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| Section | Weight | Objectives |
|---|---|---|
| Delivery Horizon | 35% | - Validation and verification - Iterative requirements development - Techniques for agile analysis - Adapting requirements during delivery - Elicitation and collaboration techniques |
| Strategy Horizon | 10% | - Aligning agile work with organizational strategy - Identifying and prioritizing value - Stakeholder analysis and engagement at strategic level |
| Initiative Horizon | 25% | - Defining scope and objectives - Requirements discovery and analysis - Planning and estimating - Risk and uncertainty management |
| Agile Mindset | 30% | - Value delivery focus - Agile principles and values - Adaptability and continuous improvement - Collaboration and communication |
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NEW QUESTION # 32
The team is prioritizing stories in the backlog and discussing the elements that result in a well-structured, actionable backlog. They identify the following as a central consideration:
Answer: D
NEW QUESTION # 33
While using Kano Analysis to determine what features to include in the MVP, the delivery team decides to include characteristics which if omitted will cause intense dissatisfaction. A team member indicates that these are referred to as:
Answer: A
NEW QUESTION # 34
The team is assessing the initiative and have a number of important decisions to make. These decisions provide valuable feedback to consider at the Strategy Horizon where the following can be determined:
Answer: B
Explanation:
========= Decisions made at the Initiative Horizon create a vital feedback loop for the Strategy Horizon
. One of the most critical determinations for strategic leaders is the impact to other ongoing initiatives .
Because organizations have finite resources, a decision to accelerate, pivot, or cancel one initiative directly affects the capacity and priority of others in the portfolio. This feedback allows the organization to " See the Whole " and maintain overall strategic alignment. By understanding these cross-initiative dependencies and impacts, strategic decision-makers can optimize the allocation of resources and ensure that the enterprise is always moving toward its most important goals. This flow of information ensures that the high-level strategy remains responsive to the realities discovered during more detailed initiative-level analysis.
NEW QUESTION # 35
The team decides to use real-world examples, recognizing it engages stakeholders by:
Answer: C
Explanation:
========= Using real-world examples is a cornerstone of the " Get Real Using Examples " principle, which emphasizes the use of tangible scenarios to drive analysis. This approach is particularly effective for gathering feedback on potential solution options because it moves the conversation from the abstract to the concrete. When stakeholders see how a solution would handle a specific, familiar scenario, they are much more likely to provide accurate and insightful feedback regarding its viability and value. This technique helps to validate assumptions and identify risks early in the process. In an agile context, these examples serve as a bridge between elicitation and validation, ensuring that the team doesn ' t just build what was " asked for, " but what is actually needed to solve the problem in a real-world setting.
NEW QUESTION # 36
While working at the strategic level, how much detail should a team develop about any given initiative?
Answer: B
Explanation:
========= At the Strategy Horizon , the primary goal of analysis is to facilitate decision-making regarding the organization ' s portfolio of work. Therefore, the team should only develop enough detail to allow stakeholders to prioritize the initiative against other competing goals within the enterprise. Excessive detail at this stage is considered waste because strategic priorities can shift rapidly, and detailed requirements developed too early are likely to become obsolete. Analysis at the strategic level focuses on high-level outcomes, potential value, and broad estimates rather than specific features. This level of granularity provides just enough information for executives to determine if an initiative is worth pursuing or if resources should be allocated elsewhere, maintaining organizational agility and ensuring that delivery teams are always working on the most valuable strategic priorities.
NEW QUESTION # 37
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