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Question#1

What are three key characteristics of an implementation partner leading are venue cloud scoping session?

A. Excellent Communication Skills both verbal and written

B. Being effective at planning, monitoring and reviewing

C. Having deep knowledge of competitor Products

D. Experience in a selling role with quota responsibilities

E. Understanding design pitfalls and Mitigation actions to course correct.

Explanation:
A partner leading a Revenue Cloud Scoping session requires:
✔ A ― Strong communication skills Essential for facilitating workshops, documenting requirements, and aligning stakeholders.
✔ B ― Effective at planning, monitoring, reviewing Scoping is structured, requires:
Agenda control
Risk identification
Note capture
Validation cycles
✔ E ― Understanding design pitfalls & mitigation Critical in CPQ + Billing, where poor scoping leads
to:
Wrong pricing model
Incorrect renewal logic
Billing edge cases
Data migration problems
A good partner surfaces these risks early.
Why the wrong answers are incorrect: Option
Why Incorrect
C ― Knowledge of competitor products
Not relevant to scoping Salesforce Revenue Cloud.
D ― Experience with quota-carrying sales roles
Helpful but not foundational to scoping complex CPQ + Billing architecture.
Final answer for Q49 = A, B, E

Question#2

What are three key characteristics of an implementation partner leading a revenue cloud scoping session?

A. Excellent Communication Skills both verbal and written

B. Being effective at planning, monitoring and reviewing

C. Having deep knowledge of competitor Products

D. Experience in a selling role with quota responsibilities

E. Understanding design pitfalls and Mitigation actions to course correct

Explanation:
A Revenue Cloud consultant leading scoping must have:
A C Excellent communication: Key for translating technical and business requirements.
B C Planning/monitoring/review skills: Required to drive structured discovery workshops.
E C Awareness of design pitfalls & mitigation: Ensures a scalable CPQ/Billing architecture.
Options C and D are irrelevant: competitor knowledge or sales quota experience are not key skills for scoping a CPQ/Billing project.

Question#3

what planning strategies should be taken to make user acceptance testing (UAT) Efficient?

A. Execute all tests on behalf of the customer

B. Define and agree on acceptance criteria with customer

C. Issue change orders for all incidents that arise during testing

D. Train UAT testers on the new functionality

E. Finalize test plans before the build Phase completes

Explanation:
Efficient UAT in Revenue Cloud requires:
✔ B ― Define acceptance criteria with the customer Ensures clarity on what “pass” means.
✔ D ― Train UAT testers on the new functionality UAT fails quickly if testers don’t know how to use CPQ/Billing.
✔ E ― Finalize test plans before the build is completed Ensures UAT is ready and structured once the sandbox is available.
Incorrect options:
A: Consultants should NOT execute tests on behalf of customers.
C: Not all issues in UAT require change orders; many are defects to be corrected.

Question#4

After installing Salesforce CPQ in your customers sandbox org you notice unacceptable performance times as the primary quote syncs to the opportunity. It's determined the cause for sub optimal performance is attributed to 30 process builders referencing the Quote and Opportunity along with other heavy customization that was previously created.
What strategy should the Revenue Cloud consultant recommend to the customer.

A. Upgrade the org to the latest CPQ and Billing release, this will largely address the performance issues

B. Categorize the subpar customizations as ‘out of scope’, proceed with design and build, and address performance issues as the final task in UAT

C. Baseline current performance, recommend to identify and address the technical debt first before designing the Revenue Cloud solution

D. Architect the Revenue Cloud solution to follow suit by extending customization using coding best practices to improve scalability

Explanation:
Your CPQ org is performing poorly because:
30 Process Builders running on Quote & Opportunity
Heavy customization
Excessive automation layers
Salesforce best practice for Revenue Cloud:
Remove technical debt BEFORE designing the CPQ/Billing solution.
Thus:
✔ C ― Baseline performance and fix technical debt first Reasons:
CPQ depends heavily on synchronous calculations Custom automations drastically increase sync time Process Builder is deprecated; should be migrated to Flow Poor performance must be cleaned before CPQ design
Why others are wrong: Option
Why Incorrect
A ― Upgrade CPQ
Upgrading cannot fix org-level technical debt.
B ― Mark issues out-of-scope
Avoiding technical debt leads to project failure.
D ― Extend customization
Adding code on top of a broken process worsens performance.
Thus C is correct.

Question#5

A revenue cloud user story for a subscription-based company looking to replace their legacy system states “as a pricing manager, bulk discounts will include previously purchased quantities for pricing calculations on the quote in order to reward loyal customers.
What should be included in the design of this solution?

A. Contracts, subscriptions and assets should be populated with historical data

B. custom action to retrieve purchased quantities from an external source

C. Discount schedules with cross orders checked

D. use a summary variable targeting the subscription object with a price rule

E. Legacy orders and invoice should be migrated

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