SAFe APM Certification Exam Sample Questions

APM Dumps PDF, Agile Product Management Dumps, download Agile Product Management free Dumps, SAFe Agile Product Management exam questions, free online Agile Product Management exam questionsYou have to pass the APM exam to receive the certification from SAFe. To increase the effectiveness of your study and make you familiar with the actual exam pattern, we have prepared this SAFe Agile Product Management sample questions. Our Sample SAFe Agile Product Management Practice Exam will give you more insight about both the type and the difficulty level of the questions on the SAFe Agile Product Management exam.

However, we are strongly recommending practice with our Premium Certified SAFe Agile Product Management (APM) Practice Exam to achieve the best score in your actual SAFe APM Exam. The premium practice exam questions are more comprehensive, exam oriented, scenario-based and exact match of SAFe Agile Product Management exam questions.

SAFe Agile Product Management Sample Questions:

01. Solution Intent separates the parts of a Solution's behavior that are fixed from the parts that are still variable.
Why does a Solution Train deliberately carry variable intent instead of specifying every element at the outset?
a) It lets the Solution Train defer the acceptance criteria for its Features until the Iteration in which they are implemented
b) It keeps design options open until enough is known to choose well
c) It leaves internal behavior out of the specification set
d) It records the decisions the architects have already made so that teams do not revisit them
 
02. Empathy-driven design is often described as reaching beyond the Features an ART delivers.
What does an empathy-driven view of the Customer experience cover?
a) The states a Feature passes through in the ART Kanban, from Funnel through to Releasing
b) The acceptance criteria a Feature satisfies before the Customer sees it at the System Demo
c) The archetype of the target user that the team designs against
d) The quality of every interaction the Customer has with the product and the organization, from onboarding through everyday use to getting help when something fails
 
03. A Business Owner tells a Product Manager that a regulatory commitment has to be met in the coming Planning Interval and asks for it to be placed at the top of the ART Backlog.
How should the two divide that decision?
a) The Business Owner states the commitment and the value at stake, and the Product Manager sequences the ART Backlog around it
b) The Business Owner sets the order of the ART Backlog for the Planning Interval, and the Product Manager presents that order to the teams at PI Planning
c) The Release Train Engineer settles it between them and publishes the agreed order of Features
d) The Product Owners carry the commitment into their Team Backlogs
 
04. For three Planning Intervals an ART has filled its whole capacity with business Features because market pressure has been intense. The teams now report that each new Feature takes longer to build than the one before it, and that several proposed Features cannot be supported at all.
What does that pattern say about the ART's Roadmap?
a) The teams' velocity has fallen, so the Roadmap should be rebuilt around the capacity they now demonstrate
b) The Features were sized with T-shirt sizing rather than story points
c) Enablers were left out of the Roadmap, so the Architectural Runway that carries new Features has been consumed without ever being extended
d) The Solution's Features have outgrown one ART and belong in a Capability on the Solution Roadmap
 
05. An in-app banner invited Customers to answer a short survey about a workflow, and three hundred responses came back, nearly all from Customers who sign in every day. The Product Manager wants to use the answers as evidence about why newer Customers in the segment abandon that workflow.
What limits that use of the responses?
a) The responses were gathered from Customers inside the product, which makes them secondary research rather than research the team ran itself
b) A sample of three hundred responses is below the size that a study of the whole workflow would need
c) The banner collected answers over too short a window to reflect the segment
d) The respondents are Customers who already use the workflow daily, not the ones who leave it
 
06. Renewal conversations keep producing the same unspecific complaint: Customers say the Solution gets in the way, but cannot say where. The Product Manager wants a facilitated group session in which Customers name the particular things that slow their work down in the Solution as it stands today.
Which research game fits that goal?
a) Speed Boat
b) Prune the Product Tree
c) Remember the Future
d) Buy a Feature
 
07. Two Iterations into the current Planning Interval, a competitor launches a product that removes the advantage one of the ART's planned Features was meant to create. The Product Manager has strong evidence that a different Feature now matters more to the market.
What should the Product Manager do?
a) Wait until the planned Feature's benefit hypothesis has been evaluated after release before changing anything
b) Revise the Roadmap's later horizon on the new evidence, share it with the Business Owners and the teams, and take the change into the next PI Planning
c) Replace the current Planning Interval's committed PI Objectives with objectives the new evidence favors
d) Ask the Product Owners to add the new Feature to their Team Backlogs, drop the old Stories and re-plan the Iteration
 
08. Customer research strongly supports a proposed Feature, and the System Architect confirms the ART can build it inside one Planning Interval. The Business Owners cannot find a pricing or cost model under which the Feature pays for itself, and the Product Manager proposes putting it on the Roadmap anyway because Customers want it.
What should the Product Manager do instead?
a) Treat desirability as the weakest of the three dimensions
b) Hand the work to the Portfolio Kanban as an Epic, because an ART cannot fund a Feature that does not pay for itself
c) Reshape the Feature until a viable model exists, since desirability and feasibility alone leave it unbalanced
d) Have the Business Owners confirm feasibility instead of the System Architect
 
09. Persona research shows that the target user spends most of her time reconciling figures across two screens before she can approve a claim. The Product Manager wants the ART to take this on in the coming Planning Interval.
How should the Product Manager carry this pain point into the ART's work?
a) Define a Feature for the ART Backlog with a benefit hypothesis stating the outcome for the persona
b) Add the persona's pain point to Solution Intent so the intended behavior of the Solution is recorded for the ART
c) Raise it as an Epic for the Portfolio Kanban, supported by a Lean business case
d) Write a Story for the Team Backlog so the ART's teams can start it next Iteration
 
10. Three candidate onboarding flows have been designed for a new segment. The Product Manager needs to know which of them Customers can get through without help, and where the others lose them.
Which research should the plan call for?
a) A survey sent to the segment asking respondents which of the three flows they would expect to complete most easily
b) Product usage analytics on the existing onboarding flow, broken down by segment
c) Moderated sessions in which Customers attempt each flow on a prototype while the team watches
d) A Buy a Feature session with Customers from the segment

Answers:

Question: 01
Answer: b		 Question: 02
Answer: d		 Question: 03
Answer: a		 Question: 04
Answer: c		 Question: 05
Answer: d
Question: 06
Answer: a		 Question: 07
Answer: b		 Question: 08
Answer: c		 Question: 09
Answer: a		 Question: 10
Answer: c

If you find any errors or typos in Certified SAFe Agile Product Management (APM) sample question-answers or online SAFe Agile Product Management practice exam, please report them to us on feedback@processexam.com

Your rating: None Rating: 5 / 5 (76 votes)