SAFe-POPM日本語練習問題集で検証済みで更新された45問題あります
更新されたSAFe-POPM日本語試験問題集でPDF問題とテストエンジン
質問 # 17
PI 計画中に作業を視覚化するために何が役立ちますか?
- A. ART PI カンバンボード
- B. ART PI リスク
- C. ART PI の目的
- D. ART企画委員会
正解：D
解説：
The ART Planning Board is a physical or virtual board that helps visualize the work of the Agile Release Train (ART) during PI Planning. It shows the features and dependencies for each team and iteration in the Program Increment (PI)1. The ART Planning Board helps the teams and stakeholders to see the big picture, identify and resolve issues, and collaborate on the delivery plan2.
References:
*ART Planning Board - Scaled Agile Framework
*PI Planning - Scaled Agile Framework
質問 # 18
SAFe の継続的デリバリー パイプラインの最初のステップでは、プロダクト オーナーとプロダクト マネージャーはどのようなアクティビティを実行しますか?
- A. アーキテクチャチームに十分な能力があることを確認する
- B. サプライヤー契約の交渉
- C. 顧客にとって価値を生み出すものを仮説する
- D. チームバックログの優先順位付け
正解：C
解説：
Hypothesizing what would create value for customers is the main activity of Product Owners and Product Managers in the first step of SAFe's Continuous Delivery Pipeline, which is Continuous Exploration (CE)12.
In CE, they use design thinking to understand the market problem or customer need and the solution required to meet that need12. They start with a hypothesis of something that will provide value to customers, such as a new feature, capability, or enhancement12. They then validate or invalidate their hypothesis through experimentation, feedback, and learning12.
Some additional information that might be helpful for you are:
*The other options (A, B, and C) are not the main activity of Product Owners and Product Managers in the first step of SAFe's Continuous Delivery Pipeline, but rather activities that may occur in other steps or roles.
*Ensuring the Architecture team has sufficient capacity is an activity that may occur in the second step of SAFe's Continuous Delivery Pipeline, which is Continuous Integration (CI)12. In CI, the Architecture team works with the Development teams to ensure the technical quality and integrity of the solution12.
*Negotiating Supplier contracts is an activity that may occur in the fourth step of SAFe's Continuous Delivery Pipeline, which is Release on Demand12. In Release on Demand, the Solution Management team works with the Suppliers to coordinate the release of the solution components that are provided by them12.
*Prioritizing the Team Backlog is an activity that occurs in the Program Increment (PI) Planning event, which is part of the Agile Product Delivery competency3. In PI Planning, the Product Owner works with the Development team and other stakeholders to define, prioritize, and estimate the work items for the upcoming PI3.
質問 # 19
機能の最小要件は何ですか?
- A. 受け入れ基準、データモデル、優先順位
- B. 非機能要件、データモデル、アーキテクチャ
- C. 名前、利点仮説、受け入れ基準
- D. 利益仮説、受け入れ基準、優先順位
正解：C
解説：
The minimum requirements for a feature are a name, a benefit hypothesis, and acceptance criteria12. A name is a brief and descriptive phrase that summarizes the feature. A benefit hypothesis is a statement that describes the expected outcome and value of the feature for the customer or user. Acceptance criteria are a set of conditions that the feature must satisfy to be accepted by the customer or stakeholder12.
Some additional information that might be helpful for you are:
*The other options (A, C, and D) are not the minimum requirements for a feature, but rather additional or optional elements that may be included in the feature definition.
*Data models are representations of the data structures and relationships that the feature requires or affects.
Data models are not mandatory for a feature, but they may be useful for complex or data-intensive features3.
*Priority is the relative importance or urgency of a feature compared to other features. Priority is not a requirement for a feature, but it is a factor that influences the feature selection and sequencing4.
*Non-functional requirements (NFRs) are system qualities that guide the design of the solution and often serve as constraints across the relevant backlogs. NFRs are not specific to a feature, but they may affect the feature implementation or testing5.
*Architecture is the design and structure of the system that supports the solution. Architecture is not a requirement for a feature, but it is an enabler that facilitates the feature delivery.
質問 # 20
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. ソリューション管理
- C. システムアーキテクト
- D. 開発マネージャー
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 # 21
ソリューションと PI ロードマップに影響を与えるものは何ですか?
- A. ART容量
- B. 市場の動向
- C. 顧客中心の機能
- D. バリューストリーム
正解：B
解説：
Market dynamics are one of the influences on Solution and PI Roadmaps, which are visual tools that forecast and communicate the planned deliverables, milestones, and investments over a time horizon12. Market dynamics are the external factors that affect the demand and supply of a product or service in the market, such as customer needs, competitor actions, regulatory changes, technological trends, and economic conditions3.
Market dynamics influence Solution and PI Roadmaps in the following ways:
*They help identify the market problems or opportunities that the solution aims to address or capture12.
*They help prioritize the features and capabilities that deliver the most value to the customers and stakeholders12.
*They help align the solution delivery with the market rhythms and events, which are the periodic or one-time occurrences that have a significant impact on the solution adoption or performance12.
*They help validate the assumptions and hypotheses about the customer and the solution through feedback and learning12.
Some additional information that might be helpful for you are:
*The other options (A, B, and D) are not influences on Solution and PI Roadmaps, but rather elements or outcomes of the roadmaps.
*Value Streams are the primary constructs for understanding, organizing, and delivering value to the customer.
Value Streams are the basis for defining the solution vision, strategy, and roadmap4.
*Customer-centric Features are the work items that represent the benefits or outcomes that the solution provides to the customer or user. Customer-centric Features are the main content of the Solution and PI Roadmaps5.
*ART capacity is the amount of work that an Agile Release Train (ART) can handle in a Program Increment (PI). ART capacity is a factor that determines the feasibility and scope of the Solution and PI Roadmaps.
質問 # 22
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. 年に1回
- C. 2つのPIごとに
- D. 2回の反復ごとに
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 # 23
どのようなシステムが顧客に製品またはサービスを届けますか?
- A. デュアル オペレーティング システム
- B. 開発バリューストリーム
- C. カンバンシステム
- D. 運用バリューストリーム
正解：D
解説：
An Operational Value Stream (OVS) is the sequence of activities needed to deliver a product or service to a customer1. Examples include manufacturing a product, fulfilling an order, admitting and treating a medical patient, providing a loan, or delivering a professional service1. An OVS is the system that delivers value to the customer and generates revenue for the enterprise2. In SAFe®, OVSs are the primary focus of the Customer Centricity competency, which aims to understand and meet the needs and expectations of the customer3.
Some additional information that might be helpful for you are:
*The other options (A, C, and D) are not systems that deliver a product or service to a customer, but rather systems or concepts that support or enable the delivery of value.
*A Kanban System is a method of visualizing and managing the flow of work in a value stream4. A Kanban System can be applied to any type of value stream, whether operational or developmental, to improve efficiency, quality, and predictability4.
*A Development Value Stream (DVS) is the sequence of activities needed to convert a business hypothesis into a digitally-enabled solution that delivers customer value. A DVS is the system that develops and supports the solutions used by the OVSs. In SAFe®, DVSs are the primary focus of the Agile Product Delivery competency, which aims to continuously explore, integrate, deploy, and release value.
*A Dual Operating System is a concept proposed by John Kotter that describes the need for organizations to balance the traditional hierarchical structure with a more agile and networked structure. A Dual Operating System enables organizations to exploit their existing capabilities while exploring new opportunities for innovation and growth. In SAFe®, a Dual Operating System is achieved by applying the Lean-Agile Leadership competency, which fosters a culture of learning and empowerment.
質問 # 24
PO Sync の主な目的は何ですか?
- A. バックログの改善を実施する
- B. コーチシンク参加者とPIのステータスを一致させる
- C. 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
- D. PI目標を構築し、整合性を改善する
正解：C
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
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. 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
- 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. 最近完了した機能のポイントをすべて合計します
- D. 全チームの最終チーム容量を比較する
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 # 26
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. イテレーション計画中にストーリーを洗練する
- B. チームメンバーを数人含める
- 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 # 27
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. 全体製品思考
- B. フィーチャーストーミング
- C. ジャーニーマッピング
- D. ペルソナ開発
正解：C
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 # 28
アジャイル チームがイテレーション目標を使用するのはなぜですか?
- A. チームが各イテレーションでコミットしたストーリーを確実に達成できるようにする
- B. チームがPI目標に対して責任を持つようにする
- C. アジャイルチームがPI期間中に達成しようとするビジネス成果を要約する
- D. チームメンバーとプロダクトオーナーを共通の目的に合わせる
正解：D
解説：
Iteration Goals are a high-level summary of the business and technical goals that an Agile Team agrees to accomplish in an Iteration. They are vital to coordinating an Agile Release Train (ART) as a self-organizing, self-managing team of teams1. Iteration Goals help the team and the Product Owner to reach agreement on the business value they intend to deliver, align their work to their team PI objectives, and ground everyone on their shared purpose2.
References:
*Iteration Goals - Scaled Agile Framework
*What Is The Purpose Of Iteration Goals? - GoRetro
質問 # 29
検査と適応の議題には何が含まれていますか?
- A. 定量的および定性的な測定
- B. 経営レビューと信任投票
- C. ART バックログの改善
- D. システムデモ
正解：A
解説：
The Inspect and Adapt (I&A) agenda in the Scaled Agile Framework (SAFe) is a significant event at the end of each Program Increment (PI), focusing on continuous improvement and adjustment in Agile processes. It comprises three main parts:
1.PI System Demo: This is the first part of the I&A event, intended to showcase all the features developed by the Agile Release Train (ART) over the course of the PI. It typically includes a broader audience and is more formal than regular system demos. Business Owners collaborate with each Agile team to score the actual business value achieved for their Team PI Objectives.
2.Quantitative and Qualitative Measurement: This part involves the collective review of quantitative and qualitative metrics agreed upon by the teams. This review is aimed at discussing data and trends to measure the team's performance. Important metrics like the programpredictability measure are also analyzed, with each team's planned vs. actual business value contributing to this measure.
3.Retrospective and Problem-Solving Workshop: This structured session allows teams to reflect on their performance, identify areas of improvement, and create action plans. It includes identifying improvements, conducting root cause analysis using tools like the "5 Whys" or fishbone diagrams, brainstorming solutions, prioritizing actions, and creating detailed action plans for implementation.
The I&A event promotes continuous improvement, enhanced agility, increased transparency, higher quality outcomes, better decision-making, improved employee engagement, and alignment with organizational goals.
It's essential for both Agile Release Trains and Solution Trains to effectively inspect and adapt their processes for optimal performance and continuous improvement.
References:
*Scaled Agile Framework: Inspect and Adapt.
*Dee Project Manager: SAFe Inspect and Adapt: Supercharge Agile Excellence.
質問 # 30
軽減された ART PI リスクを説明する記述はどれですか?
- A. 誰かがリスクの責任を負った
- B. 必要に応じて計画を調整する戦略がある
- C. リスクは解決されており、もはや懸念事項ではない
- D. これ以上何もできないので、リスクが発生した場合、リリースが危うくなる可能性があります
正解：B
解説：
A mitigated ART PI Risk is one that has an agreed-upon plan for alleviation, which may involve changing the scope, schedule, or resources of the PI. This reduces the impact or likelihood of the risk, but does not eliminate it completely
質問 # 31
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. リーンアジャイルセンターオブエクセレンス
- D. リリーストレインエンジニア
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 # 32
価値提供においてチームをサポートするプロダクトオーナーの責任はどれですか?
- A. 市場の力を理解する
- B. 利点仮説のテスト
- C. 建築のランウェイをサポートする
- D. 組み込み品質の促進
正解：D
解説：
Fostering Built-in Quality is a Product Owner responsibility that supports the team with value delivery.
Built-in Quality is one of the four core values of SAFe® and it means that every aspect of the solution is continuously verified for quality1. The Product Owner fosters Built-in Quality in the following ways:
*Collaborating with the Development team and other stakeholders to define clear and testable acceptance criteria for each work item2.
*Participating in team events such as Iteration Planning, Backlog Refinement, and Iteration Review to provide feedback and guidance on the quality of the work2.
*Reviewing and approving the work items that meet the Definition of Done and the acceptance criteria2.
*Encouraging the team to apply Agile testing practices such as Test-First, Test-Driven Development, and Behavior-Driven Development3.
*Supporting the team's continuous integration and continuous delivery practices to ensure fast and frequent feedback on the quality of the solution3.
Some additional information that might be helpful for you are:
*The other options (A, B, and C) are not Product Owner responsibilities that support the team with value delivery, but rather responsibilities that belong to other roles or activities.
*Understanding market forces is a responsibility of Product Management, who is accountable for the market and business aspects of the solution4.
*Supporting the Architectural Runway is a responsibility of System Architects/Engineers, who provide technical guidance and enablement to the teams.
*Testing benefit hypotheses is an activity that occurs in the Continuous Exploration step of the Continuous Delivery Pipeline, where Product Owners and Product Managers collaborate to validate their assumptions about the customer and the solution.
質問 # 33
システムデモの効果を高めるものは何ですか?
- A. イテレーション計画中にデモの方法と内容を検討する
- B. チームレベルの指標に焦点を当てる
- C. デモの準備に多くの時間を費やす
- D. チームの混乱を最小限に抑えるためにチームの出席者を制限する
正解：A
解説：
Considering how and what to demo during Iteration Planning increases the effectiveness of System Demos, which are events that provide an integrated view of new features delivered by the Agile Release Train (ART) in each Iteration12. By thinking ahead of how and what to demo, the teams can:
*Align on the product vision and roadmap and ensure that the work items are aligned with the customer value and the PI objectives12.
*Define clear and testable acceptance criteria for each work item and plan how to verify them in the demo12.
*Identify and resolve any dependencies, risks, or impediments that may affect the demo12.
*Prepare the demo environment and the necessary tools and data to support the demo12.
*Practice the demo and rehearse the script and the roles of the presenters12.
Some additional information that might be helpful for you are:
*The other options (A, B, and C) are not actions that increase the effectiveness of System Demos, but rather actions that may reduce it.
*Spending a lot of time preparing for the demo may not be effective, as it may take away time and focus from the actual development and testing of the work items. Instead, the teams should aim for continuous integration and built-in quality practices that enable them to demo the work items as soon as they are done12.
*Limiting team attendance to minimize disruptions to the team may not be effective, as it may reduce the feedback and collaboration opportunities that the demo provides. Instead, the teams should invite and engage all the relevant stakeholders, such as Business Owners, executive sponsors, other Agile Teams, development management, and customers, to the demo12.
*Focusing on team-level metrics may not be effective, as it may not reflect the true value and progress of the integrated work across the ART. Instead, the teams should focus on system-level metrics, such as PI objectives, solution quality, and customer satisfaction, to evaluate the outcome and impact of the demo12.
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. マイルストーン
- B. 目的
- C. 依存関係
- D. リスク
正解：B
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
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