In the Scaled Agile Framework (SAFe®) , Scrum Masters or Team Coaches (SM/TCs) support their teams by making work visible and ensuring transparency around progress and delivery. One of the most effective tools for visualizing team delivery is the Burn-up Chart .

A Burn-up Chart shows progress toward the completion of work over time. It tracks the amount of work completed compared to the total scope, helping teams and stakeholders visualize how close they are to meeting iteration or PI objectives. This visualization enables data-driven discussions, supports predictability, and helps identify delivery risks early.

While other metrics like Cycle Time or Cumulative Flow Diagrams are valuable for measuring flow and efficiency, the Burn-up Chart specifically visualizes delivery progress .

From SAFe guidance:

“Teams use burn-up charts to visualize progress toward the goal and communicate delivery status. They enable transparency and support empirical planning and adaptation.”

Therefore, the correct answer is B. Burn-up chart —it is the primary visualization tool for tracking and communicating team delivery progress.

In SAFe® , Iteration Planning is the event where the team determines how much work they can commit to for the upcoming iteration and aligns on the iteration goal. The recommended first step of Iteration Planning is to establish team capacity .

By identifying the available capacity (in person-days or story points) considering holidays, time off, or other commitments, the team ensures realistic planning and avoids overcommitment. This forms the foundation for selecting appropriate backlog items that fit within available capacity.

From SAFe guidance:

“Iteration Planning starts with establishing the team’s capacity for the upcoming iteration. This ensures that the team commits to a realistic amount of work based on their availability.”

Therefore, the correct answer is D. Establish capacity , as it is the first and most critical step in effective iteration planning.

A servant leader empowers team members to grow by creating opportunities for learning and collaboration. One effective technique is to pair team members together to complete new or unique work . This practice promotes knowledge sharing, builds confidence, and helps develop T-shaped skills , which increase team flexibility and resilience.

Pairing fosters mentorship and shared ownership of outcomes, aligning with SAFe’s emphasis on continuous learning culture and relentless improvement . Instead of assigning rigid development paths or confining people to comfort zones, servant leaders enable self-directed learning and encourage experimentation.

From SAFe guidance:

“Servant leaders grow others by providing opportunities for learning, pairing, and collaboration. They help individuals reach their potential by empowering them to take on new challenges.”

Therefore, the correct answer is A. Pair team members together to complete new or unique work , as this directly supports team member growth and a culture of learning.

Improving flow is a central responsibility of a Scrum Master/Team Coach (SM/TC) in SAFe®. One of the most effective ways to enhance flow is by establishing a Team Kanban board with the team.

A Kanban board visualizes the workflow, showing where work items are in the process and helping teams identify bottlenecks or work-in-progress (WIP) issues. By visualizing flow, the team can inspect, measure, and optimize how work moves from “To Do” to “Done.”

This approach aligns with SAFe’s Principle #6: Visualize and Limit WIP, Reduce Batch Sizes, and Manage Queue Lengths , which promotes smoother, faster delivery and higher predictability.

From SAFe guidance:

“Teams use Kanban systems to visualize work, identify bottlenecks, and optimize flow. Scrum Masters/Team Coaches help teams establish and maintain their Kanban to improve throughput and reduce delays.”

Therefore, the correct answer is B. Work with team members to establish a team Kanban board , as it directly enables better visibility and flow management.

One of the high-performing team characteristics that Team A is demonstrating is using regular feedback loops built into the learning cycle.  A high-performing Agile Team is a cross-functional group of people that have everything, and everyone, necessary to produce a working, tested incr e ment of product 1  They are empowered, collaborative, aligned, and committed to delivering value to the customers and the organization 1  One of the factors that enable a high-performing Agile Team is using regular feedback loops to learn and improve.  Feedback loops are mechanisms that provide the team with information about the outcomes and impacts of their actions, as well as the needs and e x pectations of their customers and stakeholders 2 3  Feedback loops help the team to validate their a s sumptions, measure their progress, and adjust their plans accordingly 2 3  Feedback loops also help the team to foster a culture of experimentation, innovation, and continuous improvement, as well as to increase customer satisfaction and loyalty 2 3  Team A is using regular feedback loops by releasing the functionality with a method for collecting direct customer feedback. This allows them to learn from the actual users of their product, and to incorporate their feedback into the next iteration of development.  This way, they can deliver value faster and more effectively, as well as to enhance the quality and usability of their product 4  

In SAFe® , the Inspect and Adapt (I & A) event is critical for enabling relentless improvement at the Agile Release Train (ART) level. It consists of three parts: the PI System Demo , quantitative and qualitative measurement , and a problem-solving workshop .

An important anti-pattern during I & A is when not enough preparation goes into the quantitative and qualitative measurement section . Without proper preparation—such as collecting team metrics, business value achievement data, and feedback—the event loses its empirical foundation. Teams may focus only on anecdotal issues instead of addressing measurable trends or root causes.

The I & A relies on meaningful metrics to guide discussion, measure performance, and identify systemic improvements. Poor preparation in this section weakens the effectiveness of the event and prevents data-driven decision-making.

From SAFe guidance:

“The I & A event requires preparation of quantitative and qualitative data. Insufficient preparation reduces the quality of the session and limits learning.”

Thus, the correct answer is D. Not enough preparation goes into the quantitative and qualitative measurement section.

According to the SAFe 6 Scrum Master documentation, one of the ways a servant leader can support team members in decision-making is by giving each team member the opportunity to contribute. This means that the servant leader encourages and facilitates the participation of all team members in the decision-making process, ensuring that everyone’s voice is heard and valued. By giving each team member the opportunity to contribute, the servant leader fosters a culture of collaboration, empowerment, and trust, as well as increases the quality and buy-in of the decisions.

One of the recommended practices for Scrum Masters/Team Coaches when facilitating Iteration Review is to begin to consider how and what to demo in Iteration Planning. This helps the team to have a clear vision of the expected outcome and to align their work with the iteration goals. It also facilitates the preparation and execution of the demo, as the team can anticipate the feedback and questions from the stakeholders.

PI Planning is one of the events that aligns teams on a train. PI Planning is a cadence-based event for the entire Agile Release Train (ART) that aligns teams and stakeholders to a shared mission and vision. PI Planning provides an opportunity for the ART to review the business context and priorities, identify and resolve dependencies and risks, and commit to a realistic and achievable plan for the next Program Increment (PI).  PI Planning is essential to SAFe: If you are not doing it, you are not doing SAFe 1  

In SAFe® and Scrum , acceptance criteria define the conditions that must be met for a User Story to be considered complete and accepted by the Product Owner. These criteria clarify how the Story will be validated and serve as the basis for confirming that functionality meets expectations and quality standards.

Acceptance criteria support transparency, alignment, and shared understanding between the team and stakeholders. They guide development, testing, and validation efforts and are essential for achieving the Definition of Done (DoD) .

From SAFe guidance:

“Acceptance criteria define the boundaries and validation conditions of a Story. They ensure the implemented functionality meets the customer’s intent and can be accepted.”

Therefore, the correct answer is A. To identify how the Story can be validated , as this captures the core purpose of acceptance criteria.