Free SSM 6.0 Practice Questions – 2026 Updated

One example of an Agile Team development practice is to demo working functionality frequently to

the product owner and other stakeholders. This practice helps the team to get fast feedback, validate

their assumptions, and ensure that they are delivering value that meets the customer needs and

expectations. Demoing frequently also helps the team to improve the quality of their work, as they

have to ensure that the functionality is tested and meets the definition of done before showing it to

others. Demoing frequently is part of the SAFe Scrum and SAFe Team Kanban practices, and is done

at the end of each iteration in the Iteration Review event.

Reference:

Iteration Review - Scaled Agile Framework

SAFe Team Kanban - Scaled Agile Framework

Agile Teams - Scaled Agile Framework

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. (Must be taken from SAFe

6 Scrum Master resources)

Reference:

System Demo

[Business Owners]

Backlog Refinement is the Agile Team event where team members estimate relative story

sizes. Backlog Refinement is an ongoing process where the team collaborates with the Product

Owner and other stakeholders to review, split, prioritize, and estimate the stories in the Team

Backlog1 One of the main objectives of Backlog Refinement is to ensure that the stories are ready for

Iteration Planning, which means they are clear, feasible, testable, and small enough to be completed

in a single iteration2 To achieve this, the team uses relative story sizing, which is a technique to

compare the effort, complexity, and uncertainty of different stories based on a common reference

point3 Relative story sizing helps the team to create a consistent and shared understanding of the

scope and value of the work, as well as to optimize the flow and predictability of the delivery

process4 The team can use various methods to estimate relative story sizes, such as story points, T-

shirt sizes, or Fibonacci numbers35 (Must be taken from SAFe 6 Scrum Master resources)

Reference:

Team Backlog - Scaled Agile Framework

Backlog Refinement - Scaled Agile Framework

Story - Scaled Agile Framework

How to Estimate Agile Stories: Introducing Relative Sizing - LeanDog

Why Your Agile Team Should Use Relative Story Point Estimation

One benefit of PI Planning is that it allows for faster decision-making by bringing together all the

members of the Agile Release Train (ART) and the relevant stakeholders in a face-to-face (or virtual)

event. PI Planning provides an opportunity for the ART to align on a common vision and mission,

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). By having everyone involved in

the planning process, the ART can leverage the collective knowledge and expertise of the

participants, reduce ambiguity and uncertainty, and make informed and timely decisions that

support the delivery of value to the customers. (Must be taken from SAFe 6 Scrum Master resources)

Reference:

PI Planning - Scaled Agile Framework

Planning Interval (PI) - Scaled Agile Framework

Preparing for PI Planning | Checklist for Scrum Masters and Product …

Scrum Master - Scaled Agile Framework

Scrum Master role in PI Planning - ValueGlide

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. (Must be taken

from SAFe 6 Scrum Master resources)

Reference:

Scrum Master/Team Coach

The Power of Shared Decision-Making through Servant-Leadership

The Scrum Master as a Servant-Leader

According to the SAFe 6 Scrum Master documentation, the type of work that should fit into one

Iteration for one team is a Story. A Story is a short description of a small piece of functionality that

provides value to the customer or stakeholder. Stories are derived from Features, which are larger

units of value that typically span multiple Iterations. Stories are also decomposed into Tasks, which

are the specific activities that the team members perform to implement the Story. Stories are the

primary backlog items that the team plans, estimates, and delivers in an Iteration. They are also the

basis for defining and committing to the Iteration goals. Stories should be small enough to be

completed within one Iteration, and they should meet the definition of ready and the definition of

done. (Must be taken from SAFe 6 Scrum Master resources)

Reference:

Stories

Features

Tasks

Iteration Planning

According to the SAFe 6 Scrum Master documentation, one of the ways teams can use Iteration

planning to stay aligned on their work is by committing to a set of goals to be delivered. Iteration

goals are a summary of the business and technical outcomes that the team intends to achieve in the

Iteration. They are based on the stories selected from the team backlog, the team’s capacity, and the

acceptance criteri

a. By committing to a set of goals, the team creates a shared understanding of the purpose and scope

of the Iteration, as well as the expected value and quality. The team also aligns with the ART vision

and objectives, and communicates their commitment to the stakeholders and customers. Iteration

goals help the team to stay focused, motivated, and accountable throughout the Iteration. (Must be

taken from SAFe 6 Scrum Master resources)

Reference:

Iteration Planning

Iteration Goals

Scrum Master/Team Coach

One way to ensure a team is holding successful iteration reviews and demos is to have the team

demo working, tested system components that meet the definition of done (DoD). This shows the

team’s progress and value delivery, and allows them to receive feedback from the product owner

and other stakeholders. The team should minimize the use of slides and the preparation time for the

demos, and focus on the solution instead of the presentation. The team should also discuss the

impact of the current solution on the nonfunctional requirements (NFRs) and identify any risks or

impediments.

Reference:

Iteration Review - Scaled Agile Framework

Exam Study Guide: SSM (6.0) - SAFe® Scrum Master

One Iteration Retrospective anti-pattern is when the team only brings up issues that are outside of

their control to address, such as organizational policies, external dependencies, or stakeholder

expectations. This can lead to frustration, helplessness, and cynicism among the team members, as

well as a loss of focus on their own improvement opportunities12 (Must be taken from SAFe 6 Scrum

Master resources)

Reference:

Iteration Retrospective - Scaled Agile Framework

21 Sprint Retrospective Anti-Patterns | Scrum.org

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 SAFe1 (Must be taken from SAFe 6 Scrum Master resources)

Reference:

PI Planning - Scaled Agile Framework

Planning Interval (PI) - Scaled Agile Framework

Preparing for PI Planning | Checklist for Scrum Masters and Product …

Scrum Master - Scaled Agile Framework

SAFe® 6.0 Scrum Master Certification (SSM) Course - Vinsys