Scrum SSM Practice Exams
Last updated on Oct 21,2026- Exam Code: SSM
- Exam Name: SAFe 5 Scrum Master (SSM) 6.0
- Certification Provider: Scrum
- Latest update: Oct 21,2026
Question #31
What is one Scrum value that can help Agile Teams create transparency?
- A . Persistence
- B . Respect
- C . Communication
- D . Empathy
Correct Answer: B
B
Explanation:
Respect is one of the five Scrum values that can help Agile Teams create transparency. Respect means that team members value each other’s opinions, skills, and contributions, and treat each other with dignity and professionalism. Respect also means that team members are honest and open with each other, and share information and feedback without hiding or withholding anything. By respecting each other, Agile Teams can foster a culture of trust and collaboration, where everyone feels comfortable to express their ideas, concerns, and issues, and work together to solve them.
Transparency is essential for Agile Teams to inspect and adapt their work, and to align their actions with the vision and goals of the organization.
Reference: Scrum Values Poster | Scrum.org
Core Values – Scaled Agile Framework
Exam Study Guide: SSM (6.0) – SAFe® Scrum Master
B
Explanation:
Respect is one of the five Scrum values that can help Agile Teams create transparency. Respect means that team members value each other’s opinions, skills, and contributions, and treat each other with dignity and professionalism. Respect also means that team members are honest and open with each other, and share information and feedback without hiding or withholding anything. By respecting each other, Agile Teams can foster a culture of trust and collaboration, where everyone feels comfortable to express their ideas, concerns, and issues, and work together to solve them.
Transparency is essential for Agile Teams to inspect and adapt their work, and to align their actions with the vision and goals of the organization.
Reference: Scrum Values Poster | Scrum.org
Core Values – Scaled Agile Framework
Exam Study Guide: SSM (6.0) – SAFe® Scrum Master
Question #32
What is the intended value of the Backlog Refinement event?
- A . The team is able to prepare requirements for Iteration Planning
- B . The team aligns on the progress of Iteration Goals
- C . The team is able to commit to a set of goals to be delivered in the Iteration
- D . The team reviews and improves processes before the next Iteration
Correct Answer: A
A
Explanation:
The intended value of the Backlog Refinement event is that the team is able to prepare requirements for Iteration Planning. 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 By doing so, the team can improve the quality, efficiency, and effectiveness of their work, as well as deliver value to the customers and the organization123
Reference: Team Backlog – Scaled Agile Framework
Backlog Refinement – Scaled Agile Framework
What is backlog refinement? | Miro
A
Explanation:
The intended value of the Backlog Refinement event is that the team is able to prepare requirements for Iteration Planning. 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 By doing so, the team can improve the quality, efficiency, and effectiveness of their work, as well as deliver value to the customers and the organization123
Reference: Team Backlog – Scaled Agile Framework
Backlog Refinement – Scaled Agile Framework
What is backlog refinement? | Miro
Question #33
What is one practice Scrum Masters/Team Coaches can use to run successful meetings?
- A . Leave meetings with clear action items
- B . Maintain vague agendas to allow for any urgent issues
- C . Allow individuals to override timeboxes to ensure full discussions
- D . Schedule meetings around the Product Owner to ensure they are able to make final decisions
Correct Answer: A
A
Explanation:
One of the best practices Scrum Masters/Team Coaches can use to run successful meetings is to leave meetings with clear action items. Action items are specific tasks that need to be done by a certain person or group by a certain deadline. They help the team to follow up on the outcomes of the meeting, track progress, and ensure accountability. Action items should be SMART: Specific, Measurable, Achievable, Relevant, and Time-bound. Scrum Masters/Team Coaches should document and communicate the action items to the team and stakeholders, and review them in the next meeting. (Must be taken from SAFe 6 Scrum Master resources)
Reference: Scrum Master/Team Coach
How To Run Effective Scrum Meetings – Xebia
Four agile ceremonies, demystified | Atlassian
A
Explanation:
One of the best practices Scrum Masters/Team Coaches can use to run successful meetings is to leave meetings with clear action items. Action items are specific tasks that need to be done by a certain person or group by a certain deadline. They help the team to follow up on the outcomes of the meeting, track progress, and ensure accountability. Action items should be SMART: Specific, Measurable, Achievable, Relevant, and Time-bound. Scrum Masters/Team Coaches should document and communicate the action items to the team and stakeholders, and review them in the next meeting. (Must be taken from SAFe 6 Scrum Master resources)
Reference: Scrum Master/Team Coach
How To Run Effective Scrum Meetings – Xebia
Four agile ceremonies, demystified | Atlassian
Question #34
According to SAFe, what is one output of a successful Iteration Retrospective?
- A . Updated ART metrics
- B . Iteration Goals
- C . Improvement Stories
- D . Updated dependencies between Stories
Correct Answer: C
C
Explanation:
According to SAFe, one output of a successful Iteration Retrospective is the creation of a few improvement Stories that enter the Team Backlog for the next iteration. These stories reflect the team’s agreement on what they can do better in terms of their process, practices, and performance. The improvement stories are visible and prioritized along with the other stories in the backlog. They help the team implement the concept of relentless improvement, which is one of the core values of SAFe.
Reference: Iteration Retrospective – Scaled Agile Framework, Exam Study Guide: SSM (6.0) – SAFe® Scrum Master
C
Explanation:
According to SAFe, one output of a successful Iteration Retrospective is the creation of a few improvement Stories that enter the Team Backlog for the next iteration. These stories reflect the team’s agreement on what they can do better in terms of their process, practices, and performance. The improvement stories are visible and prioritized along with the other stories in the backlog. They help the team implement the concept of relentless improvement, which is one of the core values of SAFe.
Reference: Iteration Retrospective – Scaled Agile Framework, Exam Study Guide: SSM (6.0) – SAFe® Scrum Master
Question #35
What is one potential root cause of Team Sync anti-patterns?
- A . Overcommunication between team members
- B . Lack of collective ownership
- C . Occasional conflict within the team
- D . Frequent verification and integration during the Iteration
Correct Answer: B
B
Explanation:
According to the SAFe 6 Scrum Master documentation, one of the potential root causes of Team Sync anti-patterns is the lack of collective ownership. Collective ownership means that the team members share responsibility for the quality and delivery of the team’s work. They collaborate, communicate, and coordinate their efforts to achieve the team goals. They also support each other, provide feedback, and resolve issues together. When there is a lack of collective ownership, team members may exhibit some of the following Team Sync anti-patterns 1:
Reporting to managers (status meetings): Team members use the Team Sync as a way to report their progress to the SM/TC or other managers, rather than to synchronize with their peers. This can create a hierarchical and command-and-control culture, where team members are not empowered to self-organize and self-manage.
Monologues: Team members give long and detailed updates that are not relevant or useful to other team members. This can make the Team Sync boring, inefficient, and ineffective, as team members lose interest and attention.
Cross-functional team standups (updates are not related to other people’s work): Team members work on different features or components that are not aligned with the team goals or the Iteration goals. This can result in silos, dependencies, and integration issues, as well as reduced collaboration and coordination.
“Nothing to report” can be a good thing: Team members say they have nothing to report, either because they have not done any work, or because they do not want to share their work with the team. This can indicate a lack of transparency, trust, and accountability, as well as a missed opportunity to get feedback and support from the team.
To overcome these anti-patterns, the SM/TC should coach the team on the purpose and value of the Team Sync, and help them adopt the best practices for effective Team Syncs, such as 2:
Having a clear agenda and timebox
Focusing on the team goals and the Iteration goals
Asking the three key questions: What did I do yesterday? What will I do today? Do I have any impediments?
Using visual aids, such as task boards or Kanban boards, to track progress and identify issues
Encouraging active participation, collaboration, and feedback
Ending with clear action items and follow-ups
(Must be taken from SAFe 6 Scrum Master resources)
Reference: Scrum Master/Team Coach
Team Sync
Top 7 Anti Patterns of Scrum Master – Simpliaxis
Scrum Anti-Patterns Taxonomy | Scrum.org
[11 Daily Scrum Anti-Patterns We Commonly Hear from Users In … – Geekbot
B
Explanation:
According to the SAFe 6 Scrum Master documentation, one of the potential root causes of Team Sync anti-patterns is the lack of collective ownership. Collective ownership means that the team members share responsibility for the quality and delivery of the team’s work. They collaborate, communicate, and coordinate their efforts to achieve the team goals. They also support each other, provide feedback, and resolve issues together. When there is a lack of collective ownership, team members may exhibit some of the following Team Sync anti-patterns 1:
Reporting to managers (status meetings): Team members use the Team Sync as a way to report their progress to the SM/TC or other managers, rather than to synchronize with their peers. This can create a hierarchical and command-and-control culture, where team members are not empowered to self-organize and self-manage.
Monologues: Team members give long and detailed updates that are not relevant or useful to other team members. This can make the Team Sync boring, inefficient, and ineffective, as team members lose interest and attention.
Cross-functional team standups (updates are not related to other people’s work): Team members work on different features or components that are not aligned with the team goals or the Iteration goals. This can result in silos, dependencies, and integration issues, as well as reduced collaboration and coordination.
“Nothing to report” can be a good thing: Team members say they have nothing to report, either because they have not done any work, or because they do not want to share their work with the team. This can indicate a lack of transparency, trust, and accountability, as well as a missed opportunity to get feedback and support from the team.
To overcome these anti-patterns, the SM/TC should coach the team on the purpose and value of the Team Sync, and help them adopt the best practices for effective Team Syncs, such as 2:
Having a clear agenda and timebox
Focusing on the team goals and the Iteration goals
Asking the three key questions: What did I do yesterday? What will I do today? Do I have any impediments?
Using visual aids, such as task boards or Kanban boards, to track progress and identify issues
Encouraging active participation, collaboration, and feedback
Ending with clear action items and follow-ups
(Must be taken from SAFe 6 Scrum Master resources)
Reference: Scrum Master/Team Coach
Team Sync
Top 7 Anti Patterns of Scrum Master – Simpliaxis
Scrum Anti-Patterns Taxonomy | Scrum.org
[11 Daily Scrum Anti-Patterns We Commonly Hear from Users In … – Geekbot
Question #36
Who are important attendees to the PI System Demo?
- A . Board Members
- B . Feature Owners
- C . Business Owners
- D . Portfolio Management
Correct Answer: C
C
Explanation:
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]
C
Explanation:
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]
Question #37
Which of the following events aligns teams on a train?
- A . Architect Sync
- B . Iteration Planning
- C . PI Planning
- D . Coach Sync
Correct Answer: C
C
Explanation:
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
C
Explanation:
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
Question #38
What is one trait of a servant leader?
- A . Persuades rather than using authority
- B . Deflects information that could change the team’s work
- C . Determines the day-to-day activities for the team
- D . Solves problems on behalf of the team
Correct Answer: A
A
Explanation:
According to the SAFe 6 Scrum Master documentation, one of the traits of a servant leader is to persuade rather than use authority. This means that the servant leader influences others by appealing to their values, beliefs, and interests, rather than by imposing their own will or position. By persuading rather than using authority, the servant leader fosters a culture of collaboration, empowerment, and trust, where team members are more likely to accept and welcome coaching, feedback, and change. Persuasion also helps the servant leader to align the team with the organization’s vision, mission, and goals, and to create a shared understanding of the purpose and value of the work. (Must be taken from SAFe 6 Scrum Master resources)
Reference: Scrum Master/Team Coach
Servant Leadership: A Key Driver of High-Performing Agile Teams The Scrum Master as a Servant-Leader
A
Explanation:
According to the SAFe 6 Scrum Master documentation, one of the traits of a servant leader is to persuade rather than use authority. This means that the servant leader influences others by appealing to their values, beliefs, and interests, rather than by imposing their own will or position. By persuading rather than using authority, the servant leader fosters a culture of collaboration, empowerment, and trust, where team members are more likely to accept and welcome coaching, feedback, and change. Persuasion also helps the servant leader to align the team with the organization’s vision, mission, and goals, and to create a shared understanding of the purpose and value of the work. (Must be taken from SAFe 6 Scrum Master resources)
Reference: Scrum Master/Team Coach
Servant Leadership: A Key Driver of High-Performing Agile Teams The Scrum Master as a Servant-Leader
Question #39
What is one purpose of Iteration Goals?
- A . To identify what to present in System Demo
- B . To communicate which Stories will be completed during the Iteration
- C . To align team members to common objectives
- D . To get feedback from the organization
Correct Answer: C
C
Explanation:
One purpose of iteration goals is to align team members to a common purpose and vision. Iteration goals are a high-level summary of the business and technical goals that an Agile Team agrees to accomplish in an iteration. They help the team and the product owner to reach agreement on the business value they intend to deliver, align their work to their team PI objectives, and ground everyone on their shared purpose. Iteration goals also provide transparency and management information, as well as support the coordination and dependency management of the Agile Release Train (ART).
Reference: Iteration Goals – Scaled Agile Framework
Exam Study Guide: SSM (6.0) – SAFe® Scrum Master
C
Explanation:
One purpose of iteration goals is to align team members to a common purpose and vision. Iteration goals are a high-level summary of the business and technical goals that an Agile Team agrees to accomplish in an iteration. They help the team and the product owner to reach agreement on the business value they intend to deliver, align their work to their team PI objectives, and ground everyone on their shared purpose. Iteration goals also provide transparency and management information, as well as support the coordination and dependency management of the Agile Release Train (ART).
Reference: Iteration Goals – Scaled Agile Framework
Exam Study Guide: SSM (6.0) – SAFe® Scrum Master
Question #40
Three members of Team C created a new workflow to speed up the testing process. They spent an entire Iteration designing the process but discovered, just before implementation, that the system could not support the workflow. The rest of the team was excited to hear what was learned from the failed experiment.
Which of the following characteristics of a high-performing Agile Team is Team C demonstrating?
- A . Accountability to each other and the organization for reliably completing quality work
- B . Mutual trust that allows for both healthy conflict and reliance on others
- C . A safe environment for taking risks without fear of embarrassment or criticism
- D . Enjoying the work and working together
Correct Answer: C
C
Explanation:
A safe environment for taking risks without fear of embarrassment or criticism is one of the characteristics of a high-performing Agile Team. A high-performing Agile Team is a cross-functional group of people that have everything, and everyone, necessary to produce a working, tested increment of product1 They are empowered, collaborative, aligned, and committed to delivering value to the customers and the organization2 One of the factors that enable a high-performing Agile Team is a safe environment where team members can experiment, learn, and grow without fear of failure, blame, or judgment3 A safe environment fosters a culture of innovation, creativity, and continuous improvement, as well as a sense of psychological safety, trust, and belonging among team members4 Team C is demonstrating this characteristic by creating a new workflow to speed up the testing process, even though it did not work out as expected. The rest of the team was excited to hear what was learned from the failed experiment, rather than being disappointed or critical. This shows that the team values learning over perfection, and supports each other in taking risks and trying new things. (Must be taken from SAFe 6 Scrum Master resources)
Reference: Agile Teams – Scaled Agile Framework
High-Performing Teams – Scaled Agile Framework
How to Create a Safe Environment for Agile Teams | AgileConnection Psychological Safety – Scaled Agile Framework
C
Explanation:
A safe environment for taking risks without fear of embarrassment or criticism is one of the characteristics of a high-performing Agile Team. A high-performing Agile Team is a cross-functional group of people that have everything, and everyone, necessary to produce a working, tested increment of product1 They are empowered, collaborative, aligned, and committed to delivering value to the customers and the organization2 One of the factors that enable a high-performing Agile Team is a safe environment where team members can experiment, learn, and grow without fear of failure, blame, or judgment3 A safe environment fosters a culture of innovation, creativity, and continuous improvement, as well as a sense of psychological safety, trust, and belonging among team members4 Team C is demonstrating this characteristic by creating a new workflow to speed up the testing process, even though it did not work out as expected. The rest of the team was excited to hear what was learned from the failed experiment, rather than being disappointed or critical. This shows that the team values learning over perfection, and supports each other in taking risks and trying new things. (Must be taken from SAFe 6 Scrum Master resources)
Reference: Agile Teams – Scaled Agile Framework
High-Performing Teams – Scaled Agile Framework
How to Create a Safe Environment for Agile Teams | AgileConnection Psychological Safety – Scaled Agile Framework