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| Section | Objectives |
|---|---|
| Topic 1: Reporting and Analytics | - Insights and reporting dashboards - Decision strategy performance monitoring |
| Topic 2: Next-Best-Action Designer | - Action prioritization and proposition management - NBA Designer configuration |
| Topic 3: Arbitration and Strategy Execution | - Real-time container execution - Arbitration rules and prioritization logic |
| Topic 4: Customer Decision Hub | - Business Issues, Groups, and Strategies - Next-Best-Action (NBA) framework |
| Topic 5: Adaptive Models and AI | - Adaptive learning models - Predictive analytics in decisioning |
| Topic 6: Real-time Decisioning | - Event-driven decision strategies - Real-time customer interaction handling |
| Topic 7: Decisioning Fundamentals | - Customer 360 and contextual decisioning - Decision management concepts |
1. The following decision strategy outputs the most profitable shoe a retailer can sell. The profit is the selling Price of the shoe, minus the Cost to acquire the shoe.
The details of the shoes are provided in the following table:
According to the decision strategy, what is the output of component in the blank space highlighted in red?
A) Reebok
B) Nike, Adidas, Puma, Reebok
C) Reebok, Puma, Adidas, Nike
D) Nike
2. U+ Bank uses a scorecard rule in a decision strategy to compute the mortgage limit for a customer. U+ Bank updated their scorecard to include a new property in the calculation: customer income.
What changes do you need to make in the decision strategy for the updated scorecard to take effect?
A) A new proposition filter needs to be configured in the strategy to filter on customer income.
B) The score calculation is independent of the strategy and no change is required.
C) Remap the scorecard property in the decision strategy for the change to take effect.
D) Add a new Group By component for the mortgage limit calculation.
3. An outbound run identifies 150 Standard card offers, 75 on email, and 75 on the SMS channel.
If the following volume constraint is applied, how many actions are delivered by the outbound run?
A) 75 emails 25 SMSes
B) 150
C) 75 SMSes and 25 emails
D) 100
4. U+ Bank, a retail bank, uses Pega Customer Decision Hub for their one-to-one customer engagement. The bank now wants to change its offer prioritization to consider both business objectives and customer needs.
Which two factors do you configure in the Next-Best-Action Designer to implement this change? (Choose Two)
A) Context weighting
B) Contact policies
C) Engagement policies
D) Business levers
5. MyCo, a mobile company, uses Pega Customer Decision Hub to display offers to customers on its website. The company wants to present more relevant offers to customers based on customer behavior. The following diagram is the action hierarchy in the Next-Best-Action Designer.
The company wants to present offers from both the groups and arbitrate across the two groups to select the best offer based on customer behavior.
As a decisioning consultant, what do you configure to select the best offer from both groups based on customer behavior?
A) Enable an action value in the prioritization formula.
B) Create an adaptive model rule at the Issue-level.
C) Ensure that the propensity is enabled in Arbitration tab.
D) Create a prioritization decision strategy at the Group-level.
Solutions:
| Question # 1 Answer: A | Question # 2 Answer: A | Question # 3 Answer: C | Question # 4 Answer: C,D | Question # 5 Answer: A |
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