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NEW QUESTION # 34
Success factors for a cross-functional team are: (Choose two)
Answer: B,C
Explanation:
Cross-functional teams are central to successful Guidewire implementations, bringing together business, technical, and quality perspectives. Two of the most critical success factors areactive business involvement andempowered decision making, makingOptions A and Dcorrect.
Active business involvement(Option A) ensures that requirements, priorities, and decisions remain aligned with real business needs. When business stakeholders are consistently engaged, teams can quickly validate assumptions, clarify requirements, and make informed trade-offs during elaboration and development.
Empowered decision making(Option D) allows the team to move efficiently without excessive escalation.
When the team is trusted to make decisions within defined boundaries, delivery becomes faster and more predictable. This empowerment is a cornerstone of Agile and Guidewire SurePath practices.
The remaining options are supportive but not core success factors. Collaboration software (Option B) is a tool, not a driver of success. Weekly status reports (Option C) support communication but do not directly enable effective cross-functional collaboration.
NEW QUESTION # 35
Gosu rules consist of: __________________
Answer: A,C
Explanation:
The correct answers are C, D
In Guidewire, a Gosu rule is fundamentally built around two essential parts: the object the rule applies to and the logical condition that is evaluated . That is why a Condition that evaluates to true or false and a business object or Root Object are the correct choices.
C). A Condition that evaluates to true or false is correct because rules depend on logic that determines whether the rule should apply. The condition is the evaluative part of the rule. It checks facts about the data or transaction and returns a boolean result, meaning true or false.
D). A business object or Root Object is also correct because every rule is evaluated in the context of a particular Guidewire entity or business object. The root object provides the data context for the rule. For example, the rule may be written against a claim, policy, exposure, or another core object, depending on the application and scenario.
A is not correct because an audit is only one possible outcome or action in certain business rule contexts. It is not a universal structural component of all Gosu rules.
B is also not the best answer because it is too vague and circular. A rule is not defined as "a business rule that evaluates true or false"; rather, the actual component within the rule is the condition that evaluates true or false.
So, from an analyst perspective, the key point is that a Gosu rule is centered on what object it applies to and what condition it evaluates .
NEW QUESTION # 36
Which of the following describes what user story acceptance criteria are?
Answer: A
Explanation:
Comprehensive and Detailed Explanation (250-300 words):
User storyacceptance criteriadefine the conditions that must be met for a story to be consideredcomplete or
"done."Therefore,Option Bis correct.
Acceptance criteria provide clear, testable statements that confirm whether the implemented functionality satisfies the business requirements. They help align Business Analysts, Developers, and Quality Analysts on expected behavior and success conditions.
Option A describes auser story format, not acceptance criteria. Option C refers to task checklists, which are implementation-focused rather than outcome-focused. Option D describes business value, which belongs in the story description, not acceptance criteria.
NEW QUESTION # 37
Which of the following are deliverables during the Inception Phase of a project? choose two
Answer: C,D
Explanation:
The Inception Phase focuses on defining the project scope and planning the execution. The two primary deliverables that enable the project to move into the Development (Construction) phase are:
* Estimated User Stories (Option C): During Inception, the team conducts "Elaboration" workshops to define requirements as User Stories. Critically, these stories must be Estimated (usually in story points) by the development team. Without estimates, the scope cannot be measured against the timeline.
* Conceptual Sprint Plan (Option B): using the estimates from Option C, the team creates a high-level roadmap (Conceptual Sprint Plan) that slots the user stories into specific sprints. This sets the expectation for what will be delivered when and defines the Minimum Viable Product (MVP).
Why other options are incorrect:
* A. Detail Design Document (DDD): This is associated with "Waterfall" methodologies (Big Design Up Front). In Guidewire's Agile methodology (SurePath), detailed technical design happens during the sprint, just before implementation, not as a massive document at the start.
* D. Process Maps: While Process Maps are created (often as part of the "Current State vs. Future State" analysis), they are typically considered inputs or supporting artifacts for the User Stories, rather than a primary "Phase Deliverable" in the same critical category as the Schedule (Plan) and the Scope (Backlog).
NEW QUESTION # 38
Which of the following roles are typically found in the core project implementation team? choose two
Answer: A,D
Explanation:
Comprehensive and Detailed Explanation:
In the context of a Guidewire implementation using the SurePath (Agile) methodology, the Core Project Implementation Team (often referred to as the Scrum Team or Delivery Team) is responsible for the day-to- day definition, construction, and validation of the software.
The two roles from the list that form the heart of this operational team are:
* Quality Analyst (QA) (Option C):QAs are dedicated members of the implementation team. They are involved throughout the sprint, participating in Story Huddles ("Three Amigos"), defining acceptance criteria, creating test scenarios, and validating the developed functionality against the requirements.
They do not just test at the end; they are embedded in the implementation process.
* Product Owner (Option A):While often a client-side resource, the Product Owner is considered a critical member of the Agile implementation team. They provide the vision, prioritize the backlog, clarify requirements in real-time, and accept the completed stories. Without an active Product Owner, the implementation team cannot function effectively.
Why other options are less appropriate:
* D. Project Manager:While essential for overall governance, budget, and timeline management, the Project Manager typically oversees the projectfrom aboverather than participating in the daily
"implementation" work (coding, configuring, testing) of the sprint team.
* E. Subject Matter Expert (SME):SMEs are consultants to the team. They provide business knowledge during Inception or ad-hoc queries but are not typically full-time "core" members of the implementation squad.
* B. Designer:In Guidewire terminology, "Designer" is not a standard core role title (unlike
"Configuration Developer" or "UI/UX Specialist").
NEW QUESTION # 39
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