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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Strategy Horizon | 10% | - Stakeholder analysis and engagement at strategic level - Identifying and prioritizing value - Aligning agile work with organizational strategy |
| Topic 2: Agile Mindset | 30% | - Value delivery focus - Collaboration and communication - Agile principles and values - Adaptability and continuous improvement |
| Topic 3: Initiative Horizon | 25% | - Defining scope and objectives - Risk and uncertainty management - Planning and estimating - Requirements discovery and analysis |
| Topic 4: Delivery Horizon | 35% | - Validation and verification - Techniques for agile analysis - Elicitation and collaboration techniques - Iterative requirements development - Adapting requirements during delivery |
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NEW QUESTION # 169
The delivery team discusses how to maintain the integrity of their backlog items. They decide to?
Answer: C
Explanation:
Explanation/Reference: https://www.agilealliance.org/wp-content/uploads/2017/08/AgileExtension_V2-Member- Copy.pdf (138)
NEW QUESTION # 170
A team member is examining an initiative on which the team will begin work in roughly 6 months. The team member writes all the stories and diagrams necessary for the initiative. This is an example of:
Answer: A
Explanation:
Writing detailed user stories and diagrams for an initiative that is six months away is a classic example of creating waste in an agile environment. Agile analysis follows the principle of " just-in-time " elaboration, meaning that detailed work should only be performed when the team is ready to act on it. Requirements and priorities can shift significantly over a six-month period based on market changes, stakeholder feedback from other initiatives, or technological advancements. By documenting everything upfront, the analyst risks producing artifacts that will become obsolete before they are used, leading to wasted effort and " analysis paralysis " . Instead, the analyst should focus on high-level goals at the Strategy or Initiative Horizons, leaving granular details for the Delivery Horizon when the work is imminent and the information is most accurate.
NEW QUESTION # 171
While working at the strategy level, the team needs to ensure stakeholders actively support an environment for constructive communication, collaboration, and continuous improvement. They decide to use the following to achieve this goal?
Answer: B
Explanation:
https://vancouver.iiba.org/sites/vancouver/files/archive/Media/Downloads/CBAP-CCBA%20Study%
20Group%202017/Session%208-Chapter%2011_Perspectives.pdf
NEW QUESTION # 172
One agile principle the team adopts is to consider the capabilities of the technology, skills of the team, and time to deliver the solution. The goal of this is:
Answer: C
Explanation:
The principle of Understanding What is Doable requires the team to make planning and delivery decisions based on a realistic assessment of their current environment and constraints. This involves analyzing the available technology stack, the specific technical skills within the team, and the time available for the delivery cycle. By acknowledging these factors, the team can avoid over-committing to work that cannot be realistically completed, which helps maintain high morale and stakeholder trust. In agile analysis, this principle is applied at all horizons to ensure that the backlog is not just a list of " wishes " but a set of actionable items that the team is capable of delivering. Grounding decisions in " what is doable " allows the organization to focus on delivering high-quality increments within its actual capacity while identifying areas where skills or technology may need to be improved for future growth.
NEW QUESTION # 173
Strategic decision makers are considering large amounts of complex information covering many different areas. To reduce the information to a manageable level of complexity, they decide to use the following:
Answer: A
Explanation:
Reference: https://www.agilealliance.org/wp-content/uploads/2017/08/AgileExtension_V2-Member-Copy.pdf (35)
NEW QUESTION # 174
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