DASSM Exam Dumps - PMI Agile Questions and Answers

In Disciplined Agile (DA), iteration planning is typically conducted at the beginning of each iteration. The team pulls prioritized work items (user stories, features, etc.) from the product backlog that they can commit to completing in the upcoming iteration. This approach ensures that the team is always working on the most valuable tasks and is aligned with the principles of Agile, which emphasize iterative and incremental progress. The planning at the start of each iterationallows the team to refine the scope, estimate the effort required, and make necessary adjustments based on their capacity and previous iteration learnings.

Options B, C, and D are not correct in the context of DA practices. While iteration reviews and retrospectives contribute to continuous improvement, the formal planning of iterations is conducted at the beginning of each iteration.

References:

PMI’s Disciplined Agile Senior Scrum Master (DASSM) curriculum.

"Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working (WoW)", PMI.

The Control process blade in Disciplined Agile (DA) is responsible for ensuring regulatory compliance. This includes establishing controls, standards, and governance practices to ensure that the organization's activities meet legal, regulatory, and policy requirements. The Control blade works closely with other process blades such as Finance, Procurement, and IT to maintain compliance across all areas of the organization.

The desire of senior management to evolve an organization to be more responsive to changes in the marketplace or environment is best captured by the concept ofBusiness Agility. Business agility refers to the ability of an organization to adapt quickly and effectively to market changes, customer demands, and emerging opportunities, all while maintaining a focus on delivering value. Disciplined Agile promotes business agility by providing a toolkit that helps organizations navigate their unique challenges and choose the best practices to enhance responsiveness and adaptability across all levels of the organization.

We can identify our challenges "by visualizing our workflow to identify what blocks it." Visualizing the workflow, such as through a Kanban board or value stream map, helps teams see where bottlenecks, delays, or inefficiencies occur. This visualization makes it easier to pinpoint problems and areas for improvement. While holding retrospectives (B), finding where frustrations arise (C), and trying good practices to identify failures (D) are all valuable techniques, visualizing workflow is a foundational Lean practice for identifying and addressing challenges in real time.

The lean life-cycle in Disciplined Agile does not require timeboxed iterations. Instead, it emphasizes continuous flow, where work items are processed individually through the value stream without the strict confines of iteration cycles. This approach allows for a more flexible and responsive process, which aligns with lean principles of minimizing waste and optimizing flow. Thus, the statement is true as it reflects the flexibility inherent in the lean life-cycle approach.

In the Disciplined Agile (DA) toolkit, "process blades" represent different areas of an organization's processes that need to be addressed for effective agile implementation. The process blades are grouped into three primary categories:

Disciplined Agile Delivery (DAD):This category focuses on end-to-end delivery processes that bring a product or solution from idea to implementation, incorporating agile and lean approaches.

Disciplined DevOps:This category deals with practices that facilitate efficient development and operations, ensuring continuous delivery, integration, and deployment of software.

Disciplined Project Management Office (PMO):This process blade relates to the governance and oversight of agile initiatives, aligning them with organizational strategies and goals.

These categories provide a structured way to organize process-related activities and ensure a holistic approach to agile adoption, covering various facets from development to operations and governance.References:

"Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working (WoW)", PMI, Scott Ambler & Mark Lines.

PMI’s Disciplined Agile Senior Scrum Master (DASSM) curriculum materials.

TheProduct Backlogis the artifact that collects all the work flowing to the team in Agile practices, including Disciplined Agile (DA). It is an ordered list of everything that might be needed in the product, serving as the single source of work undertaken by the team. This backlog includes user stories, features, enhancements, bug fixes, and technical tasks. It is prioritized by the Product Owner to ensure that the team works on the most valuable items first.

Options B (Business backlog) is not a standard Agile artifact. Option C (Iteration backlog) is a subset of the Product Backlog, containing items chosen for the current iteration. Option D (Release roadmap) is a higher-level plan for future releases, not a collection of all work items.

References:

PMI’s Disciplined Agile Senior Scrum Master (DASSM) curriculum materials.

"Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working (WoW)", PMI.

The Exploratory Life Cycle is adopted when there is a need to bring a new product or service to market, and the customer requirements are uncertain. This life cycle is characterized by a high degree of exploration and experimentation, where the team continuously learns and adapts based on customer feedback and market conditions. Options A and B are incorrect because they refer to evolving an existing product or service rather than bringing a new one to market. Option E is also incorrect because it assumes the requirements are well understood, which would not necessitate an exploratory approach.

The process goalCoordinate Activitiesis most likely to offer potential techniques for aligning and working more effectively with people in the marketing department. In Disciplined Agile, "Coordinate Activities" focuses on how teams can effectively collaborate both internally and externally with other departments or stakeholders. This goal includes strategies for synchronizing work, managing dependencies, and establishing communication channels, which are essential for ensuring alignment with the marketing department and facilitating cross-functional collaboration. Other options such as "Address Risk" or "Explore Scope" do not directly relate to inter-departmental coordination, while "Sales and Marketing" is not a specific process goal within the Disciplined Agile framework.

The main role of the team lead (which can be referred to as a Scrum Master, Team Coach, or Team Lead in Disciplined Agile) is to ensure that the team is building the product in the right way. This involves facilitating the team's process, removing impediments, and coaching them to adopt and optimize Agile practices, ensuring quality and efficiency in delivery. The team lead does not dictate what product to build (which is the role of the Product Owner), nor is their primary role to build the product themselves or coordinate building efforts in a command-and-control manner. Instead, they focus on enabling and empowering the team to deliver high-quality work in alignment with Agile principles.

References:

PMI’s Disciplined Agile Senior Scrum Master (DASSM) curriculum materials.

"Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working (WoW)", PMI.