Scaled Agile SAFe DevOps Practitioner Exam SDP (6.0) SAFe-DevOps Exam Dumps: Updated Questions & Answers (October 2025)

According to the SAFe DevOps Practitioner 6.0 study guide and handbook, Features are prioritized in the ART Backlog in the Synthesize activity of Continuous Exploration. This activity involves creating Solution hypotheses based on customer needs and market research, and then selecting the most promising ones to be implemented in the ART Backlog. The handbook states that "Synthesize is the activity of creating Solution hypotheses based on customer needs and market research, and then selecting the most promising ones to be implemented in the ART Backlog."1 Therefore, Synthesize is where Features are prioritized for continuous delivery.

According to the SAFe DevOps Practitioner 6.0 study guide1, root cause analysis is a technique that helps identify and eliminate the underlying causes of problems or defects in the Solution. Root cause analysis can be used to address impediments to continuous delivery by finding and fixing the root causes of issues such as delays, rework, waste, and errors. Root cause analysis can be performed during various phases of the PI, such as during the Iteration Retrospective, during the management review and problem-solving portion of PI Planning, or during Inspect & Adapt (I&A). However, the most effective time to use root cause analysis is during I&A, which is a significant event held at the end of each PI, where the current state of the Solution is demonstrated and evaluated. Teams then reflect and identify improvement backlog items via a structured problem-solving workshop. The result is a set of improvement backlog items that go into the ART Backlog for the next PI Planning event. Therefore, root cause analysis can help teams address impediments to continuous delivery by improving their performance and quality in the next PI.

According to the SAFe DevOps Practitioner 6.0 study guide and handbook, when development and operations do not collaborate early in the pipeline, surprises are found in deployment that lead to significant rework and delay. This means that the teams may not have a shared understanding of the quality, performance, and security requirements of the Solution, and may encounter issues that were not anticipated or tested. The handbook states that "When development and operations do not collaborate early in the pipeline, surprises are found in deployment that lead to significant rework and delay."1 Therefore, it is important for teams to work together throughout the value stream to ensure continuous delivery.

The main goal of a SAFe DevOps transformation is to align people across the Value Stream to deliver value continuously. A Value Stream is the primary construct for understanding, organizing, and delivering value to the customer. A SAFe DevOps transformation involves applying the CALMR approach (Culture, Automation, Lean flow, Measurement, and Recovery) to the four aspects of the CDP (Continuous Exploration, Continuous Integration, Continuous Deployment, and Release on Demand). By doing so, the organization can achieve the following benefits: faster time-to-market, higher quality, lower costs, better customer satisfaction, and improved employee engagement5

Culture is a core DevOps principle. DevOps is not only a set of technical practices, but also a mindset and a culture that supports the integration, automation, and collaboration needed to effectively develop and operate a solution. DevOps culture is based on the following values and behaviors:

Shared responsibility – DevOps culture fosters a sense of shared ownership and accountability for the entire solution lifecycle, from ideation to operation. Development and operations teams work together, not only to help each other, but also to ensure that the overall organization succeeds. DevOps culture eliminates the blame game and the silo mentality, and encourages mutual trust and respect among all stakeholders.

Continuous learning – DevOps culture promotes a culture of continuous learning and improvement, where teams are constantly seeking feedback, experimenting with new ideas, and learning from failures. DevOps culture embraces a growth mindset, where teams are not afraid to try new things, challenge the status quo, and learn from their mistakes. DevOps culture also supports a learning organization, where teams share their knowledge and best practices, and leverage the collective intelligence of the whole enterprise.

Customer focus – DevOps culture emphasizes the importance of delivering value to the customer, and aligning the solution to the customer needs and expectations. DevOps culture applies customer-centric and design thinking approaches, such as personas, empathy maps, and customer journeys, to understand and empathize with the customer problems and desires. DevOps culture also validates the assumptions and hypotheses about the customer value proposition, by collecting and analyzing data and feedback from the customer.

Automation – DevOps culture leverages automation to improve the efficiency, quality, and reliability of the solution delivery process. DevOps culture applies automation to various aspects of the Continuous Delivery Pipeline, such as testing, integration, deployment, monitoring, and security. DevOps culture also uses automation to reduce manual work, eliminate human errors, and accelerate feedback loops5

The purpose of Value Stream Mapping is to create an action plan for continuous improvement. This tool is used to visually map the flow of steps, delays, and information required to deliver a product or service from start to finish. By identifying and understanding these elements, organizations can pinpoint inefficiencies and areas for improvement in their processes, ultimately leading to enhanced performance and value delivery.

Innovation accounting stresses the importance of avoiding vanity metrics. Vanity metrics are metrics that look good on paper but do not reflect the true value or impact of an innovation. Examples of vanity metrics include the number of downloads, page views, followers, or likes, which may not indicate whether the users are actually engaged, satisfied, or loyal to the product or service. Vanity metrics can be misleading, deceptive, or irrelevant, and can cause the enterprise to waste time and resources on pursuing the wrong goals or strategies. Innovation accounting, on the other hand, is a term coined by Eric Ries in his book The Lean Startup, which describes a process of measuring and learning from the outcomes of innovation experiments. Innovation accounting involves defining the hypothesis, building the minimum viable product (MVP), and evaluating the results using actionable metrics. Actionable metrics are metrics that demonstrate the cause and effect relationship between the actions taken and the outcomes achieved. Examples of actionable metrics include the conversion rate, retention rate, revenue per customer, or customer satisfaction score, which can indicate whether the product or service is delivering value to the customer and the enterprise. Actionable metrics can help the enterprise to validate or invalidate the hypothesis, and to decide whether to pivot or persevere with the innovation78

The first two actions for visualizing the current state of the Continuous Delivery Pipeline are to identify the steps and the people. The Continuous Delivery Pipeline (CDP) represents the workflows, activities, and automation needed to guide new functionality from ideation to an on-demand release of value. The CDP consists of four aspects: Continuous Exploration (CE), Continuous Integration (CI), Continuous Deployment (CD), and Release on Demand. Visualizing the current state of the CDP helps the organization to understand the flow of value, measure the performance, and identify the improvement opportunities. To visualize the current state of the CDP, the first two actions are to identify the steps and the people involved in each aspect of the CDP. The steps are the activities and tasks that are performed to deliver value, such as ideation, development, testing, deployment, and release. The people are the roles and responsibilities that are involved in each step, such as product owners, developers, testers, operations, and security. Identifying the steps and the people helps to create a value stream map of the CDP, which is a visual representation of the end-to-end delivery process

According to the SAFe DevOps Practitioner 6.0 study guide1, one of the benefits of DevOps is better alignment between strategy and execution. DevOps is a mindset, culture, and set of technical practices that supports the integration, automation, and collaboration needed to effectively develop and operate a solution. DevOps helps break down organizational silos and develop a Continuous Delivery Pipeline (CDP) — a high-performance innovation engine capable of delivering market-leading solutions at the speed of business. By aligning strategy and execution, DevOps enables teams to deliver value to customers faster and more reliably, as well as to adapt to changing market conditions and customer needs. Therefore, better alignment between strategy and execution is one of the benefits of DevOps.

According to the SAFe DevOps Practitioner 6.0 study guide1, the Continuous Delivery Pipeline (CDP) represents the workflows, activities, and automation needed to guide new functionality from ideation to an on-demand release of value. The CDP consists of four aspects: Continuous Exploration (CE), Continuous Integration (CI), Continuous Deployment (CD), and Release on Demand. The CDP enables organizations to deliver new functionality to users far more frequently than traditional processes. The first step in the CDP is Continuous Exploration, which focuses on creating alignment on what needs to be built. In CE, design thinking ensures the enterprise understands the market problem or customer need and the solution required to meet that need. It starts with a hypothesis of something that will provide value to customers. Therefore, an idea marks the beginning of the CDP in CE.