Scaled Agile SAFe 6 Agilist - Leading SAFe (SA) (6.0) SAFe-Agilist Exam Dumps: Updated Questions & Answers (October 2025)

From the “Leading by Example” section:

“Leaders model desired professional and ethical behaviors… They live SAFe’s Lean-Agile Mindset, values, principles, and practices.”

Attributes include insatiable learning, courage, and emotional competence.

The workbook details:

“At the end of PI Planning, teams vote on confidence using the Fist of Five method. A score of 3 or above signals commitment.”

Conducting a PI planning event is an example of applying cadence and synchronization in SAFe. Cadence is a regular and predictable pattern of events that provides a rhythm for development. Synchronization is the alignment of multiple perspectives and activities within a cadence. PI planning is a two-day event that occurs at the beginning of every Program Increment (PI), which is typically an 8-12 week timebox. PI planning brings together all the teams in an ART to align on a common vision, identify dependencies, plan features, establish objectives, and commit to a plan for the next PI. References: Develop on Cadence; Release on Demand, PI Planning

Design thinking is a method that provides a continuous understanding of the target market. Design thinking is a human-centered approach to problem-solving that involves empathy, ideation, experimentation, and implementation. Design thinking helps teams discover the real needs and desires of their customers, generate innovative solutions that address those needs, validate their assumptions through fast feedback loops, and deliver value that delights their customers. Design thinking helps teams achieve the core competency of Customer Centricity in SAFe. References: Customer Centricity, Design Thinking

The Lean Budget Guardrails defined in SAFe include "Guiding investments by horizon" as one of the main components. This ensures strategic alignment and responsible use of funds.

“Fund Value Streams; Lean budgets and Guardrails… Value Stream budgets adjusted dynamically…”

Uncommitted objectives are counted when calculating load. Load is a measure of how much work a team can realistically accomplish in a PI. Load is calculated by adding up the story points of all the committed and uncommitted objectives of a team. Committed objectives are SMART goals that reflect the value that each team intends to deliver in a PI with high confidence. Uncommitted objectives are stretch goals that reflect additional value that each team may be able to deliver in a PI if they have extra capacity or time. Uncommitted objectives are not included in the commitment or the business value scoring, but they are included in the load to account for their potential impact on team capacity. References: PI Planning, Team PI Objectives

Under the “Team and Technical Agility” competency, the workbook details:

“Built-in Quality ensures that every element and increment of the solution reflects quality standards throughout development.”

This competency supports Agile practices such as pairing, automation, and Definition of Done to embed quality at every level.

Source: 01 Workbook SA (6.0).pdf, Pages 3-13 to 3-15

Decisions that deliver large and broad economic benefits are the type of decisions that should remain centralized even in a decentralized decision-making environment. Decentralized decision-making is a principle and practice that empowers individuals and teams to make decisions about their work without excessive interference or control from others. Decentralized decision-making fosters autonomy, agility, innovation, and ownership among knowledge workers. However, some decisions are better made centrally by those who have more authority, information, or expertise. These include decisions that affect the whole enterprise or portfolio, such as strategy, vision, budgeting, governance, compliance, etc. References: SAFe Lean-Agile Principles, SAFe Principle #9

Comprehensive and Detailed Explanation From Exact Extract:

The System Team is a specialized Agile team that:

Builds and maintains development environments

Provides infrastructure and tooling support

Supports continuous integration (CI), test automation, and system-level testing

Helps ARTs integrate and validate their work

This makes the System Team the correct answer.

(Source: Scaled Agile Framework – System Team)

Forming a strategic vision is one key to leading a successful change. A strategic vision is a clear and compelling statement that describes what the organization wants to achieve in the future. A strategic vision helps leaders communicate the purpose, direction, and benefits of the change to all stakeholders, inspire them to embrace the change, align their actions with the desired outcomes, and measure their progress and success. References: Lead by Example, Lead the Change, SAFe Implementation Roadmap