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| Section | Weight | Objectives |
|---|---|---|
| Delivery Horizon | 35% | - Adapting requirements during delivery - Iterative requirements development - Techniques for agile analysis - Elicitation and collaboration techniques - Validation and verification |
| Strategy Horizon | 10% | - Identifying and prioritizing value - Aligning agile work with organizational strategy - Stakeholder analysis and engagement at strategic level |
| Agile Mindset | 30% | - Collaboration and communication - Value delivery focus - Adaptability and continuous improvement - Agile principles and values |
| Initiative Horizon | 25% | - Planning and estimating - Requirements discovery and analysis - Risk and uncertainty management - Defining scope and objectives |
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NEW QUESTION # 27
The delivery team wants to release an MVP version of the product as soon as possible. However, they are struggling with deciding what that MVP should contain. What technique can they use to help them decide?
Answer: B
Explanation:
Kano Analysis is a specialized technique used to categorize product features based on their impact on customer satisfaction. When determining the scope of a Minimum Viable Product (MVP) , Kano Analysis helps the team identify " Threshold " or " Must-be " characteristics. These are the baseline features that, if omitted, will cause intense customer dissatisfaction and render the product unviable. By focusing on these threshold features alongside high-impact performance features, the team can define the smallest possible set of functionality that provides value and satisfies the core customer need. This prevents " scope creep " and ensures that the team does not waste time on " delighter " or " excitement " features until the core viability of the product has been proven in the market. This strategic prioritization is central to agile delivery and resource optimization.
NEW QUESTION # 28
A team member has written a full user guide about a feature that has not yet been developed. Shortly before delivery is to start, the feature is dropped. What did the team member forget to value highly?
Answer: B
Explanation:
Explanation/Reference: https://www.agilealliance.org/wp-content/uploads/2017/08/AgileExtension_V2-Member- Copy.pdf (17)
NEW QUESTION # 29
A team has been delivering a steady stream of small value increments towards a goal for 4 months. They have completed several solution components, with several still potentially doable. The solution owner examines the reactions to the delivered components from customers. To determine which potential item would be most valuable next, the solution owner will need to:
Answer: C
Explanation:
To prioritize the next most valuable item after receiving customer feedback, the solution owner utilizes Value Modeling or a Value Map . This involves evaluating remaining solution components against the feedback received to determine which features provide the highest relative benefit to the customer compared to the cost or effort required to build them. While " Thinking as a Customer " is an underlying principle, the specific activity of evaluating options through a value-based framework allows the solution owner to make data-driven decisions at the Initiative Horizon . This assessment ensures that the team maximizes the return on investment by focusing on features that solve the most critical problems or offer the highest satisfaction. This objective evaluation prevents " gold-plating " and ensures that every increment delivered directly contributes to the organizational goals.
NEW QUESTION # 30
As part of the initial discussions, the team agrees that the " I " in the INVEST criteria for ensuring quality in user stories represents:
Answer: C
Explanation:
The INVEST acronym (Independent, Negotiable, Valuable, Estimable, Small, Testable) is a standard used to evaluate the quality of user stories. The " I " specifically stands for Independent , meaning that a story should be self-contained and free from strict dependencies on other stories. Independence is vital in agile analysis because it allows the Product Owner to re-prioritize the backlog without triggering a cascade of planning changes. When stories are independent, the delivery team can work on them in any order that maximizes value, facilitating a more flexible and responsive delivery process. Reducing dependencies minimizes the risk of bottlenecks and allows for the incremental release of features, ensuring that each story represents a distinct unit of business value that can be validated and deployed on its own merits.
NEW QUESTION # 31
At the Strategy Horizon, the team continually assesses the impact of change to evolve the future state. This involves defining:
Answer: B
Explanation:
========= Agile business analysis at the Strategy Horizon focuses on the long-term vision and the continuous evolution of the organization. Practitioners must continually assess the impact of internal and external changes to ensure that the organizational strategy remains relevant. This evolution requires defining multiple potential future states at different time horizons rather than committing to a single, rigid long-term plan. By identifying these various states, the organization can better prepare for different market scenarios and technical shifts. This practice supports organizational agility by allowing leadership to pivot based on which potential future becomes most likely as new information emerges. Ultimately, this high-level modeling ensures that the portfolio of initiatives is always aligned with a viable and valuable future direction.
NEW QUESTION # 32
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