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| Section | Weight | Objectives |
|---|---|---|
| Planning | 10% | - ALM maturity assessment - Organizational readiness analysis - Risk mitigation strategies - Roles and responsibilities definition |
| Releasing | 14% | - Release communication and training - Release strategy design - Release scheduling and coordination - Package types: managed, unmanaged, unlocked |
| Application Lifecycle Management | 17% | - Development methodologies evaluation - Release management frameworks - Governance strategy design - Development models: Change Set, Org Development, Package Development |
| Operating | 8% | - Continuous improvement - Support and maintenance processes - Post-deployment monitoring - Governance enforcement |
| Building | 13% | - Development best practices and standards - CI/CD pipeline design - Source control and version control implementation - Dependency management |
| System Design | 15% | - Deployment architecture design - Single-org vs multi-org strategy evaluation - Environment and sandbox strategy design - Agile tools and Salesforce DX usage |
| Testing | 10% | - Automated testing implementation - Testing methodology selection - Test coverage and execution strategy - Performance and regression testing |
| Deploying | 13% | - Production deployment strategy - Rollback and recovery planning - Deployment automation - Deployment tools comparison: Change Sets, Metadata API, Salesforce CLI, Packages |
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NEW QUESTION # 119
Which two environments are appropriate for creating a managed package? Choose 2 answers
Answer: A,C
NEW QUESTION # 120
Universal Containers wants to do weekly releases to production. What approach will mitigate the risk of bugs being inadvertently introduced to production?
Answer: B
NEW QUESTION # 121
Universal Containers (UC) has recently acquired other companies that have their own Salesforce orgs. These companies have been merged as new UC business Units.
The CEO has requested an architect to review the org strategy, taking into consideration two main factors: * The CEO wants business process standardization among all business units. * Business process integration is not required as the different business units have different customers and expertise.
Which org strategy should the architect recommend in this scenario, and why?
Answer: B
Explanation:
The correct selection is B. A single-org strategy most directly supports the CEO ' s goal of standardized processes across business units. Shared automation, security patterns, data definitions, and governance are easier to implement consistently in one org while still allowing controlled business-unit-specific configuration where necessary. From a system-design perspective, the decision should minimize unnecessary coupling while preserving clear ownership, scalability, governance, and extensibility. Salesforce architecture is strongest when boundaries reflect real business and technical responsibilities instead of using organizational convenience as the primary design driver. The alternatives are less suitable because they optimize for convenience instead of the long-term system qualities of isolation, reuse, maintainability, and controlled integration. For this scenario, the decisive point is therefore the platform behavior represented by the selected option (B. Single-org strategy, as the high level of business process standardization will be easier to implement in a single org.). Applying that rule consistently keeps the implementation aligned with Salesforce- supported lifecycle practices and makes the resulting change easier to review, validate, and operate across environments.
Study Guide reference: System Design - org strategy; modular architecture; integration topology; data ownership; enterprise governance; scalability.
NEW QUESTION # 122
Universal Containers (UC) operates globally from different geographical locations. UC is revisiting their current org strategy. Which three factors should an Architect consider for a single strategy? Choose 3 answers
Answer: B,C,E
NEW QUESTION # 123
Since Universal Containers (UC) has adopted agile methodologies, the CEO is requesting the development teams to deliver more and more work in shorter time frames. The CTO responds by saying the developers are not able to deliver the jobs they are committing to.
What evidence can be gathered in an agile tool to support the CTO ' s claims?
Answer: D
Explanation:
The correct selection is D. A burndown chart that repeatedly finishes with incomplete sprint work is direct evidence that the team is forecasting more than it can deliver. It provides an empirical record of missed commitments rather than relying on subjective management impressions. From a planning perspective, the architect must reduce uncertainty before execution by defining ownership, governance, environment purpose, prioritization, and measurable acceptance criteria. Decisions should be repeatable and visible across teams so delivery capacity, risk, and stakeholder expectations remain aligned throughout the lifecycle. The rejected options do not resolve the planning problem at its source; they either add process overhead or make assumptions that leave ownership and delivery risk unclear. For this scenario, the decisive point is therefore the platform behavior represented by the selected option (D. A burndown chart showing the team misses their forecast sprint after sprint). Applying that rule consistently keeps the implementation aligned with Salesforce- supported lifecycle practices and makes the resulting change easier to review, validate, and operate across environments.
Study Guide reference: Planning - governance; agile planning; environment strategy; backlog prioritization; sandbox strategy; stakeholder alignment.
NEW QUESTION # 124
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