safe mortgage loan originator test Intermediate Practice Exam: Medium Difficulty 2025

A large enterprise has many Agile teams delivering independently. Releases are frequent but integration issues and competing priorities are causing delays and rework. Leadership wants faster value delivery without creating a heavyweight PMO. What SAFe approach best addresses this situation first?

During PI Planning, teams commit to multiple features. Mid-PI, a senior leader asks to insert a high-visibility feature that will likely jeopardize existing objectives. As a SAFe leader, what is the best action consistent with SAFe ways of working?

An ART is struggling with long lead times because features wait for approvals and handoffs across component teams. Which change most directly reflects SAFe Principle 'Make value flow without interruptions' while still maintaining governance?

An ART frequently discovers integration problems late in the PI. Teams claim they are 'done' but the system demo shows incomplete end-to-end behavior. Which action best aligns with SAFe principles to improve outcomes in the next PI?

A new ART is being launched. Several teams have dependencies on a small set of database experts who are currently allocated across multiple initiatives. The Release Train Engineer (RTE) wants to reduce risk during initial PIs. What is the best SAFe-aligned approach?

During ART launch, leaders want to ensure teams can deliver a full feature without constant handoffs. However, the organization is structured by components (UI, API, DB). What is the best next step to move toward effective ART execution?

In the first PI of a new ART, teams are overwhelmed by unplanned work (defects, small urgent requests) that disrupts iteration commitments. What is the best SAFe practice to improve predictability while still handling necessary unplanned work?

During PI Planning, teams identify multiple cross-team dependencies that could threaten delivery. What is the best SAFe-aligned way to manage these dependencies throughout the PI?

At the end of a PI, the ART met many story-level goals but business outcomes were weaker than expected. The Inspect and Adapt (I&A) workshop identifies that teams built the right features incorrectly prioritized. What should be improved next PI to better connect execution to outcomes?

A manager in a SAFe transformation continues to assign tasks directly to individual developers and demands status reports instead of attending reviews and demos. Teams are disengaged and avoid raising impediments. What leadership action best supports a Lean-Agile mindset while improving performance?