectations, which reduces the risk of failure and increases the value delivery. Low predictability means that the outcomes are more likely to differ from the forecasts or expectations, which increases the risk of failure and decreases the value delivery. Therefore, a decrease in variability leads to an increase in predictability, as the outcomes become more stable and reliable. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, SAFe® for Teams - Know Your Role on an Agile Team, Assume variability; preserve options - Scaled Agile Framework

The modified Fibonacci sequence is a series of numbers that starts with 0, 1, 2, 3, 5, 8, 13, 20, 40, 100, and so on. It is used when estimating the relative size and complexity of backlog items, such as stories and features, using story points or normalized estimation. The modified Fibonacci sequence reflects the uncertainty in estimating larger items, as the gap between the numbers increases as the numbers get bigger. This means that the larger the item, the less precise the estimate, and the more likely it is to be split into smaller items. The modified Fibonacci sequence also helps to avoid the false sense of accuracy that comes from using linear scales, such as hours or days, which may not account for the variability and unpredictability of the work. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Story, Feature, Estimating

Cadence-based synchronization in SAFe means that teams follow a common rhythm of work and coordinate their activities across different domains. One example of applying this principle is to align the start and end dates of the Iterations, which are fixed-length timeboxes for teams to deliver value. This helps teams plan and execute their work in sync with other teams on the Agile Release Train (ART) and the Solution Train, and enables them to participate in the PI Planning and other events that require cross-team collaboration. References: Principle #7 – Apply cadence, synchronize with cross-domain planning, Iteration, Exam Study Guide: SP (6.0) - SAFe® Practitioner

During the draft plan review, the teams present their draft PI objectives and plans to the other teams and the Business Owners. The Business Owners then assign a business value to each PI objective, based on the conversation with the team and the alignment with the vision and goals. The business value is a number between 1 (lowest) and 10 (highest) that reflects the relative importance and expected benefit of the objective. The business value is used to measure the ART’s predictability and performance at the end of the PI. References: PI Objectives, PI Planning, Your Guide to Writing Great Iteration and PI Objectives

Uncommitted objectives are used to identify work that can be variable within the scope of a PI. The work is planned, but the outcome is not certain. Teams can apply uncommitted objectives whenever there is low confidence in meeting the objective. Uncommitted objectives do not get assigned a business value score because they are not part of the ART predictability measure. They are also not included in the program predictability report. However, they are still important and valuable, and teams should strive to achieve them if possible. References: PI Objectives, PI Planning, What is an uncommitted objective in SAFe?

A Story is a short description of a small piece of desired functionality written from the user’s perspective and in their language. A Story has three primary components: Card, Conversation, and Confirmation. The Card captures the essence of the Story using the format: “As a (who), I want (what), so that (why).” The Conversation is the ongoing dialogue between the team and the customer or product owner to elaborate and refine the Story details. The Confirmation is the set of acceptance criteria and tests that verify the Story is done and meets the customer’s expectations. A Story provides just enough information for both business and technical people to understand the intent, but not so much that it becomes a specification or a contract. Details are deferred until the Story is ready to be implemented, which allows for more flexibility and feedback. A Story is not a static artifact, but a dynamic one that evolves through collaboration and learning12. References: Story - Scaled Agile Framework, [What is User Story? -

One way to quickly address impediments to flow is to identify them on the Planning Board, which is a visual tool that shows the status of work items and dependencies in an iteration. By making impediments visible, the team can collaborate to resolve them and prevent them from blocking the delivery of value. The Planning Board also helps the team monitor their progress and adjust their plan as needed. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Planning the Iteration, [Visualize and Limit WIP, Reduce Batch Sizes, and Manage Queue Lengths]

Customer Centricity is a mindset that helps organizations make decisions that are based on a deep understanding of its effect on customers and end-users. It motivates teams to focus on the customer, understand their needs, think and feel like them, build whole product solutions, and know their lifetime value. Customer Centricity is related to Design Thinking, which provides the tools and practices to support creating desirable products that are profitable and sustainable over their lifecycle. References: Customer Centricity - Scaled Agile Framework, Design Thinking - Scaled Agile Framework, What is Customer Centricity in SAFe® 5.0? - Praecipio

Respect for People is one of the four SAFe Core Values. It means that the enterprise fosters a culture of mutual influence, trust, empowerment, and collaboration among all the people involved in delivering value, including customers, employees, partners, and suppliers. Respect for People also implies that the enterprise values diversity, inclusion, and psychological safety, and that it treats people as the most important asset. Respect for People supports the following practices in SAFe1:

Turn mistakes into learning moments. Mistakes are inevitable in complex and uncertain environments, and they provide opportunities for learning and improvement. Instead of blaming or punishing people for making mistakes, the enterprise encourages them to share their learnings, experiment with new ideas, and apply the Plan-Do-Check-Adjust (PDCA) cycle.

Create a trust-based environment. Trust is the foundation of effective collaboration and high performance. The enterprise builds trust by being transparent, honest, supportive, and accountable. It also empowers people to make decisions, take ownership, and self-organize around value delivery.

Visualize work. Visualization helps people see the flow of value, identify bottlenecks, dependencies, and waste, and collaborate on solutions. The enterprise uses various tools and techniques to visualize work, such as Kanban boards, Cumulative Flow Diagrams, Program Boards, and Value Stream Maps. References: 1: Respect for People and Culture - Scaled Agile Framework

cumulative flow diagram (CFD) is a visual tool that shows the amount of work in each stage of a process over time. It helps teams identify bottlenecks, work in progress (WIP), and the overall progress of a project or program increment (PI). By looking at the width of the bands in a CFD, teams can easily see how much work is in each workflow state at any given time. This allows them to monitor and optimize their flow of value delivery. References: Cumulative Flow Diagram SAFe: Complete Guide, Measure and Grow - Scaled Agile Framework

According to the SAFe for Teams SP (6.0) - SAFe Practitioner handbook and study guide, the factor that helps unlock the intrinsic motivation of knowledge workers is autonomy. Autonomy means giving knowledge workers the freedom and responsibility to make decisions about their work, such as what to work on, how to do it, and when to do it. Autonomy fosters creativity, innovation, and engagement, as knowledge workers can pursue their own interests and passions, and feel a sense of ownership and accountability for their outcomes. Autonomy also supports the Agile principle of self-organizing teams, which are more productive and responsive to change than traditional, command-and-control teams. References: Principle #8 - Unlock the Intrinsic Motivation of Knowledge Workers - Scaled Agile Framework, Which factor helps unlock the intrinsic motivation of knowledge workers?, Principle #8: Unlock the intrinsic motivation of knowledge workers …

 An Iteration retrospective is a meeting that occurs at the end of each Iteration, where the Agile team reflects on their performance, identifies what went well and what can be improved, and agrees on action items to implement in the next Iteration. One of the essential parts of an Iteration retrospective is the team discussion around opportunities for continuous improvement, where the team members share their observations, feedback, and suggestions, and collaborate to find solutions for the challenges they faced. This part of the retrospective helps the team to learn from their experience, enhance their processes and practices, and increase their effectiveness and efficiency. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, [Iteration Retrospective]

Differentiating business objectives are those that provide competitive differentiation and strategic advantage for the enterprise. They reflect the unique value proposition and vision of the enterprise and guide the portfolio strategy and decision-making. One example of differentiating business objectives is Strategic Themes, which are portfolio-level business objectives that connect a portfolio to the strategy of the enterprise. They are written in Objective and Key Result (OKR) format and influence the vision, budget, and backlogs for the portfolio, large solution, and program levels. They also provide business context and alignment for the agile teams and ARTs in the portfolio. References: Strategic Themes, SAFe 4.5 Reference Guide: Scaled Agile Framework for Lean Enterprises, How to use GOST + SAFe to increase your company’s agility

 A cross-functional Agile Team is a team that has all the skills and competencies needed to define, build, and test an increment of value in an Iteration. A cross-functional Agile Team is composed of team members who have different roles and expertise, such as developers, testers, analysts, designers, etc. A cross-functional Agile Team is also optimized for communication and delivery of value, as it minimizes the handoffs, dependencies, and delays that may occur when working with other teams or functions. A cross-functional Agile Team is able to collaborate effectively, deliver value frequently, and respond to changing customer needs and feedback. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Agile Team

= Deliver value is one of the six Agile Team responsibilities in SAFe, along with aligning to a common mission, applying systems thinking, building incrementally with fast feedback, collaborating and making decisions together, and improving relentlessly. While delivering value is essential for Agile Teams, it should not come at the expense of other responsibilities, especially improving relentlessly. By skipping the retrospective events, Team B is missing an opportunity to reflect on their practices, identify what is working well and what is not, and plan actions to improve their performance and quality. Retrospectives are a key mechanism for implementing the SAFe Core Value of Relentless Improvement and the SAFe Principle #12 - Assume variability; preserve options. References: = Agile Teams - Scaled Agile Framework, Core Values - Scaled Agile Framework, SAFe Principles - Scaled Agile Framework, Exam Study Guide: SP (6.0) - SAFe® Practitioner

Acceptance criteria are the conditions that a story must satisfy to be accepted by the Product Owner and the stakeholders. They define the boundaries of the story and provide guidance on how to test it for completion. Acceptance criteria are usually written as a list of statements or scenarios that describe the expected behavior and outcomes of the story. They help to ensure that the story delivers value to the user and meets the Definition of Done1234. References: Story - Scaled Agile Framework, How to Write Agile Test Case Requirements | SmartBear, Agile Story Completion Checklist - SDLCforms, Module 2: Complete a story - IBM

The Portfolio Canvas is a tool that defines the current state of the portfolio, as well as the future state vision, using the Business Model Canvas template1. It describes the development value streams, the solutions they deliver, the customers they serve, the budget allocated to each value stream, and other vital activities and events required to achieve the portfolio vision2. The Portfolio Canvas is used to capture and analyze the current state of the portfolio, as well as to generate and evaluate multiple future state scenarios, based on the SWOT and TOWS analysis2. The Portfolio Canvas provides input for defining the future state vision and the portfolio backlog2. References: Business Model Canvas, Portfolio Vision

A program event is an event that involves all the teams in an Agile Release Train (ART) and occurs at the program level. According to the SAFe for Teams SP (6.0) handbook, there are three program events: PI Planning, System Demo, and Inspect and Adapt1. Innovation and Planning (IP) is also a program event, as it is a special iteration that occurs at the end of each Program Increment (PI) and provides time for the ART to innovate, plan, and improve2. Therefore, Innovation and Planning is an example of a program event. The other options are not program events, but team events, as they occur at the team level and involve only one agile team. Scrum of scrums, Iteration review, and Daily stand-up are team events that are part of the iteration execution cycle3. References: SAFe for Teams SP (6.0) - SAFe Practitioner handbook, Innovation and Planning Iteration - Scaled Agile Framework, Iteration Execution - Scaled Agile Framework

 Agile Teams are the basic building block when organizing around value in SAFe. They are cross-functional, self-organizing, and empowered to deliver value in short iterations. They are aligned to a common mission and vision through the Agile Release Train (ART), which is a long-lived team of Agile Teams that delivers value streams. Agile Teams apply Scrum, Kanban, and XP practices to collaborate and deliver solutions that meet customer needs and provide business value. References: Agile Teams, Agile Release Trains, Exam Study Guide: SP (6.0) - SAFe Practitioner

 Scrum is a framework that enables teams to deliver value in complex and uncertain environments. Scrum is based on the agile manifesto, which values individuals and interactions, working software, customer collaboration, and responding to change. Scrum consists of three roles (Product Owner, Scrum Master, and Developers), five events (Sprint Planning, Daily Scrum, Sprint Review, Sprint Retrospective, and Sprint), and three artifacts (Product Backlog, Sprint Backlog, and Increment). Scrum teams work in short iterations called Sprints, where they plan, execute, and deliver a potentially releasable product increment. Scrum teams inspect and adapt their process and product continuously, using empirical feedback and data. Scrum teams are self-organized, meaning they decide how to best accomplish their work, and cross-functional, meaning they have all the skills needed to create a product increment.

The team’s initial capacity before calculating for time off is 48. This is based on the following formula: Give the team 8 points for every full-time developer and tester on the team. Since the team has two testers and three developers, that is 5 x 8 = 40 points. Then, add one point for every 10% of the Product Owner’s time dedicated to the team. Since the Product Owner is split between two teams, that is 0.5 x 10 = 5 points. Finally, add one point for every 10% of the Scrum Master/Team Coach’s time dedicated to facilitating the team. Since the Scrum Master/Team Coach is full-time, that is 1 x 10 = 10 points. The total is 40 + 5 + 10 = 55 points. However, since the team should not plan to 100% capacity, a buffer of 15% is recommended. Therefore, the final initial capacity is 55 x 0.85 = 46.75, which can be rounded up to 48 points. References: Iteration Planning, How to calculate the capacity, How to Estimate Capacity for Work in Agile Teams, SAFe Agile Planning - Plan Less than 100% Capacity, How to Improve Your Agile Team’s Capacity Planning

Stories are the primary means of expressing needed functionality in SAFe. They largely replace the traditional requirements specification with new paradigms based on Lean-Agile development. Stories are elaborated by a user-voice statement and acceptance criteria, and they are used to describe the features and behaviors of the system at various levels of abstraction. Stories are also testable, estimable, and prioritizable, which makes them suitable for planning and delivering value in an iterative and incremental way. References: SAFe Requirements Model, What replaces detailed requirements documents in agile?, What replaces detailed requirements documents in SAFe?

A technical exploration enabler is a type of enabler that supports research, prototyping, and other activities needed to develop an understanding of customer needs, including the exploration of prospective solutions and evaluation of alternatives1. A technical exploration enabler can be demonstrated by showing the knowledge gained by the exploration, such as the results of experiments, the insights from data analysis, the feedback from customers or stakeholders, the lessons learned from failures, or the recommendations for future actions2. Showing the knowledge gained by the exploration helps to validate the assumptions and hypotheses, measure the value and feasibility of the solution, and inform the decision-making process3. The other options are not valid ways to demonstrate a technical exploration enabler, as they either do not reflect the purpose of the exploration, or imply that the exploration is not necessary or valuable. References: Enablers - Scaled Agile Framework, How can a technical exploration enabler be demonstrated?, Principle #4 - Build incrementally with fast, integrated learning cycles - Scaled Agile Framework

The recommended user voice format for writing a Story is to use the following template: As a , I want , so that . This format helps to capture the user’s perspective, the user’s need, and the user’s outcome in a clear and concise way. The user voice format also helps to create a testable and valuable Story that can be prioritized and estimated by the Agile team. Therefore, the best example of the user voice format for the Story enabling book shoppers to access their shopping cart from any page on the website is: As a book shopper, I want access to my shopping cart from any page, so that I can review what I am purchasing. This example specifies the user role (book shopper), the goal or desire (access to shopping cart from any page), and the benefit or value (review what I am purchasing). References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Story

SAFe provides a second operating system that enables Business Agility by creating a network of Agile teams and trains that are aligned to a common vision and strategy, and empowered to deliver value to customers and users. SAFe leverages the Lean-Agile mindset, the core competencies, and the principles and practices to foster a culture of innovation, learning, and collaboration. SAFe also supports the continuous delivery pipeline, which enables fast feedback and frequent value delivery. References: SAFe® for Teams - Know Your Role on an Agile Team | Scaled Agile, Exam Study Guide: SP (6.0) - SAFe® Practitioner - scaledagile.com, SAFe 6.0 for Teams with SP Certification - ICON Agility Serviceswq

 According to the SAFe principle, “unlock the intrinsic motivation of knowledge workers”, knowledge workers need autonomy, mastery, and purpose to be motivated and creative. Autonomy means giving them the freedom to choose how to do their work, without micromanagement or excessive control. Mastery means providing them with opportunities to learn new skills and improve their craft. Purpose means aligning their work with a meaningful and inspiring vision. These three factors foster intrinsic motivation, which is the drive to perform an activity without any obvious external rewards. References: Principle #8 - Unlock the Intrinsic Motivation of Knowledge Workers - Scaled Agile Framework, Principle #8 - Unlock the Intrinsic Motivation of Knowledge Workers - Scaled Agile Framework

According to SAFe, basing decisions on economics means applying the principles of Lean-Agile budgeting and Lean portfolio management to align investments with strategic outcomes and optimize value delivery. Lead time, product cost, value, and development expense are some of the key economic variables that influence the decision-making process. These variables are used to understand the tradeoffs between different solutions, such as choosing between faster delivery, lower cost, higher quality, or more features. By using these variables, teams and leaders can evaluate the economic impact of their choices and select the best option that maximizes value and minimizes waste. References: [Basing Decisions on Economics], [Lean-Agile Budgeting], [Lean Portfolio Management], [Economic Framework], [Economic Decision Rules].

Reducing the batch sizes of work is critical to improving flow, as it enables faster delivery of value, lower risk, higher quality, and better feedback1. Batch size is the amount of work that moves as a unit through the value stream2. Smaller batches reduce the cycle time, the total time from the beginning to the end of the process to provide value to a customer3. Smaller batches also reduce the variability and uncertainty in the system, leading to less waste and rework2. SAFe provides several practices to reduce the batch sizes of work, such as using User Stories, Features, and Minimum Viable Products (MVPs) as units of work, applying Continuous Integration (CI) and Continuous Delivery (CD) pipelines, and limiting Work in Process (WIP)1. References: Accelerating Flow with SAFe, Make Value Flow without Interruptions, Optimize Flow

Enabling teams are one of the four team topologies defined by Skelton and Pais in their book Team Topologies. They are organized to assist other teams with specialized capabilities and help them become more proficient in new technologies. They provide guidance, coaching, and mentoring to stream-aligned teams, platform teams, or complicated subsystem teams, and help them adopt new practices, tools, or frameworks. They also collaborate with them to deliver specific features or components that require their expertise. Enabling teams are temporary and dissolve once their mission is accomplished or no longer needed. References: Organizing Agile Teams and ARTs: Team Topologies at Scale, Team Topologies at Scale: A Worked Example, Exam Study Guide: SP (6.0) - SAFe Practitioner

The role of the System Architect/Engineer in SAFe is to guide the teams and support the Architectural Runway, which is the existing code, components, and technical infrastructure needed to implement near-term features without excessive redesign and delay. The System Architect/Engineer defines and communicates the technical and architectural vision for the solutions developed by an Agile Release Train (ART), ensuring that they fit the intended purpose and align with the enterprise and solution architecture. The System Architect/Engineer also collaborates with various roles, teams, and stakeholders within and outside the ART to ensure that the system architecture supports the evolving business needs and enables fast and reliable implementation. References: System Architect/Engineering - Scaled Agile Framework, Architectural Runway - Scaled Agile Framework

According to the Lean-Agile Leadership competency of SAFe, management must commit to quality and take responsibility to change the system for a successful Agile transformation. This means that leaders must lead by example, learn and model the Lean-Agile mindset, values, principles, and practices, and lead the change to a new way of working. They must also empower and engage individuals and teams to reach their highest potential, and create a culture of relentless improvement and innovation1. Management cannot delegate or outsource the responsibility of leading the Agile transformation, as they are the ones who have the authority and influence to change and improve the systems that govern how work is performed2. References: 1: Lean-Agile Leadership - Scaled Agile Framework2: What Must Management Do for a Successful Agile Transformation?

Continuous Exploration (CE) is the continuous delivery pipeline aspect that focuses on enabling the organization to deliver value aligned with business needs. CE is the process of understanding the market problem or customer need, defining a vision and a roadmap for the solution, and validating the assumptions and hypotheses through fast feedback and learning cycles. CE involves activities such as design thinking, lean startup, hypothesis-driven development, and innovation accounting. CE helps the organization align on what to build and why, and generate a continuous flow of valuable features for the solution. References: Continuous Exploration - Scaled Agile Framework, Continuous Delivery Pipeline - Scaled Agile Framework

 During the team breakout session, each team creates and estimates their Stories, and sequences them into a draft plan for the upcoming PI. This is where the team backlog is refined and prioritized, and dependencies are identified and resolved. References: SAFe for Teams - Know Your Role on an Agile Team, Exam Study Guide: SP (6.0) - SAFe® Practitioner, SAFe for Teams | SAFe Practitioner (SP) Certification

The Agile Manifesto is a set of values and principles that guide the software development process. One of the values is “responding to change over following a plan”. This means that the team values the customer’s needs and feedback over the plan and process. The team embraces change as an opportunity to deliver better solutions and adapts to changing requirements and priorities. References: The 4 Values and 12 Principles of the Agile Manifesto - Smartsheet, 12 Principles Behind the Agile Manifesto | Agile Alliance

he Problem Solving Workshop is a structured approach to identifying the root cause and actions to address systemic problems. It is part of the Inspect and Adapt event that occurs at the end of each Program Increment. The six steps in the Problem Solving Workshop are:

Choose a problem to solve—agreement not required: The Release Train Engineer (RTE) facilitates a brainstorming session to generate a list of potential problems that affect the ART’s performance. The participants use dot voting to prioritize the problems and select the most important one to solve. Agreement is not required, as the majority vote determines the problem to focus on.

Perform root cause analysis: The RTE leads the team in applying the ‘Five Whys’ technique to drill down to the root cause of the problem. The team asks ‘why’ repeatedly until they reach a cause that is actionable and within their control.

Brainstorm solutions: The team generates a list of possible solutions to address the root cause. They use divergent thinking to come up with as many ideas as possible, without judging or evaluating them.

Decide on the best solution: The team uses convergent thinking to narrow down the list of solutions and select the best one. They can use criteria such as feasibility, impact, cost, and alignment with the SAFe Principles and Values to evaluate the solutions.

Define and visualize the improvement backlog items: The team defines the improvement backlog items that will implement the chosen solution. They write them in the format of ‘As a [role], I can [action], so that [outcome]’. They also visualize the items on a Kanban board or a similar tool to track their progress and status.

Assign owners and agree on the SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals: The team assigns owners to each improvement backlog item and agrees on the SMART goals that will measure the success of the solution. They also define the acceptance criteria and the expected benefits of the improvement.

The final plan review is the last activity of the PI planning event, where the teams present their final plans and objectives to the group. The Business Owners review the plans and propose adjustments or accept the plan, in which case, the team brings out their PI Objective sheet for everyone to view1. The final plan review is also an opportunity to assess the program risks and ROAM them (Resolved, Owned, Accepted, Mitigated)2. The final plan review helps achieve alignment and commitment among all the stakeholders and teams on the ART3. References: PI Planning - Scaled Agile Framework, ROAMing Risks - Scaled Agile Framework, Final Plan Review - Scaled Agile Framework

Reducing batch size is one of the key ways to improve flow in product development. Smaller batches move faster and more smoothly through the system, reducing cycle time, variability, and waste. Smaller batches also enable faster feedback and learning, which leads to higher quality and customer satisfaction. By reducing batch size, the system can deliver more value in a given time, which means increased throughput12. References: Make Value Flow without Interruptions - Scaled Agile Framework, Principle #6 – Visualize and limit WIP, reduce batch sizes, and manage queue lengths - Scaled Agile Framework

 Agile Product Delivery is one of the SAFe Core Competencies of Business Agility that includes the Customer Centricity and Design Thinking dimension. Agile Product Delivery is a customer-centric approach to defining, building, and releasing a continuous flow of valuable products and services to customers and users. It requires a close collaboration between the business and IT, and a focus on delivering solutions that meet the current and future needs of the customers and users. Customer Centricity and Design Thinking are key aspects of Agile Product Delivery that help enterprises understand their customers and users better, empathize with their problems and goals, and co-create solutions that delight them. Customer Centricity and Design Thinking also enable enterprises to validate their assumptions and hypotheses, and pivot when necessary to achieve the desired outcomes. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Agile Product Delivery, Customer Centricity, Design Thinking

Lean Portfolio Management, Agile Product Delivery, and Lean-Agile Leadership are three of the seven SAFe Core Competencies. These competencies are essential to achieving Business Agility, which is the ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative business solutions1. The SAFe Core Competencies are as follows2:

Lean-Agile Leadership: Inspires, empowers, and coaches the people who design, build, and support the world’s solutions

Team and Technical Agility: Drives high-quality, innovative solutions that delight customers and operate reliably

Agile Product Delivery: Builds solutions that customers love, delivered with high frequency and quality

Enterprise Solution Delivery: Builds and evolves the world’s largest and most sophisticated software, hardware, cyber-physical, and systems-of-systems solutions

Lean Portfolio Management: Aligns strategy and execution by applying Lean and systems thinking approaches to strategy and investment funding, Agile portfolio operations, and governance

Organizational Agility: Adapts quickly to changing market conditions and customer needs by reconfiguring strategy, structure, processes, people, and technology toward value-creating and value-preserving opportunities

Continuous Learning Culture: Improves the competency and skills of individuals and teams, fosters a culture of innovation, and creates organizational resiliency References: 1: Business Agility - Scaled Agile Framework2: Core Competencies - Scaled Agile Framework

Personas are fictional characters that represent the different user types within a targeted demographic, attitude, and/or behavior set that might use a product or service1. They are one of the practices used to understand the problem space during the discover phase of Design Thinking, as they help design thinkers empathize with the users and their needs, goals, and pain points2. Personas also help define the problem statement in a human-centered manner and guide the ideation and prototyping phases2. References: Personas, Design Thinking

 User Stories are the types of work that are found within the Agile Team Backlog. User Stories are short descriptions of a small piece of functionality that provides value to a user or customer. They are written from the perspective of the user or customer and follow the format: “As a , I want , so that ”. User Stories are the primary way of expressing the requirements and features in the Agile Team Backlog. They are estimated, prioritized, and implemented by the Agile Team in Iterations. User Stories are derived from Features in the Program Backlog, as well as from the team’s local context and other stakeholders. References: Team Backlog, User Stories, Story

The Inspect and Adapt workshop is a significant event held at the end of each Program Increment (PI), where the current state of the Solution is demonstrated and evaluated by the Agile Release Train (ART) teams. The workshop consists of three parts: PI System Demo, Quantitative and qualitative measurement, and Retrospective and problem-solving workshop. The PI System Demo is the first part of the workshop, where the ART shows all the Features they have developed during the PI to the stakeholders and customers. The demo provides feedback on the value delivered and the quality of the solution. The other parts of the workshop focus on measuring the performance of the ART and identifying improvement actions for the next PI. References: Inspect and Adapt, PI System Demo

 Continuous Deployment is the aspect of the continuous delivery pipeline that focuses on getting to production early for verification. It is the process of automatically releasing every change that passes the Continuous Integration tests to a staging or production environment. This enables faster feedback and validation from the end users and stakeholders, as well as reducing the risks and costs associated with manual deployments. References: Continuous Deployment, Continuous Delivery Pipeline, What is continuous delivery?

 The balanced Agile testing pyramid is a testing strategy that illustrates the distribution of different types of tests in a test suite. It suggests that we should have many unit tests, which are small, low-level, and automated tests that verify the functionality of individual components of the codebase. We should also have many service or integration tests, which are automated tests that verify the interaction and integration of different components or services. Finally, we should have fewer large, manual tests, such as graphical user interface tests or end-to-end tests, which verify the functionality and usability of the whole system from the user’s perspective. The balanced Agile testing pyramid helps agile teams to achieve faster feedback, higher quality, and lower maintenance costs. References: The Practical Test Pyramid, What is Testing Pyramid? How Does It Benefit Agile Teams?, Climbing the Testing Pyramid, Agile Test Pyramid, Agile Test Automation Pyramid

 Features are used to describe functional and non-functional requirements in SAFe. Features are services that fulfill stakeholder needs and deliver value to the customer. They are typically 10-12 weeks of development effort and can span multiple iterations. Features are derived from the Program Backlog and are prioritized by the Product Management. Features are also used to define the PI Objectives and measure the business value delivered by the Agile Release Train (ART). References: SAFe for Teams Student Workbook: materials and exercises from Lesson 3; v6.scaledagileframework.com/features/

 The PI Planning process is a two-day event that aligns all the teams on the Agile Release Train (ART) to a shared mission and vision for the upcoming Program Increment (PI)1. The PI Planning process has several inputs and outputs, as shown in Figure 12. One of the outputs of the PI Planning process is the PI Objectives, which are a set of SMART (Specific, Measurable, Achievable, Realistic, and Time-bound) goals that each team and the ART commit to achieving in the PI3. The PI Objectives are based on the features and enablers that the teams plan to deliver, and they reflect the business and technical value that the teams and the ART intend to provide to the stakeholders4. The PI Objectives are also used to track the progress and performance of the teams and the ART throughout the PI execution5. The other options are not outputs of the PI Planning process, but rather inputs or outcomes. The PI Vision is an input to the PI Planning process, which describes the current state, future state, and features of the solution that the ART will deliver in the PI. The PI Goals are an outcome of the PI Planning process, which are derived from the PI Objectives and summarize the business and technical benefits that the ART will deliver in the PI. The Actual PI Business Value is an outcome of the PI execution, which measures the actual value delivered by the ART at the end of the PI, based on the PI Objectives and stakeholder feedback. References: PI Planning - Scaled Agile Framework, Inputs and Outputs of PI Planning - Scaled Agile Framework, PI Objectives - Scaled Agile Framework, PI Planning - Scaled Agile Framework, Program Execution - Scaled Agile Framework, [PI Vision - Scaled Agile Framework], [PI Goals - Scaled Agile Framework], [Inspect and Adapt - Scaled Agile Framework]

Figure 1. Inputs and outputs of PI Planning2

The Lean Thinking principle, “make value flow without interruptions” means identifying and eliminating any delays that prevent the smooth and fast movement of work product from step to step in a value stream. Delays are a form of waste that reduce the efficiency and effectiveness of the system, increase the lead time and cost, and lower the customer satisfaction. Delays can be caused by various factors, such as handoffs, queues, bottlenecks, rework, defects, approvals, dependencies, and variability. To make value flow without interruptions, SAFe applies the following eight flow accelerators: Visualize and limit WIP, reduce batch sizes, and manage queue lengths Implement full test automation and continuous integration Take an economic view Apply product development flow principles Understand and exploit variability Implement fast feedback and integrated learning Build quality in Base milestones on objective evaluation of working systems References: Principle #6 - Make Value Flow Without Interruptions - Scaled Agile Framework, Accelerating Flow with SAFe - Scaled Agile Framework

A dual operating system is a model of business agility that combines the entrepreneurial network and the hierarchical system. The network is optimized for speed and innovation, while the hierarchy is optimized for efficiency and stability. The dual operating system allows the organization to balance the competing demands of exploration and exploitation, and to respond effectively to fast-changing environments. SAFe implements the network as a set of development value streams and provides the necessary interfaces to the hierarchy to restore the system’s balance. References: Principle #10 – Organize around value - Scaled Agile Framework, Business Agility Flashcards | Quizlet, Balancing the Dual Operating System - Scaled Agile Framework

SAFe recommends running a Retrospective on a cadence during the PI for SAFe Team Kanban Teams. A Retrospective is a team-level event that occurs at the end of each iteration, where the team reflects on how they are working and identifies improvement actions for the next iteration. A Retrospective helps the team pursue perfection by applying the Plan-Do-Check-Adjust (PDCA) cycle1. SAFe Team Kanban Teams also participate in other ART events, such as PI Planning, System Demo, and Inspect and Adapt2. References: 1: Retrospective - Scaled Agile Framework2: SAFe Team Kanban - Scaled Agile Framework

A program board is a visual summary of the features or goals, when they need to be reached, and any cross-team dependencies impacting their delivery. The program board helps teams within the Agile Release Train (ART) to coordinate their work and communicate their plan to the entire organization. One of the main purposes of the program board is to help teams identify and manage dependencies between teams, which can affect the delivery of value and increase the risk of delays or failures. By visualizing and tracking dependencies on the program board, teams can avoid or resolve them during the Program Increment (PI) planning event or throughout the PI execution. References: SAFe Program Board 101: Everything You Need To Know, SAFe Program Board: Good Practices for SAFe PI Planning, Tips for using a SAFe program board

Iteration goals are short, specific, and measurable statements that describe what the Agile team intends to accomplish in an Iteration. They are derived from the team backlog, the PI objectives, and the team vision. Iteration goals help to align the team to a common vision of work in the Iteration, and provide clarity, focus, and motivation. Iteration goals also enable the team to communicate their progress and dependencies to other teams and stakeholders, and to demonstrate value delivery in the system demo. References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Iteration GoalsQUESTION NO: 41

Which situation should use the Large Solution SAFe configuration?

A. Organizations that need to have System Demos after each Iteration

B. Organizations that operate in an environment that requires compliance for complex, high-assurance systems

C. Organizations that need to scale Agile across the Enterprise

D. Every large Enterprise that uses SAFe

Answer: B

The Large Solution SAFe configuration is for enterprises that are building large and complex solutions that typically require multiple Agile Release Trains (ARTs) and Suppliers, but do not require portfolio-level considerations1. This configuration is suitable for organizations that operate in an environment that requires compliance for complex, high-assurance systems, such as aerospace, defense, automotive, medical, and financial industries2. The Large Solution SAFe configuration includes a stronger focus on capturing requirements in the Solution Intent, coordinating multiple ARTs and Suppliers, and ensuring compliance with regulations and standards3. References: Large Solution - Scaled Agile Framework, Large Solution SAFe - Scaled Agile Framework, Different SAFe Configurations Explained | Inflectra

During the PI Planning event, planning adjustments are agreed upon during the management review and problem-solving meeting, which is the last activity of the first day of the event1. In this meeting, the management team reviews the draft plans of the teams, identifies and resolves any issues, risks, or dependencies, and makes any necessary changes to the scope, people, or resources1. The management team also communicates the planning adjustments back to the Agile Release Train (ART) the next day, before the teams continue their planning and make the appropriate adjustments2. References: PI Planning, Management Review and Problem-Solving

The purpose of building a continuous delivery pipeline is to enable a streamlined and automated process of delivering software value to the end users. A continuous delivery pipeline consists of four aspects: continuous exploration, continuous integration, continuous deployment, and release on demand. These aspects work together to support the delivery of small batches of new functionality, which are then released to fulfill market demand. Building and maintaining a continuous delivery pipeline allows each Agile Release Train (ART) to deliver new functionality to users far more frequently than with traditional processes, which often involve long and complex release cycles. By delivering value more frequently, the ART can respond faster to customer feedback, reduce waste, improve quality, and increase business agility. References: Continuous Delivery Pipeline - Scaled Agile Framework, Continuous Delivery Pipeline - Scaled Agile Framework, SAFe Continuous Delivery Pipeline: A Comprehensive Guide to the …, Continuous Delivery Pipeline: The 5 Stages Explained - Codefresh

Telemetry is a method for gathering customer feedback that relies on building analytic systems to deliver information about how customers are using the Solution. Telemetry is the automated collection and transmission of data from remote sources, such as sensors, devices, or software applications. Telemetry can provide valuable insights into customer behavior, preferences, satisfaction, and usage patterns, as well as identify potential issues, errors, or defects. Telemetry is often used in conjunction with other feedback methods, such as surveys, interviews, or user testing, to validate hypotheses and measure outcomes. References: Continuous Delivery Pipeline, Customer Feedback, Telemetry

Quality is the first and foremost function of the second core value of SAFe, which is Built-in Quality1. Built-in Quality is a set of practices to help ensure that the outputs of Agile teams in business and technology domains meet appropriate quality standards throughout the process of creating customer value2. Built-in Quality requires a culture of shared responsibility, where everyone on the team is accountable for the quality of the work products and the system as a whole2. This culture fosters collaboration, feedback, and continuous improvement, and enables faster delivery and better outcomes2. References: Built-In Quality - Scaled Agile Framework, Quality is the first and foremost a function of what in a Lean-Agile …, Quality is first and foremost a function of what in a lean-agile …

 WIP stands for work in process, which is the amount of work that is currently being done in a system. One way to understand WIP is to make it visible to all stakeholders, using tools such as Kanban boards, cumulative flow diagrams, or burn-up charts. By making WIP visible, we can see the current state of the work, identify bottlenecks, limit WIP to match capacity, and improve flow efficiency. References: Principle #6 – Visualize and limit WIP, reduce batch sizes, and manage queue lengths, Make Value Flow without Interruptions, SAFe Principle 6: Visualise and limit WIP, reduce batch sizes, and manage queued lengths

The Product Owner is a member of the Agile team who represents the voice of the customer and stakeholders, and is responsible for defining and prioritizing the team backlog. The Product Owner works closely with the Product Management, who provides the vision and roadmap for the solution, and the Business Owners, who are the key stakeholders and value approvers. The Product Owner also collaborates with the Scrum Master, who facilitates the team’s process and helps remove impediments, and the team members, who implement the backlog items and deliver value. The Product Owner’s main responsibilities are:

To be a single voice for the customer and stakeholders, and ensure that the team understands their needs and expectations

To own and manage the team backlog, and decompose features into stories that are valuable, estimable, testable, and small

To prioritize the team backlog based on the business value, dependencies, risks, and feedback

To participate in the PI planning event, and define and communicate the team’s PI objectives and iteration goals

To accept the stories that meet the definition of done and provide feedback to the team

To attend the team and system demos, and showcase the team’s accomplishments to the stakeholders

To continuously engage with the customer and stakeholders, and incorporate their feedback into the backlog References: Exam Study Guide: SP (6.0) - SAFe® Practitioner, Product Owner

 Business agility is the ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative business solutions1. It is the primary goal of SAFe, as it enables enterprises to deliver value faster, better, and more sustainably2. SAFe provides a set of principles, practices, competencies, and values that help organizations achieve business agility3. References: 1: Business Agility 2: SAFe for Teams Student Workbook: materials and exercises from Lesson 1 3: SAFe Core Values

The team is waterfalling the Iteration, which means they are following a sequential and rigid process of development, testing, and fixing, instead of an iterative and incremental approach. This is not aligned with the Agile principles and practices, which advocate for delivering working software frequently, with continuous feedback and improvement. Waterfalling the Iteration reduces the team’s ability to respond to change, deliver value, and collaborate effectively. It also increases the risk of accumulating technical debt, defects, and rework. References: Iteration Execution - Scaled Agile Framework, SCALING: SP - SAFe for Teams 4.6 Flashcards - Brainscape

This statement is one of the characteristics of a high-performing Agile Team according to the Scaled Agile Framework (SAFe)1. It means that the team members are encouraged to experiment, learn, and innovate, without being afraid of making mistakes or being judged by others. The team members view failures as opportunities for improvement and celebrate the learnings from them. Team C is demonstrating this characteristic by creating a new workflow to speed up the testing process, even though it did not work out as expected. The rest of the team was excited to hear what was learned from the failed experiment, rather than blaming or criticizing the three members who worked on it. References: Agile Teams

 Product roles, such as Product Owner and Product Manager, act as proxies for the customer in representing their needs to the teams. They are responsible for defining, prioritizing, and validating the requirements that deliver value to the customer and the business. They also collaborate with the development teams and other stakeholders to ensure that the product vision, strategy, and roadmap are aligned with customer and stakeholder needs. Product roles are the voice of the customer for the teams and the primary link to business and technology strategy12. References: = 1: Product Owner - Scaled Agile Framework2; 2: Product Manager - Scaled Agile Framework3

In SAFe 6.0, during PI Planning, program risks are identified, categorized, and addressed in a process called the ROAM technique. ROAM stands for Resolved, Owned, Accepted, and Mitigated.

Resolved means the risk has been addressed and is no longer a concern.

Owned means someone takes responsibility for managing the risk.

Accepted means the risk is acknowledged and will be monitored.

Mitigated means steps are taken to reduce the impact or likelihood of the risk.

Thus, the correct category that addresses potential risks is Resolved (option A).

Lean Thinking is a philosophy that aims to create value for customers by eliminating waste and unnecessary steps in company processes. One of the main sources of waste is delay, which can be caused by long lead times, large batch sizes, excessive inventory, poor quality, and lack of coordination. Reducing delays can improve customer satisfaction, increase efficiency, and lower costs. Lean Thinking is based on two pillars: respect for people and continuous improvement. Respect for people means empowering and engaging employees, customers, and stakeholders to participate in problem-solving and innovation. Continuous improvement means constantly seeking ways to improve the process and the product by applying the Plan-Do-Check-Act cycle and the scientific method. References: Lean-Agile Mindset - Scaled Agile Framework, Lean Thinking: Overview, Principles, Benefits, & Applications Explained, The Focus of Lean - Collin College, What is Lean? - Project Management Institute

= A cumulative flow diagram (CFD) is a tool used to visualize the flow of work in a process over time. It shows the quantity of work in different stages or states, such as backlog, in progress, done, etc. A CFD helps to monitor the work in process (WIP) across the whole team, as well as the arrival and departure rates of work items. A CFD can also reveal bottlenecks, queues, variability, and cycle time in the process. References: = Cumulative Flow Diagram - Scaled Agile Framework, Cumulative flow diagram - Wikipedia, Cumulative Flow Diagram - What Information Does It Provide - Kanban Zone

 A quality of an Agile team is that it is cross-functional, meaning that it has all the skills and roles necessary to deliver value to the customer. A cross-functional team can work independently and collaboratively, without relying on external dependencies or handoffs. A cross-functional team can also adapt to changing requirements and feedback, and deliver work in small increments. References: Agile Teams - Scaled Agile Framework, Top 8 Characteristics of High-Performing Agile Team - Techtic Solutions, Agile Q&A: Team Qualities | Agile Alliance, Agile Team Roles and Responsibilities: A Brief Guide - Teamhood

The Product Owner role is the Agile team member primarily responsible for maximizing the value delivered by the team by ensuring that the team backlog is aligned with customer and stakeholder needs1. As a member of the extended Product Management function, the Product Owner is the team’s primary customer advocate and primary link to business and technology strategy1. This means that the Product Owner represents the customer to the Agile team, and communicates the product vision, goals, and requirements to the team. The Product Owner also collaborates with the customer and other stakeholders to gather feedback, validate assumptions, and ensure that the team is building the right things and building them right23. References: = 1: Product Owner - Scaled Agile Framework1; 2: What is a Product Owner? | Scrum.org2; 3: I’m a New Product Owner! What Are My Responsibilities? - Scrum Alliance3

A team’s commitment at the end of PI Planning is based on the PI Objectives that they have defined and negotiated with the Business Owners and other stakeholders. PI Objectives are SMART (Specific, Measurable, Achievable, Relevant, and Time-bound) goals that reflect the expected business and technical outcomes for the upcoming PI. A team does not commit to uncommitted objectives, which are stretch goals that may or may not be achieved depending on the actual capacity and velocity of the team. Uncommitted objectives are not included in the vote of confidence or the business value assessment. References: PI Objectives - Scaled Agile Framework, SAFe® for Teams - Know Your Role on an Agile Team | Scaled Agile, Exam Study Guide: SP (6.0) - SAFe® Practitioner - scaledagile.com