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質問 # 23
The Product Owners (POs) on an ART held a brainstorming session to gather more detail on an upcoming Feature. They created many Stories but are still deciding which ones to do first because they seem necessary.
Which technique would help organize the Stories and understand which are critical to implementing the Feature?
- A. Weighted Shortest Job First (WSJF)
- B. Must have/Should have/Could have/Will not have (MoSCoW)
- C. Story mapping
- D. Kano analysis
正解：C
解説：
Story mapping is a technique that helps product owners and teams visualize and prioritize user stories based on the user journey and the value they deliver. Story mapping involves creating a two-dimensional map of stories, where the horizontal axis represents the main activities or steps of the user journey, and the vertical axis represents the priority or importance of the stories. The stories are arranged in a hierarchy, where the top row contains the most essential stories that form the backbone of the feature, and the lower rows contain the more detailed or optional stories that enhance the feature. Story mapping helps to organize stories and understand which are critical to implementing the feature, as it shows the big picture of the user goals and needs, the dependencies and relationships among stories, and the minimum viable product (MVP) scope.
References:
* Story Mapping: This article from the Scaled Agile Framework explains the purpose, process, and benefits of story mapping, and provides an example of how it can be used in a SAFe context.
* User Story Mapping: Discover the Whole Story, Build the Right Product: This book by Jeff Patton, the creator of story mapping, provides a comprehensive guide on how to use story mapping to create better products and services that delight customers.
* How to Create a User Story Map: Step by Step Guide with Examples: This article from Miro provides a detailed guide on how to create a user story map, with examples and templates for different types of products and services.
質問 # 24
Which item on the ART planning board might indicate a market window occurrence during a PI?
- A. Feature
- B. Dependencies
- C. Milestone
- D. Business value
正解：C
解説：
A milestone is a specific point in time that marks a significant event or achievement for the ART or Solution Train. A milestone can indicate a market window occurrence during a PI, which is a limited period of time in which a product or service can be launched to gain a competitive advantage or meet a customer demand. A milestone can help the ART or Solution Train align their delivery with the market window, and communicate their progress and readiness to the stakeholders.
Reference:
Milestones: This article from the Scaled Agile Framework explains the concept and purpose of milestones, and describes the four types of milestones: Program Increment (PI), Fixed-Date, Learning, and Benefits.
ART Planning Board: This article from the Scaled Agile Framework describes the role and structure of the ART Planning Board, and how it supports the PI Planning process and the Program Board.
ART Planning Board - PI Planning: This article from Ivar Jacobson International provides practical advice and examples of how to use the ART Planning Board during the Management Review, and what to look for in terms of market windows, dependencies, risks, and objectives.
質問 # 25
Which research activity primarily drives product strategy instead of product design?
- A. Reviewing long-term Architectural Runway Enablers
- B. Understanding Customers and values
- C. Observing what people do with the product
- D. Focusing on product requirements
正解：B
解説：
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
質問 # 26
Which artifact do Product Managers create to facilitate alignment with Product Owners (POs) working on the same ART?
- A. Strategic Themes
- B. Team-level Backlogs
- C. Enterprise Architecture Diagrams
- D. Roadmap
正解：D
解説：
A roadmap is an artifact that shows the planned features and milestones for a solution over a timeline. It helps Product Managers communicate the vision and strategy to Product Owners and other stakeholders, and align them on the priorities and dependencies of the work. A roadmap also provides a feedback loop for validating assumptions and adapting to changing customer needs and market conditions.
Reference:
SAFe Roadmap
Product and Solution Management
Product Owner
質問 # 27
In which Roadmap Feature bucket would a Product Manager place an add-on Feature?
- A. Up-sell
- B. New Business
- C. Retainment
- D. Horizon 1
正解：A
解説：
An up-sell feature is a feature that encourages customers to buy a more expensive or advanced version of a product or service, or to add additional products or services to their purchase. An up-sell feature can increase the revenue and profit per customer, and enhance the customer value proposition. An add-on feature is a type of up-sell feature that adds functionality or benefits to the existing product or service, and usually requires an extra payment or subscription. For example, a cloud storage service may offer an add-on feature of extra storage space or enhanced security for a higher fee.
References:
* Feature Categories: This article from the Scaled Agile Framework explains the concept and purpose of feature categories, and how they can help product teams prioritize and communicate the value of features. It also describes the four main feature categories: new business, up-sell, operational efficiency, and retainment.
* Product Roadmap: Examples, Types and Key Features: This article from AltexSoft provides a comprehensive guide on product roadmaps, including their key features, common types, and examples.
It also provides some tips and best practices on roadmap creation and communication.
質問 # 28
When dealing with a complex product, what is best defined as a secondary persona?
- A. The consumer whose experience is essential to the degree that it is acceptable to alter the product experience of the primary persona
- B. Another user of the primary interface can be accommodated as long as the targeted persona's experience is not compromised
- C. Someone the product is explicitly not going to satisfy
- D. A persona that must be satisfied for the product such that the goals should drive the design process
正解：B
解説：
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?
質問 # 29
Where are opportunities found in the strategic sweet spot?
- A. Solution Intent
- B. Competitors offerings
- C. Customer needs
- D. Product Vision
正解：C
解説：
The strategic sweet spot of a company is where it meets customer's needs in a way that rivals can't, given the context in which it competes12. It is where the company's capabilities match customer needs in a way that the competition can't. Finding the strategic sweet spot is a key challenge of strategic thinking and a source of competitive advantage.
Reference:
How to find your strategic sweet spot and why it matters
The Strategic Sweet Spot - Harvard Business Review
質問 # 30
Which item on the ART planning board might indicate a market window occurrence during a PI?
- A. Feature
- B. Dependencies
- C. Milestone
- D. Business value
正解：C
解説：
A milestone is a specific point in time that marks a significant event or achievement for the ART or Solution Train. A milestone can indicate a market window occurrence during a PI, which is a limited period of time in which a product or service can be launched to gain acompetitive advantage or meet a customer demand. A milestone can help the ART or Solution Train align their delivery with the market window, and communicate their progress and readiness to the stakeholders.
References:
* Milestones: This article from the Scaled Agile Framework explains the concept and purpose of milestones, and describes the four types of milestones: Program Increment (PI), Fixed-Date, Learning, and Benefits.
* ART Planning Board: This article from the Scaled Agile Framework describes the role and structure of the ART Planning Board, and how it supports the PI Planning process and the Program Board.
* ART Planning Board - PI Planning: This article from Ivar Jacobson International provides practical advice and examples of how to use the ART Planning Board during the Management Review, and what to look for in terms of market windows, dependencies, risks, and objectives.
質問 # 31
The "chasm" can occur between visionaries and what segment of the target market?
- A. Early majority
- B. Late adopters
- C. Middle skeptics
- D. Technology enthusiasts
正解：A
解説：
The chasm is the gap in the technology adoption lifecycle between the early adopters and the early majority.
The early adopters are visionaries who are open to trying new technologies, whereas the early majority are pragmatists who are more cautious and skeptical. The chasm occurs due to the different expectations and requirements of these two groups. A product that appeals to the early adopters may not appeal to the early majority, who value reliability, compatibility, and convenience over novelty and differentiation. Therefore, a product needs to cross the chasm by finding a niche market, establishing a clear value proposition, and creating a strong word-of-mouth.
References:
* Crossing the Chasm & Scale Your SaaS: This article from Userpilot provides a practical guide on how to cross the chasm and scale a SaaS product, with examples and tips on finding product-market fit, defining a beachhead market, and creating a whole product.
* Crossing the Chasm in the Technology Adoption Life Cycle: This article from Business to You explains
* the concept and purpose of the technology adoption lifecycle and the chasm, and how they can help marketers understand and target different customer segments.
質問 # 32
What is the most important planning question for primary research?
- A. Who will be asked?
- B. What research medium will be used?
- C. What will be asked?
- D. How many people will be asked?
正解：C
解説：
The most important planning question for primary research is what will be asked, because this determines the type, quality, and relevance of the data that will be collected. The research question or hypothesis should be specific, narrow, and discoverable through primary research methods, and it should align with the research purpose and objectives. The research question or hypothesis guides the choice of the research medium, the sample size and selection, and the data analysis and interpretation.
References:
* What is Primary Research?: This article from Purdue OWL defines primary research and explains the steps and considerations involved in planning and conducting primary research.
* 10.3: Planning Your Primary Research Project: This article from Humanities LibreTexts provides some tips and examples on how to plan a primary research project, including defining the research question or hypothesis, choosing the research method, and designing the research instrument.
質問 # 33
Who is the best stakeholder to collaborate with if a Product Manager wants to discuss an Enabler Feature for the upcoming PI?
- A. Business Owners
- B. System/Solution Architects
- C. Epic Owners
- D. Agile Team
正解：B
解説：
An Enabler Feature is a type of feature that supports the development and delivery of future business features by extending the architectural runway, improving the infrastructure, or addressing compliance. An Enabler Feature is usually defined and prioritized by System/Solution Architects, who are responsible for designing and guiding the technical aspects of the solution. Therefore, the best stakeholder to collaborate with if a Product Manager wants to discuss an Enabler Feature for the upcoming PI is the System/Solution Architect, as they can provide the necessary technical expertise, guidance, and alignment.
References:
* Enablers - Scaled Agile Framework
* System and Solution Architect/Engineering - Scaled Agile Framework
* PI Planning - Scaled Agile Framework
質問 # 34
What aspect of a product or service does the "Golden Circle" consider most important to communicate to prospective Customers?
- A. The Solution that the product or service provides
- B. The array of benefits the product or service offers
- C. The purpose of the product or service
- D. The product or service that sets it apart from others
正解：C
解説：
The Golden Circle is a framework developed by Simon Sinek that suggests that the most effective way to communicate a product or service to prospective customers is to start with the "why" - the core purpose, belief, or cause that drives an organization or individual. By explaining the "why" before the "how" (the strategies and methods) and the "what" (the products, services, or offerings), the communicator can inspire and connect with the customers on a deeper level, and differentiate themselves from the competitors who focus on the features or benefits of their products or services.
References:
* Frameworks for Setting Company Priorities: The Golden Circle: This article from Geckoboard explains how the Golden Circle can help organizations align their actions and strategies with their purpose and values, and communicate them effectively to their customers and stakeholders.
* How to Use the Golden Circle in Business: This article from ActiveCampaign provides a detailed guide on how to apply the Golden Circle to various aspects of business, such as marketing, sales, customer service, and leadership.
* Golden Circle: A different approach for a unique value proposition: This article from ThePowerMBA illustrates how the Golden Circle can help businesses create a unique value proposition that resonates with their customers and stands out from the crowd.
質問 # 35
When estimating Feature effort in the analysis stage of the ART Kanban, which sizing standard is used?
- A. Estimated days
- B. Story points
- C. Estimated hours
- D. T-Shirt sizing
正解：D
解説：
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.
References:
* 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
質問 # 36
In which Roadmap Feature bucket would a Product Manager place an add-on Feature?
- A. Up-sell
- B. New Business
- C. Retainment
- D. Horizon 1
正解：A
解説：
An up-sell feature is a feature that encourages customers to buy a more expensive or advanced version of a product or service, or to add additional products or services to their purchase. An up-sell feature can increase the revenue and profit per customer, and enhance the customer value proposition. An add-on feature is a type of up-sell feature that adds functionality or benefits to the existing product or service, and usually requires an extra payment or subscription. For example, a cloud storage service may offer an add-on feature of extra storage space or enhanced security for a higher fee.
Reference:
Feature Categories: This article from the Scaled Agile Framework explains the concept and purpose of feature categories, and how they can help product teams prioritize and communicate the value of features. It also describes the four main feature categories: new business, up-sell, operational efficiency, and retainment.
Product Roadmap: Examples, Types and Key Features: This article from AltexSoft provides a comprehensive guide on product roadmaps, including their key features, common types, and examples. It also provides some tips and best practices on roadmap creation and communication.
質問 # 37
Which key job function differentiates a Product Manager from a Product Owner (PO)?
- A. Accepting Stories
- B. Prioritizing the backlog
- C. Focusing on the short-term Vision
- D. Reviewing legal agreements
正解：B
解説：
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.
References:
* Product and Solution Management - Scaled Agile Framework
* Product Owner (PO) Sync - Scaled Agile Framework
* SAFe Product Manager vs Product Owner - Striking Differences - KnowledgeHut
質問 # 38
Which horizon describes the desired state as stable solutions that deliver high value with minimal new investment?
- A. Horizon 3
- B. Horizon 0
- C. Horizon 2
- D. Horizon 1
正解：D
解説：
The horizon model is a framework that helps organizations balance their investments across different time horizons and types of innovation. According to the Scaled Agile Framework, there are four horizons: Horizon
0, Horizon 1, Horizon 2, and Horizon 31. Horizon 1 describes the desired state as stable solutions that deliver high value with minimal new investment. These are the core products or services that generate most of the current revenue and profit, and have a loyal customer base. Horizon 1 solutions require continuous improvement and optimization, but not significant new investment or disruption. Horizon 1 can be further divided into two sub-horizons: Investing and Extracting2.
References:
* Horizon Planning: This article from the Scaled Agile Framework explains the concept and purpose of horizon planning, and describes the four horizons and their characteristics, challenges, and best practices.
* SAFe's investment horizon model - A synopsis: This article from Medium provides a summary of the SAFe investment horizon model, and illustrates how it can help organizations allocate their resources and manage their portfolio.
質問 # 39
What is an example of a measurement that can help drive Value Stream innovation and improvements?
- A. Percentage of Customers activating the product
- B. Number of Customers added during the quarter
- C. Average Customer acquisition costs
- D. Iteration velocity measured on a quarterly basis
正解：A
解説：
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.
References:
* 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 ...
質問 # 40
The Lean Portfolio Management team is reviewing new work moving through the Portfolio Kanban. Request 1 is incremental innovation and can likely be done by one ART in one PI. Request 2 is a major opportunity impacting multiple stages of the Value Stream, likely requiring the participation of two ARTs over multiple PIs. Which backlog should each request be added?
- A. Both should be added to the ART Backlog
- B. Both should be added to the Portfolio Backlog
- C. Request 1 should be added to the ART Backlog as a Feature; Request 2 should be added to the Portfolio Backlog as an Epic
- D. Request 1 should be added to the Portfolio Backlog as an Epic; Request 2 should be added to the ART Backlog as a Feature
正解：C
解説：
According to the Scaled Agile Framework, the Portfolio Backlog contains the highest-level portfolio epics, which are large, cross-cutting initiatives that require analysis, approval, and funding by the Lean Portfolio Management (LPM) team1. The ART Backlog contains the features, which are services provided by the system that fulfill stakeholder needs2. Features are derived from epics and are typically implemented by one Agile Release Train (ART) within one Program Increment (PI)3. Therefore, Request 1, which is an incremental innovation that can be done by one ART in one PI, should be added to the ART Backlog as a Feature. Request 2, which is a major opportunity impacting multiple stages of the Value Stream and requiring the participation of two ARTs over multiple PIs, should be added to the Portfolio Backlog as an Epic.
Reference:
Portfolio Backlog: This article from the Scaled Agile Framework explains the purpose, structure, and content of the Portfolio Backlog, and how it is managed by the LPM team using the Portfolio Kanban system.
Features: This article from the Scaled Agile Framework defines the concept of features, their attributes, and their relationship with epics and stories.
ART Backlog: This article from the Scaled Agile Framework describes the role, composition, and management of the ART Backlog, and how it supports the PI Planning process.
質問 # 41
Which element of Solution Intent helps drive a Solution Roadmap?
- A. Strategic Themes
- B. Specifications
- C. Customer segments
- D. Product Vision
正解：D
解説：
A product vision is a statement that describes the desired outcome and value proposition of a solution. It helps guide the development of the solution by providing a clear and compelling direction. A product vision also helps drive a solution roadmap, which shows the planned features and milestones for the solution over a timeline. A product vision is part of the solution intent, which is the repository of the current and intended solution behavior and design.
Reference:
Solution Intent
Solution Vision
Roadmap
Solution Management
質問 # 42
Which statement is true about personas?
- A. They represent a broad set of experiences from various types of Customers to speak to a wider market range
- B. They should be created before choosing a market segment
- C. They should be used to convey the problems of a typical Customer
- D. They explain how the Customers want to use the product
正解：D
解説：
Personas are fictional characters that represent the ideal customers or users of a product or service. They help product teams understand and empathize with the needs, goals, and preferences of their target segments. Personas explain how the customers want to use the product by describing their behaviors, motivations, pain points, and expectations. Personas also help product teams design and deliver solutions that meet the customer needs and create value.
Reference:
Personas: This article from the Scaled Agile Framework explains the concept and purpose of personas, and how they can be used in a SAFe context to support customer-centricity, design thinking, and lean UX.
What are Personas?: This article from Agile Alliance defines personas and describes their benefits and characteristics. It also provides some tips and examples on how to create and use personas effectively.
質問 # 43
What research technique is used to develop personas?
- A. Journey Map
- B. Solution Content
- C. Storyboard
- D. Product Vision
正解：A
解説：
A journey map is a research technique that is used to develop personas. A journey map is a visual representation of the steps, interactions, and emotions of a user as they go through a process or a service. A journey map can help develop personas by identifying the pain points, opportunities, and gaps in the current state, and by generating ideas for improving the user experience and value proposition in the future state. A journey map can also help communicate the user needs and expectations to the stakeholders and align them on a common vision and goal.
References:
* Journey Maps - Scaled Agile Framework
* Journey Mapping 101 | Nielsen Norman Group
* Journey Mapping: The Ultimate Guide | Miro
* Journey Mapping: How to Create One and Why It's Important
質問 # 44
What circumstance would a team create a Story map?
- A. When the Feature has multiple personas to address
- B. When Stories for a single Feature span multiple teams
- C. When Stories are dependent on one another
- D. When Stories work together to support a workflow
正解：D
解説：
A story map is a visual tool that helps product teams organize and prioritize user stories based on the user journey and the value they deliver. A story map shows the main activities or steps of the user journey as the backbone of the feature, and the stories that support each activity as the slices of the feature. A team would create a story map when stories work together to support a workflow, because it helps them to understand and communicate the big picture of the user goals and needs, and to identify the minimum viable product (MVP) scope.
References:
* Story Mapping: This article from the Scaled Agile Framework explains the purpose, process, and benefits of story mapping, and provides an example of how it can be used in a SAFe context.
* User Story Mapping: Discover the Whole Story, Build the Right Product: This book by Jeff Patton, the creator of story mapping, provides a comprehensive guide on how to use story mapping to create better products and services that delight customers.
* How to Create a User Story Map: Step by Step Guide with Examples: This article from Miro provides a detailed guide on how to create a user story map, with examples and templates for different types of products and services.
質問 # 45
Where are opportunities found in the strategic sweet spot?
- A. Solution Intent
- B. Competitors offerings
- C. Customer needs
- D. Product Vision
正解：C
解説：
The strategic sweet spot of a company is where it meets customer's needs in a way that rivals can't, given the context in which it competes12. It is where the company's capabilities match customer needs in a way that the competition can't. Finding the strategic sweet spot is a key challenge of strategic thinking and a source of competitive advantage.
References:
* How to find your strategic sweet spot and why it matters
* The Strategic Sweet Spot - Harvard Business Review
質問 # 46
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