This is the correct answer because the executive sponsor is the senior leader who provides strategic direction, funding, and support for the project. The executive sponsor is also responsible for approving any changes to the project scope, budget, or timeline that may affect the project outcomes or benefits.

The development model that the architect should recommend to be used by the consolidated development team is the package development model. This model allows teams to build release artifacts that can be tested and released independently from artifacts for other projects, using unlocked packages or second-generation managed packages. This model can help improve the modularity, reusability, and maintainability of the code and configuration, as well as enable source-driven development and continuous integration and delivery. The org development model is not a good choice for the consolidated development team, as it is based on working directly in an org and using change sets or metadata API tools to deploy changes. This model can lead to conflicts, dependencies, and governance issues, especially when working on multiple projects or with multiple teams. The change set development model is also not a good choice for the consolidated development team, as it is based on using change sets to deploy changes between connected orgs. This model can be slow, error-prone, and limited, as it does not support all metadata types, dependencies, or automation. The package development model does not allow packages to be created and deployed using declarative (point-and-click) development tools, without writing code. This is a wrong statement, as the package development model supports both declarative and programmatic development tools, and requires writing code to create and install packages using the Salesforce CLI or APIs. See Package Development Model for more details.

C and D are the best approaches to develop customizations once and make them available in both orgs, as they use packages that can be installed and updated in multiple orgs. A is not a good approach, as it does not allow for versioning and dependency management of the customizations. B is not a good approach, as it does not support deploying metadata components between orgs.

The Scrum value that is compromised by this bad practice is courage, because the teams should be transparent about progress and speak up when they need help. Courage is one of the five core values of Scrum, and it means that the team members have the courage to do the right thing and work on tough problems. By not updating the status of their work in progress, the team is hiding potential issues and risks, and not being honest with themselves and others.

The best options to enforce code quality in UC’s continuous integration process are to introduce manual code review before deployment to the testing sandbox and to introduce static code analysis before deployment to the testing sandbox. Manual code review can help identify and fix any errors, bugs, or best practices violations in the code. Static code analysis can help check the code quality, complexity, and security using automated tools and standards. Introducing manual code review before deployment to the production org may be too late, as the code may have already caused defects or issues in the testing sandbox. Increasing the size of the testing team assigned to the project may not improve the code quality, as the testing team may not have the skills or authority to review or modify the code. Testing data creation is outside the scope of code quality.

 The key features of an agile development support tool that an architect should look for are sprint backlog management, product backlog prioritization, and work assignment. These features enable the team to plan, execute, and monitor the sprints effectively and efficiently. Email notifications and Kanban board are not essential features of an agile development support tool, as they can be achieved by other means or tools.

A suitable branching policy to recommend for multiple development teams that work on separate streams of work, with different timelines, is trunk-based development. This policy allows each team to work on their own feature branches, and merge them to the main branch (trunk) frequently, using pull requests and code reviews. This can help avoid merge conflicts, ensure code quality, and enable continuous integration and delivery. Leaf-based development is not a valid branching policy, as it is a term used to describe the nodes in a tree data structure. GitHub flow is a specific implementation of trunk-based development, but it is not a branching policy by itself. Scratch-org-based development is not a branching policy, but a development model that uses scratch orgs as ephemeral environments. See Trunk-Based Development for more details.

Change Sets are a manual way of deploying metadata components between orgs that are affiliated with the same production org. Change Sets cannot be automated, rolled back, or reused between production Salesforce orgs. Change Sets can be validated before deployment, and they can be used for orgs affiliated with the same production org.

The most challenging factor to consider in merging the two Salesforce.com orgs into a single org is the customer data, as it may contain duplicates, inconsistencies, and conflicts. Option D suggests using standardization and de-duplication tools to merge the customer data, which is a reasonable approach. Option A is not true, as transactional sales data may have different formats, fields, and values in the two orgs. Option B is not necessary, as salespersons selling both product lines can use a single login in the merged org. Option C is not true, as business processes on standard objects may have different workflows, validation rules, and triggers in the two orgs.

A Center of Excellence is a mechanism that can help to increase the use of standard Salesforce functionality, by defining and managing best practices, standards, and governance across the organization. A Center of Excellence can also facilitate cross-functional collaboration, knowledge sharing, and alignment of Salesforce initiatives with business goals. A Change Control Board is a group of stakeholders that reviews and approves changes to the system, but does not necessarily promote the use of standard Salesforce functionality. A Requirements Traceability Matrix is a document that links requirements to their sources and test cases, but does not necessarily increase the use of standard Salesforce functionality. A Project Management Office is a group that oversees the execution of projects, but does not necessarily increase the use of standard Salesforce functionality.

Change sets provide an easy way to deploy related components, as they allow the user to select the components from a list and add them to the change set. They also provide a simple and declarative method for deployment, as they do not require any coding or scripting. Change sets do not provide the ability to deploy a very large number of components easily, as they have a limit of 10,000 components per change set. They also do not provide the ability to track changes to components, as they do not have any version control or history features.

 Using a Source Control system alongside a multi-sandbox development strategy has several advantages, such as performing code reviews before promoting to a pre-production sandbox, keeping a history of changes made by each developer, and creating a branching strategy that tracks each feature or change separately. Automatically deploying changes from sandbox to production is not an advantage of Source Control, but rather a function of a Continuous Integration tool. Acting as a backup in case of catastrophic data loss is not an advantage of Source Control, but rather a benefit of having a sandbox strategy.

 Two options that should be considered when making production changes in a highly regulated and audited environment are: all changes including hotfixes should be reviewed against security principles, and any production change should have explicit stakeholder approval. These options can help ensure that the changes are compliant with the regulations and have the necessary authorization and documentation. No manual steps should be carried out is not a valid option, as some changes may require manual steps, such as data migration or post-deployment verification. After deployment, the development team should test and verify functionality in production is also not a valid option, as testing and verification should be done in a lower environment before deploying to production, and the responsibility of testing and verifying functionality in production should be assigned to a different team than the development team. See Application Lifecycle and Deployment for more details.

C is the correct answer, as creating a custom metadata type and including this in your deployment to production is the best way to manage this deployment. A custom metadata type is a metadata component that can store important configuration data, such as custom settings, and can be deployed along with other components, such as Apex classes. A is incorrect, as scripting the deployment of all functionality via the Force.com Migration Tool is not a good way to manage this deployment, as it does not address the issue of deploying the custom settings that hold the configuration data. B is incorrect, as manually deploying and populating custom settings in production using a change set is not a good way to manage this deployment, as it can introduce errors and inconsistencies, as well as require additional steps and permissions. D is incorrect, as manually deploying and populating the custom settings in production prior to the Apex class deployment is not a good way to manage this deployment, as it can create dependency and timing issues, as well as require additional steps and permissions. You can learn more about this topic in the [Custom Metadata Types] module on Trailhead.

The sandbox types that the architect should recommend for batch data testing are Partial Copy sandbox and Full sandbox. These sandbox types allow the testing of large data sets that are similar to the production data. Developer Pro sandbox and Developer sandbox have limited storage and may not be able to accommodate the data needed for the batch data testing.

 The Metadata API can be used to migrate configuration changes between two organizations or export current customization in the organization as an xml file. The Metadata API allows developers to retrieve, deploy, create, update, or delete the metadata components that define the structure and behavior of the Salesforce org. The Metadata API cannot perform CRUD operations to manage records in the organization or migrate data changes between two organizations using a csv file. These operations require the use of other APIs, such as the REST API or the Bulk API.

Develop, Build Release, and Test are three steps that apply to any Salesforce development project, regardless of the size, complexity, or methodology. Develop is the step where the developers create the code and configuration components that meet the requirements and specifications. Build Release is the step where the components are packaged and deployed to different environments for testing and validation. Test is the step where the components are verified and validated against the requirements and specifications, as well as the quality and performance standards. Continuous Integration and Change Sets are not steps, but tools or techniques that can be used to facilitate the development project. Continuous Integration is a technique that involves merging the code from different developers frequently and automatically, to ensure consistency and avoid conflicts. Change Sets are a tool that allows the developers to move the components from one org to another org.

When migrating a flow with change sets, the following statements should be considered: When a change set with a multiple versioned flow is uploaded, it includes only the active version of the flow. When a change set with a multiple versioned flow is uploaded, and no active version is available, it includes the most recent inactive version of the flow. These statements are based on the Salesforce documentation on how change sets handle flows with multiple versions. The other statements are incorrect, as they do not reflect the actual behavior of change sets.

 A and C are the advantages of using an Agile Project Management tool, as they provide visibility into the project progress and status, and consolidate the project artifacts in a common repository. B is not an advantage of using an Agile Project Management tool, as it depends on the communication and collaboration skills of the team members and stakeholders. D is not an advantage of using an Agile Project Management tool, as it is more related to the governance framework and methodology of the project

The best option is to send a package.xml file with associated metadata in a .zip file to the Release Management team, as this will allow them to use the Metadata API to deploy the components to the production org. Option A is not feasible, as change sets cannot be downloaded from sandboxes. Option B is not sufficient, as the readMetadata call only retrieves the metadata information, not the actual components. Option C is not reliable, as the audit trail may not capture all the changes made in the sandbox.

D is the correct answer, as automated testing is the best approach to mitigate the risk of bugs being inadvertently introduced to production. Automated testing can help to ensure that the code meets the quality and functionality standards, as well as detect and prevent any errors or regressions before deploying to production. A is incorrect, as user acceptance testing is not enough to mitigate the risk of bugs, as it depends on the manual testing and feedback of the end users, which can be subjective and incomplete. B is incorrect, as the use of an agile methodology is not directly related to mitigating the risk of bugs, as it is a way of managing the project scope, requirements, and delivery. C is incorrect, as requirements traceability is not directly related to mitigating the risk of bugs, as it is a way of tracking the requirements and their fulfillment. You can learn more about this topic in the Testing Strategies module on Trailhead.

Utilizing Heroku Connect to provide test class data is not a recommended method of creating test data in Salesforce, as it can introduce unnecessary complexity and dependency on an external system. Referencing data from middleware directly within your test class is also not a good practice, as it can make your test class unreliable and dependent on the availability of the middleware. Hosting a mock endpoint to produce sample information from an endpoint and loading a CSV as a static resource and referencing it in a test class are both valid methods of creating test data in Salesforce, as they allow you to isolate your test class from external factors and ensure consistent results. See Create Test Data for Apex Tests for more details.

The best deployment strategy for UC to use in this environment is to refresh the developer’s sandbox, develop changes, refresh the common sandbox, deploy to the common sandbox, test changes, as this will ensure that the developer’s sandbox has the latest production data and metadata, and that the common sandbox has the latest production data and metadata as well as the developer’s changes, before testing and deploying to production. Option B is not correct, as refreshing the developer’s sandbox after testing the changes will erase the changes and make them unavailable for deployment to the common sandbox. Option C is not correct, as refreshing the developer’s sandbox after developing the changes will erase the changes and make them unavailable for deployment to the common sandbox. Option D is not correct, as refreshing the common sandbox before developing the changes will make the common sandbox out of sync with the production data and metadata.

To improve the performance of the development teams, the following ways can be suggested: Define and follow code standards, and implement a sprint review process. Code standards can help ensure consistency, readability, and maintainability of the code, as well as reduce errors and bugs. A sprint review process can help evaluate the work done in each sprint, demonstrate the functionality, and gather feedback from the stakeholders and users.

 To support application lifecycle methodology, you need tools that can help you manage the source code, automate the deployment process, and track the issues and bugs. A version control repository is a tool that allows you to store, track, and collaborate on the source code of your application. A continuous integration tool is a tool that allows you to automate the deployment of your code to different environments, as well as run tests and validations. An issue tracking tool is a tool that allows you to record, monitor, and resolve the issues and bugs that arise during the development and testing phases. A database management system is a tool that allows you to store, manipulate, and query data, but it is not directly related to application lifecycle methodology. A middleware is a software layer that facilitates communication and data exchange between different applications, but it is not directly related to application lifecycle methodology either.

Creating transparency by being honest and clear about timing, planning, and obstacles is one of the Scrum principles, as it helps to build trust and collaboration among the team and the stakeholders. Delivering working software is also a Scrum principle, but it does not mean that the software should not be changed if it is working. Respect is another Scrum principle, but it does not imply that a developer should not test the software, as testing is part of the development process. Embracing change is also a Scrum principle, but it does not mean that the scope should change every day, as that would make it impossible to deliver value and quality.

The best approaches for UC to consider are B and C, as they both involve agile methodologies that can accommodate changing requirements and deliver value to the end users in an iterative and collaborative way. Option B is a good approach, as it allows UC to scope and estimate the project, identify the minimum viable product, and co-create the design with the project stakeholders using a product backlog and sprints2. Option C is also a good approach, as it allows UC to gather the remaining requirements and complete the architecture and design, then initiate the build/test processes with frequent reviews by the stakeholders, and perform acceptance testing and validate compliance with regulatory requirements3. Option A is not a good approach, as it involves a waterfall project that is rigid and sequential, and may result in re-work and delays if the requirements change or conflict4. Option D is not a realistic approach, as it assumes that budget and timeline will not be a factor with an agile methodology, which is not true, as agile projects still need to have clear scope, budget, and timeline constraints

According to the [Salesforce Performance Testing Guide], performance tests must be run in a sandbox, a business justification must be provided to Salesforce, and performance tests may be run without advanced notice, but Salesforce will not store performance logs. Salesforce does not need to be informed 7 days before starting performance tests, and Salesforce will not monitor test activity to ensure there are no issues with Salesforce Services.

How to test existing functionality to ensure no regressions are introduced is a decision that the Architect should make when planning for releases, as it is part of the quality assurance process and helps to ensure that the new changes do not break the existing functionality. When to test a new UC feature release is also a decision that the Architect should make when planning for releases, as it is part of the release schedule and helps to coordinate the testing activities with the development and deployment activities. Whether Salesforce will wait to upgrade the pod until after a UC release is complete is not a decision that the Architect can make, as it is determined by Salesforce and depends on the release window and the pod assignment. How to roll back to the previous Salesforce release if there are issues is not a decision that the Architect can make, as it is not possible to roll back to a previous Salesforce release once the upgrade is done.

The partner can use Developer Edition or Partner Developer Edition for development of the managed package. These environments allow the creation of a namespace and the packaging of components into a managed package. Developer sandbox and Developer Pro sandbox do not support these features and are not suitable for developing a managed package.

A change to a multi-org strategy can be justified by two reasons: launching a new line of business with independent processes and acquiring a company that has its own Salesforce org and operates in a different business with its own set of regulatory requirements. These reasons indicate that the single-org strategy is no longer feasible or optimal, as it would require too much customization, complexity, and compliance. Using Chatter for collaboration among different business units is not a reason to change to a multi-org strategy, as Chatter can work across multiple orgs. Following a unification enterprise architecture operating model is also not a reason to change to a multi-org strategy, as this model implies having orgs with the same processes implemented for each business unit, which is more suitable for a single-org strategy.

 Using a Developer Edition org to stage changes to their Customer Community poses the following risks:

Developer Edition orgs have limited user counts and low data volume limits, which will make User Testing difficult, as the testing environment will not be representative of the production environment.

Developer Edition orgs cannot have sandboxes, which will make team development difficult, as the developers will not be able to work in isolated environments and test their changes before merging them.

Changes Sets cannot be used to deploy from Developer Edition to Production, which will make deployment more complex, as the developers will have to use other tools such as Ant Migration Tool or SFDX CLI to deploy their changes.

The Executive Steering Committee is the management team that is empowered to approve additional budget requirements for a project, as they are responsible for providing strategic direction, oversight, and governance for the project. The Security Review Committee is responsible for ensuring that the project meets the security standards and policies of the organization. The Project Management Committee is responsible for managing the day-to-day activities and deliverables of the project. The Change Control Board is responsible for reviewing and approving any changes to the project scope, schedule, or resources.

 In the change set model, the source of truth is a combination of the metadata already in the environment and the content of your change set, as you stated correctly. However, a change set cannot be retrieved from the developer’s workbench as a package, nor can it be pushed into the version control system. Change sets are only available within the Salesforce UI, and they are not compatible with version control systems. In the package development model, the source of truth is the metadata in the package project, which makes it easy to integrate to a version control system, as you stated correctly. Additionally, in the package development model, the best practice is to consider the dependencies and build them into the package so it can be deployed in any other target orgs. This ensures that the package is self-contained and does not rely on external components that may not exist in the target org.

 A and C are the correct answers, as they are the project situations that favor an agile methodology. An agile methodology is a flexible and iterative approach that can accommodate changing requirements, deliver value quickly, and enable frequent feedback and collaboration. A is correct, as a digitization project to update an existing customer-facing process and enable quick adjustments is a situation that requires an agile methodology, as it involves transforming a legacy system, adapting to customer needs, and delivering incremental improvements. C is correct, as an environment with a heavy investment in DevOps capabilities for rapid testing and deployment is a situation that requires an agile methodology, as it enables continuous integration and delivery, as well as quality assurance and automation. B is incorrect, as a project to be executed by a third party, with a fixed and formal scope, budget, and timeline is a situation that favors a waterfall methodology, as it involves clear and stable requirements, contractual obligations, and sequential phases. D is incorrect, as a project with well-defined requirements and complex interactions between front- and back-end systems is a situation that favors a waterfall methodology, as it involves detailed planning, design, and testing, as well as minimal changes and dependencies. You can learn more about this topic in the Agile Basics module on Trailhead.

The responsibility of the Technical Architect within a Change Control Board meeting is to approve the upcoming release for deployment into production, as they are the ones who have the authority and expertise to evaluate the quality and readiness of the release2. Option A is not correct, as prioritizing the Salesforce product roadmap with business stakeholders is not a task that is done in a Change Control Board meeting, but rather in a strategic planning session. Option B is not correct, as conducting code reviews for projects in the development phase is not a task that is done in a Change Control Board meeting, but rather in a code review session. Option C is not correct, as troubleshooting deployment errors that occurred during the last release is not a task that is done in a Change Control Board meeting, but rather in a post-deployment review session.

User fields are preserved during metadata deployments and Salesforce attempts to locate a matching user in the target org during deployment. If the username in the source org doesn’t exist in the target org, the deployment will stop until the usernames are resolved or removed.

An unmanaged package is a suitable option for deploying an application from a contractor’s own Salesforce to UC’s Salesforce environments. An unmanaged package allows the contractor to share the application code with UC, while giving UC full control and ownership of the code. An unmanaged package also does not require a namespace prefix or a security review.

The optimal way to store the service centers as technical reference data is to add them to a custom metadata type. Custom metadata types allow you to create, update, and deploy records that are defined by a custom object. Custom metadata types are similar to list custom settings, but they have some advantages, such as being deployable, queryable, and packageable. Hierarchical custom settings are not suitable for storing multiple records of the same type, and defining a new custom object with a picklist field is unnecessary and inefficient.

Allowing no code/configuration changes directly in the production org and using Metadata API to automate deployment to the production org are two options that will streamline the process. These options help to enforce a consistent and controlled deployment process that avoids manual errors and conflicts in the production org.

 Design standards can help ensure consistency and quality of the code and configuration across multiple project teams. They can also prevent design conflicts and reduce technical debt.

 Creating a Center of Excellence with a charter document is a recommended practice for managing multiple projects and aligning them with the business goals and roadmap. A Center of Excellence is a cross-functional team that provides guidance, support, and governance for the Salesforce ecosystem. A charter document defines the vision, mission, roles, and responsibilities of the Center of Excellence.

The recommended strategy for deploying a large volume of metadata is to identify metadata dependencies, create logical groupings, and deploy in the right order. This can help avoid errors and ensure a smooth deployment process.

The benefits of managing change with Packaged Development are:

Versioning to help with change management, as it allows the developers to track the changes made to the metadata and roll back to previous versions if needed.

Making the release cycle more efficient and agile, as it enables the developers to deploy smaller and more frequent updates to the orgs, reducing the risk of errors and conflicts.

Modular development process with specification of dependencies among packages, as it allows the developers to break down the metadata into logical units that can be reused and updated independently, while ensuring that the dependencies are resolved correctly. Managing the number of sandboxes needed to successfully deploy is not a benefit of Packaged Development, as it is more related to the sandbox strategy and the development model. Clearly dividing developers and testers is also not a benefit of Packaged Development, as it is more related to the team structure and the testing strategy.

Testing load considering 50% more call volume is a reasonable test load consideration, as it can simulate the expected future growth and ensure that the application can handle the increased demand without compromising the performance or functionality.

To move to the package development model, the administrator must enable both the Dev Hub and the Second-Generation Managed Packages in setup. The Dev Hub is the main org where the administrator can create and manage scratch orgs and packages. The Second-Generation Managed Packages are the new format of packages that support modular development and versioning. The Unlocked Packages are a type of second-generation packages that are not tied to a namespace and can be installed and customized in any org. The Source Tracking for Scratch Orgs is a feature that allows the administrator to track the changes made in a scratch org and push or pull them to or from a source repository.

The best deployment tool for UC to use to manage their deployment process in an automated fashion is the Force.com Migration Tool, as it is a command-line tool that uses the Metadata API to deploy components from one org to another, and can be integrated with version control systems and continuous integration servers. Option A is not a good choice, as Workbench is a web-based tool that does not support automation or scripting. Option C is not a good choice, as Change Sets are a point-and-click tool that require manual steps to create and deploy. Option D is not a good choice, as Force.com IDE is a desktop tool that does not support automation or scripting.

Implementing the change in the sandbox, validating, and releasing to production and considering that the integration with the ERP system may not function as expected are two considerations when addressing the requirement. The change should be performed in the sandbox first, as it is a best practice to test any changes in a non-production environment before deploying them to production. The change may also affect the integration with the ERP system, as it may require updating the mappings, validations, or transformations between the two systems.

Manually validating change sets before deployment is a recommended practice to avoid possible delays while deploying a change set, as it can help you identify and resolve any errors or dependencies before the actual deployment. Change set performance is not independent of included components, as some components may take longer to deploy than others. Manually creating new custom objects and new custom fields or manually applying the field type changes are not advisable, as they can introduce human errors and inconsistencies between environments. See Deploy Changes with Change Sets for more details.

The best strategy to delete the day’s test data in a partial copy sandbox every night is to execute a batch job that deletes all records created on the day. This way, you can automate the process of cleaning up the test data and avoid manual work. Manually deleting all records individually is time-consuming and error-prone. Creating a new developer copy sandbox every night is unnecessary and wasteful, as developer copy sandboxes have limited storage and functionality. Refreshing the sandbox every night is also not feasible, as partial copy sandboxes have a refresh interval of 5 days.

The reason why the Apex classes are not able to access the metadata of the target org during testing is that UC needs to get the managed package certified by the Salesforce security review. This is because Apex code in a managed package can only access the metadata of the target org if the package has passed the security review and has been granted the Modify Metadata permission. See Apex Metadata API for more details.

 Sandboxes should be refreshed based on the needs of the project and the development lifecycle. Production is the only pristine environment, so it is a good practice to refresh sandboxes from production regularly to ensure data and metadata consistency. Integration sandboxes should be refreshed frequently, not rarely, to avoid conflicts and errors when integrating code from multiple developers. Development environments should generally be refreshed after each working feature has been successfully migrated, to avoid accumulating unnecessary changes and to start fresh for the next feature.

A, C, and E are the correct answers, as Force.com Migration Tool, Source Control Tool, and Continuous Integration Build Tool are the tools that should be used to enable a continuous integration process to help manage code quality. A continuous integration process is a practice that involves merging code changes from multiple developers into a common repository, and then testing and validating them automatically, before deploying them to the target environment. Force.com Migration Tool is a tool that uses the Metadata API to retrieve and deploy metadata components, such as code, from one org to another. Source Control Tool is a tool that manages the versions and changes of the code, and allows for collaboration and integration among the developers. Continuous Integration Build Tool is a tool that automates the testing and deployment of the code, and ensures that the code meets the quality and functionality standards. B is incorrect, as Full Sandbox Environment is not a tool that should be used to enable a continuous integration process, as it is a copy of a production org that is used for development and testing purposes, but not for merging, testing, or deploying code changes. D is incorrect, as Project Management Tool is not a tool that should be used to enable a continuous integration process, as it is a tool that helps to plan, organize, and track the progress of the project, but not to manage, test, or deploy code changes. You can learn more about these tools in the Continuous Integration and Continuous Delivery module on Trailhead.

The architect should recommend that UC start a citizen development program to minimize additional costs and allow UC to accomplish more from the backlog. A citizen development program is a way of empowering non-technical users to create and deploy simple applications using low-code or no-code tools, such as Salesforce Platform. This can help UC leverage the skills and knowledge of their existing workforce, reduce the workload of the development team, and deliver value faster to the business.

The recommended mechanism for releasing the application that can be installed in the trading partners’ Salesforce environments is a managed package. A managed package is a collection of application components that can be distributed and installed in other orgs. Managed packages allow you to control the visibility and upgradability of the components, as well as provide namespace isolation and license management. Change sets are not suitable for releasing applications to other orgs, as they can only be used for orgs that are affiliated with the same production org. Unmanaged packages are not ideal for releasing applications that need to be updated frequently, as they do not allow you to push upgrades or control the components after installation. Zip file deployable by SFDX or ANT is not a user-friendly way of releasing applications, as it requires the users to have technical knowledge and tools to install the components.

Creating design standards focused on integration and providing training to all teams is the best way to address the challenges of having various integration patterns and a lack of common understanding of the integration landscape. Design standards can help to establish consistent and best practices for integrating Salesforce with other systems, such as choosing the appropriate integration style, pattern, tool, and protocol. Training can help to educate and align the teams on the design standards and the integration architecture.

 Implementing a pull request and secure code review will contribute to an improvement of code security by ensuring that the code is checked and approved by another developer before merging to the main branch. Integrating a static code security analysis tool in the CI/CD process will contribute to an improvement of code security by automatically scanning the code for vulnerabilities and enforcing security standards. Hiring a company specialized in secure code review or using two developers to review and fix current code vulnerabilities are not actions that will improve code security, but rather remediate existing security issues.

The best option is to refactor the approach to the feature in an upgraded sandbox, as this will allow the developer to test the compatibility and functionality of the code with the new platform release. Option A is risky, as Salesforce may not fix the issue before the production upgrade. Option B is not feasible, as changing the API version of the code will not change the platform version of the sandbox. Option C is not recommended, as delaying the upgrade will only postpone the problem and may cause more issues later.

A and B are the correct answers, as installing an Aloha certified app and upgrading to an Enterprise Edition org are the best solutions to enable advanced quoting in the current Professional Edition org. An Aloha certified app is an app that does not count against the org limits, such as objects and tabs, and can provide additional functionality and features. Upgrading to an Enterprise Edition org can increase the org limits, as well as provide access to more customization and automation options. C is incorrect, as creating and installing an unmanaged package is not a good solution, as it will consume the org limits and may not provide the desired functionality. D is incorrect, as buying more user licenses will not increase the org limits, but only the number of users who can access the org. You can learn more about this topic in the Salesforce Editions and Limits module on Trailhead.

Minor and Major releases should use the same Full copy sandbox for UAT, as this will ensure that the testing environment is consistent and has the same data and configuration as the production org.

The best environment for developing a new feature in an org with unlocked packages is a scratch org with the package code that will be changed and its dependencies. A scratch org is a source-driven and disposable deployment of Salesforce code and metadata that is fully configurable and can be created quickly. A scratch org can also install unlocked packages and their dependencies, which can help ensure compatibility and functionality of the new feature. A Developer Pro sandbox is not a good option, as it is not source-driven and can have outdated or conflicting data and metadata.

 The two actions that can effectively contribute to the quality and agility of the team are: Define and follow code standards, and use static code analysis tool in the pipeline before manual code review. Code standards can help ensure consistency, readability, and maintainability of the code, as well as reduce errors and bugs. A static code analysis tool can help automate the code review process and identify any issues or violations of the code standards before the manual review. Choosing the most senior developer to help the technical lead or skipping the code review are not effective actions, as they can lead to more errors and delays.

Integrating an agile issue tracker with software testing and continuous integration tools can provide the following benefits:

Developers can see automated test statuses that commit on a specific user story, which can help them identify and fix any errors or failures quickly.

Developers can use the committed code’s build status directly on the user story record, which can help them track the progress and quality of their work.

This is the correct answer because utilizing unit and functional test automation as part of a continuous integration strategy can prevent regression by ensuring that the code and configuration are always tested and validated before deployment. Utilizing the developer console to run test suites is not sufficient and may not cover all the functionality. Utilizing Salesforce Apex Hammer is not a feasible option as it is an internal tool that Salesforce uses to test customer orgs before major releases. Freezing development of new features and re-architecting the system is not a realistic or cost-effective approach to prevent regression.