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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Releasing | 14% | - Package types: managed, unmanaged, unlocked - Release strategy design - Release scheduling and coordination - Release communication and training |
| Topic 2: Planning | 10% | - Roles and responsibilities definition - Organizational readiness analysis - Risk mitigation strategies - ALM maturity assessment |
| Topic 3: Operating | 8% | - Post-deployment monitoring - Support and maintenance processes - Continuous improvement - Governance enforcement |
| Topic 4: Deploying | 13% | - Deployment tools comparison: Change Sets, Metadata API, Salesforce CLI, Packages - Rollback and recovery planning - Deployment automation - Production deployment strategy |
| Topic 5: Building | 13% | - CI/CD pipeline design - Development best practices and standards - Dependency management - Source control and version control implementation |
| Topic 6: System Design | 15% | - Agile tools and Salesforce DX usage - Single-org vs multi-org strategy evaluation - Environment and sandbox strategy design - Deployment architecture design |
| Topic 7: Application Lifecycle Management | 17% | - Release management frameworks - Governance strategy design - Development models: Change Set, Org Development, Package Development - Development methodologies evaluation |
| Topic 8: Testing | 10% | - Test coverage and execution strategy - Testing methodology selection - Automated testing implementation - Performance and regression testing |
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NEW QUESTION # 38
The CTO at Universal Containers decided to implement the Scrum framework for its agile teams, and communicated a set of Scrum principles to the company.
Which describes a Scrum principle?
Answer: C
NEW QUESTION # 39
An Architect is working on a Universal Containers project, and due to security concerns they cannot provide the Architect with production access. Instead, a central release management team will be responsible for performing production deployments for all development teams. How should an Architect leverage the Metadata API to ensure any metadata components necessary to deploy the project's functionality are properly communicated to the release management team?
Answer: A
NEW QUESTION # 40
Since Universal Containers (UC) has adopted agile methodologies, the CEO is requesting the development teams to deliver more and more work in shorter time frames. The CTO responds by saying the developers are not able to deliver the jobs they are committing to.
What evidence can be gathered in an agile tool to support the CTO ' s claims?
Answer: C
Explanation:
The correct selection is D. A burndown chart that repeatedly finishes with incomplete sprint work is direct evidence that the team is forecasting more than it can deliver. It provides an empirical record of missed commitments rather than relying on subjective management impressions. From a planning perspective, the architect must reduce uncertainty before execution by defining ownership, governance, environment purpose, prioritization, and measurable acceptance criteria. Decisions should be repeatable and visible across teams so delivery capacity, risk, and stakeholder expectations remain aligned throughout the lifecycle. The rejected options do not resolve the planning problem at its source; they either add process overhead or make assumptions that leave ownership and delivery risk unclear. For this scenario, the decisive point is therefore the platform behavior represented by the selected option (D. A burndown chart showing the team misses their forecast sprint after sprint). Applying that rule consistently keeps the implementation aligned with Salesforce- supported lifecycle practices and makes the resulting change easier to review, validate, and operate across environments.
Study Guide reference: Planning - governance; agile planning; environment strategy; backlog prioritization; sandbox strategy; stakeholder alignment.
NEW QUESTION # 41
Universal Containers (UC) is hiring offshore agile development teams to decrease costs and enhance UC ' s capability of delivering new features to its customers. However, the CTO is not able to follow or measure the work of those teams. What should an architect recommend to increase transparency?
Answer: C
Explanation:
The correct selection is D. A virtual Kanban board provides persistent, shared visibility into work in progress, workflow state, and bottlenecks across distributed teams. It is more measurable and transparent than periodic emails, spreadsheets, or representative-only status meetings. From a system-design perspective, the decision should minimize unnecessary coupling while preserving clear ownership, scalability, governance, and extensibility. Salesforce architecture is strongest when boundaries reflect real business and technical responsibilities instead of using organizational convenience as the primary design driver. The rejected designs either centralize too much, fragment without justification, or use a mechanism that does not create the required architectural contract between systems or teams. For this scenario, the decisive point is therefore the platform behavior represented by the selected option (D. Request the offshore teams to share their work in progress in a virtual Kanban board tool.). Applying that rule consistently keeps the implementation aligned with Salesforce-supported lifecycle practices and makes the resulting change easier to review, validate, and operate across environments.
Study Guide reference: System Design - org strategy; modular architecture; integration topology; data ownership; enterprise governance; scalability.
NEW QUESTION # 42
Universal Containers uses multiple Salesforce orgs for its different lines of business (LOBS). In a recent analysis, the architect found that UC could have a more complete view of its customers by gathering customer data from different orgs.
What two options can an architect recommend to accomplish the customer 360-degree view? Choose 2 answers
Answer: B,D
Explanation:
The correct selection is C, D. A multi-org Customer 360 strategy should avoid uncontrolled point-to-point connectivity. A reusable package can standardize common customer-view functionality across orgs, while a hub-and-spoke pattern centralizes authoritative customer data and lets business-unit orgs integrate to that master. From a system-design perspective, the decision should minimize unnecessary coupling while preserving clear ownership, scalability, governance, and extensibility. Salesforce architecture is strongest when boundaries reflect real business and technical responsibilities instead of using organizational convenience as the primary design driver. The rejected designs either centralize too much, fragment without justification, or use a mechanism that does not create the required architectural contract between systems or teams. For this scenario, the decisive point is therefore the platform behavior represented by the selected options (C. Implement a Single Package multi-org strategy by developing and deploying to all orgs a managed package which reads and consolidates customer 360-degree view from the different orgs.; D.
Implement a Hub-and-Spoke multi-org strategy by consolidating customer data in a single org, which will be the master of customer data, and using integration strategies to let the LOBS orgs read and write from it.).
Applying that rule consistently keeps the implementation aligned with Salesforce-supported lifecycle practices and makes the resulting change easier to review, validate, and operate across environments.
Study Guide reference: System Design - org strategy; modular architecture; integration topology; data ownership; enterprise governance; scalability.
NEW QUESTION # 43
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