Safe Scrum Master Free Sample Questions

The 'Circles of Influence' (or 'Circle of Control') exercise is a powerful coaching tool that helps teams differentiate between areas they can directly control, areas they can influence, and areas that are simply concerns. This technique effectively shifts the focus from blaming external factors to identifying actionable steps within their immediate control or sphere of influence, which is the primary goal of a retrospective.

SAFe Principle #4 emphasizes the importance of integration. Building incrementally is not enough; the increments must be integrated to create a cohesive whole. The problem described—work being 'done' but not integrated—is a classic violation of this principle. Fast, integrated learning cycles mean that teams should be integrating their work frequently (ideally continuously) to identify and resolve issues early, rather than waiting for the System Demo.

This action demonstrates the Scrum Master's role as a coach and servant leader. Instead of escalating or creating workarounds, the first step is to engage directly with the individual to understand the root cause of the problem and offer support.

Creating a working agreement makes expectations explicit for everyone. It's a collaborative way to define how the team and Product Owner will work together, including their respective commitments to events like Backlog Refinement, which addresses the issue systemically.

This action directly addresses the root cause identified in the case study: inconsistent DoD and lack of integration standards. By creating a shared ART-level DoD, all teams align on the quality and integration expectations for their work. This is a systemic solution that promotes Built-in Quality and ensures that 'done' means integrated and tested, preventing the issues seen in the first PI. It is a proactive, collaborative approach that empowers the teams to solve the problem.

The statement is false. The Team Backlog in SAFe contains User Stories, which deliver direct business value, and Enabler Stories. Enabler Stories are used to build the architectural runway, explore requirements, or improve infrastructure, which are necessary to support future business functionality.

In the ROAM (Resolved, Owned, Accepted, Mitigated) process, after a risk is identified and discussed, it must be categorized. For a risk that cannot be immediately resolved, the first step is to assign an 'Owner'. This person is responsible for tracking the risk, escalating it if necessary, and ensuring that mitigation or contingency plans are executed. Assigning an owner ensures accountability and that the risk will not be forgotten after PI Planning.

The IP Iteration serves several purposes, but its primary goals are to provide a regular, cadence-based opportunity for teams to focus on innovation (like hackathons or spikes), continuing education, and preparing for the upcoming PI Planning event. While it can also absorb some PI slippage, treating it as a primary buffer is an anti-pattern. Its main function is to enable relentless improvement and readiness.

Empathy in servant leadership is primarily about understanding others' perspectives, feelings, and motivations. Active, non-judgmental listening is the most direct way to demonstrate this. It builds trust and psychological safety, creating an environment where team members feel heard and respected, which is essential for a high-performing team.

The two main outputs of Iteration Planning are the Iteration Backlog, which is the set of stories the team has pulled from the Team Backlog, and a commitment to the Iteration Goals. The goals provide a coherent summary of the business and technical objectives the team intends to achieve.

The Team Sync is a short, daily meeting for the Agile Team to coordinate their activities and inspect progress toward the Iteration Goals. The team adjusts its plan for the current day’s work and raises any impediments. While this work contributes to the PI Objectives, the immediate focus of the Team Sync is the Iteration Goals.