PMI DASM Disciplined Agile Scrum Master Exam Practice Test

Answer : A

In Team Estimation, also known as relative estimation or silent grouping, the team first estimates the relative sizes of all user stories by comparing them against each other. The stories are arranged in order of size (smallest to largest) without initially assigning specific numbers. After ordering, numerical values (such as story points) are then assigned to each story based on their relative size. This method leverages group consensus and comparative analysis to provide more accurate estimates.

B . Ranking teams in order of importance is not part of the Team Estimation process.

C . Defining 'Definition of Done' criteria is a separate exercise, not related to estimating story size.

D . Estimating necessary roles is not a part of Team Estimation.

Answer : C

The role of the Product Owner in Agile and Disciplined Agile frameworks is to ensure the team is building the right product that aligns with stakeholder needs and provides maximum value to the customer. The Product Owner achieves this by managing and prioritizing the product backlog, defining user stories, clarifying requirements, and making decisions on behalf of the stakeholders.

A . Coordinate the product is not a primary function of the Product Owner.

B . Inspect the product may be a part of their responsibilities, but the focus is on guiding the product's development.

D . Organize the product team is more aligned with the Scrum Master's role.

Answer : A

A value stream map is a Lean tool that helps teams visualize the flow of work and identify waste throughout the process of delivering a product or service. The primary purpose of a value stream map is to help the team identify problem areas or bottlenecks in the path to realizing value. By understanding where delays, excess inventory, or unnecessary steps occur, teams can target these areas for improvement, thereby minimizing waste and optimizing the flow of value to customers.

B . Focusing on the construction phase is not specific to minimizing waste across the entire value stream.

C . Reducing delays in the workflow process is an outcome of identifying problem areas but not the direct function of value stream mapping.

D . Applying the five Whys root cause method is a separate Lean technique that can complement value stream mapping but is not its main purpose.

Answer : A

When introducing new features to a large, existing product, the product team should employ the Minimum Business Increment (MBI) technique. An MBI is the smallest piece of functionality that can be delivered that provides value to the business. It allows teams to deliver business value quickly while minimizing risk and ensuring that only essential, incremental changes are introduced. This approach is particularly useful for managing the complexity of large, established products and ensuring that new features are aligned with business goals.

PMI Disciplined Agile (DA) Toolkit, which discusses the use of MBIs to introduce changes incrementally and deliver business value.

PMI, 'Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working (WoW),' which explains the benefits of using MBIs in agile product development.

Answer : E

The first step in choosing a team's way of working (WoW) in Disciplined Agile is to analyze the context. This involves understanding the specific needs, constraints, and circumstances of the team and its environment. By analyzing the context, the team can make informed decisions about which practices, tools, and frameworks are most appropriate for their situation. This ensures that the chosen WoW is tailored to fit the team's unique challenges and goals.

PMI Disciplined Agile (DA) Toolkit, which outlines the steps for choosing a team's WoW, starting with analyzing the context to make context-sensitive choices.

PMI, 'Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working (WoW),' which emphasizes the importance of context in selecting an appropriate approach.

Answer : A

In Disciplined Agile (DA), Minimum Business Increment (MBI) (A) is a key tool used to sequence work in order to deliver value quickly. An MBI is the smallest piece of functionality that can deliver recognizable value to the business and its stakeholders. By focusing on delivering MBIs, teams can prioritize and sequence their work to release incremental value to customers in a timely manner, reducing time-to-market and allowing for early feedback.

Here's a breakdown of why MBI is the correct answer:

MBI (A) is specifically designed to deliver real business value with the minimum amount of effort, ensuring that development work is focused on the most impactful features first. It's not just about delivering a working product, but rather delivering the smallest set of functionalities that provide business value, which can be immediately utilized by the organization or customers.

The other options have important roles in Agile but are not directly related to sequencing work to deliver value quickly:

Minimum Viable Product (MVP) (B): While MVP is crucial for early market testing, it is a broader concept compared to MBI. MVP aims to test the product's viability, but MBI is more focused on delivering incremental business value.

Planning Poker (C): A tool for estimating work efforts in Agile but not used for sequencing work.

Work in Process (WIP) Limits (D): This technique is related to managing workflow, typically in Kanban, by limiting the number of tasks in progress to avoid overloading the team. While it improves flow, it does not directly prioritize or sequence work based on business value.

Therefore, MBI (A) is the most effective technique for sequencing work to deliver value quickly in the DA framework.

Answer : C, D, E

The key attributes of a leader in an agile context include the ability to focus on goals, inspire trust, and take risks. Agile leaders guide their teams by keeping a clear vision of the goals, building trust through transparency and integrity, and being willing to take calculated risks to achieve desired outcomes. They do not simply 'go with the flow' or assign tasks in a top-down manner; instead, they empower their teams, foster a culture of trust, and support innovation by encouraging risk-taking within safe-to-fail boundaries.

PMI Disciplined Agile (DA) Toolkit, which describes the characteristics of effective leaders, including goal focus, trust-building, and risk-taking.

PMI Agile Practice Guide, which provides insights into leadership attributes that promote agile success.