2025年最新の保証された成功できるSAFe-POPM日本語問題集でScrumのPDF問題
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質問 # 22
PI 計画中に初期チーム容量を決定する際の 1 つのステップは何ですか?
- A. 最近完了した機能のポイントをすべて合計します
- B. チームメンバーの休暇日、祝日、研修日ごとに1ポイント減点
- C. 全チームの最終チーム容量を比較する
- D. すべての時間ベースのキャパシティ調整について、プロダクトオーナー/プロダクトマネージャーの承認を得る
正解：B
解説：
One step when determining initial team capacity during PI Planning is to subtract one point for every team member's vacation day, public holiday, or training day. This step helps the team to adjust their capacity based on the actual availability of each team member for the upcoming Program Increment (PI)1. By accounting for the time-based capacity adjustments, the team can plan their work more realistically and avoid overcommitting or underdelivering2.
References:
*PI Planning - Scaled Agile Framework
*How to Improve Your Agile Team's Capacity Planning - Method
質問 # 23
ビジョンを伝える際に重要なことは何ですか?
- A. 非機能要件の重要性
- B. 機能の優先順位付けの重要性
- C. 共感インタビューの重要性
- D. リーン予算ガードレールの重要性
正解：D
解説：
The vision is a description of the future state of the solution under development, reflecting customer and stakeholder needs, as well as the features and capabilities proposed to meet those needs1. Communicating the vision effectively is essential for creating a shared understanding of the program's goals and objectives, especially as they evolve due to changing market needs and business drivers1. One of the key aspects of communicating the vision is to establish the importance of Lean budget Guardrails, which are policies and practices that ensure the financial integrity and economic viability of the solution2. Lean budget Guardrails provide the boundaries and context forthe solution development, enabling decentralized decision-making and empowering teams to operate autonomously within the agreed-upon funding2. By communicating the importance of Lean budget Guardrails, the vision helps align the teams with the strategic themes and portfolio priorities, as well as foster a culture of innovation and learning2.
References: 1 Vision - Scaled Agile Framework, 2 Lean Budgets - Scaled Agile Framework
質問 # 24
PO Sync の主な目的は何ですか?
- A. コーチシンク参加者とPIのステータスを一致させる
- B. PIの進捗状況を評価し、必要に応じて範囲と優先順位を調整する
- C. バックログの改善を実施する
- D. PI目標を構築し、整合性を改善する
正解：B
解説：
The primary purpose of PO Sync is to assess progress of the Program Increment (PI) and adjust scope and priority as needed12. PO Sync is a regular event that involves the Product Owners from all the Agile teams in an Agile Release Train (ART)12. In PO Sync, they share the status of their work, identify dependencies, risks, and impediments, and align on the product vision and roadmap12. PO Sync helps to ensure that the ART delivers value to the customers and meets the PI objectives12.
Some additional information that might be helpful for you are:
*The other options (B, C, and D) are not the primary purpose of PO Sync, but rather purposes of other events or activities.
*Building PI Objectives and improving alignment is the purpose of PI Planning, which is a two-day event that occurs at the beginning of each PI3. In PI Planning, all the members of the ART collaborate to define, prioritize, and plan the work for the next PI3.
*Aligning with Coach Sync participants on the status of the PI is the purpose of Scrum of Scrums (SoS), which is a regular event that involves the Scrum Masters from all the Agile teams in an ART4. In SoS, they coordinate and synchronize the work of the teams, resolve cross-team impediments, and report the progress and risks to the RTE4.
*Conducting backlog refinement is an activity that occurs throughout the PI, where the Product Owner and the Development team review and update the Team Backlog to prepare for the upcoming Iterations. Backlog refinement helps to ensure that the work items are clear, feasible, and valuable
質問 # 25
継続的デリバリー パイプラインによって何が可能になりますか?
- A. 予測可能なリリース周期
- B. 新機能がより頻繁に提供される
- C. 透明な測定
- D. エンドツーエンドのテスト
正解：B
解説：
The Continuous Delivery Pipeline enables the delivery of new functionality to customers more frequently by streamlining and automating the workflows, activities, and feedback loops from ideation to release1. The Continuous Delivery Pipeline consists of four aspects: Continuous Exploration, Continuous Integration, Continuous Deployment, and Release on Demand2. These aspects work together to support the delivery of small batches of new functionality, which can be released to the market based on the customer demand and business needs3.
References:
*Continuous Delivery Pipeline - Scaled Agile Framework
*Continuous Delivery Pipeline - Scaled Agile Framework
*SAFe Continuous Delivery Pipeline: A Comprehensive Guide to the ...
質問 # 26
PI 計画を成功させるために必要なビジョンとバックログを ART が確保できるようにする役割はどれですか?
- A. プロダクトオーナー
- B. 製品管理
- C. リリーストレインエンジニア
- D. リーンアジャイルセンターオブエクセレンス
正解：B
解説：
Product Management is the role that ensures that the Agile Release Train (ART) has the Vision and Backlog needed to engage in PI Planning successfully. Product Management is responsible for defining and communicating the Vision, which describes the future state of the solution and its features1. Product Management also develops and maintains the Program Backlog, which contains the features and enablers that the ART will implement in the upcoming Program Increments (PIs)2. Product Management collaborates with stakeholders, customers, architects, and other roles to discover, prioritize, and refine the backlog items and present them to the ART during PI Planning3.
References:
*Vision - Scaled Agile Framework
*Product Management - Scaled Agile Framework
*PI Planning - Scaled Agile Framework
質問 # 27
顧客に提供される製品、サービス、またはシステムとは何と定義されますか?
- A. 解決策
- B. エピック
- C. 値
- D. 能力
正解：A
解説：
A solution is defined as a product, service, or system delivered to the customer in SAFe. A solution can be a small mobile application built by a single Agile Release Train (ART) or a large automotive system of systems built by a network of Development Value Streams (DVSs) in a supply chain1. A solution may also be an insurance or banking product offered by a financial institution. Solutions can be the products a company sells or the internal products they use to run the business. They may provide direct value to an end-user or may be a component of a larger solution1.
References:
*Solution - Scaled Agile Framework
質問 # 28
次のアジャイル宣言の原則のうち、システムデモの実施に一致するものはどれですか?
- A. チームは定期的に、より効果的に活動するための方法について検討します。
- B. 動作するソフトウェアは進捗状況の主な指標です
- C. 情報を伝達する最良の方法は対面での会話です
- D. 開発の後半であっても、要件の変更を歓迎します
正解：B
解説：
The System Demo is an event where the Agile Release Train (ART) demonstrates the integrated and working software to the stakeholders and customers1. The System Demo aligns with the Agile Manifesto principle that states: "Working software is the primary measure of progress"2. This principle emphasizes the value of delivering functional and usable software over comprehensive documentation or adherence to a plan3. The System Demo provides feedback on the quality, usability, and value of the software, as well as the effectiveness of the ART1.
References:
*System Demo - Scaled Agile Framework
*12 Principles Behind the Agile Manifesto | Agile Alliance
*Manifesto for Agile Software Development
質問 # 29
製品管理がビジョンを作成するのに役立つ質問は何ですか?
- A. ロードマップにはどのようなテーマが含まれていますか?
- B. 顧客にリリースされた機能はいくつありますか?
- C. どの機能をスコープ外にする必要がありますか?
- D. ソリューションはどのような問題を解決しますか?
正解：D
解説：
One of the questions that helps Product Management create a Vision is what problem(s) will the Solution solve for the customers and stakeholders. The Vision is a description of the future state of the Solution under development, and it reflects the needs and expectations of the customers and stakeholders1. The Vision also provides the context and purpose for the features and capabilities of the Solution2. Therefore, Product Management needs to understand the problem(s) that the Solution aims to address, and how it will deliver value and benefits to the customers and stakeholders3.
References:
*Vision - Scaled Agile Framework
*Solution Vision - Scaled Agile Framework
*What is a Product Vision Statement? | Definition and Overview
質問 # 30
ソリューション ロードマップではどのような時間単位が使用されますか?
- A. 日数
- B. 年
- C. PI
- D. 反復
正解：C
解説：
Program Increments (PIs) are the unit of time used on Solution Roadmaps, which are visual tools that forecast and communicate the planned deliverables, milestones, and investments over a time horizon12. PIs are fixed-length timeboxes, typically 8 to 12 weeks long, that provide a regular and predictable planning cadence for the Agile Release Trains (ARTs) and Solution Trains3. PIs are used on Solution Roadmaps to:
*Align the solution delivery with the PI objectives, which are the SMART goals that define the expected outcomes and benefits for each ART and Solution Train in a PI3.
*Coordinate the dependencies and interfaces between the ARTs and Solution Trains that contribute to the solution3.
*Provide a near-term forecast of the features and capabilities that will be delivered in the next two to three PIs12.
*Incorporate feedback and learning from the previous PIs and adjust the scope and priority of the work items as needed12.
Some additional information that might be helpful for you are:
*The other options (A, B, and D) are not the unit of time used on Solution Roadmaps, but rather units of time that may be used for other purposes or in other contexts.
*Iterations are fixed-length timeboxes, typically one or two weeks long, that provide a regular and predictable development cadence for the Agile Teams4. Iterations are used to plan, execute, and demo the work items in the Team Backlog4.
*Years are a unit of time that may be used to provide a high-level overview of the roadmap, outlining major milestones, goals, and initiatives that are planned over multiple years2. Years are not used to plan or forecast the solution delivery in detail, as they are too long and uncertain for Agile planning2.
*Days are a unit of time that may be used to estimate the effort or duration of a work item or a task5. Days are not used to schedule or forecast the solution delivery on the roadmap, as they are too granular and variable for Agile planning5.
質問 # 31
機能をストーリーに分割するパターンは何ですか?
- A. テクノロジースタックのレイヤー
- B. 完了すべきタスク
- C. チームスキル
- D. データの変動
正解：D
解説：
A pattern for splitting Features into Stories is to use variations in data, which means identifying different types of data that the feature can handle and creating a story for each type. For example, a feature that allows users to upload files can be split into stories for different file formats, sizes, or sources. This way, the stories are independent, testable, and valuable12 References:
*Story - Scaled Agile Framework
*User stories splitting by data variations and interfaces
質問 # 32
次のロールのうち、ART バックログのコンテンツ権限を持つのはどれですか?
- A. ビジネスオーナー
- B. プロダクトオーナー
- C. 製品管理
- D. システムアーキテクト
正解：C
解説：
Product Management is the role that has content authority for the ART Backlog. The ART Backlog is a Kanban system that captures and manages the features and enablers that the Agile Release Train (ART) will implement in the upcoming Program Increments (PIs)1. Product Management is responsible for defining and communicating the vision, value proposition, and features of the solution, as well as prioritizing and refining the backlog items2. Product Management collaborates with stakeholders, customers, architects, and other roles to ensure that the ART Backlog reflects the needs and expectations of the customers and aligns with the strategic direction of the portfolio3.
References:
*ART and Solution Train Backlogs - Scaled Agile Framework
*Product Management - Scaled Agile Framework
質問 # 33
バックログ改善の効果を高めるにはどうすればよいですか?
- A. チームメンバーを数人含める
- B. イテレーション計画中にストーリーを洗練する
- C. 定期的にイベントをスケジュールする
- D. 主題の専門家と個別に会議を開く
正解：C
解説：
One of the factors that can increase the effectiveness of Backlog Refinement is to schedule the event on a regular cadence. Backlog Refinement is the process of reviewing, updating, and prioritizing the backlog items to prepare them for future iterations or sprints1. By scheduling the event on a regular cadence, such as once or twice per week, the team can ensure that the backlog is always accurate, relevant, and ready for planning2. A regular cadence also helps the team to avoid cramming too much work into a single session, which can lead to lower quality and reduced collaboration3.
References:
*Team Backlog - Scaled Agile Framework
*Backlog refinement - How I learned to love agile business analysis ...
*Essential Checklist for Effective Backlog Refinement (and What To Avoid ...
質問 # 34
PI 計画中にチームによって開発され、ART レベルにロールアップされるのはどれですか?
- A. リスク
- B. マイルストーン
- C. 目的
- D. 依存関係
正解：C
解説：
Objectives are developed by teams and rolled up to the ART level during PI Planning. Objectives are a summary of the business and technical goals that the teams and the ART intend to achieve in the upcoming Program Increment (PI)1. During PI Planning, each team creates their own team PI objectives, which are then presented and reviewed by the ART and the stakeholders2. The aggregated team PI objectives form the ART PI objectives, which provide a common vision and alignment for the ART3.
References:
*PI Objectives - Scaled Agile Framework
*PI Planning - Scaled Agile Framework
質問 # 35
エンドツーエンドの顧客エクスペリエンスを設計するための 1 つの方法は何ですか?
- A. ジャーニーマッピング
- B. 全体製品思考
- C. フィーチャーストーミング
- D. ペルソナ開発
正解：A
解説：
Journey mapping is one method for designing the end-to-end customer experience. It is a visual representation of the steps, emotions, and pain points that a customer goes through when interacting with a product or service. It helps to identify the customer needs, expectations, and goals, as well as the gaps and opportunities for improvement in the current experience. Journey mapping also helps to align the stakeholders on the customer perspective and prioritize the features and solutions that will deliver the most value and satisfaction123 References:
*The expanding role of design in creating an end-to-end customer experience
*End to End Customer Experience: Know and Control its 3 Elements - HEFLO BPM
*How Design thinking Can Shape end to end Customer Experience
質問 # 36
イネーブラー優先順位付けを行うために、製品管理はどの役割と連携しますか?
- A. プロダクトオーナー
- B. 開発マネージャー
- C. システムアーキテクト
- D. ソリューション管理
正解：C
解説：
Product Management works with System Architect to prioritize Enablers, which are backlog items that extend the architectural runway of the solution under development or improve the performance of the development value stream1. System Architect provides technical guidance and enablement to the Agile Release Trains (ARTs) and helps identify and define the enablers needed to support the features and capabilities2. In collaboration with System Architect, Product Management negotiates capacity allocations that balance the concentration of business and enabler features in the ART backlog3.
Some additional information that might be helpful for you are:
*The other options (B, C, and D) are not the role that Product Management works with to prioritize Enablers, but rather roles that have different responsibilities or collaborations with Product Management.
*Development Manager is a role that supports the Development teams in building quality solutions and fosters a culture of technical excellence and innovation4. Development Manager may work with Product Management to provide feedback on the feasibility and effort of the features and enablers, but not to prioritize them.
*Product Owner is a role that represents the customer and stakeholders to the Development team and defines and accepts the work items in the Team Backlog. Product Owner may work with Product Management to align on the product vision and roadmap and to decompose the features and enablers into stories, but not to prioritize them.
*Solution Management is a role that is responsible for defining and delivering complex solutions that require multiple ARTs and Solution Trains. Solution Management may work with Product Management to coordinate the dependencies and interfaces between the solutions and the products, but not to prioritize the enablers.
質問 # 37
イテレーションの振り返り中に特定された改善項目に対する次のアクションは何ですか?
- A. チームバックログにストーリーとして入力されます
- B. ビジネスオーナーにエスカレーションされます
- C. これらはスクラムマスター/チームコーチに渡され、解決されます。
- D. 残りのリスクとともにROAM化される
正解：A
解説：
The next action for improvement items identified during the Iteration Retrospective is to enter them as Stories in the Team Backlog. By adding these improvement items as Stories, they become part of the team's ongoing work and are prioritized alongside other tasks and user stories for future iterations or sprints1. This way, the team can track and implement the improvement actions and measure their impact on the team's performance and quality2.
References:
*Iteration Retrospective - Scaled Agile Framework
*What happens to improvement items identified during the Iteration Retrospective? - Service Centre List
質問 # 38
カンバンボードは何を示していますか?
- A. チームの作業の蓄積された価値
- B. ボード上の各アイテムの遅延コスト
- C. チームの進行中の作業 (WIP) が多すぎる場合
- D. イテレーションで完了した作業のバーンダウンチャート
正解：C
解説：
A Kanban board is a visual tool that helps teams manage the flow of work from start to finish. It shows the steps of the team's workflow, the work items in each step, and the work-in-process (WIP) limits for each step1. A Kanban board demonstrates where a team has too much work-in-process (WIP), which is the number of work items that are being worked on at any given time. Having too much WIP can cause delays, bottlenecks, and waste in the value stream2. By using a Kanban board, teams can identify and resolve the sources of excessive WIP, and optimize their flow and throughput3.
References:
*SAFe Team Kanban - Scaled Agile Framework
*Applying Kanban in SAFe - Scaled Agile Framework
*What is a Kanban Board, and How Do You Use It? - How-To Geek
質問 # 39
12 週間の PI では、イノベーションと計画 (IP) の反復はどのくらいの頻度で発生しますか?
- A. 四半期ごと
- B. 2回の反復ごとに
- C. 2つのPIごとに
- D. 年に1回
正解：A
解説：
The Innovation and Planning (IP) Iteration is a unique, dedicated iteration that occurs every Program Increment (PI). A PI is a timebox of 8 to 12 weeks, during which an Agile Release Train (ART) delivers incremental value in the form of working, tested software and systems. Therefore, in a 12-week PI, the IP Iteration occurs every quarter
質問 # 40
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