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The questions for SAFe-SPC were last updated on Apr 21, 2026.
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(Select 2) What factors favor centralized decision-making?
SAFe encourages decentralized decision-making except when:
A: Decisions are infrequent---centralizing avoids redundant local learning.
C: Economies of scale can be achieved---centralized buying or standards reduce cost/complexity.
Fast decision needs (B), high cost of delay (E), and decisions within the authority of those closest to the work (D) all favor decentralization.
SAFe 6.0 Website: Principle #9: Decentralize Decision-Making
SPC 6.0 Guide: ''Centralize infrequent decisions and those enabling economies of scale; decentralize everything else.''
There are two types of Value Streams in SAFe. One is the Operational Value Stream. What is the other?
SAFe defines two types of value streams: Operational Value Streams (which deliver value to the customer) and Development Value Streams (which build the systems and solutions that operational value streams use). Development Value Streams are essential for building the capabilities that operational value streams leverage.
SAFe 6.0, ''Value Streams'' article
SPC 6.0 Guide, ''Thriving in the Digital Age and Business Agility''
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Who is part of the development Value Stream?
A development Value Stream is defined as ''the people and processes that develop solutions used by customers, whether internal or external.'' In SAFe, it's everyone who is involved in building, evolving, and delivering Solutions---this includes business and technical roles, not just engineering.
SAFe 6.0, ''Value Streams'' article
SPC 6.0 Guide, ''Building Solutions with Agile Product Delivery''
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A company is about to launch Agile Release Trains within a Value Stream that consists of 200 people, 90 of whom are in the U.S. working on the system's business logic and databases, and 110 of whom are in India working on the UI front end.
What would be the most effective way to launch?
SAFe recommends organizing ARTs around value and end-to-end functionality, not geography or cost centers. Two distributed ARTs---each cross-functional and capable of delivering end-to-end value---enables global collaboration while preserving Agile principles.
''ARTs should be formed around delivering end-to-end value, even when teams are distributed globally. Organizing by function or geography creates silos and dependencies, undermining flow and agility.''
(Source: SAFe 6.0 Framework: ART Organization; SPC 6.0 Guide, ''Designing the Implementation'')
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What is one aspect of the Lean Governance dimension of Lean Portfolio Management?
Lean Governance is one of the three dimensions of Lean Portfolio Management in SAFe 6.0. Establishing Lean budgets and guardrails is specifically mentioned as a responsibility within Lean Governance, helping organizations align strategy and execution, ensure funding to value streams, and maintain compliance without excess central control.
SAFe 6.0, ''Lean Portfolio Management'' article
SPC 6.0 Guide, ''Exploring Lean Portfolio Management'' module
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