Pass the PMI PMI Agile DASSM Questions and answers with CertsForce

In theContinuous Delivery Leanlife-cycle model, a Disciplined Agile team needs to have high levels of skill and organization because this model involves continuous delivery of small, incremental changes. Teams must manage a smooth flow of work, maintain high quality through automation, integrate changes frequently, and respond rapidly to customer feedback. This requires sophisticated technical practices, strong cross-functional collaboration, and disciplined work management to ensure a continuous stream of value delivery.

Options A (Program), C (Scrum), D (SAFe), E (Continuous Delivery Agile), and F (Exploratory) also require specific skills but do not generally demand the same level of continuous and lean-oriented discipline as Continuous Delivery Lean.

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.

Making design choices early in a project isnota desirable practice in design thinking. Design thinking encourages a flexible, iterative approach to problem-solving, where solutions are refined through experimentation and feedback from real users. By delaying design choices until more information is available and validated, teams can better align their solutions with user needs and constraints. The other options—being aware of constraints, empathy for customers,and situational appropriateness—are core principles in design thinking that help teams create more user-centered and effective solutions.

The primary role of the Product Owner in Disciplined Agile is to "build the right product." This means the Product Owner is responsible for defining and prioritizing the product backlog, ensuring that the development team works on features that deliver the most value to the stakeholders and align with the business objectives. The Product Owner acts as the voice of the customer, making critical decisions about the product's direction, features, and functionality. The other options (B, C, and D) may involve activities related to product development, but they do not encompass the core responsibility of building the right product.

True: On an Agile team, the Product Owner is the go-to person for business domain information. The Product Owner is responsible for defining the product vision, managing the product backlog, and acting as the primary liaison between the development team and stakeholders. They provide clarity on business requirements, priorities, and customer needs, ensuring that the team understands what is needed to deliver value. The Product Owner's deep knowledge of the business domain makes them the authoritative source for business-related questions and guidance.

The principle ofpragmatismin Disciplined Agile does not mean that the team will always do what the customer wants. Instead, it means that the team will make practical decisions based on the specific context, constraints, and overall business goals. The team may sometimes need to challenge or refine customer requirements to ensure that the solutions provided are feasible, valuable, and sustainable.

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.

Enforcing adherence to organizational standards is an important aspect of Lean governance in the Disciplined Agile framework. Lean governance involves ensuring that teams follow defined policies, procedures, and standards to align with the organization's goals while allowing for flexibility and responsiveness. It balances the need for governance with the principles of Lean, ensuring that teams work within the boundaries of organizational standards while continuously improving their processes.

The primary role of the Product Owner in Disciplined Agile is to ensure that the team builds the right product. This includes defining and prioritizing the product backlog, making decisions on behalf of stakeholders, and ensuring that the team understands the product vision and customer needs. Options A (coordinate the product), B (organize the product team), and C (inspect the product) are aspects of the Product Owner's responsibilities, but they do not capture the overarching goal of delivering the right product to meet customer needs.

The Minimum Business Increment (MBI) is a tool used in Disciplined Agile to sequence work in a way that delivers value quickly. An MBI represents the smallest piece of functionality that delivers business value to customers or stakeholders, and it is fully usable upon release. By focusing on MBIs, teams can prioritize work that maximizes the delivery of value, ensures faster feedback, and enables quicker realization of benefits.

Options A (Planning Poker) and C (Minimum Viable Product, MVP) are related to estimation and product development strategies, while Option C (WIP limits) focuses on managing workflow efficiency rather than directly sequencing work for quick value delivery.

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.

A disadvantage of having afeature team(as opposed to component teams) is thetemptation to build everything from scratch. Feature teams are cross-functional teams that handle all aspects of delivering a customer-centric feature from end to end. This can sometimes lead to duplication of effort or reinventing existing components instead of reusing them, especially if the team lacks visibility or understanding of existing solutions.

Options A, B, and C are actually advantages of feature teams: they deliver complete features, reduce hand-offs, and require cross-functional skills.

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.

A value stream map is a lean tool that visually maps out the steps in a process from start to finish to identify areas of waste, delays, or inefficiencies in delivering value to the customer. In Disciplined Agile (DA), value stream mapping helps the team identify problem areas where waste occurs, such as bottlenecks, excessive handoffs, or unnecessary steps that do not add value to the customer. By recognizing these problem areas, the team can focus on improving or eliminating them to optimize the value delivery process. Options A, C, and D provide specific strategies for improving processes but do not encompass the broad benefit of identifying problem areas in realizing value.