2025年最新の更新のScrum POPMが有効なSAFe-POPM日本語問題集を無料提供しています
最新のPassTest SAFe-POPM日本語PDF問題集をダウンロードしちゃおう：https://www.passtest.jp/Scrum/SAFe-POPM-JPN-shiken.html（45問題と解答)
質問 # 14
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
- B. 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
- C. チームがPI目標に対して責任を持つようにする
- D. 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
正解：A
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 # 15
チームの速度を確立するための 1 つの方法は何ですか?
- A. イテレーション中に完了したストーリーの計画と実際の割合を計算します。
- B. イテレーションで完了したすべての機能のストーリーポイントを追加します。
- C. イテレーションで計画されているすべてのストーリーのストーリーポイントを追加します。
- D. 前回のイテレーションで完了したストーリーポイントの平均を比較する
正解：D
解説：
One method to establish a team's velocity is to compare the average story points completed throughout the previous iterations. This gives an indication of how much work the team can realistically deliver in a given time frame, based on their past performance. To calculate the team's velocity, you can use the following formula: Team velocity = total story points completed / number of iterations. You can also use various charts and tools to visualize the team's velocity and track itsprogress over time1234 References:
*Velocity in Scrum: How to Measure and Improve Performance - Atlassian
*Discover the Concept of Team Velocity - OpenClassrooms
*A Word on Velocity - LeadingAgile
*Increasing Your Scrum Team's Velocity - ClearlyAgile
質問 # 16
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. フィーチャーストーミング
- B. ペルソナ開発
- C. 全体製品思考
- D. ジャーニーマッピング
正解：D
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 # 17
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. 主題の専門家と個別に会議を開く
- C. 定期的にイベントをスケジュールする
- D. チームメンバーを数人含める
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 # 18
どの Agile チーム イベントが絶え間ない改善をサポートしますか?
- A. 検査と適応
- B. システムデモ
- C. イテレーションの振り返り
- D. チーム同期
正解：C
解説：
The iteration retrospective is an Agile Team event that supports relentless improvement by allowing the team to reflect on the iteration just completed and to derive new ideas to improve the team's process12. This reflection helps instill the concept of relentless improvement-one of the pillars of the SAFe House of Lean3-in the individuals and the team.
References:
*Iteration Retrospective - Scaled Agile Framework
*SAFe POPM 5 Flashcards | Quizlet
*SAFe Lean-Agile Principles - Scaled Agile Framework
質問 # 19
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. プロダクトオーナー
- B. ビジネスオーナー
- 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 # 20
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. 最近完了した機能のポイントをすべて合計します
- C. 全チームの最終チーム容量を比較する
- D. 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
正解：D
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 # 21
問題解決ワークショップが従来の教訓文書よりも効果的なのはなぜですか?
- A. 少数のリーダーが関与する
- B. ドキュメントよりもコラボレーションがアジャイル宣言の重要な推奨事項です
- C. 次のPIのバックログ項目を通じて改善を実行可能にします
- D. ワークショップはドキュメント作成よりも魅力的です
正解：C
解説：
The problem-solving workshop is more effective than traditional lessons learned documents because it makes improvements actionable through backlog items for the next Program Increment (PI). A problem-solving workshop is a structured approach to identify and solve problems that affect the performance and quality of the Agile Release Train (ART) or Solution Train1. Unlike traditional lessons learned documents, which are often passive and rarely implemented, a problem-solving workshop results in a set of improvement backlog items that are prioritized and planned for the next PI2. This way, the teams can implement the improvements and measure their impact on the value delivery3.
References:
*Inspect and Adapt - Scaled Agile Framework
*Why is the problem-solving workshop more effective than traditional ...
*Problem-solving workshop: Step-by-Step - Agilephoria
質問 # 22
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. サプライヤー契約の交渉
- B. 顧客にとって価値を生み出すものを仮説する
- C. 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
- D. チームバックログの優先順位付け
正解：B
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 # 23
PI 計画中にビジョンをアジャイル リリース トレインに伝達して改良することは、どの SAFe コア バリューをサポートしますか?
- A. 透明性
- B. 人々への敬意
- C. アラインメント
- D. 絶え間ない改善
正解：C
解説：
Communicating and refining the Vision to the Agile Release Train (ART) during PI Planning supports the SAFe Core Value of Alignment. Alignment is one of the four core values of SAFe thatguides the behaviors and actions of the people who work under the framework1. Alignment means that everyone understands the strategic direction, the value streams, and the solution intent, and how their role and work contribute to them2.
PI Planning is a crucial event in SAFe where all the teams within the ART come together to plan their work for the upcoming Program Increment (PI)3. During PI Planning, the Product Management presents the Vision, which describes the future state of the solution and its features4. The Vision helps align the teams and stakeholders to a shared mission and goal, and provides the context and purpose for the PI objectives.
References:
*SAFe Core Values - Scaled Agile Framework
*Alignment - Scaled Agile Framework
*PI Planning - Scaled Agile Framework
*Vision - Scaled Agile Framework
質問 # 24
軽減された ART PI リスクを説明する記述はどれですか?
- A. 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
- 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. 誰かがリスクの責任を負った
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 # 25
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 # 26
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. 建築のランウェイをサポートする
- B. 市場の力を理解する
- C. 利点仮説のテスト
- 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 # 27
完了の定義を確立することがなぜ重要なのでしょうか?
- A. スクラムマスター/チームコーチが品質を強化できるようにする
- B. ストーリーが完了したときに調整を作成する
- C. 機能が期待されるビジネス上のメリットを確実に提供する
- D. すべてのアジャイルチーム間で標準化された作業を作成する
正解：B
解説：
The definition of done specifies the requirements for completeness of a work product or increment of value1.
It is important to establish a clear and consistent definition of done across all Agile Teams to ensure that the work products meet the appropriate quality standards and are ready for integration and delivery23. Without a common definition of done, there may be confusion, rework, delays, and technical debt3.
References:
*What is the Definition of Done (DOD) in SAFe®? - Agilemania
*Built-In Quality - Scaled Agile Framework
*Definition of Done - Scaled Agile Framework
質問 # 28
ビジョンへの入力の 1 つは何ですか?
- A. チームトポロジ
- B. ポートフォリオバックログ
- C. 機能コンテキスト
- D. 顧客からのフィードバック
正解：D
解説：
One input to the Vision is customer feedback. Customer feedback is the information and opinions that customers and stakeholders provide about the solution, its features, and its value proposition1. Customer feedback helps to validate the assumptions, test the hypotheses, and measure the satisfaction of the solution2.
Customer feedback also helps to identify the needs, preferences, and expectations of the customers and stakeholders, which are essential for defining and communicating the Vision3. The Vision is a description of the future state of the solution under development, and it reflects the problem(s) that the solution will solve and the benefits that it will deliver4.
References:
*Customer Feedback - Scaled Agile Framework
*Continuous Exploration - Scaled Agile Framework
*Solution Vision - Scaled Agile Framework
*Vision - Scaled Agile Framework
質問 # 29
効果的な PI 目標を記述する際の特徴は何ですか?
- A. 重大なリスクの特定
- B. 重要なストーリーを含む
- C. 値の説明
- D. コミットされた機能の一覧
正解：C
解説：
One characteristic of writing effective PI Objectives is describing the value that the objectives will deliver to the customers and stakeholders. PI Objectives are a summary of the business and technical goals that the Agile Release Train (ART) intends to achieve in the upcoming Program Increment (PI)1. They are not just a list of features or stories, but rather a statement of the outcomes and benefits that the features or stories will provide2.
By describing the value, the PI Objectives help align the teams and stakeholders to a shared vision and mission, and provide a basis for measuring the progress and performance of the ART3.
References:
*PI Objectives - Scaled Agile Framework
*Your Guide to Writing Great Iteration and PI Objectives - Scaled Agile
*How to Write PI Objectives - ValueGlide
質問 # 30
必要なときに価値を利用できるようにするにはどうすればよいでしょうか?
- A. インフラストラクチャ
- B. 継続的デプロイメント
- C. DevOps
- D. オンデマンドリリース
正解：D
解説：
Release on Demand is the process that makes value available to customers when it's needed. It is the final aspect of the Continuous Delivery Pipeline, which represents the workflows, activities, and automation needed to guide new functionality from ideation to an on-demand release of value1. Release on Demand allows the business to release the solution to the end users or customers in acontrolled or staggered manner, based on the market and business needs2. Release on Demand enables the enterprise to respond quickly to customer feedback, optimize the timing and frequency of releases, and reduce the risk associated with each release3.
References:
*Continuous Delivery Pipeline - Scaled Agile Framework
*Release on Demand - Scaled Agile Framework
*What is Release on Demand? | Definition and Overview
質問 # 31
ビジョンを伝える際に重要なことは何ですか?
- A. 共感インタビューの重要性
- B. 機能の優先順位付けの重要性
- C. リーン予算ガードレールの重要性
- D. 非機能要件の重要性
正解：C
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 # 32
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