Question #1
Design Thinking and the Continuous Delivery Pipeline (CDP) have which behavior in common?
- A . Both focus on the need for Continuous Integration to confirm the Solution is desirable
- B . Both use feedback from Customers to improve products
- C . Both focus on continuous delivery of assets for Release on Demand
- D . Both focus on Return on Investment (ROI) and net present Value Metrics
Correct Answer: B
B
Explanation:
Design Thinking and the Continuous Delivery Pipeline (CDP) are both approaches that aim to deliver value to customers by understanding their needs, validating assumptions, and iterating on solutions.
Design Thinking is a creative process that involves empathizing with customers, defining the problem, ideating possible solutions, prototyping, and testing. The CDP is a workflow that consists of four aspects: Continuous Exploration, Continuous Integration, Continuous Deployment, and Release
on Demand. The CDP enables the delivery of small batches of new functionality, which are then released to fulfill market demand. Both Design Thinking and the CDP use feedback from customers to improve products, as feedback loops are essential for learning and adapting to changing needs and preferences.
Reference: Design Thinking – Scaled Agile Framework
Continuous Delivery Pipeline – Scaled Agile Framework
Introduction to Continuous Delivery in SAFe | CDP in … – PremierAgile
B
Explanation:
Design Thinking and the Continuous Delivery Pipeline (CDP) are both approaches that aim to deliver value to customers by understanding their needs, validating assumptions, and iterating on solutions.
Design Thinking is a creative process that involves empathizing with customers, defining the problem, ideating possible solutions, prototyping, and testing. The CDP is a workflow that consists of four aspects: Continuous Exploration, Continuous Integration, Continuous Deployment, and Release
on Demand. The CDP enables the delivery of small batches of new functionality, which are then released to fulfill market demand. Both Design Thinking and the CDP use feedback from customers to improve products, as feedback loops are essential for learning and adapting to changing needs and preferences.
Reference: Design Thinking – Scaled Agile Framework
Continuous Delivery Pipeline – Scaled Agile Framework
Introduction to Continuous Delivery in SAFe | CDP in … – PremierAgile
Question #2
What is the key concern when evaluating the fit for a market segment?
- A . Is the segment going to be highly profitable?
- B . Are there substitutes for this product offering in the market?
- C . Does the segment align with our values and mission?
- D . Are our Customers happy?
Correct Answer: C
C
Explanation:
Market segmentation is the process of dividing a market into distinct groups of customers who have similar needs, preferences, or behaviors. Market segmentation helps enterprises identify and target the most valuable and profitable customer segments, design and deliver solutions that meet their needs, and optimize their marketing strategies and campaigns. However, market segmentation is not only based on quantitative factors, such as size, growth, and profitability, but also on qualitative factors, such as values, mission, and vision. A market segment should align with the enterprise’s values and mission, which reflect its purpose, identity, and culture. A market segment that aligns with the enterprise’s values and mission will help the enterprise achieve its strategic goals, create a positive brand image, and build trust and loyalty with customers.
Reference: Customer Centricity – Scaled Agile Framework
Advanced Topic – SAFe for Marketing – Scaled Agile Framework
What is one consideration when evaluating the fit for a market segment?
C
Explanation:
Market segmentation is the process of dividing a market into distinct groups of customers who have similar needs, preferences, or behaviors. Market segmentation helps enterprises identify and target the most valuable and profitable customer segments, design and deliver solutions that meet their needs, and optimize their marketing strategies and campaigns. However, market segmentation is not only based on quantitative factors, such as size, growth, and profitability, but also on qualitative factors, such as values, mission, and vision. A market segment should align with the enterprise’s values and mission, which reflect its purpose, identity, and culture. A market segment that aligns with the enterprise’s values and mission will help the enterprise achieve its strategic goals, create a positive brand image, and build trust and loyalty with customers.
Reference: Customer Centricity – Scaled Agile Framework
Advanced Topic – SAFe for Marketing – Scaled Agile Framework
What is one consideration when evaluating the fit for a market segment?
Question #2
What is the key concern when evaluating the fit for a market segment?
- A . Is the segment going to be highly profitable?
- B . Are there substitutes for this product offering in the market?
- C . Does the segment align with our values and mission?
- D . Are our Customers happy?
Correct Answer: C
C
Explanation:
Market segmentation is the process of dividing a market into distinct groups of customers who have similar needs, preferences, or behaviors. Market segmentation helps enterprises identify and target the most valuable and profitable customer segments, design and deliver solutions that meet their needs, and optimize their marketing strategies and campaigns. However, market segmentation is not only based on quantitative factors, such as size, growth, and profitability, but also on qualitative factors, such as values, mission, and vision. A market segment should align with the enterprise’s values and mission, which reflect its purpose, identity, and culture. A market segment that aligns with the enterprise’s values and mission will help the enterprise achieve its strategic goals, create a positive brand image, and build trust and loyalty with customers.
Reference: Customer Centricity – Scaled Agile Framework
Advanced Topic – SAFe for Marketing – Scaled Agile Framework
What is one consideration when evaluating the fit for a market segment?
C
Explanation:
Market segmentation is the process of dividing a market into distinct groups of customers who have similar needs, preferences, or behaviors. Market segmentation helps enterprises identify and target the most valuable and profitable customer segments, design and deliver solutions that meet their needs, and optimize their marketing strategies and campaigns. However, market segmentation is not only based on quantitative factors, such as size, growth, and profitability, but also on qualitative factors, such as values, mission, and vision. A market segment should align with the enterprise’s values and mission, which reflect its purpose, identity, and culture. A market segment that aligns with the enterprise’s values and mission will help the enterprise achieve its strategic goals, create a positive brand image, and build trust and loyalty with customers.
Reference: Customer Centricity – Scaled Agile Framework
Advanced Topic – SAFe for Marketing – Scaled Agile Framework
What is one consideration when evaluating the fit for a market segment?
Question #4
Which statement is true about designing a data strategy?
- A . It should be approached as a one-time project
- B . Data monetization vastly increases the short-term value of products
- C . It requires collaboration between Product Managers and their Customers
- D . It is best when architected in the analyzing state within the ART Kanban
Correct Answer: C
C
Explanation:
Designing a data strategy is the process of defining the vision, goals, principles, and governance of data and analytics in an organization. A data strategy should align with the business strategy and enable the delivery of value from data and AI initiatives. Designing a data strategy requires collaboration between Product Managers and their Customers, as they are the ones who understand the needs, problems, and opportunities of the market and the users. Product Managers and Customers should work together to identify the data sources, use cases, metrics, and feedback loops that will inform the data strategy and drive the data-driven decision making.
Reference: Design your data strategy in six steps | IBM
How to build and deliver an effective data strategy: part 1 – Microsoft UK Blog Crafting Your Data Strategy – data.org
Designing Data Strategies – Development Gateway: An IREX Venture
C
Explanation:
Designing a data strategy is the process of defining the vision, goals, principles, and governance of data and analytics in an organization. A data strategy should align with the business strategy and enable the delivery of value from data and AI initiatives. Designing a data strategy requires collaboration between Product Managers and their Customers, as they are the ones who understand the needs, problems, and opportunities of the market and the users. Product Managers and Customers should work together to identify the data sources, use cases, metrics, and feedback loops that will inform the data strategy and drive the data-driven decision making.
Reference: Design your data strategy in six steps | IBM
How to build and deliver an effective data strategy: part 1 – Microsoft UK Blog Crafting Your Data Strategy – data.org
Designing Data Strategies – Development Gateway: An IREX Venture
Question #5
What statement is true about designing an application programming interface (API) strategy?
- A . APIs should be approached as one-time projects
- B . APIs can be modernized
- C . API design and development should leverage Design Thinking
- D . APIs are best when architected in the analyzing state within the ART Kanban
Correct Answer: C
C
Explanation:
Design Thinking is a creative process that involves empathizing with customers, defining the problem, ideating possible solutions, prototyping, and testing. Design Thinking can help API design and development by ensuring that the APIs are user-centric, meet the needs and expectations of the customers, and deliver value to the business. Design Thinking can also help API design and development by fostering collaboration, experimentation, and feedback among the stakeholders, such as product managers, developers, and customers.
Reference: Design Thinking – Scaled Agile Framework
How to Design an API C Application Programming Interface Best Practices Best Practices in API Design – Swagger
C
Explanation:
Design Thinking is a creative process that involves empathizing with customers, defining the problem, ideating possible solutions, prototyping, and testing. Design Thinking can help API design and development by ensuring that the APIs are user-centric, meet the needs and expectations of the customers, and deliver value to the business. Design Thinking can also help API design and development by fostering collaboration, experimentation, and feedback among the stakeholders, such as product managers, developers, and customers.
Reference: Design Thinking – Scaled Agile Framework
How to Design an API C Application Programming Interface Best Practices Best Practices in API Design – Swagger
Question #6
A Product Manager in a business-to-business market wants to disrupt a competitor by changing the work processes of a complex industrial process.
Which Design Thinking tool will help in redesigning the work processes?
- A . Buy a Feature
- B . Journey maps
- C . Buyer personas
- D . Value proposition canvas
Correct Answer: B
B
Explanation:
Journey maps are a design thinking tool that help visualize the steps, interactions, and emotions of a user as they go through a process or a service. Journey maps can help redesign work processes by identifying the pain points, opportunities, and gaps in the current state, and by generating ideas for improving the user experience and value proposition in the future state. Journey maps can also help communicate the user needs and expectations to the stakeholders and align them on a common vision and goal.
Reference:
Journey Maps – Scaled Agile Framework
Journey Mapping 101 | Nielsen Norman Group
Journey Mapping: The Ultimate Guide | Miro
Journey Mapping: How to Create One and Why It’s Important
B
Explanation:
Journey maps are a design thinking tool that help visualize the steps, interactions, and emotions of a user as they go through a process or a service. Journey maps can help redesign work processes by identifying the pain points, opportunities, and gaps in the current state, and by generating ideas for improving the user experience and value proposition in the future state. Journey maps can also help communicate the user needs and expectations to the stakeholders and align them on a common vision and goal.
Reference:
Journey Maps – Scaled Agile Framework
Journey Mapping 101 | Nielsen Norman Group
Journey Mapping: The Ultimate Guide | Miro
Journey Mapping: How to Create One and Why It’s Important
Question #7
What is one characteristic that is an essential part of market segmentation?
- A . Exploring competition within the segment
- B . Evaluating if segment members view the organization positively
- C . Validating that the segment is valuable enough to be economically feasible
- D . Determining if the organization already has strong sales within the segment
Correct Answer: C
C
Explanation:
Market segmentation is the process of dividing a market into distinct groups of customers who have similar needs, preferences, or behaviors. Market segmentation helps enterprises identify and target the most valuable and profitable customer segments, design and deliver solutions that meet their needs, and optimize their marketing strategies and campaigns. However, market segmentation is not only based on quantitative factors, such as size, growth, and profitability, but also on qualitative factors, such as values, mission, and vision. A market segment should align with the enterprise’s values and mission, which reflect its purpose, identity, and culture. A market segment that aligns with the enterprise’s values and mission will help the enterprise achieve its strategic goals, create a positive brand image, and build trust and loyalty with customers.
One of the characteristics of effective market segmentation is that the segment should be valuable enough to be economically feasible. This means that the segment should have enough potential customers who are willing and able to pay for the products or services offered by the enterprise. The segment should also generate enough revenue and profit to cover the costs of marketing, production, and distribution. The segment should also have a positive impact on the enterprise’s return on investment (ROI) and net present value (NPV). A segment that is not valuable enough to be economically feasible will not be sustainable or profitable for the enterprise.
Reference:
Customer Centricity – Scaled Agile Framework
Advanced Topic – SAFe for Marketing – Scaled Agile Framework
What is one consideration when evaluating the fit for a market segment?
C
Explanation:
Market segmentation is the process of dividing a market into distinct groups of customers who have similar needs, preferences, or behaviors. Market segmentation helps enterprises identify and target the most valuable and profitable customer segments, design and deliver solutions that meet their needs, and optimize their marketing strategies and campaigns. However, market segmentation is not only based on quantitative factors, such as size, growth, and profitability, but also on qualitative factors, such as values, mission, and vision. A market segment should align with the enterprise’s values and mission, which reflect its purpose, identity, and culture. A market segment that aligns with the enterprise’s values and mission will help the enterprise achieve its strategic goals, create a positive brand image, and build trust and loyalty with customers.
One of the characteristics of effective market segmentation is that the segment should be valuable enough to be economically feasible. This means that the segment should have enough potential customers who are willing and able to pay for the products or services offered by the enterprise. The segment should also generate enough revenue and profit to cover the costs of marketing, production, and distribution. The segment should also have a positive impact on the enterprise’s return on investment (ROI) and net present value (NPV). A segment that is not valuable enough to be economically feasible will not be sustainable or profitable for the enterprise.
Reference:
Customer Centricity – Scaled Agile Framework
Advanced Topic – SAFe for Marketing – Scaled Agile Framework
What is one consideration when evaluating the fit for a market segment?
Question #7
What is one characteristic that is an essential part of market segmentation?
- A . Exploring competition within the segment
- B . Evaluating if segment members view the organization positively
- C . Validating that the segment is valuable enough to be economically feasible
- D . Determining if the organization already has strong sales within the segment
Correct Answer: C
C
Explanation:
Market segmentation is the process of dividing a market into distinct groups of customers who have similar needs, preferences, or behaviors. Market segmentation helps enterprises identify and target the most valuable and profitable customer segments, design and deliver solutions that meet their needs, and optimize their marketing strategies and campaigns. However, market segmentation is not only based on quantitative factors, such as size, growth, and profitability, but also on qualitative factors, such as values, mission, and vision. A market segment should align with the enterprise’s values and mission, which reflect its purpose, identity, and culture. A market segment that aligns with the enterprise’s values and mission will help the enterprise achieve its strategic goals, create a positive brand image, and build trust and loyalty with customers.
One of the characteristics of effective market segmentation is that the segment should be valuable enough to be economically feasible. This means that the segment should have enough potential customers who are willing and able to pay for the products or services offered by the enterprise. The segment should also generate enough revenue and profit to cover the costs of marketing, production, and distribution. The segment should also have a positive impact on the enterprise’s return on investment (ROI) and net present value (NPV). A segment that is not valuable enough to be economically feasible will not be sustainable or profitable for the enterprise.
Reference:
Customer Centricity – Scaled Agile Framework
Advanced Topic – SAFe for Marketing – Scaled Agile Framework
What is one consideration when evaluating the fit for a market segment?
C
Explanation:
Market segmentation is the process of dividing a market into distinct groups of customers who have similar needs, preferences, or behaviors. Market segmentation helps enterprises identify and target the most valuable and profitable customer segments, design and deliver solutions that meet their needs, and optimize their marketing strategies and campaigns. However, market segmentation is not only based on quantitative factors, such as size, growth, and profitability, but also on qualitative factors, such as values, mission, and vision. A market segment should align with the enterprise’s values and mission, which reflect its purpose, identity, and culture. A market segment that aligns with the enterprise’s values and mission will help the enterprise achieve its strategic goals, create a positive brand image, and build trust and loyalty with customers.
One of the characteristics of effective market segmentation is that the segment should be valuable enough to be economically feasible. This means that the segment should have enough potential customers who are willing and able to pay for the products or services offered by the enterprise. The segment should also generate enough revenue and profit to cover the costs of marketing, production, and distribution. The segment should also have a positive impact on the enterprise’s return on investment (ROI) and net present value (NPV). A segment that is not valuable enough to be economically feasible will not be sustainable or profitable for the enterprise.
Reference:
Customer Centricity – Scaled Agile Framework
Advanced Topic – SAFe for Marketing – Scaled Agile Framework
What is one consideration when evaluating the fit for a market segment?
Question #9
What is one strength of qualitative research?
- A . It provides statistically significant results
- B . It is scalable to large numbers of people
- C . It is costly on a per-customer cost basis
- D . It builds Customer empathy within the team doing the research
Correct Answer: B
B
Explanation:
One of the strengths of qualitative research is that it can be applied to a large number of people, as it does not require a fixed sample size or a predefined set of questions. Qualitative research can use various methods, such as interviews, focus groups, observations, or document analysis, to collect data from different sources and contexts. This allows researchers to explore a wide range of perspectives, experiences, and meanings, and to generate rich and diverse insights.
Reference: 23 Advantages and Disadvantages of Qualitative Research 5 Strengths and 5 Limitations of Qualitative Research
B
Explanation:
One of the strengths of qualitative research is that it can be applied to a large number of people, as it does not require a fixed sample size or a predefined set of questions. Qualitative research can use various methods, such as interviews, focus groups, observations, or document analysis, to collect data from different sources and contexts. This allows researchers to explore a wide range of perspectives, experiences, and meanings, and to generate rich and diverse insights.
Reference: 23 Advantages and Disadvantages of Qualitative Research 5 Strengths and 5 Limitations of Qualitative Research
Question #10
Who is the best stakeholder to collaborate with if a Product Manager wants to discuss an Enabler Feature for the upcoming PI?
- A . Agile Team
- B . Epic Owners
- C . System/Solution Architects
- D . Business Owners
Correct Answer: C
C
Explanation:
An Enabler Feature is a type of feature that supports the development and delivery of future business features by extending the architectural runway, improving the infrastructure, or addressing compliance. An Enabler Feature is usually defined and prioritized by System/Solution Architects, who are responsible for designing and guiding the technical aspects of the solution. Therefore, the best stakeholder to collaborate with if a Product Manager wants to discuss an Enabler Feature for the upcoming PI is the System/Solution Architect, as they can provide the necessary technical expertise, guidance, and alignment.
Reference: Enablers – Scaled Agile Framework
System and Solution Architect/Engineering – Scaled Agile Framework PI Planning – Scaled Agile Framework
C
Explanation:
An Enabler Feature is a type of feature that supports the development and delivery of future business features by extending the architectural runway, improving the infrastructure, or addressing compliance. An Enabler Feature is usually defined and prioritized by System/Solution Architects, who are responsible for designing and guiding the technical aspects of the solution. Therefore, the best stakeholder to collaborate with if a Product Manager wants to discuss an Enabler Feature for the upcoming PI is the System/Solution Architect, as they can provide the necessary technical expertise, guidance, and alignment.
Reference: Enablers – Scaled Agile Framework
System and Solution Architect/Engineering – Scaled Agile Framework PI Planning – Scaled Agile Framework
Question #11
What research technique is used to develop personas?
- A . Storyboard
- B . Solution Content
- C . Journey Map
- D . Product Vision
Correct Answer: C
C
Explanation:
A journey map is a research technique that is used to develop personas. A journey map is a visual representation of the steps, interactions, and emotions of a user as they go through a process or a service. A journey map can help develop personas by identifying the pain points, opportunities, and gaps in the current state, and by generating ideas for improving the user experience and value proposition in the future state. A journey map can also help communicate the user needs and expectations to the stakeholders and align them on a common vision and goal.
Reference: Journey Maps – Scaled Agile Framework
Journey Mapping 101 | Nielsen Norman Group
Journey Mapping: The Ultimate Guide | Miro
Journey Mapping: How to Create One and Why It’s Important
C
Explanation:
A journey map is a research technique that is used to develop personas. A journey map is a visual representation of the steps, interactions, and emotions of a user as they go through a process or a service. A journey map can help develop personas by identifying the pain points, opportunities, and gaps in the current state, and by generating ideas for improving the user experience and value proposition in the future state. A journey map can also help communicate the user needs and expectations to the stakeholders and align them on a common vision and goal.
Reference: Journey Maps – Scaled Agile Framework
Journey Mapping 101 | Nielsen Norman Group
Journey Mapping: The Ultimate Guide | Miro
Journey Mapping: How to Create One and Why It’s Important
Question #12
Qualitative research fuels innovation when designed to explore what?
- A . Feasibility of copying a competitive Feature
- B . Ideas for improving Feature throughput a PI
- C . Feature adoption rates
- D . The context in which Customers use the product
Correct Answer: D
D
Explanation:
Qualitative research fuels innovation when it is designed to explore the context in which Customers use the product. Qualitative research is a type of research that collects and analyzes non-numerical data, such as words, images, or emotions. Qualitative research can help understand the needs, problems, and opportunities of the Customers, as well as their behaviors, attitudes, and preferences.
By exploring the context in which Customers use the product, qualitative research can help identify the pain points, gaps, and unmet needs of the Customers, and generate ideas for improving the user experience and value proposition of the product. Qualitative research can also help validate the assumptions and hypotheses behind the product design, and test the prototypes and solutions with the Customers.
Reference: Design Thinking – Scaled Agile Framework
Qualitative Data C Strengths and Limitations
New Research: Data And Culture Fuel Innovation – Forbes
D
Explanation:
Qualitative research fuels innovation when it is designed to explore the context in which Customers use the product. Qualitative research is a type of research that collects and analyzes non-numerical data, such as words, images, or emotions. Qualitative research can help understand the needs, problems, and opportunities of the Customers, as well as their behaviors, attitudes, and preferences.
By exploring the context in which Customers use the product, qualitative research can help identify the pain points, gaps, and unmet needs of the Customers, and generate ideas for improving the user experience and value proposition of the product. Qualitative research can also help validate the assumptions and hypotheses behind the product design, and test the prototypes and solutions with the Customers.
Reference: Design Thinking – Scaled Agile Framework
Qualitative Data C Strengths and Limitations
New Research: Data And Culture Fuel Innovation – Forbes
Question #13
The Architectural Runway is a key part of which aspect of the Design Thinking model?
- A . Sustainable
- B . Viable
- C . Desirable
- D . Feasible
Correct Answer: D
D
Explanation:
The Architectural Runway is a key part of the Feasible aspect of the Design Thinking model. The Design Thinking model is a framework that guides the creation of innovative solutions that are desirable, viable, feasible, and sustainable. The Feasible aspect focuses on the technical and operational aspects of the solution, such as the architecture, infrastructure, integration, performance, and security. The Architectural Runway is a concept that describes the existing code, components, and technical infrastructure that enable the development and delivery of near-term features without excessive redesign and delay. The Architectural Runway supports the Feasible aspect by providing the necessary technical foundation and alignment for developing business initiatives and implementing new features and capabilities.
Reference: Architectural Runway – Scaled Agile Framework
Design Thinking – Scaled Agile Framework
D
Explanation:
The Architectural Runway is a key part of the Feasible aspect of the Design Thinking model. The Design Thinking model is a framework that guides the creation of innovative solutions that are desirable, viable, feasible, and sustainable. The Feasible aspect focuses on the technical and operational aspects of the solution, such as the architecture, infrastructure, integration, performance, and security. The Architectural Runway is a concept that describes the existing code, components, and technical infrastructure that enable the development and delivery of near-term features without excessive redesign and delay. The Architectural Runway supports the Feasible aspect by providing the necessary technical foundation and alignment for developing business initiatives and implementing new features and capabilities.
Reference: Architectural Runway – Scaled Agile Framework
Design Thinking – Scaled Agile Framework
Question #14
What research game is primarily used to better understand the priorities of Solution requirements?
- A . Spider Web
- B . Start Your Day
- C . Speed Boat
- D . Buy a Feature
Correct Answer: D
D
Explanation:
Buy a Feature is a research game that is primarily used to better understand the priorities of Solution requirements. Buy a Feature is a collaborative prioritization technique that involves giving participants a fixed amount of virtual money and a list of features or requirements with different costs. The participants then have to decide which features or requirements they want to buy, either individually or in groups. The game reveals the preferences, trade-offs, and consensus of the participants, as well as the relative value and importance of each feature or requirement.
Reference: Buy a Feature – Scaled Agile Framework
Buy a Feature – Innovation Games
What Innovation Game is primarily used to better understand the priorities of Solution
requirements?
D
Explanation:
Buy a Feature is a research game that is primarily used to better understand the priorities of Solution requirements. Buy a Feature is a collaborative prioritization technique that involves giving participants a fixed amount of virtual money and a list of features or requirements with different costs. The participants then have to decide which features or requirements they want to buy, either individually or in groups. The game reveals the preferences, trade-offs, and consensus of the participants, as well as the relative value and importance of each feature or requirement.
Reference: Buy a Feature – Scaled Agile Framework
Buy a Feature – Innovation Games
What Innovation Game is primarily used to better understand the priorities of Solution
requirements?
Question #15
What criterion must be satisfied before a Feature can flow from the analysis state to the backlog state on an ART Kanban?
- A . The Feature is integrated and deployed
- B . The Feature is decomposed into Stories
- C . Teams define the build and test Solution
- D . The benefit hypothesis and acceptance criteria are defined
Correct Answer: D
D
Explanation:
The benefit hypothesis and acceptance criteria are the criteria that must be satisfied before a Feature can flow from the analysis state to the backlog state on an ART Kanban. The benefit hypothesis and acceptance criteria are part of the definition of a Feature, which represents a solution functionality that delivers business value and fulfills a stakeholder need. The benefit hypothesis states the expected outcome and benefit of implementing the Feature, while the acceptance criteria define the conditions that must be met for the Feature to be accepted by the stakeholders. The benefit hypothesis and acceptance criteria help to clarify the scope, value, and quality of the Feature, and to guide the implementation and validation of the Feature.
Reference: Features and Capabilities – Scaled Agile Framework
ART and Solution Train Backlogs – Scaled Agile Framework
Which two criteria must be satisfied before a Feature flows from …
D
Explanation:
The benefit hypothesis and acceptance criteria are the criteria that must be satisfied before a Feature can flow from the analysis state to the backlog state on an ART Kanban. The benefit hypothesis and acceptance criteria are part of the definition of a Feature, which represents a solution functionality that delivers business value and fulfills a stakeholder need. The benefit hypothesis states the expected outcome and benefit of implementing the Feature, while the acceptance criteria define the conditions that must be met for the Feature to be accepted by the stakeholders. The benefit hypothesis and acceptance criteria help to clarify the scope, value, and quality of the Feature, and to guide the implementation and validation of the Feature.
Reference: Features and Capabilities – Scaled Agile Framework
ART and Solution Train Backlogs – Scaled Agile Framework
Which two criteria must be satisfied before a Feature flows from …
Question #16
Who commonly facilitates the PO Sync event?
- A . A Release Train Engineer (RTE)
- B . A Solution Train Engineer (STE)
- C . An Agile Coach
- D . A Scrum Master/Team Coach (SM/TC)
Correct Answer: A
A
Explanation:
The PO Sync is an ART event used to gain visibility into the ART’s progress toward meeting its PI objectives and to make any necessary adjustments. The PO Sync is commonly facilitated by the Release Train Engineer (RTE), who is the servant leader and chief Scrum Master for the ART. The RTE helps to coordinate the PO Sync by inviting the Product Owners and Product Management, setting the agenda, managing the timebox, and resolving any impediments or conflicts.
Reference: Product Owner (PO) Sync – Scaled Agile Framework
Release Train Engineer and Solution Train Engineer – Scaled Agile Framework 5 Practices to Start Scaling Agile by Mike Hall | Agile Velocity
A
Explanation:
The PO Sync is an ART event used to gain visibility into the ART’s progress toward meeting its PI objectives and to make any necessary adjustments. The PO Sync is commonly facilitated by the Release Train Engineer (RTE), who is the servant leader and chief Scrum Master for the ART. The RTE helps to coordinate the PO Sync by inviting the Product Owners and Product Management, setting the agenda, managing the timebox, and resolving any impediments or conflicts.
Reference: Product Owner (PO) Sync – Scaled Agile Framework
Release Train Engineer and Solution Train Engineer – Scaled Agile Framework 5 Practices to Start Scaling Agile by Mike Hall | Agile Velocity
Question #17
Which key job function differentiates a Product Manager from a Product Owner (PO)?
- A . Focusing on the short-term Vision
- B . Accepting Stories
- C . Reviewing legal agreements
- D . Prioritizing the backlog
Correct Answer: D
D
Explanation:
One of the key job functions that differentiates a Product Manager from a Product Owner (PO) in SAFe® is prioritizing the backlog. A Product Manager is responsible for defining and prioritizing the features and capabilities that deliver value to the customers and the business. A Product Manager owns and maintains the Program Backlog, which is the single source of truth for the work that needs to be done by the Agile Release Train (ART). A Product Owner, on the other hand, is responsible for defining and accepting the user stories that implement the features and capabilities. A Product Owner owns and maintains the Team Backlog, which is the subset of the Program Backlog that the Agile Team works on. A Product Owner collaborates with the Product Manager to align the Team
Backlog with the Program Backlog and the Vision.
Reference: Product and Solution Management – Scaled Agile Framework Product Owner (PO) Sync – Scaled Agile Framework
SAFe Product Manager vs Product Owner – Striking Differences – KnowledgeHut
D
Explanation:
One of the key job functions that differentiates a Product Manager from a Product Owner (PO) in SAFe® is prioritizing the backlog. A Product Manager is responsible for defining and prioritizing the features and capabilities that deliver value to the customers and the business. A Product Manager owns and maintains the Program Backlog, which is the single source of truth for the work that needs to be done by the Agile Release Train (ART). A Product Owner, on the other hand, is responsible for defining and accepting the user stories that implement the features and capabilities. A Product Owner owns and maintains the Team Backlog, which is the subset of the Program Backlog that the Agile Team works on. A Product Owner collaborates with the Product Manager to align the Team
Backlog with the Program Backlog and the Vision.
Reference: Product and Solution Management – Scaled Agile Framework Product Owner (PO) Sync – Scaled Agile Framework
SAFe Product Manager vs Product Owner – Striking Differences – KnowledgeHut
Question #18
When dealing with a complex product, what is best defined as a secondary persona?
- A . Another user of the primary interface can be accommodated as long as the targeted persona’s experience is not compromised
- B . Someone the product is explicitly not going to satisfy
- C . The consumer whose experience is essential to the degree that it is acceptable to alter the product experience of the primary persona
- D . A persona that must be satisfied for the product such that the goals should drive the design process
Correct Answer: A
A
Explanation:
A secondary persona is a type of persona that represents another user of the primary interface who can be accommodated as long as the targeted persona’s experience is not compromised. A secondary persona is not the main focus of the product design, but still has some needs and expectations that should be considered. A secondary persona can help to identify additional features, functionalities, or scenarios that can enhance the product value and usability, without sacrificing the primary persona’s satisfaction.
Reference: Design Thinking – Scaled Agile Framework
Personas – Scaled Agile Framework
When dealing with a complex product, a secondary persona could be best defined as what?
A
Explanation:
A secondary persona is a type of persona that represents another user of the primary interface who can be accommodated as long as the targeted persona’s experience is not compromised. A secondary persona is not the main focus of the product design, but still has some needs and expectations that should be considered. A secondary persona can help to identify additional features, functionalities, or scenarios that can enhance the product value and usability, without sacrificing the primary persona’s satisfaction.
Reference: Design Thinking – Scaled Agile Framework
Personas – Scaled Agile Framework
When dealing with a complex product, a secondary persona could be best defined as what?
Question #19
Which research activity primarily drives product strategy instead of product design?
- A . Reviewing long-term Architectural Runway Enablers
- B . Observing what people do with the product
- C . Understanding Customers and values
- D . Focusing on product requirements
Correct Answer: C
C
Explanation:
Product strategy is the high-level plan that defines the vision, goals, and direction of a product. Product strategy guides the development and delivery of a product that meets the needs and expectations of the customers and the business. Product strategy is primarily driven by the research activity of understanding Customers and values. This activity involves identifying and segmenting the target market, analyzing the customer needs, problems, and opportunities, defining the value proposition and the benefit hypothesis, and validating the assumptions and hypotheses with customer feedback. Understanding Customers and values helps to align the product strategy with the customer-centric mindset and the business outcomes.
Reference: Customer Centricity – Scaled Agile Framework
Product and Solution Management – Scaled Agile Framework Using Market Research To Drive Business Strategy | PlanBeyond
C
Explanation:
Product strategy is the high-level plan that defines the vision, goals, and direction of a product. Product strategy guides the development and delivery of a product that meets the needs and expectations of the customers and the business. Product strategy is primarily driven by the research activity of understanding Customers and values. This activity involves identifying and segmenting the target market, analyzing the customer needs, problems, and opportunities, defining the value proposition and the benefit hypothesis, and validating the assumptions and hypotheses with customer feedback. Understanding Customers and values helps to align the product strategy with the customer-centric mindset and the business outcomes.
Reference: Customer Centricity – Scaled Agile Framework
Product and Solution Management – Scaled Agile Framework Using Market Research To Drive Business Strategy | PlanBeyond
Question #20
When estimating Feature effort in the analysis stage of the ART Kanban, which sizing standard is used?
- A . Estimated days
- B . Story points
- C . T-Shirt sizing
- D . Estimated hours
Correct Answer: C
C
Explanation:
T-Shirt sizing is a sizing standard that is used to estimate Feature effort in the analysis stage of the ART Kanban. T-Shirt sizing is a relative estimation technique that uses predefined categories, such as XS, S, M, L, XL, to assign a size to a Feature based on its complexity, uncertainty, and dependencies. T-Shirt sizing is a quick and simple way to compare and prioritize Features without getting into too much detail or precision. T-Shirt sizing also helps to calculate the Weighted Shortest Job First (WSJF) value of a Feature, which is a prioritization method that considers the cost of delay and the job size.
Reference: ART and Solution Train Backlogs – Scaled Agile Framework ART Kanban – Scaled Agile Framework
New and Updated Kanban Articles provide more effective guidance for … Program and Solution Kanbans – Scaled Agile Framework
C
Explanation:
T-Shirt sizing is a sizing standard that is used to estimate Feature effort in the analysis stage of the ART Kanban. T-Shirt sizing is a relative estimation technique that uses predefined categories, such as XS, S, M, L, XL, to assign a size to a Feature based on its complexity, uncertainty, and dependencies. T-Shirt sizing is a quick and simple way to compare and prioritize Features without getting into too much detail or precision. T-Shirt sizing also helps to calculate the Weighted Shortest Job First (WSJF) value of a Feature, which is a prioritization method that considers the cost of delay and the job size.
Reference: ART and Solution Train Backlogs – Scaled Agile Framework ART Kanban – Scaled Agile Framework
New and Updated Kanban Articles provide more effective guidance for … Program and Solution Kanbans – Scaled Agile Framework
Question #21
What metric should Product Managers primarily focus on to help guide the evolution of the products?
- A . Vanity Metrics
- B . Output Metrics
- C . Outcome Metrics
- D . Flow Metrics
Correct Answer: C
C
Explanation:
Outcome metrics are the metrics that measure the impact and value of a product on the customers and the business. Outcome metrics help product managers to guide the evolution of the products by focusing on the desired outcomes and benefits, rather than the outputs and features. Outcome metrics also help product managers to validate the assumptions and hypotheses behind the product strategy, and to iterate and improve the product based on customer feedback and data.
Reference: Outcome Metrics – Scaled Agile Framework
5 Essential Metrics for Product Managers
Output vs. Outcome Metrics: What’s the Difference? | ProductPlan
C
Explanation:
Outcome metrics are the metrics that measure the impact and value of a product on the customers and the business. Outcome metrics help product managers to guide the evolution of the products by focusing on the desired outcomes and benefits, rather than the outputs and features. Outcome metrics also help product managers to validate the assumptions and hypotheses behind the product strategy, and to iterate and improve the product based on customer feedback and data.
Reference: Outcome Metrics – Scaled Agile Framework
5 Essential Metrics for Product Managers
Output vs. Outcome Metrics: What’s the Difference? | ProductPlan
Question #22
What is an example of a measurement that can help drive Value Stream innovation and improvements?
- A . Percentage of Customers activating the product
- B . Iteration velocity measured on a quarterly basis
- C . Number of Customers added during the quarter
- D . Average Customer acquisition costs
Correct Answer: A
A
Explanation:
A measurement that can help drive Value Stream innovation and improvements is the percentage of Customers activating the product. This metric indicates how many Customers are actually using the product after acquiring it, and how well the product meets their needs and expectations. A high percentage of Customers activating the product means that the product delivers value and solves a problem for the Customers, and that the Value Stream is aligned with the Customer-centric mindset.
A low percentage of Customers activating the product means that there is a gap between the product offering and the Customer demand, and that the Value Stream needs to innovate and improve the product design, delivery, and marketing.
Reference: Value Stream KPIs – Scaled Agile Framework
The Four Most Useful Value Stream Metrics in Software
What is an example of a measurement that can be used to help drive …
A
Explanation:
A measurement that can help drive Value Stream innovation and improvements is the percentage of Customers activating the product. This metric indicates how many Customers are actually using the product after acquiring it, and how well the product meets their needs and expectations. A high percentage of Customers activating the product means that the product delivers value and solves a problem for the Customers, and that the Value Stream is aligned with the Customer-centric mindset.
A low percentage of Customers activating the product means that there is a gap between the product offering and the Customer demand, and that the Value Stream needs to innovate and improve the product design, delivery, and marketing.
Reference: Value Stream KPIs – Scaled Agile Framework
The Four Most Useful Value Stream Metrics in Software
What is an example of a measurement that can be used to help drive …