Guidewire Updated InsuranceSuite-Analyst Exam Questions and Answers by paris

TheThree Amigosmeeting is a key Agile practice used in Guidewire projects to clarify user stories before development begins. It ensures shared understanding across execution roles and reduces defects caused by misinterpretation.

Two of the required participants in a Three Amigos session are theBusiness Analystand theQuality Analyst, makingOptions A and Bcorrect.

TheBusiness Analystrepresents business intent and functional requirements. They explain the user story, business rules, validations, and expected behavior.

TheQuality Analystrepresents the testing perspective. They focus on acceptance criteria, edge cases, and how the story will be validated to determine when it is “done.”

While Developers are typically the third “Amigo” in practice, they are not listed as an option in this question. The Project Manager and Scrum Master facilitate delivery but do not play the execution-focused role of an Amigo. Subject Matter Experts provide input during elaboration but are not core participants in Three Amigos sessions.

Acceptance criteria play a critical role in Guidewire InsuranceSuite projects by definingclear, testable conditionsthat must be met for a user story to be considered complete. Their importance spans business alignment, testing clarity, and delivery quality, makingOptions A, C, and Ecorrect.

Acceptance criteriadescribe the desired system functionality when the story is “done” from the business perspective(Option A). They translate business intent into observable outcomes, ensuring that all stakeholders share a common understanding of expected behavior.

They alsofacilitate the creation of automated test scenarios, especially when usingBehavior-Driven Development (BDD)approaches (Option C). Well-written acceptance criteria can be directly mapped to test scenarios, reducing ambiguity and improving test coverage.

Finally, acceptance criteria areused to confirm whether a user story can be accepted(Option E). They provide an objective basis for determining completion, helping Product Owners and Business Analysts validate that the delivered functionality meets expectations.

The remaining options are incorrect. Acceptance criteria do not describe how to configure or code the solution (Option B); that is an implementation detail. They are also not acceptance tests themselves (Option D) but serve as inputs to define such tests.

Comprehensive and Detailed Explanation (250–300 words):

TheInception phasein Guidewire SurePath is focused onplanning, alignment, and validation, not execution. At the completion of Inception, two key outcomes are achieved: aconfirmed scope and estimateand aconceptual sprint plan, makingOptions B and Ccorrect.

A confirmed scope and estimate (Option B) ensures that stakeholders have a shared understanding of what will be delivered, supported by high-leveluser story cards. This reduces risk and sets realistic expectations before development begins.

A conceptual sprint plan (Option C) provides a roadmap for when stories are expected to be built. It does not assign tasks or commit teams to detailed schedules but offers directional guidance for delivery sequencing.

The remaining options are associated with later phases. Writing test cases (Option A) and validating acceptance criteria through testing (Option D) occur during development and testing iterations, not during Inception.

Comprehensive and Detailed Explanation:

In the context of a Guidewire implementation using the SurePath (Agile) methodology, the Core Project Implementation Team (often referred to as the Scrum Team or Delivery Team) is responsible for the day-to-day definition, construction, and validation of the software.

The two roles from the list that form the heart of this operational team are:

Quality Analyst (QA) (Option C):QAs are dedicated members of the implementation team. They are involved throughout the sprint, participating in Story Huddles ("Three Amigos"), defining acceptance criteria, creating test scenarios, and validating the developed functionality against the requirements. They do not just test at the end; they are embedded in the implementation process.

Product Owner (Option A):While often a client-side resource, the Product Owner is considered a critical member of the Agile implementation team. They provide the vision, prioritize the backlog, clarify requirements in real-time, and accept the completed stories. Without an active Product Owner, the implementation team cannot function effectively.

Why other options are less appropriate:

D. Project Manager:While essential for overall governance, budget, and timeline management, the Project Manager typically oversees the projectfrom aboverather than participating in the daily "implementation" work (coding, configuring, testing) of the sprint team.

E. Subject Matter Expert (SME):SMEs are consultants to the team. They provide business knowledge during Inception or ad-hoc queries but are not typically full-time "core" members of the implementation squad.

B. Designer:In Guidewire terminology, "Designer" is not a standard core role title (unlike "Configuration Developer" or "UI/UX Specialist").