Free Guidewire InsuranceSuite-Analyst Practice Exam with Questions & Answers | Set: 2

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.

Comprehensive and Detailed Explanation:

Elaboration Workshops (typically occurring during the Inception phase) are the primary venue for defining and refining requirements. The goal is to take the "Out-of-the-Box" (OOTB) user stories and determine if they meet business needs or if changes are required to deliver specific business value.

TheKey Stakeholdersrequired to drive this specific process are:

Subject Matter Experts (SMEs) (D):They are the "Voice of the Customer." They possess the deep business knowledge required to explain the current and desired processes. They are the ones who determine if a feature hasvalueand define the acceptance criteria. Without them, the "value-driven" aspect of the workshop cannot be achieved.

Business Analysts (BAs) (A):They facilitate the workshop. Their role is to elicit the information from the SMEs, challenge assumptions to ensure simplicity (sticking to OOTB where possible), and document the requirements into clear User Stories. They act as the bridge between the business need and the technical solution.

Why the others are not "Key Stakeholders" foridentifying value:

Development resources (C):While developers (or Architects) often attend these workshops (part of the "Three Amigos" concept) to provide technical feasibility assessments and cost estimates, they do not define thebusiness value. They define thesolution.

Scrum Master (B):The Scrum Master ensures the Agile process is followed and removes impediments but does not contribute to the content of the requirements or the definition of business value.

A basic understanding of theGuidewire data modelis essential for non-developers, especially Business Analysts, to effectively document requirements and evaluate change requests. The correct answers areOptions B and C.

Understanding the data model helps analystsdetermine whether a field already exists in the out-of-the-box product(Option B). This knowledge prevents unnecessary customization and supports Guidewire’s configure-over-customize principle.

It also enables analysts tounderstand the underlying data structure when documenting change requests(Option C). Analysts who understand entities, relationships, and field types can write clearer requirements and anticipate downstream impacts.

Non-developers are not responsible for writing configuration scripts or completing product configuration, making Options A and D incorrect.

Cross-functional teams are central to successful Guidewire implementations, bringing together business, technical, and quality perspectives. Two of the most critical success factors areactive business involvementandempowered decision making, makingOptions A and Dcorrect.

Active business involvement(Option A) ensures that requirements, priorities, and decisions remain aligned with real business needs. When business stakeholders are consistently engaged, teams can quickly validate assumptions, clarify requirements, and make informed trade-offs during elaboration and development.

Empowered decision making(Option D) allows the team to move efficiently without excessive escalation. When the team is trusted to make decisions within defined boundaries, delivery becomes faster and more predictable. This empowerment is a cornerstone of Agile and Guidewire SurePath practices.

The remaining options are supportive but not core success factors. Collaboration software (Option B) is a tool, not a driver of success. Weekly status reports (Option C) support communication but do not directly enable effective cross-functional collaboration.

Comprehensive and Detailed Explanation:

In the Guidewire architecture, application logic is primarily divided into two categories: Gosu Rules (often just called "Rules" or "Rule Sets") and Business Rules (or "App Rules").

Created and Maintained by Developers (Option B):

Gosu Rules are written in the Gosu programming language and are managed within the Guidewire Studio development environment. Because Studio is a technical tool used for coding and configuration, Gosu rules are exclusively the domain of the Developer. Analysts do not have access to configure these directly; instead, they document the logic requirements in User Stories for developers to implement.

Capable of Handling Complex Logic (Option C):

Because Gosu is a full-featured object-oriented programming language (similar to Java), Gosu Rules are used for implementing complex logic that requires sophisticated data manipulation, integration calls, or advanced calculations.

Why the other options are incorrect:

A. Managed in Business Rules UI screens:This describesBusiness Rules(not Gosu Rules). The Business Rules Framework allows authorized non-developers (like Analysts or Business Users) to manage logic through the application's User Interface. These are typically simpler, parameter-driven rules (e.g., "If State is CA, Assign to Group A").

D. Configured by Analysts:Analysts define therequirementsfor Gosu rules, but they do notconfigurethem. Analysts only configureBusiness Rulesin the UI.

One of the core principles of Guidewire implementations—especially onGuidewire Cloud—is tomaximize value by leveraging base InsuranceSuite functionalityand minimizing custom development. Rebuilding complex legacy features typically introduces significant long-term risks.

A primary impact ischallenges with future Guidewire platform updates(Option B). Custom-built logic that diverges from standard Guidewire patterns may not be compatible with new releases, increasing the risk of upgrade failures, regressions, and extended downtime during upgrades.

Another likely impact isincreased maintenance responsibilities(Option D). Custom calculations must be maintained, tested, documented, and updated over time. This creates ongoing operational overhead and dependency on specialized technical knowledge.

The other options are unlikely outcomes. Custom rebuilding rarely improves performance over optimized base functionality (Option A). It almost always increases, rather than reduces, implementation effort and cost (Option C). Ease of future upgrades (Option E) is reduced, not improved.

From a value-driven perspective, analysts should encourage reuse of Guidewire’s proven capabilities and only pursue customization when there is a clear, measurable business benefit that outweighs long-term cost and risk.

Why this is correct

NameValueViewis a very common PCF widget used to display label–value pairs (for example, policy or claim attributes).

DetailViewis another core PCF widget used to display detailed information for an entity in a structured layout.

Why the others are not selected

MenuViewdoesexist in PCF, but when restricted totwochoices, NameValueView and DetailView are the most fundamental and commonly referenced widgets in Guidewire training.

Cardis not a Guidewire PCF widget.

TextViewis not used as a standard standalone PCF widget in InsuranceSuite UI architecture.

Comprehensive and Detailed Explanation (250–300 words):

ThePre-Inception phaseis the earliest phase in a Guidewire implementation and focuses onorganizational readiness and project justification. Therefore,Option Dis correct.

During Pre-Inception, thebusiness caseis completed to justify the investment and define expected benefits. Keybusiness resources are identified and trained, ensuring that the organization is prepared to participate effectively in the project. This phase establishes sponsorship, funding approval, and initial governance.

Inception, Development, and Stabilization occur after this foundational groundwork is complete, making them incorrect for this question.

Comprehensive and Detailed Explanation:

Accelerators (Option D) are the correct Guidewire term for pre-built solutions provided by Guidewire or its partners (available on the Guidewire Marketplace).

Definition:An Accelerator is a software asset that provides a "starting point" for a specific business problem or integration (e.g., a "London Market Accelerator" or a specific "Payment Gateway Accelerator").

Purpose:They are designed to becustomized. Unlike the core product (which you configure) or a SaaS service (which you consume), an accelerator is often code or configuration that you download, install, and then modify to fit your specific project needs. They are not "plug-and-play" in the strictest sense; they accelerate the development by providing the foundational code.

Why other options are incorrect:

B. Extension Packs:While similar, "Extension Packs" (now often referred to as simply Extensions or Standards-based templates) typically refer to smaller, verified add-ons that might not require as much "customization" as an accelerator. However, "starting point for solutions" is the textbook definition for Accelerators.

A. User Story Cards:These are documentation artifacts, not software solutions.

Thedevelopment phaseof a Guidewire project is where approved and prioritized user stories are implemented and validated.

During this phase,developers configure solutionsfor user stories (Option C). This includes product model configuration, rules, UI changes, and integrations as required by the story.

At the same time,Quality Analysts test user stories against documented acceptance criteria(Option B). This ensures the implemented solution meets business expectations and behaves correctly across scenarios.

The other options occur in different phases. Scope evaluation and prioritization happen during Inception, and code is promoted to production during Deployment.