SASM practice questions
Scaled Agile · SASM · 300 questions
This practice test covers the SAFe Advanced Scrum Master certification exam. Test your knowledge across all domains and topics outlined in the official exam guide.
This course contains the use of artificial intelligence.
About the SASM exam
- Time allowed
- 1 hour
- Questions
- 20
- Passing score
- 80%
- Format
- Web-based, closed book, no outside assistance; multiple choice, single select, timed. The exam is submitted automatically when the timer ends and unanswered questions count as incorrect
Exam details published by the vendor, checked 25 August 2026. Vendors change fees and formats without notice — confirm on the vendor's own page before you book.
Practice Quizzes
Test your knowledge with standard 20-question practice sets.
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Evolving Advanced Scrum Master Role · 36 questions
- The city building-permits portal team still treats the Scrum Master as a people manager who assigns inspection-story owners. How should the Team Coach recast the role?
- After a missed PI Objective on the county tax-assessment ART, council staff ask who “owns” the team. Which accountability belongs to the Scrum Master / Team Coach?
- The municipal transit-fare Team Coach calendar is full of status PowerPoints to the transit board and empty of team events. What should the coach restore first as core role work?
- A clinic-registration team on the public-health immunization-registry ART keeps hitting an enterprise identity-provider blocker no team can fix alone. What should the Team Coach do?
- Product Management asks the parks-reservation Team Coach to write every Team PI Objective so “planning goes faster.” How should the coach respond?
- A new hire thinks the library-consortium digital-services Scrum Master replaces the Release Train Engineer on that ART. What distinction should the coach make?
- One experienced coach is split across the wastewater SCADA team and a lab-LIMS team during early SAFe adoption. What should leadership understand about that design?
- During a 911 CAD/RMS outage, the Team Coach starts approving every pull request “to keep control.” What is the problem with that move?
- An auditor asks what servant leadership looks like day-to-day on the school-district student-information team. Which picture is accurate?
- Finance wants the state DMV-licensing Team Coach to own the capital-budget spreadsheet line by line. What should the coach clarify?
- The city housing-voucher program considers cutting the Scrum Master and letting the Product Owner run standups and retrospectives. Why is that a poor substitute?
- Stakeholders praise the county elections-systems coach for keeping every clerk “100% busy.” How should the coach reframe success?
- The open-data and civic-engagement team never lets anyone but the coach facilitate. What should the Team Coach introduce?
- A developer on the fleet-telematics team asks the coach for the “right” way to split a GPS-replay story. How should the Team Coach respond?
- Trust is low on the water-billing portal team after a shutoff-notice defect. Which coaching attribute should the Team Coach treat as required, not optional?
- The snow-route operations team hides slipped stories until the iteration review. What should the Team Coach promote?
- The fire-inspection scheduling team is “Scrum-only” even though the coach is expected to educate beyond Scrum. What scope should an advanced Team Coach cover?
- Cross-team permit-plan-review dependencies pile up, so the food-safety inspections coach personally tracks every handoff. What should the Team Coach do instead?
- The court case-management team wants a chatbot to write all acceptance criteria so the Product Owner can skip refinement. How should the Team Coach treat the AI?
- A benefits-eligibility team uses a model to auto-split every epic into stories and then treats the output as the plan. What should the Team Coach insist on?
- After three 311-request-system retrospectives, the coach pastes notes into a model and presents the “top three experiments” as decided. What is required instead?
- The recycling-route optimization coach asks a general chatbot for “the SAFe rule” and gets a fabricated event. What should the coach do with that answer?
- Streetlight IoT telemetry including home-adjacent location pings is pasted into a public model to “summarize blockers.” What should the Team Coach stop?
- An emergency-shelter intake team’s retro comments, when summarized by AI, systematically downplay overnight-staff concerns. What should the Team Coach flag?
- Parking-enforcement product teams let a model generate and run the entire iteration-planning agenda unattended. What should the Team Coach reject?
- A business-licensing team coach uses a SAFe-aware assistant to look up Team Kanban guidance before a method conversation. How should the coach treat that lookup?
- Vital-records e-file coaches spend evenings writing status emails, and AI templates cut that admin work. What should they do with the time saved?
- Stormwater GIS coaches adopt AI meeting notes and then spend more time correcting the transcripts than they used to spend writing them. What should they do next?
- Public-works work-order teams start using unsanctioned models because nobody trained the coaches on approved tools. How should the SM/TC respond?
- Animal-control licensing stories include pet-owner addresses in prompt examples for an AI drafting helper. What should the SM/TC coach?
- Community-college enrollment coaches want AI to pre-write PI Planning team-breakout notes so the team can skip talking. What should the SM/TC advise?
- A model recommends that the bridge-inspection team stop pairing “to go faster,” which conflicts with built-in quality. How should the SM/TC treat that advice?
- Public-housing maintenance leadership wants AI-estimated story points treated as the team’s forecast. What should the SM/TC coach?
- Code-enforcement coaches ask for “proven prompts” to draft impediment-escalation notes. What should the SM/TC emphasize?
- Zoning-board workflow coaches generate several facilitation-option agendas with AI. How should they use those options?
- Grants-management Product Owners secretly use AI to rewrite Team PI Objectives without the team. What should the SM/TC coach?
Addressing Conflict · 57 questions
- Two developers on the certificate-of-occupancy team stop talking after a review comment. What behavior should the coach model?
- A Product Owner and a tester on the WIC-appointment team argue over a story. What should the Scrum Master / Team Coach do?
- During a 311 retrospective, a teammate is interrupted whenever they raise operations pain. What conflict-improving behavior should the Scrum Master / Team Coach name?
- The fleet-telematics team uses sarcasm as the default in reviews. What should the coach name instead?
- After a heated PI breakout on the snow-desk ART, the coach forces a "we all agree" close. What should the coach do instead?
- A senior inspector on the food-safety team states positions as if they were facts. What should the Scrum Master / Team Coach coach?
- The emergency-alert team thanks people who bring dissenting data. What should the Scrum Master / Team Coach recognize?
- A coach of the parking-permit team immediately takes sides in a design argument. What should the coach do instead?
- Tempers rise on the jail-visitation team; the coach calls a short pause and returns with a talking-token. How should that be judged?
- The library-fines team only emails long rebuttals after a disagreement. What should the coach do?
- Someone on the ADA-civic-site team admits a mistake in a public review. How should the Scrum Master / Team Coach treat that moment?
- The grants-management team is stuck on a neighborhood award and invokes the consent-and-majority rules they already wrote into their working agreements. What should the Scrum Master / Team Coach treat this as?
- Parks programming is scored on event count while parks maintenance is scored on turf health, and the two teams clash every festival weekend. What source of conflict should the Scrum Master / Team Coach name first?
- Two architects on the property-appraisal system disagree about what the vendor SLA actually requires for overnight batch windows. How should the Scrum Master / Team Coach treat the source?
- The immunization-registry team is arguing pair-programming versus solo work on the next stories. What source should the Scrum Master / Team Coach name first?
- A clerk and a developer on the benefits-portal team clash over whether resident privacy must trump click-through speed. What source of conflict is this?
- Three stormwater teams fight over the only shared GIS specialist's calendar every iteration. What source of conflict should the Scrum Master / Team Coach name?
- Two people on the animal-control team reopen an old interpersonal grievance during refinement of a kennel-capacity story. What should the Scrum Master / Team Coach do about the source?
- Fire RMS and EMS ePCR teams collide every handoff because nobody owns the interface APIs. What source of conflict should the Scrum Master / Team Coach name?
- After a bruising Planning Interval, the elections team is exhausted and snapping in team sync. What source should the Scrum Master / Team Coach consider first?
- Remote and on-site inspectors on the elevator-safety ART distrust each other's "done." What source of conflict should the Scrum Master / Team Coach identify?
- The Product Owner on the housing-voucher team keeps adding "just this one" mid-iteration, and developers erupt. What is the source of the conflict?
- Council members publicly contradict the ART's PI Objectives for the open-data team, and the team starts blaming one another. What should the Scrum Master / Team Coach name as the source?
- Plan-review staff insist on "always more documents" while applicants' advocates insist on "always fewer." How should the Scrum Master / Team Coach apply interest-based problem-solving?
- Two teams on the transit ART each demand the same release window. Dates are the positions; rider communication and rollback safety are the interests. What should the Scrum Master / Team Coach do?
- The Product Owner on the court-payments team ends a design debate by citing rank: "I outrank you, so we ship my version." What should the Scrum Master / Team Coach flag?
- The water-shutoff-notice team splits the difference to half the warning days, and both sides still hate the result. What should the Scrum Master / Team Coach coach next?
- Before generating solutions, the flood-warning team never agrees who is at risk or what legal notice rules apply. What should interest-based problem-solving include?
- A vendor and the city GIS team argue feature-by-feature on the parcel map. What should the Scrum Master / Team Coach do first?
- The school-bus-routing team wants to skip the operations team and escalate a routing dispute to the CIO immediately. What should the Scrum Master / Team Coach coach?
- Paratransit riders need on-time trips and dispatchers need stable routes, and the interests look opposed. What should the Scrum Master / Team Coach look for?
- Someone on the FOIA team says their "interest" is winning the argument about redaction turnaround. How should the Scrum Master / Team Coach clarify "interest"?
- After mapping interests, the solar-permit team still has no next experiment. What should the Scrum Master / Team Coach do?
- A union steward and an engineering manager deadlock on pairing on the wastewater team and ask the coach for a private side deal. What should the Scrum Master / Team Coach do?
- The open-data team treats interest-based problem-solving as "being nice" and is ready to waive a privacy-law constraint to keep the peace. What should the Scrum Master / Team Coach coach?
- The vital-records debate is framed as "developers versus clerks." How should the Scrum Master / Team Coach reframe it?
- After a missed PI Objective on the housing ART, a director says “the testers failed.” How should the Scrum Master / Team Coach reframe the conflict?
- After a 911 outage, operations staff frame the fix as “we need more status meetings.” How should the Scrum Master / Team Coach reframe that request?
- Parks staff treat a method fight as “Kanban people versus Scrum people.” How should the Team Coach reframe the conflict?
- On the building-permits team, pairing is framed as “we go half as fast.” How should the Scrum Master / Team Coach reframe the quality debate?
- A director on the elections team frames dissent about a PI risk as disloyalty. How should the Scrum Master / Team Coach reframe that dissent?
- The housing-voucher team tells the identity-service team “you blocked us.” How should the Scrum Master / Team Coach reframe the dependency?
- Product Management frames language-access stories on the benefits portal as extra cost. How should the Scrum Master / Team Coach reframe that conflict?
- The clinic-scheduling team’s retrospective is framed only as “what went wrong.” What should the Scrum Master / Team Coach add to reframe the event?
- Remote members of the flood-map team frame every schedule slip as on-site privilege. What should the Scrum Master / Team Coach do with that frame?
- The first frame on the meter-replacement team is “this is a personality clash.” What should the Team Coach try first?
- The 311 team’s Scrum Master wants to “just mediate” without looking at source, intensity, or what is at stake. What does conflict analysis require first?
- A low-stakes UI color dispute on the parks reservation site is scheduled as a full-day offsite. How should the Scrum Master / Team Coach match strategy to the conflict?
- Harassment on the shelter-intake team is being treated as a “healthy Agile conflict.” Which strategy should the Scrum Master / Team Coach choose?
- Analysis shows the grants team’s conflict is a structural clash of metrics. What strategy should the Scrum Master / Team Coach pursue?
- Two people on the library-catalog ART need a facilitated conversation; the rest of the train does not. How should the Scrum Master / Team Coach scope the strategy?
- Analysis shows the stormwater teams keep relitigating the same choices because they lack a decision rule. What should the designed strategy include?
- The parking-enforcement team’s coach skips analysis because “we always use the same icebreaker.” What should the Scrum Master / Team Coach do instead?
- The open-data team and the privacy office clash over publishing resident datasets. How should the Scrum Master / Team Coach timebox a strategy for this values conflict?
- The elevator-inspection teams chose a conflict strategy last PI and never checked whether it worked. What should the Scrum Master / Team Coach add?
- A Scrum Master drafts a conflict strategy that secretly steers the housing Product Owner toward a pre-chosen backlog call. What does ethical strategy design require?
- Analysis of a cross-team fight on the transit ART shows labor rules and public-records law are in play, which is beyond the Scrum Master’s depth. What should the strategy include?
Building High-Performing Teams · 84 questions
- The curb-management team waits for the director to assign every parking-sensor story before anyone pulls work. What characteristic of a high-performing team should the SM/TC coach toward?
- The vacant-property registry team is composed entirely of GIS analysts and cannot ship a resident-facing slice without waiting on UX, testing, and a separate web group. What should the SM/TC advocate?
- Tree-inventory developers spend the iteration polishing internal code structure while residents still cannot use the public tree map named in the PI Objectives. What should the SM/TC emphasize?
- After a missed beach-closure alert, teammates hide who skipped the notification check rather than inspect the process. What high-performing-team condition should the SM/TC restore?
- The farmers-market SNAP team closes many stories each iteration, but the work stalls in legal review and residents still cannot apply. How should the SM/TC define team performance?
- Rain-barrel rebate developers ship work but never inspect how they work—no retrospective experiments and no policy tweaks. What characteristic is missing?
- The special-assessment portal team cannot choose a validation message or split a story without a monthly steering committee. What should the SM/TC coach?
- After every playground-inspection defect, staff rotate blame among testers, inspectors, and developers. What should the SM/TC coach as a high-performing-team characteristic?
- The marina-slip reservation team is nice and never disagrees in refinement, so weak designs keep shipping. What should the SM/TC cultivate?
- Bike-share backend developers never talk to the customer-service clerks who hear rider issues. What performance trait should the SM/TC restore?
- The coach of the EV-charging-permit team still estimates every story for them to save time. What should the SM/TC recognize?
- Leaf-collection routing is labeled high performing only because two specialists work weekends to clear the board. What should the SM/TC conclude?
- The ADA-ramp-request team cannot demo because test and demo environments are always broken. What high-performing-team characteristic is missing?
- Cemetery-records staff still wait to be told the iteration goal by a supervisor. What should a high-performing team be able to do?
- The film-permit workflow team has no working agreements about WIP, Done, or how they swarm, and collisions and rework follow. What should the SM/TC establish?
- Noise-complaint casework is handed off through four groups who never sit together and are reassembled each project. What should the SM/TC recommend?
- Historic-preservation reviewers mock developers in Slack after every pull request. Throughput looks fine this week. What should the SM/TC address first?
- The short-term-rental registry team ships slices quickly, but nobody can explain the Product Goal or PI Objectives. What is missing?
- After-hours construction-permit staff cannot raise process issues because leadership says they already decided Scrum. What high-performing-team characteristic should the SM/TC protect?
- The mosquito-control dashboard team is fully staffed but almost never finishes a slice because every story waits on outside GIS and security specialists. What should the SM/TC treat this as?
- Council staff call the graffiti-abatement team high performing because every member attends every ceremony. What should the Scrum Master / Team Coach treat as the real signal of high performance?
- A developer on the 311-multilingual intake team asks, "Should we split this story?" and waits for the coach to prescribe the cut. What should the Scrum Master / Team Coach do?
- During a warming-center reservation team's retrospective, the coach opens with, "Why did you fail again?" What is the problem with that question, and what should replace it?
- The lead-paint-disclosure team is stuck on a vendor API. The coach is tempted to take the laptop and finish the call. What should the Scrum Master / Team Coach do instead?
- The Product Owner on the birth-certificate e-file team asks the coach to declare this iteration's goal so planning can finish faster. How should the Scrum Master / Team Coach respond?
- Closed yes-or-no questions such as "Did you update Jira?" dominate the public-housing-maintenance team's sync. What should the Scrum Master / Team Coach shift toward?
- After a missed culvert-inspection milestone, the coach asks, "What would 'done' look like by Wednesday?" Why is that a powerful question?
- The coach of the hydrant-flushing data team already knows the "right" answer and uses questions as a graded quiz. What should change?
- A quiet tester on the FOG grease-trap reporting team almost never speaks. How should the Scrum Master / Team Coach invite that voice?
- Directors ask the snowplow-GPS coach to "ask better questions so people volunteer for weekends." What should the Scrum Master / Team Coach refuse, and what is the legitimate use of powerful questions?
- The tree-removal-permit team is arguing solutions before anyone agrees on the problem. What powerful question should the Scrum Master / Team Coach ask?
- An intern on the compost-facility scale-house team is stuck. The coach could answer, but wants to build the team's network instead of becoming the hero. What should the Scrum Master / Team Coach ask?
- During PI Planning breakouts for the flood-warning ART, the team coach only asks, "Are you done yet?" What should those questions surface instead?
- The coach talks through 80 percent of a paratransit scheduling team's retrospective. What should the Scrum Master / Team Coach change?
- After a vendor blames the city GIS team for a failed parcel-layer publish, the team spirals into external fault-finding. What should the Scrum Master / Team Coach ask?
- The open-space trail-counter team asks the coach for the "correct" WIP limit. How should the Scrum Master / Team Coach respond?
- After a production incident on the state unemployment-claims portal, some managers want names. What should the Scrum Master / Team Coach ask first?
- A Product Owner keeps stacking the community-college waitlist team's backlog and asks, "Can you add this too?" What should the Scrum Master / Team Coach ask instead?
- The coach of the sharps-disposal map team fires five questions at once during refinement. What should change?
- Field staff on the hydrant-mapping team disagree about what "done" means. What should the Scrum Master / Team Coach ask?
- Leadership wants a laminated script of "powerful questions" read verbatim at every snow-route standup. What should the Scrum Master / Team Coach protect?
- A senior engineer always answers first on the PFAS-sampling LIMS team, and others go quiet. What question pattern should the Scrum Master / Team Coach use?
- Permit plan-check and fire-sprinkler-review teams only "collaborate" in a 90-minute weekly status call. What should the Scrum Master / Team Coach promote instead?
- The 911 CAD team and the RMS team discover a blocking dependency at System Demo. What should the Scrum Master / Team Coach push for next time?
- Benefits and housing-voucher teams share an identity service but have no forum, so their Scrum Master becomes the permanent messenger. What should the Scrum Master / Team Coach set up instead?
- Parks reservations and facilities-maintenance keep emailing blame about double-booked ball fields. What should the Scrum Master / Team Coach do first?
- The RTE asks every Scrum Master on the transit-fare ART to "just coordinate harder" so dependencies stop slipping. What should the Scrum Master / Team Coach prefer?
- Water-billing and customer-assistance (shutoff) teams never share the Team PI Objectives that touch the same resident journey. What should the Scrum Master / Team Coach do?
- The elections ART treats the System Team as an order-taker that only receives tickets after feature teams decide. How should the Scrum Master / Team Coach coach the relationship?
- Two school-information teams are each building a guardian-consent feature without talking. What should the Scrum Master / Team Coach promote?
- The library e-card team refuses to attend ART Sync because "we're fine." What should the Scrum Master / Team Coach do?
- Inspectors and developers on the elevator-inspection ART use different meanings of "done." What should the Scrum Master / Team Coach facilitate?
- Right-of-way permit teams only collaborate when a director orders a full-day offsite. What should the Scrum Master / Team Coach build instead?
- The coach is the only person who talks to the state DMV vendor that several civic teams need. What should change?
- During PI Planning, the flood-map team and the alert-notification team sit in different buildings with no shared board. What should the Scrum Master / Team Coach ensure?
- The 311 and GIS teams share a Component specialist one day a week, and work piles up in an invisible queue. What should the Scrum Master / Team Coach coach?
- Public-health immunization and school-nurse roster teams need to learn a shared data contract. How should they collaborate?
- Coaches on the housing ART never talk except at Inspect and Adapt. What should the Scrum Master / Team Coach use instead?
- A parks IoT team integrates with peer teams only on the last day of the iteration. What should the Scrum Master / Team Coach promote?
- Language-access and 311 teams argue over which backlog holds translation stories. What should the Scrum Master / Team Coach facilitate?
- The wastewater SCADA team never invites plant operators to refinement. What should the Scrum Master / Team Coach do?
- Two civic-broadband teams raise local velocity by delaying a shared fiber-splice window the ART needs. What should the Scrum Master / Team Coach coach?
- After a joint demo of the business-license plus payments slice, neither team records follow-ups. What should the Scrum Master / Team Coach want?
- A director rates the pothole team by hours logged in the time system. How should the Scrum Master / Team Coach assess performance instead?
- The permits team's story-point velocity rose after they inflated estimates. What should the Scrum Master / Team Coach do about using that number as the performance score?
- Leadership wants individual stack-rankings on the elections team. What should the Scrum Master / Team Coach keep as the unit of assessment?
- The shelter-intake team "hits every commitment" by sandbagging Team PI Objectives. How should the Scrum Master / Team Coach read that record?
- Flow time on vital-records requests improved, but production defects spiked. How should the Scrum Master / Team Coach assess the team?
- A new tax-payment team is still forming. How should the Scrum Master / Team Coach assess them relative to a four-year team?
- The only "assessment" of the team is a yearly HR survey that never appears in retrospectives. What should the Scrum Master / Team Coach use instead?
- A director wants a pass/fail competency audit of the GIS parcel-map team. The Scrum Master / Team Coach has measure-and-grow style questions ready. How should those questions be used?
- The 911-dispatch team delivers every iteration, but people are on-call every night and burning out. How should the Scrum Master / Team Coach assess the team's performance?
- Residents still cannot complete a housing-voucher renewal unassisted, but the team closed 40 stories this PI. What should the Scrum Master / Team Coach treat as performance evidence?
- Leadership ranks two teams on the same ART solely by story points after the last PI. How should the Scrum Master / Team Coach respond?
- The food-safety inspection team cut permit wait time after a WIP-limit experiment. A director asks whether that counts as performance. What should the Scrum Master / Team Coach say?
- The coach's assessment of the library-consortium team never includes the team's own view. What should change?
- Predictability on the snow-route team collapsed after a mandate to start every item labeled "priority." How should the Scrum Master / Team Coach interpret the drop?
- The parks tee-time team wants a dashboard of 30 metrics. How should the Scrum Master / Team Coach choose what to measure?
- After Inspect and Adapt, the grants team never checks whether last PI's improvement items actually shipped. What should the Scrum Master / Team Coach include when assessing improvement performance?
- A vendor partner on the court-case ART is treated as outside "our performance." How should the Scrum Master / Team Coach assess value delivery?
- The code-enforcement team looks "slow" this PI because they pulled a large compliance enabler. How should the Scrum Master / Team Coach read the throughput?
- Anonymous pulse notes say the vital-records team fears the Product Owner. How should the Scrum Master / Team Coach treat that data?
- Leadership wants to replace the whole recycling-route team based on one bad PI. How should the Scrum Master / Team Coach respond?
- Assessment results for the civic-engagement open-data team show they need more teaching on refinement. What should the Scrum Master / Team Coach do with that result?
Improving ART Performance · 54 questions
- The building-permits team’s iteration planning is a task-assignment meeting with no iteration goal tied to a resident outcome. How should the Scrum Master / Team Coach drive the event?
- Team sync on the tax-assessment crew has become a 45-minute status report to the coach. How should the Scrum Master / Team Coach redirect the event?
- Backlog refinement for transit-fare stories debates hour estimates and never checks resident value or readiness. How should the Scrum Master / Team Coach use the event?
- The immunization-registry iteration review is a slide deck of “we were busy.” What should the Scrum Master / Team Coach require of the event?
- The parks-reservation team's retrospectives always close with "we should communicate more" and never name an experiment. What should the Scrum Master / Team Coach require so the event produces an outcome?
- Events on the library-consortium team run because the calendar says so, even though no one can name the purpose. How should the Scrum Master / Team Coach respond?
- A wastewater team wants to skip Iteration Review "because Inspect and Adapt is later." What should the Scrum Master / Team Coach do?
- The 911 CAD team plans an Iteration Goal that cannot integrate with RMS this iteration. How should the Scrum Master / Team Coach challenge the plan?
- The student-information team's Iteration Planning ignores Team PI Objectives and starts a disconnected local list. What should the Scrum Master / Team Coach reconnect?
- The DMV-licensing Kanban team is told "outcome-based events" means they must add Scrum-only ceremonies that produce no outcome. What should the Scrum Master / Team Coach keep?
- Housing-voucher refinement never includes the people who talk to residents, so stories keep missing eligibility facts. How should the Scrum Master / Team Coach change the event?
- Elections-systems team events always run over because there is no timebox or parking lot. How should the Scrum Master / Team Coach protect outcome focus?
- Demo feedback on the open-data team is never put on the backlog. What should the Scrum Master / Team Coach close?
- A code-enforcement director wants to replace all team events with a single weekly steering meeting. How should the Scrum Master / Team Coach respond?
- During PI Planning, the fleet-telematics team loads the Innovation and Planning iteration with overflow stories. What should the Scrum Master / Team Coach coach?
- Leadership wants to cancel the Innovation and Planning iteration on the water-billing ART "to catch up." What should the Scrum Master / Team Coach explain?
- The snow-route team sits idle in the Innovation and Planning iteration because nobody facilitated innovation or learning. What should the Scrum Master / Team Coach coach?
- Fire-inspection coaches treat hackathons as optional extras that disappear when stories slip. How should the Scrum Master / Team Coach protect Innovation and Planning?
- The food-safety team uses the Innovation and Planning iteration only to write the Inspect and Adapt slide deck. What should the Scrum Master / Team Coach include?
- A court-case team wants to "keep the factory running" through the Innovation and Planning iteration with the same WIP. What should the Scrum Master / Team Coach use IP for?
- Benefits-eligibility developers never get training because it is "not sprint work." What should the Scrum Master / Team Coach schedule?
- The 311 team's Innovation and Planning iteration is hijacked by production firefighting that was predictable. How should the Scrum Master / Team Coach treat that?
- Recycling-route team members want a Community of Practice day in the Innovation and Planning iteration. How should the Scrum Master / Team Coach respond?
- PI Planning prep for the streetlight ART is crammed into the last afternoon of a delivery iteration. What should the Scrum Master / Team Coach use the Innovation and Planning iteration for?
- Shelter-intake staff are told the Innovation and Planning iteration is "for developers only." What should the Scrum Master / Team Coach include?
- After a slip, the parking-enforcement team feels ashamed to use the Innovation and Planning iteration as a buffer. How should the Scrum Master / Team Coach respond?
- An RTE wants the Scrum Master / Team Coach on the stormwater team to staff the Innovation and Planning iteration like a mini-PI of Features. What stance should the coach take?
- The public-works ART treats Inspect and Adapt as optional if Features shipped. What should the Scrum Master / Team Coach insist?
- Inspect and Adapt for the housing ART is only a System Demo, with no measurement review or problem-solving. What should the Scrum Master / Team Coach name as the full event?
- A library-catalog ART director tells the Scrum Master / Team Coach to skip Inspect and Adapt and email a satisfaction survey instead. What should the coach do?
- Metrics shown at Inspect and Adapt for the elections ART are only hours billed and story points completed. What should the Scrum Master / Team Coach push the ART to review?
- Last PI's Inspect and Adapt improvement stories for the building-permits ART never entered PI Planning. How should the Scrum Master / Team Coach treat those items?
- The PI System Demo on the transit ART is a relay of team-by-team slides instead of working software. What should the Scrum Master / Team Coach insist on as part of Inspect and Adapt?
- A public-health director wants to skip the Inspect and Adapt problem-solving workshop because the ART already knows testers are the issue. What should the Scrum Master / Team Coach protect?
- The wastewater-treatment team stays silent at Inspect and Adapt after being blamed last PI. What should the Scrum Master / Team Coach restore so inspection can happen?
- Only Scrum Masters attend Inspect and Adapt for the 311-service ART. Who should be in the room?
- Inspect and Adapt on the parks ART is consumed by a 90-minute demo, leaving two minutes for improvement. Collaborating with the Release Train Engineer, what should the Scrum Master / Team Coach protect?
- The open-data ART celebrates only green metrics at Inspect and Adapt and hides missed PI objectives. Which move honors the SAFe core value of transparency?
- A new coach on the DMV-licensing team cancels iteration retrospectives, saying Inspect and Adapt now covers all improvement. What should continue?
- Every Inspect and Adapt improvement item from the housing-voucher ART is hire more people. What should the Scrum Master / Team Coach coach the ART toward?
- The Scrum Master / Team Coach of the benefits team tries to run the entire ART Inspect and Adapt as if they were the Release Train Engineer. What is the right stance?
- The problem-solving workshop for the building-permits ART starts with solutions such as buy a new workflow tool. What should the facilitator insist on first?
- Root-cause talk on the housing-intake ART is that people are lazy. How should the Scrum Master / Team Coach redirect the analysis?
- The problem-solving workshop for the water-utilities ART identifies twelve causes and tries to fix all of them this PI. What should the Scrum Master / Team Coach have the group do?
- After the ordinance-review ART finds the root cause is a huge batch of legal review, nobody restates the problem. What should the facilitator do before brainstorming solutions?
- Brainstorming in the transit ART problem-solving workshop is dominated by the director. What facilitation should the Scrum Master / Team Coach use?
- The problem-solving workshop for the archives ART ends with a mural of ideas and no improvement backlog items. What output should the Scrum Master / Team Coach require?
- The chosen problem on the public-works ART is the slogan "our culture." What should the facilitator do?
- After the PI System Demo and measures, the parks ART ignores that evidence and picks a pet peeve. How should the Scrum Master / Team Coach ground problem selection?
- On the 311 ART, two teams want different problems workshopped. How should the facilitator choose which problem to solve?
- Someone on the water-billing ART proposes more status meetings as the Inspect and Adapt countermeasure. How should the coach test that solution?
- Improvement items from the building-permits ART problem-solving workshop have no owners. How should the Scrum Master / Team Coach establish ownership without acting as a people manager?
- The problem-solving workshop for the elections ART becomes a blame circle about the System Team. What should the facilitator do?
- After Inspect and Adapt, the Scrum Master / Team Coach of the civic-engagement team files the notes and never mentions the items in iteration events. What follow-through is required?
Improving Flow · 69 questions
- The 311 citizen-request intake team sees tickets arrive in bursts after storms, making two-week iteration planning feel like theater. What method choice should the SM/TC consider?
- A new permits-plan-review feature team has a relatively stable Feature backlog and benefits from iteration goals, but a director says they should “upgrade” to Kanban because it is more advanced. What should the SM/TC coach?
- The wastewater System Team wants to abandon the ART iteration cadence because they chose Kanban. What should the SM/TC remind them?
- Food-safety inspection leadership mandates that every team must be Scrum, including the after-hours on-call ops group. How should the SM/TC respond?
- A library interlibrary-loan support team has priorities that change daily. What planning implication should the SM/TC highlight?
- Hardware signal-shop staff on the traffic-signal timing ART think choosing Kanban means they no longer write Team PI Objectives. What should the SM/TC coach?
- The paratransit-scheduling team wants to keep Scrum events and add a Kanban board. How should the SM/TC treat that mix?
- A grants-management business team that does not write software is told they “cannot be Agile.” What should the SM/TC explain?
- The emergency-shelter coordinated-entry team flips methods every iteration because a consultant likes novelty. What should the SM/TC coach?
- Lead-service-line inventory field crews have the skills to deliver a slice of value but are organized as a component “GIS-only” group. What should the SM/TC address before celebrating a method choice?
- The FOIA public-records team copies a vendor Kanban board with 14 columns before mapping their real workflow. What should the SM/TC coach them to do first?
- Court e-filing developers want Scrum because they like Sprint Goals, while records clerks on the same labeled “team” want Kanban. What should the SM/TC check first?
- Snow-desk operators fear that choosing Kanban means they can never say no to new requests. What should the SM/TC include in the method?
- The vital-records team is high-performing in Scrum, and a director wants Kanban “because SASM said Kanban is advanced.” What should the SM/TC recommend?
- A municipal-fiber operations team spends most of its capacity on interrupt-driven outage tickets, with only a small enhancement backlog. Leadership still wants every ticket committed as a Scrum story at Iteration Planning. What should the SM/TC coach?
- After choosing SAFe Team Kanban, parks volunteer-management staff ask to skip System Demo because Kanban teams do not demo on a cadence. What should the SM/TC do?
- The animal-shelter licensing team asks the SM/TC to just pick Scrum or Kanban so they can start. How should the SM/TC respond?
- After choosing SAFe Scrum, the bridge-load-rating team still holds every story in a two-month analysis queue before it is called ready. A director says they picked the wrong method. What should the SM/TC emphasize?
- The pothole-311 crew’s work lives in individual inboxes, so nobody can see wait time or how much is in progress. What should the SM/TC start with?
- A permit-inspection team’s board shows only Doing and Done, so legal-review wait never appears. What change should the SM/TC coach?
- Water-meter replacement tickets keep piling in In Progress with no WIP limit. What should the SM/TC introduce first?
- The elections-canvass support board shows WIP limits, but the team pulls past them whenever a new ticket arrives. What should the SM/TC focus on?
- Blocked hydrant-mapping stories sit in Dev as if they were still moving. What should the SM/TC coach the team to do?
- The library hotspot-lending team visualizes only developer tasks, so wait for Product Owner clarification never appears. What should the SM/TC include on the board?
- Storm-debris contractors are tracked on a private spreadsheet the rest of the debris-management team cannot see. What should the SM/TC prefer?
- A zoning-plan-check board lists each reviewer as a column and parks tickets under names. What should the SM/TC redirect the team to visualize?
- The 911-radio-upgrade team copies the ART program board and uses it as their only team board. What distinction should the SM/TC draw?
- Food-pantry eligibility stories jump from Ready to Done whenever staff say they already know, skipping verification columns. What should the SM/TC do with the board?
- Transit-fare testers cannot tell which stories are ready to pull from Dev. What should the SM/TC add?
- After visualizing its workflow, the child-care-license team discovers a giant waiting-on-state-interface queue. Leadership wants a new vendor this week. What is the SM/TC’s first coaching point?
- Parks field-lighting work is on a team board, but expedite stickers cover half the cards. What should the SM/TC coach about classes of service?
- The treasurer tax-payment team wants a polished electronic board before anyone can name the workflow steps. What should the SM/TC prefer?
- Warming-center operations hide after-hours incidents off the board so metrics look good. What should the SM/TC insist on?
- A sidewalk-cafe permit team visualizes only new features and never puts defects or risk work on the board. What should the SM/TC include?
- The civic-broadband install team updates its board only at Friday status. What should the SM/TC want the board to become?
- Housing-maintenance leadership asks how fast the team is and hears only story-point velocity. What measure should the SM/TC introduce for a permit-to-fix slice?
- The clinic-scheduling team starts more work than it finishes each iteration. Which flow signal should the SM/TC use first?
- Street-sweeping route software finishes lots of tiny chores and almost no resident-facing slices. Leadership still hears that the team was busy. What should the SM/TC use?
- A DMV-appointment team’s active time on a request is 4 hours inside a 20-day wait. Which measure should the SM/TC use to make that contrast visible?
- Election-night reporting throughput on a civic results team is high one week and drops to zero the next. Leadership wants to treat the spike as the team's true speed. What should the Scrum Master/Team Coach emphasize?
- The permits portal team's legal-review column is always full, yet developers keep pulling new intake stories. What should the Scrum Master/Team Coach coach the team to do?
- School-bus-routing stories sit in a huge ready pile, and flow time keeps growing. The Product Owner wants bigger estimates to cover the wait. What should the Scrum Master/Team Coach coach?
- A flood-alert messaging team batches every change into a monthly release to be efficient. Residents only learn about mistakes after the batch ships. What should the Scrum Master/Team Coach recommend?
- Vital-records stories ping-pong among a clerk, a developer, and a state vendor, stalling for days at each handoff. How should the Scrum Master/Team Coach improve flow?
- Restaurant-score pages are shown to health officers only after a quarterly review, so the civic app team learns about defects late. What should the Scrum Master/Team Coach push for?
- Developers on the GIS-parcel viewer context-switch across five priority-one items, and nothing finishes. What flow coaching should the Scrum Master/Team Coach apply?
- A legacy change-advisory board must approve every 311-text tweak, so small civic-app copy changes sit for weeks. What should the Scrum Master/Team Coach do?
- Parks tee-time software leadership measures only individual utilization and wants every developer busy. What should the Scrum Master/Team Coach redirect them toward?
- After the solar-permitting team adds WIP limits, throughput dips for several days while wait time starts dropping. A manager calls the experiment a failure. How should the Scrum Master/Team Coach interpret the dip?
- The air-quality-sensor team tracks flow metrics nobody reviews, and the board never changes. What should the Scrum Master/Team Coach do with those measures?
- A director wants a single green/red flow score for the jail-visitation scheduling team. What should the Scrum Master/Team Coach prefer?
- Community-garden plot software shows excellent cycle time on tiny chores and terrible time on resident-facing features. Average cycle time still makes the team look fast. What should the Scrum Master/Team Coach use?
- Certificate-of-occupancy defects are found only in a city-wide UAT week, and rework then blocks the team's flow. What should the Scrum Master/Team Coach coach?
- The benefits portal team skips automated tests to go faster and then drowns in production patches. What should the Scrum Master/Team Coach link to flow?
- Only one specialist can change the parking-meter firmware, so every firmware story waits on that person. What should the Scrum Master/Team Coach coach?
- Stormwater models accumulate hacks because the team says there is no time to refactor, and each new change takes longer. How should the Scrum Master/Team Coach treat refactoring?
- The immunization-registry team has no Definition of Done, so stories marked done fail System Demo and stall the ART. What should the Scrum Master/Team Coach coach?
- Plan-review comments on a civic permitting workflow are written only after code is called complete, causing late rework. What should the Scrum Master/Team Coach coach the team to do?
- A civic 311-app team integrates once per PI, and each merge becomes a multi-day firefight. What should the Scrum Master/Team Coach coach as a flow practice?
- Election-map styling is tested by one clerk on a laptop the night before go-live. What quality-for-flow approach should the Scrum Master/Team Coach want instead?
- Public-comment docket software meets WCAG only if a specialist audits at the end of the PI, which then stalls release. What should the Scrum Master/Team Coach coach?
- The water-quality-report team treats built-in quality as the QA person's job, so developers throw work over the wall. What should the Scrum Master/Team Coach coach toward?
- A vendor library used by the property-appraisal site has no tests, and every upgrade freezes the team. How should the Scrum Master/Team Coach treat that risk?
- Food-inspection mobile app crashes are discovered only when field staff call the help desk. What should the Scrum Master/Team Coach establish?
- Directors on the housing-voucher ART schedule a dedicated hardening iteration at the end of every PI so testers can hunt defects after feature work. What should the Scrum Master / Team Coach do?
- The trails-counter team pairs only when there is extra time, and a review queue piles up at the end of every iteration. What should the SM/TC coach?
- The court-payment team demos every story against mocked payment-gateway and docket integrations, then marks the increment Done. ART System Demo later fails on the real interfaces. What should the SM/TC insist on?
- A records-retention team recodes production defects as new feature stories so velocity stays pretty. What should the SM/TC do?
- After the business-license team adds test automation, flow time drops because fewer items bounce back from verify. Leadership still asks for a count of tools purchased. How should the SM/TC justify the quality investment?
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