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Scaled Agile SAFe-SPC Exam Syllabus Topics:

Topic	Details
Topic 1	Becoming a Lean Agile Leader: This section of the exam measures skills of the Team Leader and focuses on the mindset required to lead with Lean Agile values. It explains the Lean Agile mindset, reviews SAFe core values, and presents SAFe principles in simple and practical terms. Lesson 2 helps leaders understand how their actions influence team culture and continuous improvement.
Topic 2	Establishing Team and Technical Agility: This section of the exam measures skills of the Agile Practitioner and introduces the characteristics of cross functional Agile teams. It explains the importance of built in quality and describes how Agile Release Trains are organized around the flow of value. Lesson 3 emphasizes the ability of teams to deliver reliable outcomes through technical discipline.
Topic 3	Designing the Implementation: This section of the exam measures skills of the Release Train Engineer and covers the steps for designing a SAFe implementation. It introduces the identification of value streams and Agile Release Trains and describes how to create an implementation plan. Lesson 9 shows how structure and planning support a smooth transformation process.
Topic 4	Enhancing the Portfolio: This section of the exam measures skills of the Enterprise Architect and addresses the scaling of value delivery. It discusses launching additional ARTs and value streams, strengthening enterprise solution delivery, and improving portfolio operations. It also reviews Lean governance and the ongoing work of LPM implementation. Lesson 12 focuses on expanding organizational capability.
Topic 5	Coaching ART Execution: This section of the exam measures skills of the Agile Coach and covers coaching the train and the teams during execution. It explains the value of continuous improvement and presents the Inspect and Adapt process in a simplified manner. Lesson 11 reinforces how coaching improves team performance and overall ART outcomes.
Topic 6	Leading the Change: This section of the exam measures skills of the Change Leader and focuses on guiding transformation. It reviews how to lead by example, how to lead organizational change, and how to apply the SAFe implementation roadmap. Lesson 6 provides a simple view of the leadership behaviors needed to support enterprise level change.
Topic 7	Building Solutions with Agile Product Delivery: This section of the exam measures skills of the Product Owner and focuses on delivering customer centric value. It explains design thinking, backlog prioritization, and program increment planning in a clear manner. It also covers developing on cadence and releasing on demand, followed by an overview of the continuous delivery pipeline with DevOps. Lesson 4 guides learners on building solutions that align with user needs.
Topic 8	Launching an Agile Release Train: This section of the exam measures skills of the Scrum Master and focuses on the activities required to launch an Agile Release Train. It explains the preparation work, the training of teams, and the launch activities that bring the ART to life. Lesson 10 emphasizes readiness and alignment between teams.
Topic 9	Thriving in the Digital Age and Business Agility: This section of the exam measures skills of the Agile Team Member and covers the foundations of thriving in a digital environment. It introduces how SAFe functions as an operating system for Business Agility and highlights the essential core competencies needed for modern enterprises. Lesson 1 guides learners on how organizations adapt, innovate, and remain competitive in fast changing markets.

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Scaled Agile SAFe Practice Consultant SPC (6.0) Sample Questions (Q97-Q102):

NEW QUESTION # 97
(Select 2) What would you examine when identifying Value Streams in an enterprise moving to SAFe?

A. The current products which the company sells.
B. The number of ARTs which would be contained in the Portfolio.
C. The project cost accounting procedures in place.
D. The internal departments which are supported.

Answer: A,D

NEW QUESTION # 98
(Select 4) What are legitimate examples of management as an enabling function, rather than as top-down control?

A. Creating an environment of mutual influence.
B. Developing skills and career paths for team members.
C. Assigning team members to handle external dependencies.
D. Working with other departments to establish better communication among teams.
E. Assigning backlog items to team members.
F. Communicating the Solution Vision with the teams.
G. Creating work breakdown structures.

Answer: A,B,D,F

Explanation:
SAFe emphasizes enabling leadership over command-and-control. Legitimate enabling functions include:
B: Communicating vision helps teams align without dictating execution.
C: Facilitating cross-team communication removes barriers, enabling team success.
F: Developing skills and career paths grows team capability and autonomy.
G: Creating mutual influence supports empowerment and innovation.
Options A, D, and E are examples of directive, top-down control-antithetical to Lean-Agile leadership.
References:
SAFe 6.0 Website: Lean-Agile Leadership
SPC 6.0 Guide: "Lean-Agile leaders enable, coach, and develop teams instead of directing their work."

NEW QUESTION # 99
In SAFe, who owns the Vision for a PI?

A. Scrum Master
B. Product Owner
C. Product Management
D. COE
E. Business Owners

Answer: C

Explanation:
In SAFe, Product Management is responsible for defining and communicating the Vision for the Agile Release Train (ART) and each Program Increment (PI).
The Vision describes the current and future state of the solution and helps align all teams in the ART towards the same objectives. Product Owners support and refine this vision but do not own it.
References:
SAFe 6.0 Website: Vision
SAFe 6.0 Website: Product Management
SPC 6.0 Guide: "Product Management has primary responsibility for the Program Backlog and PI Vision."

NEW QUESTION # 100
Which option should be the next Agile Release Train (ART) to launch to leverage the full flow of value?

A. The next train to volunteer
B. A train in a different portfolio
C. A train in a different value stream
D. A train in the same value stream

Answer: D

Explanation:
To maximize the flow of value, SAFe recommends launching the next ART in the same value stream. This approach builds synergy, enables better integration, and accelerates end-to-end value delivery by reducing cross-ART dependencies and optimizing flow within the value stream.
References:
SAFe 6.0, "Designing the Implementation" (Selecting Next ARTs)
SPC 6.0 Guide, "Designing the Implementation"

NEW QUESTION # 101
What are the primary responsibilities of Program Portfolio Management (PPM)?

A. Governance, investment funding, product strategy.
B. Program management, stakeholder management, PI Planning.
C. Governance, strategy and investment funding, program management.
D. Lightweight business case, Epic specification workshop, Budget allocation.

Answer: C

Explanation:
Program Portfolio Management (now commonly referred to as Lean Portfolio Management in SAFe 6.0) is accountable for:
Strategy and Investment Funding: Ensuring the portfolio's investments align with the enterprise's business strategy.
Agile Portfolio Operations (Program Management): Supporting program execution, including coordination and support across value streams.
Governance: Assuring compliance, monitoring progress, and evaluating outcomes.
SAFe 6.0 documentation emphasizes these three pillars as the core responsibilities of LPM/PPM.
Option D omits program management, while B and C list activities or deliverables but not the full scope of responsibilities.
References:
SAFe 6.0 Website: Lean Portfolio Management
SPC 6.0 Guide: "Strategy and Investment Funding, Agile Portfolio Operations, and Lean Governance are the primary responsibilities of Lean Portfolio Management."

NEW QUESTION # 102
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