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| Section | Weight | Objectives |
|---|---|---|
| Initiative Horizon | 25% | - Planning and estimating - Risk and uncertainty management - Defining scope and objectives - Requirements discovery and analysis |
| Delivery Horizon | 35% | - Elicitation and collaboration techniques - Iterative requirements development - Techniques for agile analysis - Adapting requirements during delivery - Validation and verification |
| Strategy Horizon | 10% | - Identifying and prioritizing value - Stakeholder analysis and engagement at strategic level - Aligning agile work with organizational strategy |
| Agile Mindset | 30% | - Adaptability and continuous improvement - Collaboration and communication - Agile principles and values - Value delivery focus |
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NEW QUESTION # 44
The standard format for documenting Behavioural Driven Development scenarios helps to maintain focus on:
Answer: D
NEW QUESTION # 45
The team discusses the agile principle of avoiding waste and decide it's important because it allows the team to:
Answer: D
Explanation:
Explanation/Reference: https://www.agilealliance.org/wp-content/uploads/2017/08/AgileExtension_V2-Member- Copy.pdf (21)
NEW QUESTION # 46
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 # 47
During a project to improve efficiency at a customer service center, the product owner has established that a
15% improvement on a set of 5 measures is the target for a particular initiative. They meet this goal and move on to a new initiative. If they had not moved to a new goal, what agile analysis principle would they be ignoring?
Answer: C
Explanation:
The agile principle of Avoid Waste dictates that teams should stop work on an initiative once the desired outcome has been achieved and additional effort would yield diminishing returns. In this scenario, the team met its specific target of 15% improvement. Continuing to work on that same initiative in hopes of achieving, for example, 16% or 17% might require significant resources that could be better used to address a different, higher-priority business need. By moving on to a new initiative, the team ensures they are maximizing the value delivered to the organization and not wasting time on " gold-plating " or over-engineering a solution that has already met its success criteria. This focus on efficiency and value-maximizing is a core component of the agile mindset, emphasizing that work not done is just as important as work completed.
NEW QUESTION # 48
The sponsor decides to cancel an initiative based on customer feedback. The immediate next step is to:
Answer: A
Explanation:
Once an initiative is cancelled at the Strategy or Initiative Horizon due to a lack of value or poor feedback, the organization ' s immediate priority is to redeploy resources to satisfy other needs . This action aligns with the agile principle of " Avoid Waste " . In an agile enterprise, resources (people, time, and budget) are considered finite and highly valuable. Rather than letting a team linger on a dead project or performing " wrap- up " work that provides no value, the organization quickly shifts those resources toward the next highest- priority initiative in the portfolio. This agility ensures that the enterprise remains focused on delivering the maximum possible value at all times. Cancelling an initiative is not seen as a failure but as a successful application of the empirical process, allowing the company to " fail fast " and pivot toward more promising opportunities.
NEW QUESTION # 49
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