SAFe Agilist · Scaled Agile · Lean-Agile Leaders · Bank updated 2026-09-12
SAFe Agilist practice questions: Lean-Agile Leaders
5 free questions from 27 on this area · answer and explanation for each · no sign-up
These 5 questions come from the Lean-Agile Leaders section of our SAFe Agilist bank (27 questions on this area, which carries 30% of the real exam). Every question is original, with the correct answer explained and linked to the source it is drawn from.
1/5 · Lean-Agile Leaders · easy
The CALMR approach guides leaders in adopting DevOps within SAFe. What does the CALMR acronym stand for?
ACollaboration, Agility, Learning, Metrics, Release
BContinuous integration, Automation, Lean, Monitoring, Retrospectives
CCulture, Alignment, Lean flow, Metrics, Reliability
DCulture, Automation, Lean flow, Measurement, Recovery
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2/5 · Lean-Agile Leaders · hard
An ART's individual teams consistently meet their own Iteration goals, yet the overall Solution regularly misses its Program Increment objectives due to integration problems. Applying SAFe Principle #2, 'Apply systems thinking,' a leader should primarily focus on which action?
AAnalyze and optimize the flow of value across the entire system-of-interest — teams, ART, and Solution levels — rather than optimizing individual teams in isolation
BDirect coaching resources exclusively toward the team reporting the most defects
CApply more pressure on the lowest-performing team to increase its individual velocity
DAdd more teams to the ART without changing how work, dependencies, or organizational boundaries are structured
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3/5 · Lean-Agile Leaders
A leader wants to reduce friction between Development and Operations during releases. Which action best reflects the 'Culture' element of the CALMR approach to DevOps?
AAdd more production monitoring dashboards for the Operations team
BAutomate the deployment pipeline to remove manual steps
CReduce release frequency so Operations has more time to prepare for each release
DFoster shared responsibility and collaboration between Development and Operations instead of a 'throw it over the wall' mentality
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4/5 · Lean-Agile Leaders
Several Agile Teams on an ART have started experimenting with new engineering practices on their own initiative, and some of the experiments fail. A leader focused on 'Growing an Agile Culture' should primarily do what?
ATreat the failed experiments as valuable learning, share the lessons openly, and encourage continued experimentation within reasonable guardrails.
BRequire every experiment to demonstrate positive ROI in advance before teams may attempt it.
CRestrict all future experimentation to changes pre-approved by Value Stream leadership.
DQuietly discourage the teams from experimenting again to avoid repeat failures.
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5/5 · Lean-Agile Leaders · hard
An organization has automated its build and deployment pipeline extensively, yet Dev and Ops teams still blame each other whenever a release fails, and knowledge is not shared across silos. Which CALMR dimension is most clearly lacking, and what leadership action would primarily address it?
AAutomation is lacking; the leader should invest in additional pipeline tooling.
BCulture is lacking; the leader should foster a collaborative, shared-responsibility mindset between Dev and Ops, including blameless retrospectives and cross-functional collaboration.
CMeasurement is lacking; the leader should add more dashboards tracking deployment frequency.
DRecovery is lacking; the leader should invest solely in faster rollback scripts.
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