DASSM Exam Dumps - PMI Agile Questions and Answers

Lean governance practices, as described in the PMI Disciplined Agile (DA) framework, focus on enabling teams to deliver value in a lean, efficient manner. This involves creating business value regularly (Option A), empowering the team (Option C), providing appropriate Return on Investment (RoI) (Option D), and presenting accurate and timely information (Option E). However, "Directing the team with clear tasks" (Option B) contradicts the lean governance principles, which emphasize empowering teams to make decisions and self-organize rather than being directed. Therefore, directing the team with clear tasks is not a lean governance practice.

In Disciplined Agile, the "Construction" phase is where a consumable solution is developed incrementally and collaboratively. This phase is focused on creating working software or products in small, manageable increments, incorporating feedback, and ensuring that the solution evolves to meet customer needs. The Construction phase emphasizes collaboration, incremental development, and continuous integration to build a high-quality product iteratively.

Options A (Execution) and D (Transition) do not accurately describe the phase focused on collaborative and incremental solution development. Option B (Inception) refers to the initial phase where the scope, vision, and feasibility of the project are established.

References:

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

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

A Minimum Viable Product (MVP) and a Minimum Business Increment (MBI) serve different purposes in the Disciplined Agile framework. An MVP (Option C) represents the smallest version of a product that can be released to customers to provide feedback and validate assumptions, whereas an MBI (Option D) is a small, deployable unit of value that builds upon an existing product and is designed to deliver business value incrementally. Option D is correct because an MBI is generally built incrementally on top of an existing product to enhance or add new capabilities. The other options do not correctly describe the relationship or distinction between MVP and MBI in the DA framework.

The Disciplined Agile framework emphasizes that long-standing product teams are generally more effective than ad-hoc or project-based teams. This is because stable, cross-functional teams develop stronger relationships, improve collaboration, and build a deeper understanding of the product and customer needs over time. Long-standing teams can leverage their accumulated knowledge and experience, resulting in higher productivity and better quality outcomes. This aligns with the DA's principles of fostering team continuity and encouraging long-term team formation to improve agility and efficiency within organizations. The DA approach supports a team-based way of working rather than frequent team reorganization, which can disrupt team dynamics and reduce effectiveness.

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In the PMI Disciplined Agile framework, "Governance" is a process blade that focuses on providing oversight and direction to ensure that the organization aligns with its objectives and complies with relevant policies and standards. A senior management team monitoring work across various areas, providing guidance, and resolving escalated issues is a clear example of governance. The purpose of governance is to ensure that teams are operating effectively and efficiently, aligned with organizational goals, and that risks are managed appropriately. Portfolio management (Option A) deals with investment decisions and balancing the portfolio, while the other options (Business Operations, Finance, Product Management) focus on different aspects of the organization.

Disciplined Agile (DA) describes four views that provide a comprehensive understanding of how to apply Agile and Lean strategies across an organization. One of these views is theMindset.

TheMindsetview refers to the beliefs, attitudes, and behaviors that are foundational to successful agile practices within an organization. DA Mindset includes principles, promises, and guidelines that help teams understand how to make agile approaches work effectively in their specificcontext. It encompasses core values such as delighting customers, being pragmatic, and optimizing flow across the entire value stream, as well as fostering a culture of learning and adapting.

By focusing on theMindsetview, DA ensures that everyone in the organization—from team members to senior leaders—aligns with these shared principles and values, which is crucial for achieving sustainable agility and continuous improvement.

The other views in DA are thePeopleview (understanding roles and responsibilities), theFlowview (focusing on end-to-end value delivery), and thePracticesview (choosing appropriate agile practices and processes).

The "Plan the Release" process goal in Disciplined Agile is most likely to offer potential techniques for providing a cost estimate for the project while recognizing that requirements will evolve over time. This goal involves determining the scope of the release, estimating the effort and cost, and planning for future iterations. It accounts for the fact that Agile teams work in environments of uncertainty and helps them create realistic plans that can adapt as requirements change. Options A (Project Management), C (Explore Scope), and D (Address Changing Stakeholder Needs) are relevant for Agile projects, but "Plan the Release" specifically focuses on creating estimates and planning in an Agile context.