SSM Exam Dumps - SSM (6.0) - SAFe Scrum Master Practice 6.0

One benefit of holding regular system demos is that execution can be measured across the whole ART. A system demo is a significant event that provides an integrated view of new Features for the most recent Iteration delivered by all the teams in the Agile Release Train (ART). Each demo gives ART stakeholders an objective measure of progress during a Program Increment (PI). The system demo offers the ART a fact-based measure of current, system-level progress within the PI. It’s the true measure of ART velocity and progress. Achieving this requires implementing the scalable engineering practices necessary to support Continuous Integration across the ART. By holding regular system demos, the ART can evaluate the quality, functionality, and usability of the solution, as well as identify and resolve any issues, risks, or dependencies. The system demo also provides an opportunity for feedback and learning from the customers, Business Owners, and other stakeholders, which can help the ART to align with the vision and goals, and to adapt to changing needs and expectations.

The Team Sync (or Daily Stand-up) in SAFe® is a short, focused, timeboxed event that allows the team to align on progress toward iteration goals, identify impediments, and plan the next 24 hours.

The meeting promotes transparency and collaboration, ensuring that all team members are aware of progress and issues that could affect delivery. It also reinforces self-management by allowing the team to adapt plans daily based on new information.

From SAFe guidance:

“The Team Sync allows team members to align on progress toward iteration goals, discuss impediments, and adjust their plans to stay on track.”

Thus, the correct answer is A. The team aligns on the progress of Iteration Goals, as it captures the event’s primary intent.

Without DevOps, organizations often face significant disconnects between development and operations teams. In traditional setups, developers build the software and then “hand it off” to operations teams for deployment and maintenance. This siloed approach creates delays, quality issues, and feedback gaps.

DevOps bridges this divide by integrating development and operations into a continuous delivery pipeline that promotes automation, collaboration, and shared responsibility for outcomes. SAFe emphasizes DevOps as a key enabler of the Continuous Delivery Pipeline, ensuring faster delivery of value, higher quality, and improved customer satisfaction.

From SAFe guidance:

“Without DevOps, organizations experience challenges between teams that build solutions and those who operate them. DevOps practices close this gap, fostering collaboration and accelerating the flow of value.”

Therefore, the correct answer is B. Challenges between teams that build Solutions and those who operate the Solutions.

According to the SAFe 6 Scrum Master documentation, one of the important attendees to the PI System Demo is the Business Owners. Business Owners are a small group of stakeholders who have the primary business and technical responsibility for governance, compliance, and return on investment (ROI) for a Solution developed by an Agile Release Train (ART). They are key stakeholders on the ART who must evaluate fitness for use and actively participate in certain ART events. The PI System Demo provides them an opportunity to see the integrated view of new features delivered by the ART, give feedback, and influence the future direction of the solution.

The CALMR approach to DevOps in SAFe® stands for Culture, Automation, Lean Flow, Measurement, and Recovery. It represents the foundational mindset required to achieve continuous delivery and operational excellence.

The “C” in CALMR stands for Culture, which emphasizes building a culture of shared responsibility between development, operations, and business teams. This shared responsibility ensures alignment, collaboration, and a collective focus on delivering value rather than working in silos.

From SAFe guidance:

“DevOps is founded on a culture of shared responsibility for the delivery of value, encouraging collaboration across all roles and reducing handoffs.”

Therefore, the correct answer is B. Create a culture of shared responsibility, as it reflects the first and most essential principle of the CALMR approach.

According to SAFe®, Agile Teams should maintain 2–3 iterations’ worth of refined Stories in their team backlog. This ensures a steady flow of ready work without excessive upfront planning, preserving adaptability while avoiding delays caused by unrefined items.

Maintaining this level of refinement allows the team to respond effectively to changing priorities, dependencies, or feedback from stakeholders while ensuring that upcoming iterations are well-prepared. Refinement sessions are typically ongoing and collaborative, focusing on breaking down larger items into ready Stories with clear acceptance criteria.

From SAFe guidance:

“Teams continuously refine their backlog to maintain 2–3 iterations of ready stories. This supports continuous flow and readiness for iteration planning.”

Therefore, the correct answer is B. 2–3 Iterations of refined Stories.

One practice Scrum Masters/Team Coaches can use to facilitate conflict management is to enforce working agreements. Working agreements are a set of guidelines that define how a team wants to work together, communicate, and collaborate. They are created by the team members themselves and reflect their shared values, norms, and expectations. Working agreements can help prevent or reduce conflicts by establishing clear boundaries, roles, and responsibilities, as well as by promoting respect, trust, and transparency among team members. Working agreements can also help resolve conflicts by providing a common reference point and a framework for constructive feedback and dialogue. Scrum Masters/Team Coaches can support the team in creating, reviewing, and updating their working agreements, as well as in holding each other accountable for following them.

The key benefit of transitioning from Waterfall to Agile delivery is the ability to deliver value to customers earlier and more frequently.

Traditional waterfall approaches deliver value only at the end of long development cycles, increasing risk and reducing adaptability. In contrast, Agile uses iterative and incremental delivery, allowing teams to release small increments of working solutions regularly. This provides faster feedback loops, improves responsiveness to change, and enhances customer satisfaction.

From SAFe guidance:

“Agile delivery enables teams to deliver value continuously and early, ensuring that customer feedback can be incorporated to improve outcomes and minimize risk.”

Therefore, the correct answer is C. Ability to deliver value to customers earlier, as this encapsulates one of the main advantages of Agile over waterfall.