PMI DASM Practice Test - Questions Answers

A well-written user story in agile practices, including Disciplined Agile, describes the customer's perspective. User stories are short, simple descriptions of a feature or requirement from the point of view of the end user or customer. They are intended to capture the 'who, what, and why' of a requirement, focusing on the value it delivers to the customer. This perspective ensures that the development team understands the real-world needs and motivations behind the features they are building, allowing them to create solutions that truly meet user needs.

PMI Disciplined Agile (DA) Toolkit, which outlines the structure and purpose of user stories, highlighting the importance of describing features from the customer's perspective.

PMI Agile Practice Guide, which discusses the use of user stories to capture customer requirements and deliver value.

When analyzing a team's context for tactical scaling in Disciplined Agile, two key factors that must be considered are Domain Complexity and Team Size:

C . Domain Complexity: Refers to the complexity of the problem domain the team is working within. More complex domains require different approaches and potentially more sophisticated techniques to manage uncertainty, dependencies, and risks.

D . Team Size: The size of the team affects how the team communicates, collaborates, and organizes itself. Larger teams may require additional coordination, communication practices, and role definitions to be effective.

The other options are less relevant for tactical scaling:

A . Demographics, B. Best Practices, E. Budget, and F. Dynamics are not directly identified as key tactical scaling factors in the Disciplined Agile context.

The Product Backlog is the artifact that collects all the work flowing to the team. It is a prioritized list of everything that might be needed in the product, managed and maintained by the Product Owner. The backlog is continuously refined and reprioritized as needed to reflect the changing needs of stakeholders, market conditions, and business priorities.

A . Business backlog is not a standard Agile artifact.

C . Release roadmap outlines future releases but does not collect all work items.

D . Iteration backlog contains a subset of the product backlog items selected for a specific iteration.

The Kaizen feedback loop is commonly summarized as Plan, Do, Study, Act (PDSA). This cycle is used for continuous improvement and problem-solving, where:

Plan: Identify a goal or process and plan a change.

Do: Implement the change on a small scale.

Study: Observe and analyze the results of the change.

Act: Decide on necessary adjustments and standardize the successful changes.

Other options do not correctly capture the Kaizen loop:

A . Plan, Do, Monitor, Study incorrectly places 'Monitor'.

B . Plat, Implement Demo, Study mixes unrelated steps.

D . Study, Act, React, Demo does not follow the correct logical order of the Kaizen feedback loop.

Thus, the correct answer is C. Plan, Do, Study, Act.

Disciplined Agile (DA) is defined as a process-decision toolkit that offers a broad range of guidance to help individuals, teams, and organizations streamline their processes in a way that makes sense given their unique context. DA is not a specific methodology; instead, it provides a toolkit that integrates various agile, lean, and traditional strategies, allowing teams to choose the best approach for their situation.

A . An agile set of practices promoting autonomy within a PMO is not accurate, as DA is broader than just a PMO.

C . An approach that frequently assesses change is not the specific purpose of DA.

D . A methodology exploring various agile and waterfall practices does not accurately represent DA's comprehensive and context-sensitive nature.

Therefore, the correct answer is B. It is a process-decision toolkit that provides straightforward guidance to help people, teams, and organizations to streamline their processes in a context-sensitive manner.

In the context of the Disciplined Agile (DA) framework, a 'specialist' on a Disciplined Agile Delivery Team is someone with a specific, specialized skill set or domain expertise that contributes to the overall development and delivery process. While the DA framework promotes cross-functional team members, it acknowledges that certain roles require specialized knowledge.

A Business Analyst (BA) is considered a specialist role because they bring specific expertise in requirements gathering, process analysis, stakeholder communication, and translating business needs into actionable tasks for the development team. According to PMI's Disciplined Agile guidelines, BAs provide value by ensuring that the requirements are well-understood and clearly defined, which is crucial in aligning the team's efforts with stakeholder needs.

On the other hand, the roles of Product Owner (B) and Project Manager (C) are more related to leadership, decision-making, and coordination, rather than specialized technical or analytical expertise. Stakeholders (D) are external to the delivery team and are not considered specialists within the team itself.

The Disciplined Agile (DA) principle of being pragmatic is characterized by the focus on 'being as effective as you can and continuously improving.' According to PMI's Disciplined Agile Toolkit, being pragmatic means applying an agile mindset that is not constrained by a rigid set of rules or practices. Instead, it emphasizes being practical and outcome-focused, aiming for the best results in each unique context while continually seeking opportunities for improvement.

Disciplined Agile promotes pragmatic decision-making by suggesting that teams should balance their approach by being both goal-driven and situation-aware. This means that instead of strictly adhering to a single agile framework or methodology, teams should assess their situation, leverage their experience, and apply the most suitable tools and techniques available. Furthermore, continuous improvement (Kaizen) is a fundamental aspect, meaning teams should regularly reflect on their practices and make iterative enhancements to achieve effectiveness.

This principle also aligns with DA's guidance to 'Optimize Flow' and 'Be Awesome,' as it encourages teams to deliver value while recognizing that every situation might require different tools, techniques, and practices. Thus, 'D. Being as effective as you can and continuously improving' best captures the essence of DA's pragmatic approach.

PMI, 'Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working (WoW),' which details the core principles of Disciplined Agile, including being pragmatic by focusing on effectiveness and continuous improvement.

PMI Disciplined Agile (DA) Toolkit, which explains how being pragmatic involves choosing the best approach for your specific context rather than adhering to a strict methodology.

In the context of the Disciplined Agile framework, when a team is dealing with rapidly changing requirements but is resistant to frequent releases and does not have an Agile mindset, the Traditional lifecycle is appropriate. This lifecycle aligns with teams that prefer a more plan-driven, less iterative approach, which typically includes longer release cycles and detailed upfront planning. The Traditional lifecycle in Disciplined Agile follows a waterfall-like approach, which is suitable when the team is not yet prepared to adopt Agile principles such as frequent delivery and adaptive planning.

The other options do not match this scenario:

A . Program lifecycle is used for coordinating multiple teams on larger programs, which is not relevant to a single team with the specified conditions.

B . Lean focuses on optimizing flow and delivering value quickly, which contrasts with the team's preference for infrequent releases.

D . Agile lifecycle involves iterative development and frequent releases, which the team is resistant to.

Therefore, C. Traditional is the correct answer as it fits the team's preference for less frequent releases and their lack of an Agile mindset.

The purpose of an iteration retrospective in the Disciplined Agile framework is to reflect on the team's process and performance during the previous iteration to identify what went well and what can be improved. The primary goal is to continuously improve by transferring the lessons learned, knowledge, and potential improvements to the next iteration. This aligns with Disciplined Agile's emphasis on continuous improvement and learning, which is critical to the team's effectiveness and efficiency.

The other options are not the primary focus of an iteration retrospective:

A . To showcase what the team accomplished in an iteration is the purpose of an iteration review or demo, not a retrospective.

C . To prioritize stories and concrete tasks for the next iteration is typically part of iteration planning.

D . To identify progress and to note encountered impediments is also part of other ceremonies like daily standups but not the main focus of a retrospective.

Thus, the correct answer is B. To transfer knowledge and improvements to the next iteration, aligning with the Disciplined Agile framework's purpose for iteration retrospectives.