Pass the PMI PMI Agile DASSM Questions and answers with CertsForce

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.

A well-written user story in the Disciplined Agile (DA) framework describes the product requirements from the customer's perspective. In DA, a user story is a short, simple description of a feature told from the perspective of the person who desires the new capability, typically a user or customer of the system. The primary purpose of a user story is to articulate how a piece of work will deliver a particular value back to the customer.

A user story should focus on what the customer needs and wants, rather than a fixed outcome (A), the needs of all users (B), or merely the expectations of the product owner (C). It shouldcapture the customer's perspective (D) to ensure the team understands who the end-user is, what they need, and why they need it. This customer-centric approach helps the team create value-driven features and maintain alignment with customer expectations.

Disciplined Agile emphasizes that user stories are part of a collaborative conversation with the stakeholders, which allows the team to explore and understand the customers' needs effectively. The DA framework encourages iterative development based on customer feedback, ensuring that each user story is aligned with delivering maximum customer value.

For an Agile or Lean project team, the aim of the Transition phase is to ensure that the solution is ready to be released to stakeholders and then appropriately manage its release. The Transitionphase involves finalizing the work, preparing for deployment, and ensuring that all aspects of the solution meet the necessary quality standards for delivery. While testing (A), communicating the release (B), and applying continuous deployment practices (C) are important activities, the primary aim of the Transition phase is to make sure that the solution is ready for release and to handle the release effectively.

User stories are a key component in Agile practices, including the Disciplined Agile (DA) framework. They are typically described by the acronym INVEST, which stands for:

Independent: User stories should be self-contained, so they do not overlap with others.

Negotiable: User stories are not contracts; they should leave room for discussion and refinement.

Valuable: Each user story must deliver value to the end user or customer.

Estimable: A good user story can be estimated in terms of the effort required to complete it.

Small: User stories should be small enough to be completed within a single iteration.

Testable: A user story must be testable, meaning it should be possible to determine whether the user story has been completed successfully.

Based on the INVEST criteria, "Achievable" is not a recognized feature of a user story. While achieving a user story is an implicit goal, it is not explicitly mentioned in the standard definition or characteristics used in Agile frameworks such as Disciplined Agile. The features that are essential to a user story are "Negotiable," "Estimable," and "Testable," as they ensure the story is clearly defined, measurable, and valuable to the user.

References:

Disciplined Agile Delivery: A Practitioner's Guide to Agile Software Delivery in the Enterprise, Scott Ambler & Mark Lines.

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

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.

The coordination meeting (often known as the Daily Stand-up or Scrum meeting in Agile practices) is crucial for keeping the team synchronized. It provides a regular opportunity for team members to share their progress, discuss any obstacles they face, and plan their activities for the day. This meeting ensures that everyone is aligned with the team's goals, helping to maintain momentum and quickly address any issues that might impede progress.

Options A, B, and C do not fully capture the core purpose of a coordination meeting. While A (providing a demo) might occur in a sprint review, it is not the focus of a daily coordination meeting. Option B (stakeholder observation) is not the primary intent, and Option C (reassessing the backlog) is typically part of a planning meeting, not the coordination meeting.

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 process goal most likely to offer potential techniques to address concerns that the development team does not understand the overall business process isExplore Scope. In Disciplined Agile, "Explore Scope" focuses on defining and understanding the scope of the project, including the business processes that are relevant to the product being developed. It involves techniques such as creating process maps, using business process modeling, or conducting domain workshops to help the team understand the overall business context and requirements. This ensures that the development team has a comprehensive understanding of the customer requirements and the broader business environment in which the product will be used.