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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Strategy and Roadmap Alignment | 10% | - Roadmap Development
|
| Topic 2: Analysis and Specification | 17% | - Documentation in Agile
|
| Topic 3: Stakeholder Engagement and Communication | 15% | - Facilitation Techniques
|
| Topic 4: Project and Product Initialization | 15% | - Discovery Activities
|
| Topic 5: Verification and Validation | 10% | - Definition of Done
|
| Topic 6: Evolution of Requirements and Continuous Learning | 5% | - Continuous Improvement
|
| Topic 7: Requirements and Design Collaboration | 20% | - Backlog Management
|
| Topic 8: Agile Mindset and Framework Fundamentals | 8% | - Agile Frameworks Comparison
|
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NEW QUESTION # 94
The team will be performing its first review and trying to determine what should be demonstrated. After a lengthy discussion they decide to demonstrate:
Answer: C
NEW QUESTION # 95
The team is discussing one of the six key terms used to discuss both business analysis and its relationship with common terminology. Specifically, they are describing improvements as being deliberate and achieved though business analysis. This team is discussing the:
Answer: D
Explanation:
Change is the act of transformation in response to a need. Change works to improve the performance of an enterprise. These improvements are deliberate and controlled through business analysis activities.
NEW QUESTION # 96
During the retrospective, the team realizes they are spending too much time developing detailed requirements even though those details are not being used right away. To address this they decide to focus on improving their use of:
Answer: D
Explanation:
The agile principle of Story Elaboration emphasizes a " just-in-time " approach to requirement details. When a team realizes they are over-analyzing stories that won ' t be worked on for several iterations, they are creating waste because those details may change before they are ever built. By improving story elaboration, the team moves from a broad view of the solution to a granular level only when it is necessary to support build activities. This progressive refinement ensures that the most current information and feedback are incorporated into the story ' s details, such as acceptance criteria. Mastering this technique allows the team to maintain a healthy, actionable backlog while avoiding the " analysis paralysis " associated with traditional, upfront documentation, thereby upholding the agile value of responding to change over following a rigid plan.
NEW QUESTION # 97
When facing new competitive threats, getting real using examples at the strategy level addresses the risk of making poorly defined decisions by:
Answer: D
Explanation:
========= In the Strategy Horizon , organizations often face external pressures such as new competitive threats. To mitigate the risk of making poorly defined or reactive decisions, the agile analysis principle of " Get Real Using Examples " is applied to identify and assess the impact of these changes. By using concrete examples of how a competitor's move or a market shift affects the organization ' s value proposition, stakeholders can better visualize the threat and its consequences. This practice moves analysis from abstract theory to tangible impact assessment, allowing the organization to pivot its strategy based on empirical evidence rather than guesswork. Constantly assessing these changes ensures that the portfolio of initiatives remains relevant and that the organization can sense and respond to threats in a timely, effective manner.
NEW QUESTION # 98
While reviewing criteria for a well-written story, the team discusses the following criteria:
Answer: B
Explanation:
Explanation
Explanation/Reference: https://www.agilealliance.org/wp-content/uploads/2017/08/AgileExtension_V2-Member-Copy.pdf (55)
NEW QUESTION # 99
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