Latest [Jan 16, 2025] PMI DASSM Exam Practice Test To Gain Brilliante Result [Q84-Q107]

The correct answer isB. Agile Documentation. In the context of the Disciplined Agile (DA) toolkit, Agile Documentation is the process blade most likely to address the need to provide employees and customers with more information about an organization’s products and services.
Agile Documentationis a process blade within the DA toolkit that focuses on creating and maintaining documentation that adds value to the team and the organization. The goal is to ensure that the documentation is just sufficient, meaning that it is only created when it is needed and at the appropriate level of detail. The Agile Documentation blade helps teams and organizations develop and share information effectively, which is crucial for helping both employees and customers understand and take advantage of what the organization offers.
Why Agile Documentation is the Correct answer:
* Provides Relevant Information:Agile Documentation emphasizes producing the right amount of documentation to meet the needs of stakeholders. This could include product manuals, user guides, FAQs, and other resources that help customers and employees better understand the products and services.
* Maintains Up-to-Date Information:Agile Documentation encourages keeping the documentation current and relevant, ensuring that the provided information reflects the latest state of the organization’s offerings.
* Supports Communication and Understanding:By making information available in a clear and concise manner, Agile Documentation helps bridge knowledge gaps between the organization and its customers or employees, enhancing their ability to leverage the products and services.
The other options are less applicable:
* C. Support:While the Support blade might handle customer inquiries and provide assistance, it does not focus on proactively providing information about products and services.
* D. Reuse Engineering:This is related to managing reusable assets (e.g., code, components) but not about documentation or providing information.
* E. Enterprise Architecture:This focuses on the strategic alignment of IT and business goals, not on providing information to end-users or employees about products and services.
Therefore,B. Agile Documentationis the most appropriate choice for addressing the need to provide employees and customers with more information about the organization’s products and services, according to the Disciplined Agile framework.

In Disciplined Agile, limiting work-in-progress (WIP) is crucial to optimizing flow within a team. By reducing the number of tasks being worked on at any given time, teams are better able to focus on completing a smaller set of high-priority items, which reduces context switching and increases efficiency. This focus leads to faster delivery of high-quality work. Options like “A. Pursue multiple goals at a time” and “C.
Preventing priority changes” are contrary to the benefits of limiting WIP, and “D. Respect the timebox” is less relevant in the context of optimizing flow. Thus, “B. Create focus” is the correct answer.

Using a Pull system means that work is pulled by the team members only when they are ready to start the next piece of work. It does not mean that all team members are pulled in to do the work. Instead, the team pulls in work based on capacity and readiness, ensuring a manageable workflow and limiting Work In Progress (WIP). Options B, C, and D describe principles that align with a pull system, but A does not.

In the Disciplined Agile (DA) framework, the role of “Team Member” is primarily responsible for building the product right. Team members, who possess the necessary skills and expertise, work collaboratively to develop, test, and deliver the solution according to the agreed-upon requirements and standards. While the Team Lead (B) facilitates the process and the Product Owner (C) ensures the right product is being built by prioritizing features and managing the backlog, it is the Team Members who actually perform the development work. The Architecture Owner (D) ensures the architectural integrity of the solution but is not solely responsible for building the product itself.
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The decision to keep a single Scrum team of 12 members, despite the increase in size, reflects the Disciplined Agile principle ofbeing pragmatic. This principle involves making context-sensitive decisions that balance competing priorities. In this case, although Scrum recommends smaller team sizes (ideally 10 or fewer), the team prioritized cohesiveness and delivery over strict adherence to the guideline. By being pragmatic, they chose an approach that best suits their current context and promotes better collaboration and productivity, even if it meant working with a slightly larger team. This decision also demonstrates a balance between adhering to best practices and adapting to the unique needs and dynamics of the team.

Disciplined Agile Delivery (DAD) defines a delivery life cycle consisting of three phases: Inception, Construction, and Transition. Inception focuses on initial project planning, stakeholder alignment, and getting the team ready to work. Construction is the phase where the team builds the solution in iterations, delivering incremental value. Transition involves preparing the solutionfor release, including final testing, deployment, and user training. The other options (A, B, C) do not accurately reflect the terminology and phases used in the DAD life cycle.

In a Disciplined Agile Delivery (DAD) team, a “specialist” is a role that requires specific skills or expertise in a particular area. TheBusiness Analystis considered a specialist because they have expertise in understanding and translating business needs into functional requirements that can be implemented by the development team. Other roles like Project Manager, Product Owner, and Stakeholder are not typically categorized as specialists within the context of DAD teams; these roles have broader responsibilities, such as overseeing the project or representing the customer’s interests.
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.

If the frequency of changes to requirements is very high (almost daily), the Continuous Delivery Agile lifecycle model makes the most sense. This model is designed to handle frequent changes by integrating and delivering work continuously, ensuring that new requirements are incorporated quickly and effectively.
Options A (Scrum) and D (Agile) provide iterative approaches, but they may not handle daily changes as efficiently as a continuous delivery model. Option B (Lean) focuses on optimizing flow and reducing waste but does not specifically address handling frequent requirement changes.

Agile teams, as per the Disciplined Agile (DA) framework, can deliver non-software projects. The DA toolkit is designed to be adaptable and applies agile and lean principles to a wide range of business domains beyond software development. This flexibility allows agile teams to use iterative and incremental approaches to manage various types of projects, such as marketing campaigns, event planning, and other organizational initiatives. Thus, it aligns with the PMI’s stance that agility can benefit all types of projects, not just software- focused ones.

The statement isfalse. In Disciplined Agile (DA), organizations are considered complex adaptive systems, meaning they require adaptive, decentralized, and bottom-up governance approaches rather than rigid, top- down control. Teams are encouraged to be self-organizing and empowered to make decisions that align with their context and the organization’s goals. Top-down governance can be too rigid and may stifle innovation, agility, and responsiveness.
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.

According to the I.N.V.E.S.T. mnemonic, a good user story should be:
* Independent:Can be developed and delivered without dependencies on other stories.
* Negotiable:Flexible in details and open to discussion.
* Valuable:Must deliver value to the customer or end-user.
* Estimable:Can be estimated to gauge effort required.
* Small:Sized appropriately to be completed within an iteration.
* Testable:Should have clear criteria to determine whether the story is complete.
“Valuable” is a key characteristic that ensures the user story contributes to the product’s value. Options A (Incremental), C (Tangible), and D (Satisfactory) are not part of the I.N.V.E.S.T. mnemonic.
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.

For an Agile or Lean project team, the aim of the Inception phase is to “perform sufficient work to initiate the endeavor and obtain agreement as to the overall vision with their stakeholders.”The Inception phase involves developing a shared understanding of the project’s vision, objectives, and scope, ensuring that all stakeholders are aligned and have agreed on the goals. While options A, B, and C involve planning, modeling, or building, the primary goal of the Inception phase is to set a clear direction and establish alignment among stakeholders.

A Minimum Viable Product (MVP) is a product with the minimum set of features needed to satisfy early customers and gather feedback for future development. The primary purpose of an MVP is to validate product assumptions, understand user needs, and guide subsequent iterations based on real user feedback. This iterative approach helps in aligning the product with customer expectations and reducing the risk of failure.
Options A (last iteration of development), B (not yet ready to be sold), and C (used for demonstration only) do not accurately reflect the primary purpose of an MVP in Disciplined Agile.
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.

When tailoring an agile strategy within the Disciplined Agile (DA) framework, the two process goals that require the most effort are”Align with Enterprise Direction”and”Explore Scope.”These goals are critical because they provide a foundational understanding and alignment with both the organization’s strategic objectives and the specific scope of the project or product being developed.
* Align with Enterprise Direction:
* Effort Required: Tailoring an agile strategy requires significant effort to ensure alignment with the overall enterprise direction, including strategic goals, corporate culture, compliance requirements, and governance policies. This involves understanding and integrating the broader organizational objectives into the team’s way of working (WoW).
* Why It Is Important: Ensuring alignment with the enterprise direction is vital for maintaining consistency across different teams and departments and for achieving long-term organizational goals. It helps in leveraging shared resources, standards, and practices, reducing risks, and fostering collaboration.
* Disciplined Agile Context: In the DA toolkit, “Align with Enterprise Direction” ensures that teams are not working in silos but are contributing to the broader organizational strategy and that their actions support the enterprise’s vision and values.
* Explore Scope:
* Effort Required: Exploring the scope involves understanding the breadth and depth of the problem space, gathering requirements, and defining what needs to be built. This can be a complex and time-consuming effort because it requires collaboration with multiple stakeholders, eliciting requirements, and managing changes.
* Why It Is Important: This process goal helps ensure that the team understands the scope of the work to be done and aligns its efforts accordingly. It involves prioritizing features, defining acceptance criteria, and creating a shared understanding among all stakeholders.
* Disciplined Agile Context: “Explore Scope” in the DA framework is critical because it lays the foundation for what the team will work on. It helps manage stakeholder expectations, prioritize work, and align deliverables with customer needs and organizational objectives.
Contrasting Incorrect Options:
* A. Improve Quality: While improving quality is essential in any agile strategy, it typically involves applying established practices such as Test-Driven Development (TDD), Continuous Integration (CI), and automated testing, which may not require as much initial effort compared to aligning with enterprise direction or exploring scope.
* D. Address Changing Stakeholder Needs: Addressing changing stakeholder needs is part of the agile process, but the effort involved depends on how frequently and significantly those needs change. This goal is more of an ongoing activity rather than an initial effort required for tailoring an agile strategy.

The primary advantage of working in an Agile team, according to the PMI Disciplined Agile framework, is the ability to quickly adapt to changing customer needs (Option C). Agile teams emphasize flexibility, responsiveness, and continuous improvement, enabling them to respond effectively to feedback and evolving requirements. Options A, B, and D do not reflect the core value proposition of Agile. While agile teams may aim for timely delivery, specialization, andreduced customer intervention, their core strength lies in adaptability and responsiveness to change, ensuring that the product remains aligned with customer needs.
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We can identify our challenges “by visualizing our workflow to identify what blocks it.” Visualizing the workflow, such as through a Kanban board or value stream map, helps teams see where bottlenecks, delays, or inefficiencies occur. This visualization makes it easier to pinpoint problems and areas for improvement.
While holding retrospectives (B), finding where frustrations arise (C), and trying good practices to identify failures (D) are all valuable techniques, visualizing workflow is a foundational Lean practice for identifying and addressing challenges in real time.