Free Practice Questions for PMI DASM Exam

Along-standing teamis best suited for a long-term project with the potential for significant budgeting and tracking overhead. In Disciplined Agile (DA), a long-standing team is a stable, cross-functional team that remains intact over time and works on various projects or continuous delivery of value. This type of team reduces overhead associated with forming and disbanding teams and allows for more consistent tracking, budgeting, and management of resources. Additionally, long-standing teams develop stronger team dynamics and improve performance over time due to their stability.

B. A project teamis typically temporary and disbanded once the project ends.

C. A cross-functional teamis a characteristic of many Agile teams but does not specifically address the need for long-term stability.

D. A shared services teamsupports other teams by providing specialized skills but is not focused on long-term projects with budgeting needs.

In Lean and Agile terminology,Pushrefers to work beinggiven to peopleregardless of their current capacity. This approach contrasts with a "pull" system, where work is pulled by the team when they have the capacity to handle it. "Push" systems often lead to overloading team members, increased bottlenecks, and inefficiencies.

A. Delayed until laterdoes not capture the concept of "Push."

C. Expedited to meet a deadlineis about urgency, not pushing work.

D. Outsourced to a vendorrefers to the delegation of work outside the team and is unrelated to the "Push" concept.

Thus, the correct answer isB. Given to people.

In Disciplined Agile,the team membersare responsible for defining the amount of work to be completed during an iteration based on their understanding of the team's current capacity. This is aligned with Agile principles that promote self-organizing teams and emphasize the importance of team members making commitments based on their realistic assessment of what they can achieve. This collaborative decision-making process helps to ensure that the team is neither over-committing nor under-utilizing its capacity, leading to sustainable delivery and higher quality outcomes.

In Lean and Agile methodologies, the role of management is tocreate awesome team environmentsthat foster collaboration, creativity, and high performance. Lean principles emphasize empowering teams, removing obstacles, and creating a culture of continuous improvement and respect. This means management's role is to support the team, provide the necessary resources, and ensure a safe and conducive environment for delivering high-quality work.

A. Ensure documentation is completedis not the primary role of management in Lean.

B. Provide minimum viable products to the teamis more related to the responsibilities of product owners or teams, not management.

C. Ensure decisions are not made regionallyis not directly related to the core responsibilities of management in Lean.

Therefore,D. Create awesome team environmentscorrectly reflects the Lean management role.

In Disciplined Agile, teams are encouraged to selectgoals that are most relevant to their context and life cycle. This approach ensures that the team focuses on achieving outcomes that align with their specific needs, challenges, and project phase. Goal diagrams in DA help teams visualize and prioritize their objectives, and by choosing goals most pertinent to their current context, teams can address the most critical aspects first and adjust their practices effectively.

Theeight principles of Disciplined Agile (DA)provide a foundation for making sound decisions within an agile framework. The correct principles are:

Delight Customers: Focus on delivering high-quality products and services that meet or exceed customer expectations.

Be Awesome: Encourage team members to be the best they can be and create an environment that enables them to excel.

Pragmatism: Apply practical approaches and techniques that are most suitable for the given context.

Context Counts: Understand that every situation is unique, and practices should be tailored accordingly.

Choice is Good: Promote multiple ways of working and allow teams to choose the most appropriate techniques.

Optimize Flow: Focus on improving the flow of work to maximize efficiency and minimize waste.

Enterprise Awareness: Ensure teams understand and align with the organization’s broader goals and strategies.

Organize around products/services: Structure teams and workflows around delivering value to customers through products or services.

Therefore, the correct answer isB. Delight Customers, Be Awesome, Pragmatism, Context Counts, Choice is Good, Optimize Flow, Enterprise Awareness, Organize around products/services.

Disciplined Agile (DA) milestones are based on the concept ofLean 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 integrationis a practice rather than a basis for milestones.

B. Documentationis not a central focus of DA milestones.

D. Lifecyclerefers to the various phases in the DA process, but milestones are specific checkpoints within these phases guided by lean governance principles.

Thus,C. Lean governanceis the correct answer, as it embodies the principles upon which Disciplined Agile milestones are established.

When introducing new features to a large, existing product, the product team should employ theMinimum 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.

According to theINVEST mnemonic, a good user story should beValuable. This means that the user story must deliver value to the customer or stakeholder. Each user story should have a clear purpose, ensuring that the effort invested in its development contributes to the overall product value. Other criteria of the INVEST mnemonic include Independent, Negotiable, Estimable, Small, and Testable, but "Valuable" is key to justifying the user story's inclusion in the product backlog.