The Architectural Runway is a key part of which aspect of the Design Thinking model?
D
Explanation:
The Architectural Runway is a key part of the Feasible aspect of the Design Thinking model. The
Design Thinking model is a framework that guides the creation of innovative solutions that are
desirable, viable, feasible, and sustainable. The Feasible aspect focuses on the technical and
operational aspects of the solution, such as the architecture, infrastructure, integration,
performance, and security. The Architectural Runway is a concept that describes the existing code,
components, and technical infrastructure that enable the development and delivery of near-term
features without excessive redesign and delay. The Architectural Runway supports the Feasible
aspect by providing the necessary technical foundation and alignment for developing business
initiatives and implementing new features and capabilities.
Reference:
Architectural Runway - Scaled Agile Framework
Design Thinking - Scaled Agile Framework
What research game is primarily used to better understand the priorities of Solution requirements?
D
Explanation:
Buy a Feature is a research game that is primarily used to better understand the priorities of Solution
requirements. Buy a Feature is a collaborative prioritization technique that involves giving
participants a fixed amount of virtual money and a list of features or requirements with different
costs. The participants then have to decide which features or requirements they want to buy, either
individually or in groups. The game reveals the preferences, trade-offs, and consensus of the
participants, as well as the relative value and importance of each feature or requirement.
Reference:
Buy a Feature - Scaled Agile Framework
Buy a Feature - Innovation Games
What Innovation Game is primarily used to better understand the priorities of Solution
requirements?
What criterion must be satisfied before a Feature can flow from the analysis state to the backlog
state on an ART Kanban?
D
Explanation:
The benefit hypothesis and acceptance criteria are the criteria that must be satisfied before a Feature
can flow from the analysis state to the backlog state on an ART Kanban. The benefit hypothesis and
acceptance criteria are part of the definition of a Feature, which represents a solution functionality
that delivers business value and fulfills a stakeholder need. The benefit hypothesis states the
expected outcome and benefit of implementing the Feature, while the acceptance criteria define the
conditions that must be met for the Feature to be accepted by the stakeholders. The benefit
hypothesis and acceptance criteria help to clarify the scope, value, and quality of the Feature, and to
guide the implementation and validation of the Feature.
Reference:
Features and Capabilities - Scaled Agile Framework
ART and Solution Train Backlogs - Scaled Agile Framework
Which two criteria must be satisfied before a Feature flows from …
Who commonly facilitates the PO Sync event?
A
Explanation:
The PO Sync is an ART event used to gain visibility into the ART’s progress toward meeting its PI
objectives and to make any necessary adjustments. The PO Sync is commonly facilitated by the
Release Train Engineer (RTE), who is the servant leader and chief Scrum Master for the ART. The RTE
helps to coordinate the PO Sync by inviting the Product Owners and Product Management, setting
the agenda, managing the timebox, and resolving any impediments or conflicts.
Reference:
Product Owner (PO) Sync - Scaled Agile Framework
Release Train Engineer and Solution Train Engineer - Scaled Agile Framework
5 Practices to Start Scaling Agile by Mike Hall | Agile Velocity
Which key job function differentiates a Product Manager from a Product Owner (PO)?
D
Explanation:
One of the key job functions that differentiates a Product Manager from a Product Owner (PO) in
SAFe® is prioritizing the backlog. A Product Manager is responsible for defining and prioritizing the
features and capabilities that deliver value to the customers and the business. A Product Manager
owns and maintains the Program Backlog, which is the single source of truth for the work that needs
to be done by the Agile Release Train (ART). A Product Owner, on the other hand, is responsible for
defining and accepting the user stories that implement the features and capabilities. A Product
Owner owns and maintains the Team Backlog, which is the subset of the Program Backlog that the
Agile Team works on. A Product Owner collaborates with the Product Manager to align the Team
Backlog with the Program Backlog and the Vision.
Reference:
Product and Solution Management - Scaled Agile Framework
Product Owner (PO) Sync - Scaled Agile Framework
SAFe Product Manager vs Product Owner - Striking Differences - KnowledgeHut
When dealing with a complex product, what is best defined as a secondary persona?
A
Explanation:
A secondary persona is a type of persona that represents another user of the primary interface who
can be accommodated as long as the targeted persona’s experience is not compromised. A
secondary persona is not the main focus of the product design, but still has some needs and
expectations that should be considered. A secondary persona can help to identify additional
features, functionalities, or scenarios that can enhance the product value and usability, without
sacrificing the primary persona’s satisfaction.
Reference:
Design Thinking - Scaled Agile Framework
Personas - Scaled Agile Framework
When dealing with a complex product, a secondary persona could be best defined as what?
Which research activity primarily drives product strategy instead of product design?
C
Explanation:
Product strategy is the high-level plan that defines the vision, goals, and direction of a product.
Product strategy guides the development and delivery of a product that meets the needs and
expectations of the customers and the business. Product strategy is primarily driven by the research
activity of understanding Customers and values. This activity involves identifying and segmenting the
target market, analyzing the customer needs, problems, and opportunities, defining the value
proposition and the benefit hypothesis, and validating the assumptions and hypotheses with
customer feedback. Understanding Customers and values helps to align the product strategy with the
customer-centric mindset and the business outcomes.
Reference:
Customer Centricity - Scaled Agile Framework
Product and Solution Management - Scaled Agile Framework
Using Market Research To Drive Business Strategy | PlanBeyond
When estimating Feature effort in the analysis stage of the ART Kanban, which sizing standard is
used?
C
Explanation:
T-Shirt sizing is a sizing standard that is used to estimate Feature effort in the analysis stage of the
ART Kanban. T-Shirt sizing is a relative estimation technique that uses predefined categories, such as
XS, S, M, L, XL, to assign a size to a Feature based on its complexity, uncertainty, and dependencies.
T-Shirt sizing is a quick and simple way to compare and prioritize Features without getting into too
much detail or precision. T-Shirt sizing also helps to calculate the Weighted Shortest Job First (WSJF)
value of a Feature, which is a prioritization method that considers the cost of delay and the job size.
Reference:
ART and Solution Train Backlogs - Scaled Agile Framework
ART Kanban - Scaled Agile Framework
New and Updated Kanban Articles provide more effective guidance for …
Program and Solution Kanbans - Scaled Agile Framework
What metric should Product Managers primarily focus on to help guide the evolution of the
products?
C
Explanation:
Outcome metrics are the metrics that measure the impact and value of a product on the customers
and the business. Outcome metrics help product managers to guide the evolution of the products by
focusing on the desired outcomes and benefits, rather than the outputs and features. Outcome
metrics also help product managers to validate the assumptions and hypotheses behind the product
strategy, and to iterate and improve the product based on customer feedback and data.
Reference:
Outcome Metrics - Scaled Agile Framework
5 Essential Metrics for Product Managers
Output vs. Outcome Metrics: What’s the Difference? | ProductPlan
What is an example of a measurement that can help drive Value Stream innovation and
improvements?
A
Explanation:
A measurement that can help drive Value Stream innovation and improvements is the percentage of
Customers activating the product. This metric indicates how many Customers are actually using the
product after acquiring it, and how well the product meets their needs and expectations. A high
percentage of Customers activating the product means that the product delivers value and solves a
problem for the Customers, and that the Value Stream is aligned with the Customer-centric mindset.
A low percentage of Customers activating the product means that there is a gap between the product
offering and the Customer demand, and that the Value Stream needs to innovate and improve the
product design, delivery, and marketing.
Reference:
Value Stream KPIs - Scaled Agile Framework
The Four Most Useful Value Stream Metrics in Software
What is an example of a measurement that can be used to help drive …