Which of the following roles would fall under that of a "specialist" on a Disciplined Agile Delivery
Team?
A
Explanation:
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.
What is the Disciplined Agile principle of being pragmatic characterized by?
D
Explanation:
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.
Reference:
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.
A team is about to begin work on a project that will lace rapidly changing requirements with releases
only every six months or so. The team does not have an agile mindset and does not want to release
often.
Which lifecycle should the scrum master select?
C
Explanation:
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.
What is the purpose of an iteration retrospective?
B
Explanation:
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.
What are the three phases common across project life cycles? (Choose three)
C, D, E
Explanation:
In Disciplined Agile (DA), the three common phases across project life cycles are Inception,
Construction, and Transition. These phases reflect the iterative and incremental approach of agile
methodologies tailored to suit varying contexts.
Inception: This phase is about getting things started properly. It includes initial planning activities
such as defining the vision, developing a preliminary project plan, identifying stakeholders, securing
funding, and setting up the initial environment.
Construction: This phase focuses on developing a consumable solution in a series of iterations. The
team builds, enhances, and evolves the solution to ensure that it meets stakeholders' needs while
remaining aligned with the overarching vision and goals.
Transition: The transition phase ensures that the solution is ready for delivery to the end-users or
stakeholders. This includes final validation and verification activities, user training, deployment, and
addressing any remaining issues.
These phases are common in the DA life cycles, reflecting the disciplined approach to managing
complexity in various types of projects, from straightforward to highly complex, while supporting
adaptability and continuous improvement.
Reference:
PMI, "Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working
(WoW)," which outlines the DA life cycles, including Inception, Construction, and Transition phases.
PMI's Disciplined Agile Toolkit, which describes these phases in detail and their relevance across
different types of project life cycles.
What is the architecture owner responsible for?
A
Explanation:
In Disciplined Agile, the Architecture Owner is responsible for mitigating key technical risks. This role
focuses on overseeing the architectural integrity of the solution being developed, ensuring that the
team makes sound technical decisions that align with the desired architecture and quality attributes
of the project. The Architecture Owner helps in identifying and addressing potential technical risks
early in the project life cycle, collaborating with the team to adapt the architecture as necessary to
mitigate these risks.
This individual works closely with the team to guide architectural considerations, ensures compliance
with the chosen architectural strategies, and maintains the overall technical direction of the project.
Although they are involved in other cross-functional activities, their primary responsibility is to
foresee and address technical challenges that could jeopardize the success of the project.
Reference:
PMI, "Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working
(WoW)," which details the responsibilities of the Architecture Owner, including mitigating technical
risks.
PMI Disciplined Agile (DA) Toolkit, which provides an overview of the roles and responsibilities within
DA, particularly the Architecture Owner's role in managing technical risks.
Why is the coordination meeting important for a project team?
B
Explanation:
The coordination meeting (often referred to as the daily stand-up or daily coordination meeting in
Agile practices) is crucial for a project team because it provides an opportunity for the team to help
itself stay in sync. This meeting is typically held daily and allows team members to communicate
their progress, discuss any challenges or impediments, and align their activities with the project's
goals.
In Disciplined Agile, such meetings are vital for fostering collaboration and ensuring that everyone on
the team is aware of what others are doing, which helps avoid misunderstandings, duplicate work,
and potential blockers. The purpose is not to report to a manager but for the team to coordinate,
plan, and adjust their work dynamically to ensure continuous alignment and effective progress
towards the team's objectives.
Reference:
PMI Disciplined Agile Toolkit, which emphasizes the importance of coordination meetings (or daily
stand-ups) in maintaining team alignment and promoting self-organization.
PMI, "Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working
(WoW)," which describes the value of regular team coordination to ensure synchronicity and
continuous alignment within agile teams.
What arc the three categories of process blades, according to Disciplined Agile (DA)? (Choose three)
A, B, E
Explanation:
In PMI’s Disciplined Agile (DA) framework, process blades refer to modular, process decision-making
tools that help organizations optimize their way of working (WoW). They are categorized into three
primary areas:
Disciplined DevOps (A) - This blade focuses on streamlining and integrating development and
operations activities, with a focus on continuous delivery and automation practices. It encompasses
activities such as IT operations, quality assurance, data management, and release management to
improve flow and operational efficiency.
Disciplined Project Management Office (PMO) (B) - The Disciplined Agile PMO is designed to oversee
and provide governance to an organization's project and product delivery processes. It facilitates
strategic alignment and value delivery across teams, ensuring that agile principles are applied at a
broader organizational level, and that governance and funding models are adaptable.
Disciplined Agile Delivery (DAD) (E) - Disciplined Agile Delivery is a hybrid agile approach focused on
the delivery of software-based solutions. It combines strategies from Agile, Lean, Scrum, and other
methodologies to create a flexible and scalable approach to delivery. DAD provides guidance across
all stages of solution delivery, from concept to deployment.
These three categories help organizations leverage Disciplined Agile principles by enabling flexible,
scalable solutions that can be customized based on their specific context and needs.
What arc Disciplined Agile milestones based on?
C
Explanation:
Disciplined Agile (DA) milestones are based on the concept of Lean governance, which is focused on
ensuring that agile practices are aligned with the organization's overall objectives while minimizing
bureaucracy. In the DA framework, milestones provide lightweight checkpoints throughout the
lifecycle to ensure that the team is on track to meet its objectives and deliver value. These
milestones are not about documentation or merely following a predefined lifecycle but are instead
focused on achieving business value in a lean and efficient manner.
A . Continuous integration is a practice rather than a basis for milestones.
B . Documentation is not a central focus of DA milestones.
D . Lifecycle refers to the various phases in the DA process, but milestones are specific checkpoints
within these phases guided by lean governance principles.
Thus, C. Lean governance is the correct answer, as it embodies the principles upon which Disciplined
Agile milestones are established.
Why is the retrospective an important agile ceremony?
A
Explanation:
In Agile, and specifically within the Disciplined Agile framework, the retrospective is a crucial
ceremony where the team reflects on their past iteration to identify areas of improvement. The main
purpose is to foster continuous improvement by focusing on how the team can better work together
moving forward. It encourages open communication, self-reflection, and team accountability,
aligning with the agile principles of continuous learning and adaptation.
The other options are incorrect because:
B . Organizing the product backlog is typically done during backlog refinement sessions, not
retrospectives.
C . Prohibiting stakeholders from making requests is not the purpose of a retrospective; stakeholder
feedback is valuable and is usually gathered during review sessions.
D . Providing the product owner with insights into team dynamics may occur, but it is not the primary
goal of the retrospective.
Therefore, the correct answer is A. It allows the team time to focus on how they can better work
together moving forward, as it aligns with the continuous improvement objective central to Agile
and Disciplined Agile practices.
Which phase of the project life cycle develops a consumable solution in a collaborative and
incremental manner?
B
Explanation:
In Disciplined Agile, the Construction phase of the project life cycle is responsible for developing a
consumable solution in a collaborative and incremental manner. During this phase, the team
iteratively builds the solution, working closely with stakeholders to ensure that the product or
service being developed meets their needs and expectations. The Construction phase emphasizes
agility, collaboration, and incremental development, where the solution evolves through repeated
iterations, incorporating feedback and improvements at each step. This approach helps to minimize
risks, adapt to changes, and deliver value more frequently.
Reference:
PMI, "Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working
(WoW)," which describes the Construction phase as the iterative process where the solution is
developed incrementally and collaboratively.
PMI Disciplined Agile (DA) Toolkit, which outlines the phases of the DA life cycle, including the
collaborative nature of the Construction phase.
Which approach is described as an agnostic hybrid technique that draws upon many different ideas?
C
Explanation:
Disciplined Agile is described as an agnostic hybrid technique that draws upon many different ideas
from multiple agile and lean frameworks. Unlike other agile methodologies that prescribe a specific
set of practices, Disciplined Agile provides a toolkit that allows teams to choose and tailor their way
of working based on their unique context, goals, and constraints. It integrates strategies from Scrum,
Kanban, Lean, XP (Extreme Programming), SAFe (Scaled Agile Framework), and other approaches,
providing a more flexible and adaptive approach to project management.
Reference:
PMI, "Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working
(WoW)," which describes Disciplined Agile as a hybrid approach that is framework-agnostic and
adaptable to different situations.
PMI Disciplined Agile (DA) Toolkit, which discusses the agnostic and hybrid nature of DA and its
ability to draw upon multiple methodologies.
The concept of Lean was developed around eliminating the three types of deviations that shows
inefficient allocation of?
B
Explanation:
The concept of Lean was developed around eliminating the three types of deviations that show
inefficient allocation of resources: Muda (waste), Mura (unevenness), and Muri (overburden). Lean
principles focus on maximizing value by minimizing waste and optimizing the use of resources, such
as time, effort, and materials. By identifying and eliminating these inefficiencies, organizations can
ensure that resources are allocated effectively, reducing costs, improving quality, and increasing
customer satisfaction.
Reference:
PMI Disciplined Agile (DA) Toolkit, which outlines Lean principles and their focus on optimizing
resource allocation by eliminating waste, unevenness, and overburden.
Lean methodology concepts, which emphasize the elimination of Muda, Mura, and Muri to optimize
resource allocation and efficiency.
A Minimum Viable Product (MVP) is a product with just enough features to satisfy early customers
and?
A
Explanation:
A Minimum Viable Product (MVP) is a product with just enough features to satisfy early customers
and provide feedback for future product development. The MVP approach allows organizations to
test their product hypothesis with minimal effort and investment, gather valuable user feedback, and
make informed decisions about further development. By delivering a basic version of the product
quickly, teams can learn from real-world use, validate assumptions, and iterate on the product to
better meet customer needs in subsequent versions.
Reference:
PMI Disciplined Agile (DA) Toolkit, which discusses the concept of an MVP as a tool for early market
entry, user feedback, and iterative development.
PMI, "Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working
(WoW)," which outlines the role of an MVP in enabling rapid feedback loops and continuous
improvement.
Which method extends the Kaizen loop strategy to help teams identify techniques that are likely to
work in their context?
B
Explanation:
The method that extends the Kaizen loop strategy to help teams identify techniques likely to work in
their context is Guided continuous improvement. In the Disciplined Agile (DA) toolkit, guided
continuous improvement refers to using a structured approach to learning and adaptation, where
teams are provided with guidance and options based on proven practices. This helps teams apply
Kaizen principles effectively in their unique environments by selecting and tailoring techniques that
are most likely to yield positive results.
A . Explicit workflow policies refer to defining specific rules about how work is managed but do not
inherently guide continuous improvement.
C . Communities of practice involve groups that share knowledge, but they do not extend the Kaizen
loop strategy directly.
D . Cross-team learning helps in sharing knowledge between teams but is not the method extending
the Kaizen loop strategy.
Thus, the correct answer is B. Guided continuous improvement as it directly aligns with the aim of
adapting the Kaizen strategy to specific contexts.