Pass the PMI PMI Agile DASSM Questions and answers with CertsForce

Guided Continuous Improvementis essential when the team seeks assistance in identifying feasible improvement opportunities and avoiding risks associated with poor decisions. In Disciplined Agile, continuous improvement is a core principle, but it is recognized that teams may sometimes require external guidance to navigate the wide array of potential changes. This external guidance can help the team focus on the most impactful improvements, avoid common pitfalls,and incrementally enhance their ways of working. Guided continuous improvement helps ensure that the team's efforts are directed towards effective and sustainable changes.

While "Delight customers" is an important goal in agile and Disciplined Agile (DA) practices, it is not listed as one of the key principles to keep in mind when choosing and evolving a team’s Way of Working (WoW). The key principles are "Pragmatism" (A), "Choice is good" (C), and "Context counts" (D). These principles emphasize practical decision-making, recognizing that different situations require different approaches (choice is good), and tailoring the WoW to the specific context.

The "Architecture Owner" in Disciplined Agile is responsible for addressing and mitigating key technical risks within a project. This role ensures that the architecture of the solution aligns with the strategic and tactical goals of the organization, guides the team in making architecture-related decisions, and helps in managing technical debt.

Options B (removing impediments) and C (working cross-functionally to deliver the solution) are responsibilities of the Team Lead or Scrum Master. Option D (determining priorities for the solution) is typically the role of the Product Owner.

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.

In the Disciplined Agile (DA) approach, the role of a team lead, such as a Scrum Master or Agile Coach, includes supporting team members and helping them overcome obstacles. Option B reflects this mindset: having a conversation with the team member to understand the root causes of their struggle and collaboratively seeking solutions. This approach aligns with agile principles of servant leadership, empathy, and collaboration. It encourages open communication, trust-building, and personal development, which are core to maintaining a high-performing and motivated team.

Providing time management training (Option A), holding a one-on-one meeting focused on failures (Option C), or redistributing work without addressing underlying issues (Option D) are less aligned with the values of Disciplined Agile, as they do not directly address the specific impediments faced by the team member or promote a supportive and growth-oriented team culture.

References:

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

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

In the Disciplined Agile (DA) framework, the architecture of a product is typically proven during the Elaboration phase. This phase focuses on validating the architecture of the solution, mitigating technical risks, and establishing a firm foundation for the project's future iterations. During Elaboration, teams work on refining the architecture, ensuring that it can support future development and will meet the project's quality requirements. The construction phase builds upon this established architecture, and by the Inception phase, the initial vision and feasibility are already defined but not yet validated. Therefore, "A. Elaboration" is the correct answer as it is the phase where architecture is thoroughly proven and refined.

The principle "Choice is good" in Disciplined Agile does not mean that a team must present multiple products to customers and let them choose. Rather, it emphasizes the importance of providing teams with choices regarding the practices and strategies they adopt, tailored to their unique context. This principle allows teams to make informed decisions on their Way of Working(WoW), rather than being restricted to a prescribed set of processes. Thus, the correct answer is "False," as the principle focuses on flexibility and adaptability for the team, not on presenting multiple product options to customers.

Setting appropriate expectations about release timings with the customer isnot typically the responsibility of team membersin a disciplined agile team. This responsibility usually falls to the Product Owner, who acts as the liaison between the team and the customer, managing expectations and ensuring alignment on priorities and timelines.

Options B (self-organizing), C (evolving their way of working), and D (evolving the architecture with the help of the architecture owner) are responsibilities of team members in a disciplined agile team.

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.

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).

Disciplined Agile provides a solid foundation for business agility by (A) creating awesome teams that foster joy and (D) describing the trade-offs associated with a range of options. Creating awesome teams involves building a positive and productive team environment where team members are engaged, motivated, and empowered. Describing trade-offs allows teams to make informed decisions by understanding the implications of different practices and approaches. While "enforcing adherence to organizational standards" (C) and "defining a framework for agility at scale" (B) are part of Disciplined Agile, they are not specifically highlighted as primary ways DA fosters business agility.

"Enterprise awareness" in the Disciplined Agile framework means understanding and considering the needs and goals of the broader organization while making decisions at the team level. It does not mean standardizing processes across all teams; rather, it encourages teams to align with organizational objectives and practices in a way that fits their unique context. Therefore, the statement is false. Standardizing processes would contradict DA’s core principle that "Context Counts," which supports flexible and situationally appropriate process choices.